1

A

merica’s crime rate has declined dramatically over the past several years.

The Federal Bureau of Investigation’s

Uniform Crime Report shows that serious crime

declined by 3 percent in 1996, the fifth consecutive annual reduction. The Bureau of Justice

Statistics’ National Crime Victimization Survey

for 1996 revealed the lowest victimization rates

recorded since the survey began in 1973.

While there are surely many factors that contribute to this welcome news, one of them has to be

America’s outstanding correctional system—the

hundreds of jails, prisons, and halfway houses

that help keep our Nation safe. Correctional agencies enhance public safety in four ways. First,

they incapacitate offenders so that they can no

longer victimize law-abiding citizens. Second,

they provide meaningful punishment by depriving lawbreakers of their freedom. Third, they

serve as a deterrent; some would-be lawbreakers

may avoid crime because they don’t want go to

jail or prison. Finally, through education, vocational training, drug treatment, and a host of other

programs, correctional agencies provide the tools

inmates need to rehabilitate themselves.

The correctional system with which I am most

familiar is the Federal Bureau of Prisons, which

is a component of the Department of Justice.

During my 5-year tenure as Attorney General,

I have been extremely proud of the way the Federal Bureau of Prisons accomplishes all four of

these goals simultaneously. The programs of

which I am most proud, however, are those that

Message from the Attorney General

allow inmatesto bring about real rehabilitation—

real change in their lives.

More than 90 percent of Federal inmates will

someday be released back to the community.

Inmates who take advantage ofsuch programs as

education, vocational training, and drug treatment have a much greater chance of living productive, crime-free lives upon release. Further,

the Bureau’s mandatory work assignments

teach inmates vitally needed job skills and give

them experience at practicing responsible work

habits.

Several recent studies have shown that Bureau

work, education, and drug treatment programs

have a significant effect on recidivism rates: inmates who participate are less likely to return to

prison than inmates who do not. In addition,

these programs also improve inmates’ behavior

while incarcerated, thus increasing the safety of

staff, other inmates, and the general public.

Each day, thousands of men and women go to

work in America’s Federal prisons—as officers,

counselors, teachers, and other staff members—

because they believe they can make a difference.

Studies now tell us that they do. Each of us

should be grateful for the extra measure of security Federal correctional workers bring to our

lives.

Janet Reno
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3

E

ach year, the State of the Bureau:

Accomplishments and Goals highlights

the Federal Bureau of Prisons’ progress

toward meeting its strategic management goals.

The Bureau adopted the strategic management

concept a decade ago, and it has enabled us to

meet successfully the unprecedented challenges

of corrections in the late 1980’s and the 1990’s.

What makes strategic management so valuable

for the Bureau is that it encompasses not only

our current needs, but also our long-term goals

for the future— as well as our historical values

and principles. Thus, the BOP has developed a

management philosophy that lives up to the

maxim forsuccessful private sector corporations

that is outlined in the recent book Built to Last,

by James C. Collins and Jerry I. Porras— that organizations are best able to succeed when they

“preserve the core,” while at the same time

“stimulating progress.”

It is important to “preserve the core” because, in

order for an organization such asthe BOP to look

ahead,set goals, and develop strategiesfor meeting those goals, it must first look within, to clarify

its understanding of itself and its mission. To

this end, the Bureau identified a series of cultural anchors and core values when it moved to

strategic management 10 years ago. Those cultural anchors and core values appear on page 5

of this publication, and most can be traced back

to concepts and operating philosophies that

emerged in the Bureau’s earliest days. The

Bureau’s long-term goals are firmly rooted in

those cultural anchors and core values.

But if the Bureau’slong-term goals“preserve the

core” by being tied to its historical traditions,

they also “stimulate progress” by providing a

framework for its future development. Each of

Message from the Director

the long-term goals gives tremendous scope for

important and innovative objectives that empower the BOP to solve problems, meet challenges, anticipate trends, respond to changing

circumstances, and carry out its mission as effectively as possible. Our progress toward meeting

FY-97 objectives is discussed on pages 7-16,

and the objectivesfor FY-98 are outlined on pages

17-20.

I am proud of the Bureau’s ability to take charge

of its future in a way that relies on its past. Combining tradition and innovation in this way has

given the Bureau both the stability and the flexibility it needs to serve the people of the United

States as an effective partner in the Federal law

enforcement community.

One of the Bureau’s most valued cultural anchors

is the “Bureau Family” concept, which encourages healthy and supportive relationships among

staff, and organizational responsiveness to staff

needs. This sense of family within the Bureau is

especially keen when tragedy strikes, as it did on

April 3, 1997. That evening, Senior Officer Specialist Scott Williams was killed by an inmate at

the U.S. Penitentiary at Lompoc, California. Although Officer Williams’ death occurred during

1997, we published a tribute to him in the 1996

State of the Bureau. Additional copies of that

tribute may be obtained from our Office of Public Affairs. I wanted to take this opportunity,

however, to express our continued sorrow over

the death of Officer Williams. Kristy Williams

and her daughters, Kaitlin and Kallie, as well as

all of OfficerWilliams’ loved ones, remain in the

prayers of all members of the Bureau Family.

Kathleen Hawk Sawyer
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5

Mission Statement

The Federal Bureau of Prisons protects

society by confining offenders in the

controlled environments of prisons and

community-based facilitiesthat are safe,

humane, and appropriately secure, and

which provide work and other selfimprovement opportunities to assist

offenders in becoming law-abiding

citizens.

Cultural Anchors/Core Values

n Bureau Family

The Bureau of Prisons recognizes that

staff are the most valuable resource in

accomplishing its mission, and is committed to the personal welfare and professional development of each employee. A concept of“ family” is encouraged through healthy, supportive relationships among staff and organization

responsivenessto staff needs. The active

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

n Sound Correctional Management

The Bureau of Prisons maintains effective security and control of its institutions utilizing the least restrictive means

necessary, thus providing the essential

foundation for sound correctional management programs.

n Correctional Workers First

All Bureau of Prisons staff share a common role as correctional worker, which

requires a mutual responsibility for maintaining safe and secure institutions and

for modeling society’s mainstream values and norms.

n Promotes Integrity

The Bureau of Prisons firmly adheres to

a set of valuesthat 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.

n Recognizes the Dignity of All

Recognizing the inherent dignity of all

human beings and their potential for

change, the Bureau of Prisons treats inmatesfairly and responsively and affords

them opportunitiesforself-improvement

to facilitate their successful re-entry into

the community. The Bureau further recognizes that offenders are incarcerated

as punishment, not for punishment.

n Career Service Orientation

TheBureau of Prisonsis a career-oriented

service, which has enjoyed a consistent

management philosophy and a continuity of leadership, enabling it to evolve

as a stable, professional leader in the field

of corrections.

n Community Relations

The Bureau of Prisonsrecognizes and facilitates the integral role of the community in effectuating the Bureau’s mission,

and works cooperatively with other law

enforcement agencies, the courts, and

other components of government.

n High Standards

The Bureau of Prisonsrequires high standards of safety, security, sanitation, and

discipline, which promote a physically

and emotionally sound environment for

both staff and inmates.

Customer Service Plan

President Clinton signed Executive Order

12862“SettingCustomerServiceStandards”

on September 11, 1993. This order required

each agency to develop service standards

in order to carry out the principles of the

National Performance Review.

Customer Service Standards

The Federal Bureau of Prisons protects

society by confining offendersin the controlled environments of prisons and community-based facilities that are safe, humane, and appropriately secure. Committed to maintaining a healthy partnership with the community, the BOP will:

n In the event of an inmate escape from a

Federal institution, notify Federal and local law enforcement officialsimmediately

and furnish them with the details of the

escape and the identity of the escapee.

n At least 5 days prior to releasing an inmate with prior convictionsfor a drug trafficking crime or a crime of violence, notify the State and local law enforcement

officials of jurisdiction.

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

specified time frames:

ð Initial designation: 30 days.

ð Death: 30 days.

ð Parole hearing: 60 days prior

to the hearing.

ð Release to the community:

60 days prior.

ð Furlough: as early as possible

before the actual furlough

date (by phone if necessary).

ð Transfer to a halfway house:

upon acceptance at the halfway

house with the acceptance date.

Bureau of Prisons Fundamentals
6




7

FY-97: The Year in Review

Introduction

The Federal Bureau of Prisons (BOP)

uses a strategic planning approach to

management. Strategic planning is

driven by the BOP’s Mission Statement,

which is supported by six broad correctional goals. The agency’s mission and

six national goals are reviewed by the

Bureau’s Executive Staff annually at a

dedicated planning session and then

regularly throughout each year to ensure

that they continually meet the needs of

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

and the challenges confronting the

Bureau. Specific objectives, which fall

under each of the broad goals, are also

reviewed and modified as necessary.

The BOP’s currentstrategic plan reflects

major issues that face the agency today.

Particular emphasis is placed on those

that are relevant to institutional operations and those that impact the safety and

security of BOP institutions.

The following is an overview of the

Bureau’s FY-97 accomplishments,

arranged according to the Bureau’s six

national goals.

Goal - Population

Management:

The BOP will proactively manage its

offender population to ensure safe and

secure operations.

n The BOP’sinmate population at the

end of FY-97 was 112,289 (101,091 in

its own facilities and 11,198 in contract

confinement). This is an increase of

6,857 over the FY-96 year-end inmate

population of 105,432 (94,695 in BOP

facilities and 10,737 in contract confinement). At the end of FY-97, the BOP

had a rated capacity of 83,022, an increase of 6,580 beds over the rated capacity of 76,442 at the end of FY-96.

By the end of FY-97, Bureau institutions

were operating at 122 percent of capacity. (This 122 percent figure was the average crowding rate; crowding at high

and medium security institutions was

significantly higher, at 151 percent and

137 percent, respectively.)

Through its ongoing construction and

expansion program, the BOP added significant prison capacity during FY-97.

Facilities activated during FY-97 included Federal Correctional Institutions

(FCI’s) in Beaumont, Texas; Elkton,

Ohio; Yazoo City, Mississippi; and

Forrest City, Arkansas; a U.S. Penitentiary (USP) in Beaumont, Texas; a Federal Prison Camp (FPC) in Elkton, Ohio;

and a Federal Detention Center (FDC) in

SeaTac, Washington. In addition, construction was completed on FPC’s in

Beaumont,Texas, and Coleman, Florida;

inmates began arriving at these facilities

early in FY-98.

There were 23 facilities undersome phase

of development at year’s end; these will

provide an additional 15,056 beds.

Construction continues at: the Federal

Medical Center (FMC) in Butner, North

Carolina; FDC Brooklyn, NewYork; FCI

and FPC Edgefield, South Carolina;

FMC Devens, Massachusetts; FDC’s in

Philadelphia, Pennsylvania, and Houston, Texas; and an FCI in Victorville,

California.

Other projects include USP Pollock,

Louisiana; FDC Hawaii; USP Atwater

(formerly Castle AFB), California; USP

Lee County, Virginia; a USP in the State

of Kentucky; FPC Forrest City, Arkansas; FPC Devens, Massachusetts; FPC

Pollock, Louisiana; FPC Victorville,

California; FPCAtwater, California; FPC

Lee County, Virginia; and an FPC in the

Mid-Atlantic area.

n In accordance with a Congressional

mandate, during 1997, the Bureau

awarded a contract for the management

and operation of a Government-owned,

contractor-operated facility for Federal

inmates in Taft, California. During a

5-year Demonstration Project, the Bureau will evaluate the potential effectiveness of privatizing future BOP facilities.

TheTaft correctional institution includes

a 1,536-bed low security prison and a

512-bed minimum security camp that

will help reduce crowding in the Western Region. The facility started receiving inmates in December 1997.

n On August 5, 1997, President

Clinton signed into law the National

Capitol Revitalization and Self-Government ImprovementAct of 1997.Thislaw
8



included provisions intended to “ revitalize” the District of Columbia (D.C.) by

transferring to the Federal Government

many State-like functions. As a result of

this legislation, the responsibility for incarcerating D.C. sentenced felony offenders will be transferred from the D.C.

government to the FederalBureau of Prisons by the end of 2001. This will require

the Bureau to absorb approximately

7,000 additional offenders. (According

to the statute, some of these offenders

are to be held in contract facilities.) Upon

passage of this bill, the Bureau immediately began planning for the transition.

n In FY-97, the Bureau activated its

third Intensive Confinement Center

(ICC) in Lompoc, California. Eightyfour male inmates graduated from this

correctional “ boot camp” in FY-97. The

ICC in Lewisburg, Pennsylvania, graduated 233 male inmates during the fiscal

year, and the ICC in Bryan,Texas, graduated 208 female inmates.

n The BOP has actively encouraged

non-citizen inmates to apply for international treaty transfer to their native countries.This allowsforeign national inmates

to be nearer their families while, at the

same time, decreasing the U.S.

Government’s cost of housing noncitizen offenders.

During FY-97, under the auspices of the

Department ofJustice Prisoner Exchange

Program, the BOP worked with the Office of Enforcement Operations (OEO)

and the U.S. Marshals Service (USMS)

to return 369 foreign inmates from BOP

facilitiesto 18 different countries and 112

American citizens from foreign prisons

to the U.S. to finish serving their sentences.The majority of foreign nationals

were returned to Mexico (76 percent) or

Canada (12 percent).

n At the end of FY-97, the number of

inmatesin Community Corrections Center (CCC) and home confinement programs was approximately 6,250. During

FY-97, more than 70 percent of all BOP

releases (some 18,000 offenders) went

through community-based transitional

programs; approximately 90 percent

successfully completed them.

n During FY-97, the BOP also expanded the use of Comprehensive Sanctions Centers (CSC’s), which are designed to provide enhanced oversight

and intensive programming for offenders, including those on supervision who

have reverted to the use of drugs, as well

as inmates returning to the community

after extended periods of incarceration.

While similar in many waysto traditional

CCC’s, CSC’s place even greater emphasis on offender accountability, drug treatment, and programs to assist inmates in

successfully reentering society. Of the

BOP’s approximately 250 residential

community programs, 33 are now CSC’s.

Goal - Human Resource

Management:

The BOP will have a competent and

representative workforce meeting the

organization’s needs up to and beyond

the year 2000.

n In FY-97, a total of 2,846 job applicants were selected for initial employment with the BOP, increasing the

agency’s total staff complement to

30,212.

n In an effort to foster employee development, career advancement, and

equal opportunity, the BOP established

a formal mentoring program in January

1995. The mentoring program allows

interested employees to enhance their

personal growth and professional development and to improve their potential

for upward career mobility. It seeks to

increase staff morale, careersuccess, and

job satisfaction, and to develop the next

generation of leaders within the BOP.

More than 1,000 proteges and an equal

number of mentors participated in the

mentoring program during FY-97. The

BOP remains firmly committed to this

program.

n During FY-97, to ensure and maintain a competent workforce, 3,386 staff

members attended training at the Staff

Training Academy in Glynco, Georgia;

5,220 attended training at the Management and Speciality Training Center in

Aurora, Colorado; and thousands more

attended various internal and external

training programs.

n Since January 1997, as a condition

of employment, all employees entering

on duty into law enforcement positions

have been required to participate and successfully complete the Physical Ability

Test(PAT) during the Introduction toCorrectionalTechniques Program at the Staff


9

Training Academy in Glynco, Georgia.

The PAT includesthe following five tests:

dummy drag, ladder climb, obstacle

course, 1⁄4 mile run and cuff, and stair

climb. From February 25 - November 5,

1997, 2,046 trainees took the PAT; 2,026

passed, 4 received medical exemptions,

and 16 failed on their initial attempt. Of

the 16 failures, 9 passed when retested, 4

were given medical exemptions, and 3 refused to take the retest.The PAT was created to ensure that individuals hired for

law enforcement positionsin the BOP are

physically able to perform correctional

work safely and successfully.

n During FY-97, the Bureau’s Human

Resource Research and Development

(HRRD) Office completed an analysis of

the race and gender composition of the

BOP workforce. The office examined

data from 1980 to 1996 to determine

trends and movement of minority and

women employeesin theBOP workforce.

In addition, employees were categorized

on several personal and job characteristics to provide further information on

race and gender distribution. HRRD’s

analysis revealed the following:

In general, the percentage of minorities

in the Bureau’s workforce has increased

steadily since 1980. Racial minorities

increased from 21.8 percent of the BOP

workforce in 1980 to 32.3 percent in

1996 (AfricanAmericans from 15.5 percent to 19.1 percent; Hispanics from 5.3

percent to 10.0 percent; Asians from 0.4

percent to 1.9 percent; and Native Americans from 0.6 percent to 1.3 percent).

(The trends for Native Americans and

Asians must be interpreted with caution;

because they comprise only a small portion of the overall workforce, a small

change in the number of Native American orAsian staff can have a significant,

and perhaps misleading, impact on

percentages.)

Women increased from 18.1 percent of

the workforce in 1980 to 26.7 percent in

1996. However,the percentage of women

working for the BOP appearsto have stabilized since 1991 (staying at roughly

26.6 percent).

The minority trends based on grade level

and supervisory status indicate that racial minorities and women are occupying an increasing number of managerial,

upper-level, and supervisory positions.

For example, the percentage of racial

minoritiesin grades 13-15 increased from

10.6 percent in 1980 to 23.9 percent in

1996. Similarly, women in grades 13-15

increased from 5.2 percent in 1980 to

23.1 percent in 1996.

Over the past 15 years, racial minorities

have received promotions, reassignments, and transfers in close proportion

to their distribution within the BOP. For

example, in 1996, Hispanicsrepresented

10.0 percent of all BOP employees, and

received 9.6 percent of promotions, 11.3

percent of reassignments, and 11.9 percent of transfers. AfricanAmericansrepresented 19.1 percent of the BOP

workforce, and received 19.1 percent of

all promotions, 19.3 percent of all reassignments, and 23.5 percent of all

transfers.

During the same period, women have received promotions and reassignments in

a greater proportion than their representation in the Bureau. For example, in

1996 women represented 26.7 percent of

the BOP workforce, and received 38.2

percent of promotions and 41.3 percent

of reassignments.

Employee work experience varies by

minority status. The average years of

BOP service for all minority groups has

increased since 1980, creating less differential between racial minorities and

whites, and between women and men.

Overall, the percentage of minority new

hires continuesto increase. For example,

the percentage of racial minority new

hires in 1980 was 28.7 percent. In 1996,

the percentage of racial minority new

hires increased to 38.7 percent.

Gender and racial diversification continue within the Federal Bureau of Prisons workforce. The Bureau believesthat

a diverse workforce makes it better able

to meet the many challenges it faces.

Goal - Security and Facility

Management:

The BOP will maintain its facilities in

operationally sound conditions and in

compliancewith security,safety, and environmental requirements.

n On April 3, 1997, Senior Officer

Specialist Scott J.Williams was killed in

an attack by an inmate at the U.S. Peni-
10



tentiary in Lompoc, California. The inmate then attacked Senior Officer Specialist Scot Elliott, as well as Officers

Scott Leedham, Marcos Marquez, and

Mark Stephenson, before he was finally

subdued. (While thisterrible tragedy actually occurred in FY-97, the BOP ran a

full tribute to OfficerWilliams in the FY96 State of the Bureau.) Tragedies such

as this are somber reminders of the dangers of correctional work; they underscore the dedication and bravery of all

BOP employees.

n During FY-97, there were no escapes from any of the BOP’s 79 secure

institutions. (A “secure institution” is a

facility with a wall or fortified fence

around its perimeter. All BOP facilities

except minimum-security Federal Prison

Camps are classified as “secure.”)

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

years. The rate per 5,000 inmates has

dropped from 16.2 in 1982, to 2.3 in

1987, to 0.2 in 1992 to zero in 1997.

The virtual elimination of escapes is the

result of a long-term emphasis on security enhancements at all BOP institutions.

The Bureau has improved lighting patterns, fortified fences, enhanced escape

detection systems, modified patrol patterns, improved key and tool control,

strengthened staff training, and made

countless other major and minor modifications to increase security and protect

the safety of staff, inmates, and the general public.

n During FY-97, the BOP redoubled

its efforts to manage inmate behavior

proactively— primarily through an increased emphasis on candid, open communication between staff and inmates as

part of a renewed commitment to the

Bureau’s Unit Management concept.

Direct and frequent communication and

interaction between staff and inmateslies

at the very core of the BOP’sinmate management philosophy. This approach

helps staff know inmates, understand

their needs, and respond appropriately

to those needs. Inmates come to trust

staff, making it more likely that they will

understand and accept changes in law or

policy— even changes they may not like.

Historically, the Bureau has found that

communication and trust are the keys to

preventing misunderstandings that can

lead to individual or group misconduct.

In an effort to strengthen this kind of proactive inmate management, the Bureau

formed the Proactive Prison Management

Workgroup in March 1996. This group,

comprised of senior BOP managers, is

focusing on ways to enhance communication, understanding, and trust between

inmates and the BOP staff who supervise

them— not as a way to “ coddle” inmates,

but, rather as a way to enhance the safety

and security of every BOP institution.

n While prevention has an enormous

impact on the safety and security of BOP

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

management through training programs

for its Special Operations Response

Teams (SORT’s), Disturbance Control

Teams(DCT’s), and Hostage Negotiation

Teams (HNT’s).

To enhance its ability to deal with potential internal disruption in its operations,intensive, week-long SORT maneuvers and training were held in each of

the Bureau’s 6 regions, involving all 50

SORT’s and 62HNT’s. During these training exercises, wardens, associate wardens, captains, and SORT and HNT leaders received training in command and

control operations during a crisis

situation.

The Bureau maintains a Memorandum

of Understanding with the Federal Bureau of Investigation (FBI) concerning

hostage situations or other criminal actions that require FBI presence at BOP

institutions. Several BOP/FBI joint training sessions were conducted during

1997. These training sessions allowed

senior officials of both agencies to develop their abilities to respond to major

incidents where joint crisis resolution

efforts may be necessary.

n During FY-97, the BOP began a

major initiative designed to prevent inmatesfrom engaging in continued criminal activity while they are incarcerated.

This program includes improved inmate

“ profiling” (determining from an

inmate’s background whether he or she

is at a comparatively high risk of committing additional crimes while incarcerated); enhanced monitoring of social

telephone calls, social correspondence,

and visiting room activities; increased


11

emphasis on intelligence collection and

analysis; and greater coordination with

Federal, State, and local law enforcement

authorities in identifying and investigating crimes committed by inmates.

Goal - Correctional

Leadership and Effective

Public Administration:

The BOP will manage its operations and

resources in a competent and effective

manner which encourages creativity and

innovation in the development of exemplary programs, as well as excellence in

maintaining the basics of correctional

management. The BOP continually

strives toward improvements in its ef ective use of resources and its efficient

delivery of services.

n As of June 1997, more than 7,220

community volunteers were working in

BOP institutions, and another 716 were

working in contract Community Corrections Centers. Community volunteers

augment BOP programs, teaching literacy skills, providing spiritual guidance,sponsoring music and art programs,

and modeling mainstream community

values. The National Office of Citizen

Participation recently revised its mission

statement to emphasize opportunitiesfor

both staff and inmate volunteerism.

n With the increasing cost of healthcare and an aging inmate population,

well-managed medical services are a

critical factor in prison administration.

The Joint Commission on Accreditation

of Healthcare Organizations (JCAHO)

has accredited the medical facilities at 84

BOP institutions. The average JCAHO

accreditation score for an ambulatory

care facility improved from 85 percent

in 1994 to 94 percent in 1996. The score

for medical referral centers (i.e., prison

hospitals) has improved from 86 percent

in 1993 to 96 percent in 1996.

n As members of the Detainee Health

Care Issues Laboratory, the Bureau’s

Health Services Division, in cooperation

with the USMS and the Immigration and

Naturalization Service, is developing a

common infectious disease screening database for Federal detainees. This database is expected to improve communication and containment procedures regarding tuberculosis and other infectious

disease cases.

n In a pilot project, the BOP, working

with the Department of Veterans Affairs

and the Department of Defense, has developed aTelemedicine project to reduce

costs and enhance security by reducing

the need to transport inmates to community healthcare facilities. Veterans Administration physicians in Lexington,

Kentucky, provide psychiatric and medical specialty consultation to Bureau

sites in Pennsylvania; there have been

more than 500 Telemedicine examinations conducted during the course of the

18-month pilot project. The BOP will

complete the evaluation of the pilot in

1998.

n During FY-97, the Bureau completed

implementation of aWideArea Network

(WAN) to link all BOP computers together and allow for the exchange of information, data, and messages. Virtually

all Bureau workstations now have access

to this WAN, known as BOPNet. The

network is now used to carry electronic

mail, documents, and other data throughout the Bureau. This infrastructure will

be used as the platform for all data sharing applications that the Bureau develops in the future. Using various links

and gateways, BOPNet is also the route

for access to SENTRY, the Internet, and

other Justice Department applications.

n In 1995, selected BOP staff at 14

Bureau locations began using Government-issued VISA cards for small purchases. Based on the success of the pilot, the program was expanded Bureauwide, and all institutions and offices were

using VISA cards by the end of FY-97.

VISA card usage has halved the number

of “small purchase” procurements that

have to be processed by business office

staff. This, in turn, is expected to bring

about a Bureau-wide reduction in the

number of procurement and accounting

staff needed to processsuch transactions.

n During FY-97, the Bureau of Prisons worked with the United Parcel Service to reduce shipping costs for small

packages by approximately 50 percent.

In addition, the BOP imposed new limitations on the amount and type of personal property that inmates can possess.

This will reduce shipping costs associated with the transfer and release of BOP

inmates.
12



n In FY-97, more than $4.5 million in

court ordered obligations was collected

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

majority of these funds are distributed,

through U.S. Attorney’s Offices and the

Department of Justice’s Crime Victims

Fund, to victim assistance and support

groups or as direct compensation to victims for losses resulting from crimes.

n From February 10-14, approximately

100 staff, representing all BOP institutions, participated in a National Symposium on Victims of Federal Crime, in

Washington, D.C. The symposium was

sponsored by the Justice Department’s

Office forVictims of Crime, and was organized in cooperation with the National

Organization for Victims Assistance

(NOVA).This event wasthe first national

gathering of victim/witness program coordinators, law enforcement and correctional professionals, mental health experts, members of the clergy, and others

in the field, for the purpose of discussing

strategiesforimproving programs and services for victims of crime, and coordinating victims assistance initiatives between various agencies.Workshops were

held on a wide variety of topics, including restorative justice, stalking crimes,

crisis intervention, empowerment of

sexual assault survivors, surviving domestic violence, hate and bias crimes,

crime victims and the media, delivery of

services to different types of crime victims, international victim issues, and

crime victim compensation.

n As the victims’ rights movement

has matured in the United States, the

more comprehensive idea of“ restorative

community justice” (RCJ) has developed.

In addition to basic restitution, a variety

of mechanisms— such as mediation and

victim impact classes— may be employed

to help some crime victims recover from

their individual victimizations.While the

Bureau already participates in RCJ by

notifying victims of an offender’srelease

and facilitating the payment of financial

restitution to victims, BOP leaders are

looking at additional ways to be responsive to the needs of Federal crime victims. One pilot program that may allow

the BOP to better facilitate the RCJ process is the Victim Awareness Program.

This program currently is being implemented at Community Corrections Centers in Baltimore, Maryland, andTampa,

Florida.TheVictimAwareness Programs

in Baltimore andTampa involve three key

elements: Victim Advisory Boards, Restorative Volunteer Service, and Victim

Awareness Classes.

n On February 26, then-DeputyAttorney General Jamie Gorelick hosted the

1996 “JUSTWORKS” awards ceremony.

The “JUSTWORKS” award honors Department of Justice employees who

implement programs that “ cut red tape,

put customers first, and get back to basics.” The Bureau of Prisons was recognized for the Direct Delivery of Military

Parts program initiated between

UNICOR and the Defense Electronics

Supply Center. This program allows the

direct delivery of the product from the

UNICOR factory at FCI Phoenix to the

military end user, eliminating the need

for the product to be sent to a warehouse

as an intermediate step. Prior to this initiative, the average time from requisition

to customer receipt was 288 days; under

the Direct Delivery system, the average

time is just 13 days.

Goal - Inmate Programs and

Services:

The BOP providesservices and programs

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

n Inmate employment reducesthe idleness that can breed unrest and violence.

All inmates are required to work unless

they have a medical exemption. At the

end of FY-97, Federal Prison Industries,

Inc. (FPI) employed approximately

17,500 inmates, or about 18 percent of

inmatesin BOP-operated facilities. Most

other inmates were involved in institutional work assignmentssuch as grounds

maintenance, food service, or facilities

upkeep. In addition, some Federal inmates were assigned to work details on

military bases and in National Forests.

During FY-97, FPI activated five new factories, atFCIBeaumont(Low),USPBeaumont, FPC Bryan, FCI Yazoo City, and

FCI Forrest City, to keep pace with the

population growth and to keep inmates

productively occupied. This brought the

total number of UNICOR factoriesto 97.


13

Initial figures for FY-97 show that FPI’s

netsalesreached $512 million, compared

to $495 million and $459 million respectively for FY-96 and FY-95.

FPI continues to offer its diverse line of

products and servicesto Federal Government customers. By employing as many

inmates as possible, it contributes significantly to safety and stability in BOP

institutions. At the same time, it strives

to minimize any undue adverse impact

on private sector businesses.

On June 18, 1997, following extensive

building renovations, FPI held a dedication ceremony for its new headquarters,

located at 400 First Street,N.W., inWashington D.C. BOP Assistant Director for

Industries, Education, and Vocational

Training Steve Schwalb presided over

the ceremony; BOP Director Kathleen

Hawk Sawyer and FPIBoard of Directors

Chairman Joseph Aragon delivered

remarks.

n In an effort to help inmates obtain

job and life skills while at the same time

reducing inmate idleness, the Bureau has

established a number of measurable performance goals in the area of inmate

education.

One goal is to increase the amount of

time inmates spend in BOP classrooms.

Between FY-96 and FY-97, the total number of inmate classroom hours increased

by 18 percent— from 10,121,814 to

11,972,730.

Another goal is to increase the percentage of inmates enrolled in daily education programs. Between FY-96 and FY97, this number increased from 30 percent to 32 percent.

A third goal is to increase the number of

inmates who have a high school diploma

or GED certificate by the time they leave

BOP custody. In FY-97, 70 percent of

inmates within 6 or 7 months of their projected release date had a high school diploma or GED credential.

n During FY-97, the Bureau began a

major new staff training program in order to accommodate inmates with special learning needsin BOP literacy, GED,

and life skills programs. During FY-97,

56BOP teachersreceived advanced training in diagnostic assessment and prescriptive teaching techniques.

n During FY-97, 30 new recreation

specialists were trained in alternativesto

traditional recreational activities. Structured physical fitness and wellness programs, focusing on moderate exercise

and healthy lifestyles, keep many BOP

inmates productively occupied and positively focused. These programs help to

reduce stress, provide appropriate, prosocial waysto use unstructured time, and

encourage inmatesto take greater responsibility for their own well-being.

n In FY-97, the BOP Executive Staff

approved standardized proceduresforselecting and funding new vocational/occupational training programs and updating equipment for existing vocational/

occupational training programs. As a

result, 25 new advanced occupational

education programs and 22 equipment

upgrade requests were approved for

FY-98.

n Approximately 30 percent of Federal inmates have histories of moderate

to severe drug abuse. In order to reduce

the number of inmates who return to

drug-abuse and criminal lifestyles upon

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

them. Included are residential programs

(where inmates live in housing units

devoted to drug treatment activities), a

variety of non-residential programs (for

inmates in the general population), and

after-care programs.

The Violent Crime Control and Law

EnforcementAct of 1994 (P.L. 103-322)

required that the Bureau be able, by the

end of FY-97, to provide drug treatment

to all inmates who needed it and were

willing to accept it. The BOP has met

thisrequirement. By the end of FY-97, it

had increased the number of residential

drug abuse treatment programs from 32

(FY-94)to 42 (FY-97), and its yearly treatment capability from less than 4,000 to

well over 6,000 inmates. From October

1, 1994 to September 30, 1997, the Bureau provided residential treatment to a

total of 20,723 inmates.

Approximately 37 percent of all inmates

in BOP Community Corrections Centers

are enrolled in transitional drug abuse

treatment programs. A total of 5,315 inmates participated in community-based
14



drug treatment programs during FY-97;

thisrepresents a 30 percent increase over

the FY-96 figure of 4,083. As a pilot

project in FY-97,six Community Corrections Centers began providing drug treatment on-site.

n In 1997, the Bureau released results

for the first phase of its residential drug

abuse treatment program evaluation

project. This evaluation, conducted with

funding and assistance from the National

Institute on Drug Abuse, followed male

and female inmates from 20 different

treatment programs.

The first phase results compared the

6-month post-release outcomes for individuals who graduated from residential

treatment to a comparison group of

drug-abusing individuals who did not

receive treatment. (In order to assessthe

effects of treatment, controls were made

for self-selection into treatment as well

as a host of background factors known

to be related to post-release outcomes.)

The results showed that individuals who

completed residential treatment were less

likely to be arrested for a new offense

than inmates who had not participated in

treatment. Treatment program graduates

were also less likely to have tested positive for drug use during the first 6 months

after release. Future reports will contain

information on a release period of 3

years.

n Encouraged by the positive results

from the evaluation of itsresidential drug

abuse treatment programs, the Bureau

designed three new unit-based programs

for special populations of inmates. The

cognitive-behavior approach, the theoretical model used in the Bureau’s drug

treatment programs to reduce criminal

thinking and behavior, was carried over

as the foundation for changing criminal

patterns in inmates in high security institutions and in young offenders with

long sentences. A special program was

also designed in recognition of the need

to accommodate inmates who have cognitive and social learning deficits. Each

new program was developed with an assessment and evaluation component to

ensure the program meets the goals of

promoting positive behavior change and

functions in the most cost-effective

manner.

In March 1997, the BOP approved the

implementation of a residential program

at three penitentiaries: Atlanta,

Leavenworth, and Lompoc. The program

was named CODE to reflect the program

goals of accepting Challenge, Opportunity, Discipline, and Ethics. The CODE

program will expand the opportunitiesfor

high security inmates who want to make

positive lifestyle changes. Program activities target the reduction of antisocial

attitudes and behaviors, and emphasize

the values of respect for self and others,

responsibility for personal actions, honesty in relationships, and tolerance.

In May 1997, the BOP approved the

implementation of a program designed

for young offenders who are serving their

first Federalsentence ofmore than 5 years.

The Bureau’s evaluation of the inmates

involved in the October 1995 disturbances indicated that most of them were

from this younger offender group. The

BOP devised a strategy for introducing a

structured program to these offenders at

the earliest stage of incarceration, in order to enhance the BOP’s ability to manage them. The program’s activities are

designed to bring about a significant increase in the quantity and quality of interactions between staff and inmates, with

the goal of strengthening the ability of

staff to have a positive influence over

the inmates. Housed at the Federal Correctional Institution in Beckley, West

Virginia, this initiative is known as the

BRAVE (Beckley Responsibility and

Values Enhancement) program.

The Federal Correctional Institution for

medium security inmates at Coleman,

Florida, will house the Skills Building

Program for inmates who have cognitive

and social learning needs. Inmates from

institutions throughout the Southeast

Region can transfer to Coleman for this

6-month program that is designed to assess inmates’ educational needs, learning problems, and level of social functioning, and to develop appropriate strategies to meet those needs. The goals of

the program are to increase participants’

education levels, strengthen their social

skills, and improve their ability to satisfactorily adjust to a correctional environment.

n During 1997, 220 chaplains, assisted by approximately 8,000 contractors and volunteers, provided more than

230,000 religious services programs for

inmates. Approximately half of these


15

were worship services for adherents of

the 31 major faith groups represented

among BOP inmates. Regular activities

include Protestant services, Catholic

mass, Islamic and Nation of Islam Jumah

Prayer, NativeAmerican sweat lodge ceremonies, Jewish sabbath services, and

various rituals prescribed for other religious groups. Seminars and retreats (for

inmates of all faiths) include weekend

Prison Fellowship seminars, Christian retreats, Islamic seminars, parenting

classes, marriage enrichment workshops,

revivals, Yokefellow gatherings,

Cursillos, and choir presentations.

n The number of female offenders

among the Bureau’s inmate population

continues to increase. Accordingly, the

BOP continuesto develop programsspecifically designed to meet the physical,

social, and psychological needs of female offenders. The Bureau issued a Program Statement on the management of

female offendersin September 1997, and

it continues to focus on female offender

issues and develop programs designed

to meet the needs of this special population. For example, the “Bridge” program

at the Federal Correctional Institution in

Danbury, Connecticut, helps inmates

with histories of chronic sexual, physical, or emotional abuse overcome that

trauma and learn ways to avoid future

victimization. The SHARE (Sharing

HopeAbout Recovery Experiences) program at the Federal Medical Center in

Carswell, Texas, enables female offenders with histories ofsubstance abuse, domestic violence, or sexual assault to interact with young “ at risk” women in the

community. By describing and discussing their experiences, the inmates help

the youths avoid making the same mistakesthey did; this experience is also very

therapeutic for the inmates.

n In 1997, the Bureau approved a new

action plan to prevent sexual abuse/assault of inmates. Agency policy for

sexual abuse prevention and intervention is being revised to include procedures for recognizing, preventing, and

reporting the sexual abuse of inmates by

staff, and safeguarding the inmate victims. By the end of Spring 1998, every

Bureau of Prisons employee will have

received initial training about preventing the sexual abuse of inmates and responding appropriately should such

abuse occur. In addition, an inmate

awareness program, including proceduresfor reporting sexual abuse by staff,

has been developed and will be implemented by the end of FY-98.

Goal - Building Partnerships:

The BOP will continue to seek opportunities for expanding the involvement of

community, and local, State, and Federal agencies, in improving the effectiveness of the services it provides to offenders and constituent agencies. The active participation by BOP staff to improve partnerships will allow the BOP

to carry out its mission within the criminal justice system and to remain responsive to other agencies and the public. The

BOP will develop partnerships to focus

the shared responsibility for the establishment of a supportive environment promoting the reintegration of of endersinto

the community.

n During the past decade, the Federal

detainee population has experienced unprecedented growth. To help provide for

detention needs of other Federal law enforcement agencies, the BOP operates 7

Federal Detention Centers and 20 detention units at other BOP facilities. The

BOP also operates a FederalTransportation Center to assist in the movement of

inmates and detainees. During FY-97,

the Bureau housed approximately 10,000

U.S. Marshals Service prisoners and

more than 1,900 Immigration and Naturalization Service (INS) detainees each

day in these facilities.

In March 1996, the Director of the BOP,

the Commissioner of INS, and the Director of the Executive Office for Immigration Review (EOIR) signed a Memorandum of Understanding that implemented

the enhanced Institutional Hearing Program (IHP). This program is designed

to ensure that the 13,000 criminal aliens

committed every year forservice of Federal sentences will complete the deportation hearing process while still serving

their sentences. This allows deportation

to occur upon completion of the sentence,

avoiding costly post-sentence detention.

During 1997, the BOP activated two

major IHP facilities— one on the East

Coast in Allenwood, Pennsylvania, and

one on the West Coast in Lompoc, California. These facilities provide courtroom and office space for INS and EOIR
16



staff. This brings to 10 the number of

IHP hearing sites at Bureau institutions

and contract detention facilities around

the Nation.

n During FY-97, the Bureau of Prisons created the position ofAssociate General Counsel for Criminal Litigation in

order to provide further support for U.S.

Attorneys’ offices pursuing criminal prosecutions against individuals in BOP custody. The Office of General Counsel has

coordinated the Bureau’s efforts to support Federal prosecutors during the trial

of numerous high profile capital punishment cases, including U.S. v. McVeigh

and U.S. v. Nichols (the bombing of the

Alfred P. Murrah Federal Building in

Oklahoma City), U.S. v. Kaczynski (the

“ Unabomber” ), U.S. v. Johnson

(Chicago’s Black Gangster Disciples

gang), and U.S. v. Beckford et al.

(Richmond’s Poison Clan drug gang).

The Office of General Counsel advises

Bureau of Prisons field and regional office staff in routine matters of criminal

case investigation and prosecution and

serves as a resource for Assistant U.S.

Attorneys to promote the effective prosecution of inmates who commit crimes

while in BOP custody.

During FY-97, the Bureau of Prisons vigorously supported the prosecution of inmates who committed crimes while in

Federal correctional facilities. The U.S.

Attorney’s Office for the Northern District of Georgia successfully prosecuted

inmateAnthony Battle for the 1994 murder of Federal Correctional Officer

D’Antonio Washington. Inmate Battle

received the death sentence and is currently awaiting execution.

Also during FY-97, several U.S. Attorneys’ Offices, with the assistance of the

Bureau of Prisons, successfully prosecuted inmate defendants who had been

involved in a series of disturbances that

occurred across the Bureau of Prisons in

October 1995. U.S.Attorneys’ Officesin

the Middle District of Alabama, Southern District of Illinois, Middle District of

Pennsylvania, and Middle District of

Tennessee successfully prosecuted more

than 40 inmate rioters for numerous violations of law, including assault on staff,

destruction of Government property, arson, mutiny, and rioting. These convictions resulted in significant consecutive

prison terms for the defendants.

n During FY-97, the National Institute of Corrections (NIC) continued to

assist Federal, State, and local correctional agencies in improving their management, operations, programs, and services. During the year, NIC provided

training to 48,404 executives, managers,

trainers, and specialists working in adult

corrections. An additional 331 juvenile

justice practitioners received training

through an interagency agreement with

the Office of Juvenile Justice and Delinquency Prevention. NIC also provided

technical assistance in response to 477

requests from State and local adult corrections agenciesin all 50 States, the District of Columbia, Puerto Rico, and

American Samoa. During FY-97, the

NIC Information Center responded to

10,500 requestsfor information from corrections practitioners, policymakers,

judges, legislators, and others from

throughout the U.S. and abroad.

NIC coordinated a long-term options

study (the third of three reports) focusing on the District of Columbia Department of Corrections (DC DOC). This

study was submitted to Congress in February 1997. Pursuant to the provisions

of the National Capital Revitalization

and Self-Government Improvement Act

of 1997, the D.C. Financial Responsibility and Management Authority engaged

NIC to develop management reform

plansfor the DC DOC and the D.C.Youth

ServicesAdministration; NICbegan work

on the project in September 1997.

NIC also entered into several interagency agreements with other Federal

agencies during FY-97. The Office of

Justice Programs (OJP) transferred

$600,000 to NIC to assist States applying for and/or receiving OJP grants for

correctional facility construction/expansion and operation of residential substance abuse programs, and recipients of

OJP boot camp grants. The Office ofJuvenile Justice and Delinquency Prevention transferred $300,000 to NIC to enable the NIC Academy to provide training and related technical assistance to

practitioners working in juvenile corrections and detention.


17

Introduction

The Bureau has established national objectives in support of its six long-term

strategic goals. Each year, the Bureau’s

Executive Staff reviews these objectives

and modifies them as necessary. Each

level of management (the Central Office,

regional offices, training centers, and institutions) has its own set of local plans

and action stepsin support of these goals

and objectives.

Below is a list of the national goals and

the FY-98 objectives that support them.

Population Management

Objective 1.01

Complete construction and begin activation of 6 new facilities, which will add

5,077 beds in rated capacity.

Objective 1.02

Part 1 - Continue construction of 6 new

facilities, which are expected to be completed and begin activation in FY-99 and

which will add 4,320 beds in rated

capacity.

Part 2 - Complete design, bidding, and

award of contractsto begin the major construction of 2 new facilities, which are

expected to be completed and begin activation in FY-00 and which will add

1,088 beds in rated capacity.

Part 3 - Continue or begin environmental review, design or construction activities for 7 new facilities, which are expected to add 3,934 beds in rated capacity between FY-01 and FY-02.

Objective 1.03

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

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

facilities, and a 1-year study of the cost

effectiveness and feasibility of private

sector and governmental operation of

prisons at all security levels, including a

review of relevant literature and related

legal issues.

Objective 1.04

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

office and to pursue additional Comprehensive Sanction Centersif requested by

Federal Probation or the Courts, and (2)

by maintaining 20 percent of the overall

Community Corrections Center population on Home Confinement.

Objective 1.05

Within budgetary resources, make maximum use of community corrections

bedspace, particularly by consistent

placement of inmates from secure facilities, using target utilization rates for institutions of at least the following:

Minimum - 80 percent

Low - 70 percent

Medium - 65 percent

Objective 1.06

Improve the geographic distribution of

Bureau contracts for juvenile bedspace

by issuing solicitations for additional juvenile beds in the Southwestern, Midwestern, and Southeastern parts of the

country.

Human Resource

Management

Objective 2.01

Administer a recruitment program which

focuses on the objectives identified in

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

grade positions.

Objective 2.02

Monitor management (institution department head) vacancies for all disciplines

to ensure sufficient pools of qualified

staff are available to fill managerial

positions.

Objective 2.03

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

agency that works together in harmony

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

Strategic Planning Objectives for FY-98
18



Objective 2.05

Evaluate, develop/modify, and deliver

training programs to meet the evolving

organizational needs of the agency.

Objective 2.06

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

with guidelines established by the

National Partnership Council.

Objective 2.08

Eliminate all instances of sexual harassment and inappropriate staff sexual

behavior from the workplace.

Security and Facility Management

Objective 3.01

Increase staff and inmate awareness of

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

of infectious diseases.

Objective 3.02

This objective involves ongoing efforts

either to complete projects for which

funds already have been allocated or to

complete already identified Life Safety

recommendations. The two initiatives are

being pursued as one objective because

they need to be viewed as being equally

important.

A) During FY-98, complete at least 90

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

regions previously had indicated would

be completed prior to or by the end of

FY-97.

B) Increase the completion rate to 98

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

Objective 3.03

Maintain an effective Crisis Management

Program through the training of all

Bureau of Prisons staff.

Objective 3.04

Increase staff and inmate involvement in

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

chemical spill prevention by enhancing

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

the implementation of environmental

regulations and prevention of potential

violations.

Objective 3.06

The Bureau will seek compliance with

applicable disability laws and regulations

by ensuring physical accessibility to Bureau facilities and programs in all new

construction projects and in renovation

projects of existing institutions; by use

and monitoring of physical ability testing for correctional workers; by periodic

training of new and current employees

to enhance staff recognition and response

to disability issues; and by increasing the

completion rate to 50 percent at each facility for all accessibility projectsfunded

prior to the end of FY-97.

Correctional Leadership

and Effective Public

Administration

Objective 4.01

Focus on reducing costs by encouraging

good financial management on the part

of all program managers through continued emphasis on financial planning; continually analyzing workload and staffing

requirements; using shared services at

institutions within close proximity and

within institutions across all program areas; review functions where contracting

out may generate financial savings (i.e.,

medical, psychology, etc.); increase the

use of technology or better use technology to increase productivity and

efficiency.

Objective 4.04

Establish an automated mechanism to

account for the number of inmate transfers as well as the costs associated with

transporting inmates transferred among

Bureau of Prisons institutions.

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.


19

Objective 4.07

By December 2000, reduce yearly BureauWorkers’ Compensation chargeback

costs by enhancing the Workers’ Compensation Program through policy development and implementation, training,

and case management.

Objective 4.08

Ensure information is protected and controlled through education and compliance

with applicable security regulations and

policy.

Objective 4.09

The Federal Bureau of Prisons willstrive

to maintain the highest integrity and ethicalstandardsfor its workforce. Through

increased training, appropriate discipline

and prosecution, and a thorough review

of operational procedures,sustained misconduct will be reduced for FY-98.

Objective 4.10

Eliminate the introduction of drugs and

drug paraphernalia into BOP institutions

through the use of programs, technology,

and administrative and legal sanctions.

Objective 4.11

Develop and implement policies and programs designed to support and protect all

rights and interests of crime victims/witnessesin the community and among correctionalstaff and their families. Provide

victims/witnesseswith information regarding the Bureau’s programs and policies.

Inmate Programs and

Services

Objective 5.01

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

reintegration upon release, and which

have a clear correctional management

purpose which minimizes inmate idleness. Increase the participation of inmates in community service to foster

good community relations and decrease

inmate idleness.

Objective 5.02

Ensure community based transitional

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

treatment graduates. The quality of these

services shall be closely monitored and

evaluated.

Objective 5.03

Implement an Inmate Health Promotion

and Disease Prevention Program as an

integral component of Health Services by

encouraging inmate responsibility for

personal health care.

Objective 5.04

Provide for an efficient and effective plan

of health care delivery in the Federal

Bureau of Prisons utilizing system-wide

approachesthat incorporate restructuring

and innovative strategies such as

telemedicine, electronic health records,

and pre-certification.

Objective 5.05

In FY-98, provide residential drug abuse

treatment to all inmates with a substance

abuse problem (as defined by the Bureau

of Prisons), who volunteer for treatment.

Encourage treatment participation.

Objective 5.07

Implement the BOP’s plan on female

offenders.

Objective 5.09

Develop and implement plans to address

the special program needs of physically

disabled, chronically ill, mentally ill, geriatric, and hospice patients.

Objective 5.10

Ensure reasonable opportunities exist for

all recognized faith groups.

Objective 5.11

Prevent inmatesfrom engaging in or continuing criminal activity during incarceration through an enhanced emphasis on

training and intelligence gathering (identification, detection, and deterrence).

Objective 5.12

Develop and implement a centralized and

integrated “ Deganging” Program to be

initiated throughout the BOP during

FY-98.
20



Objective 5.14

“ Revitalize” Unit Management through

a return to basicsin various areas, including the initial classification and program

review of inmates; establishment of

meaningful programs for inmates; and

daily interaction/communication with the

inmate population.

Objective 5.15

Develop a strategy to activate FMC’s

Butner and Devens, with an anticipated

additional inpatient capacity up to 782

beds. With the activation of FMC’s

Butner and Devens, implement a plan for

inpatient/outpatient stratification

throughout the Bureau of Prisons.

Building Partnerships

Objective 6.01

Recognizing the cost and scarcity of

prison capacity as a resource, the BOP

will attempt to learn, as early as possible,

about Federal law enforcement initiatives

in order to estimate their impact on the

Federal prison population. Additionally,

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

on prison resources of law enforcement

and legislative initiatives.

Objective 6.02

Engage community resources in the reintegration of offendersinto the community through expansion of current institution volunteer programs as well as draw

upon new, non-traditional services.

Objective 6.04

The Federal Bureau of Prisons and the

National Institute of Corrections will

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

and local criminal justice/correctional

agencies and organizations. This cooperative effort would enhance systematic

processes to keep abreast of emerging

trends/issues, innovations, and changes

in corrections and related field.


21

W

hile the primary business of

the Bureau of Prisons is

operating correctional facilities, certain administrative, support,

and policy functions are carried out by

the Central Office, six regional offices,

and two training centers.

Central Office

The Bureau of Prisons, which is a component of the United States Department

of Justice, has its headquarters, or Central Office, at 320 First Street N.W.,Washington, D.C. 20534. The Central Office

is divided into nine 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 activities, acquisition and construction of new

Bureau institutions, and facilities management programs.

The Community Corrections and Detention Division (CCDD) is responsible for

the confinement of selected Federal offenders in contract facilities, including

community-based programs, detention

centers,juvenile facilities, State prisons,

and local jails. The Division is responsible for coordinating the implementation of the Bureau’s newly-acquired responsibility for confining sentenced

felony offenders from the District of

Columbia. CCDD’s National Office of

Citizen Participation promotes and coordinates programs for citizen, inmate,

and staff volunteerism in Bureau institutions and local communities.

The Correctional Programs Division

manages the correctional services and

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

services, counseling programs, drug

treatment programs, programsforspecial

needs offenders, inmate records management and sentence computation, and Federal Witness Protection Program implementation.

The Health Services Division manages

the health care programs of the Bureau

and ensures that Federal inmates receive

essential medical, dental, and psychiatric servicesthat are consistent with community standards. It is also responsible

for the Bureau’s environmental and occupational health services and food services.

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

staff members, as well as employee pay

and position management, security and

background investigations, labor/management relations, and equal employment

opportunity.

The Industries, Education, and Vocational Training Division oversees Federal Prison Industries, also known by its

trade name UNICOR. UNICOR is a

wholly owned Government corporation

that provides employment and training

opportunities for inmates confined in

Federal correctional facilities. The division also has managerial oversight of the

Bureau’s education, recreation, and vocational training programs.

The Information, Policy, and Public Affairs Division is responsible for managing the Bureau’s information resources,

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

and policy review.

The Office of General Counsel provides

legal advice, assistance, and representation to Bureau officials in the areas of

legislation regarding correctional issues,

commercial law, inmate litigation, administrative complaints, ethics issues,

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

The Program Review Division provides

review oversight for all programs and

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

reviews to measure performance and

evaluate the strength of internal control

systems and compliance with laws, regulations, and standards.

Regional Offices

The Bureau of Prisons also has six

regional offices, which directly oversee

the operations of the facilities within their

respective regions of the country.

Bureau of Prisons Offices
22



Staff in a regional office include a regional director and deputy regional director, as well as administrators in such

areas as human resource management,

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

chaplaincy services, facilities development and operations, food service, and

community corrections. The staff maintain close contact with institution staff

in all facets of Bureau operations.

Regional office staff provide management and technical assistance to institution and community corrections personnel. They conduct workshops, conferences, and specialized training programs; give technical assistance to State

and local criminal justice agencies; and

contract with community agencies to

provide offender placement in Community Corrections Centers.

The following is a list of the six regional

offices and their addresses.

Mid-Atlantic Regional Office

10010 Junction Drive, Suite 100-N

Annapolis Junction, Maryland 20701

301-317-3100 Fax: 301-317-3115

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. Customs House, 7th Floor

2nd and Chestnut Streets

Philadelphia, Pennsylvania 19106

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

South Central Regional Office

4211 Cedar Springs Road, Suite 300

Dallas, Texas 75219

214-767-9700 Fax: 214-767-9724

Southeast Regional Office

523 McDonough Boulevard, S.E.

Atlanta, Georgia 30315

404-624-5202 Fax: 404-624-8151

Western Regional Office

7950 Dublin Boulevard, 3rd Floor

Dublin, California 94568

510-803-4700 Fax: 510-803-4802

Staff Training Centers

Staff training is an integral part of

Bureau of Prisons staff development. Introductory 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, as well as the Staff

Training Academy’s Specialty Training

Center in Artesia, New Mexico.

NationalInstitute of

Corrections

The National Institute of Corrections

(NIC) provides technical assistance,

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

country. NIC has four divisions (Jails,

Prisons, Community Corrections, and

Academy) and it operates a clearinghouse

known as the NIC Information Center.

NIC provides training to State and local

correctional personnel as well as Bureau

employees at itsAcademy in Longmont,

Colorado.

NIC Headquarters

Prisons Division/Community

Corrections Division

320 First Street, N.W.

Washington, D.C. 20534

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

NIC Jails Division/Academy

1960 Industrial Circle, Suite A

Longmont, Colorado 80501

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

NIC Information Center

1860 Industrial Circle, Suite A

Longmont, Colorado 80501

800-995-6429 Fax: 303-682-0558
Bureau of Prisons Facilities

T

his section provides a brief profile of each of the 93 institutions

that theBureau operated as of September 30, 1997 (91 of those institutions

housed inmates; the other 2 provided

shared servicesto correctional complexes).

A number of categories ofinformation are

provided for each currently operating facility; most are self-explanatory.

Security Level

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

broad spectrum of offendersin an appropriate manner. Security levels are based

on such features asthe presence of external patrols, gun towers,security barriers,

or detection devices; the type of housing within the institution; internal security features; and the staff-to-inmate ratio. Each facility is placed in one of five

groups— minimum, low, medium, high,

and administrative.

Minimum-Security

Minimum-security institutions, also

known as Federal PrisonCamps, have dormitory housing, a relatively low staff-toinmate ratio, and no fences. These institutions are work- and program-oriented, and

many are located adjacent to larger institutions or onmilitary bases, where inmates

help serve the labor needs of the larger

institution or the base.

Low-Security

Low-security Federal Correctional Institutions(FCI’s) have double-fenced perimeters, mostly dormitory housing, and

strong work and program components.

The staff-to-inmate ratio in these institutions is higher than in minimum-security

facilities.

Medium-Security

Medium-security FCI’s have strengthened

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

programs, and an even higher staff-to-inmate ratio than do low-security FCI’s, providing even greater internal controls.

High-Security

High-security institutions, also known

as U.S. Penitentiaries (USP’s), have

highly secure perimeters(featuring walls

or reinforced fences), multiple- and

single- occupant cell housing, and close

staffsupervision and movement controls.

Administrative

Administrative facilities are institutions

with special missions, such as the detention of noncitizen or 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 (MCC’s), Metropolitan Detention Centers(MDC’s), Federal Detention Centers(FDC’s), and Federal Medical Centers(FMC’s), as well as

the Medical Center for Federal Prisoners

(MCFP) and the U.S. Penitentiary, Administrative-Maximum (ADX).Administrative facilities are capable of holding

inmates in all security categories.

Correctional Complexes

A number of the institutions included in

this section are parts of Federal Correctional Complexes. At FCC’s, which the

Bureau began constructing in the late

1980’s, institutions with several differ-



ent missions and security levels are

located in close proximity to one another. With institutions grouped in this

way, FCC’s may increase cost-efficiency

through the sharing of services, enable

staff to gain experience at institutions of

many security levels, and enhance emergency preparedness by having additional

staff and resources close by.

Some FCC’s— such as FCC Allenwood,

FCC Butner, and FCC Florence— are essentially stand-alone institutions that

make limited use of shared services arrangements. Others— such as FCCBeaumont and FCC Coleman— rely on shared

services much more extensively; they

have a centralized business office, personnel office, warehouse, and training

center. They view all of their staff as

employees of the complex, rather than

employees of its component institutions,

and staff rotate between posts at each of

these facilities.

Capacity

Capacity refers to the number of inmates

the institution was designed to hold.

Population

Population refers to the number of inmates the institution actually held on

September 30, 1997.

Staff

Staff refers to the actual number of employees at an institution on September

30, 1997.

For more information on a particular

facility, contact the facility or the Bureau of Prisons Office of PublicAffairs

at 202-307-3198.

23
• ALDERSON

• CUMBERLAND

• PETERSBURG

• BECKLEY

ASHLAND •

LEXINGTON •

MANCHESTER •

MORGANTOWN •

LORETTO •

SCHUYLKILL •

LEWISBURG •

McKEAN •

• ALLENWOOD

• FORT DIX

• FAIRTON

• NEW YORK AND BROOKLYN

• DANBURY OTISVILLE •

• RAYBROOK

MILAN •

SEYMOUR JOHNSON •

BUTNER •

ESTILL •

JESUP •

ATLANTA •

• COLEMAN

CHICAGO •

DULUTH •

GREENVILLE •

GUAYNABO •

• EGLIN •TALLAHASSEE •

MARIANNA

MARION •

• MEMPHIS

MIAMI •

MONTGOMERY •

• OXFORD

•TALLADEGA

TERRE HAUTE •

• PEKIN

SANDSTONE •

WASECA •

• SPRINGFIELD

• ROCHESTER

•YANKTON

LEAVENWORTH •

• FLORENCE

• ENGLEWOOD

• OKLAHOMA

CITY

EL RENO •

• NELLIS

• SHERIDAN

FORT WORTH AND CARSWELL •• SEAGOVILLE TEXARKANA •

THREE RIVERS •

•TUCSON

• SAN DIEGO

• SAFFORD

• PHOENIX

•

LOS ANGELES

• EL PASO

• DUBLIN

BRYAN •

• BORON

• BIG SPRING

BASTROP •

OAKDALE •

LOMPOC •

• TERMINAL ISLAND

•

LATUNA

PENSACOLA •

BEAUMONT •

ELKTON •

FORREST •

CITY

YAZOO CITY •

• SEATAC

2

4










25

FPC Alderson

Glen Ray Road, Box B

Alderson, West Virginia

24910

304-445-2901

Fax: 304-445-2675

Mid-Atlantic Region

Security level: Minimum/Female.

Judicial District: Southern

West Virginia.

Capacity: 838.

Population: 806.

Staff: 191.

Location: In the foothills of the

Allegheney Mountains, 270 miles

southwest of Washington, D.C., 12

miles south of Interstate 64, off

State Highway 3. The area is

served by airports in Lewisburg

and Beckley, as well as Roanoke,

Virginia. It is also served by

Amtrak and commercial bus lines.

FPC Allenwood

P.O. Box 1000

Route 15

Montgomery,

Pennsylvania 17752

717-547-1641

Fax: 717-547-1504

Northeast Region

Security level: Minimum/Male.

Judicial District: Middle

Pennsylvania.

Capacity: 567.

Population: 643.

Staff: 121.

Location: 200 miles north of

Washington, D.C., and 7 miles

south of Williamsport, Pennsylvania. The area is served by the

Williamport-Lycoming County

Airport and commercial bus lines.

FCI Allenwood

(Low)

P.O. Box 1500

White Deer,

Pennsylvania 17887

717-547-1990

Fax: 717-547-0342

Northeast Region

Security level: Low/Male.

Judicial District: Middle

Pennsylvania.

Capacity: 992.

Population: 1,237.

Staff: 217.

Location: 197 miles north of

Washington, D.C., and 11 miles

south of Williamsport, Pennsylvania, 2 miles north of

Allenwood, on State Highway

15. The area is served by the

Williamsport-Lycoming County

Airport and commercial bus

lines.

FCI Allenwood

(Medium)

P.O. Box 2500

White Deer,

Pennsylvania 17887

717-547-7950

Fax: 717-547-7751

Northeast Region

Security level: Medium/Male.

Judicial District: Middle

Pennsylvania.

Capacity: 839.

Population: 1,115.

Staff: 301.

Location: See FCI Allenwood

(Low).

USP Allenwood

P.O. Box 3500

White Deer,

Pennsylvania 17887

717-547-0963

Fax: 717-547-6124

Northeast Region

Security level: High/Male.

Judicial District: Middle

Pennsylvania.

Capacity: 640.

Population: 1,003.

Staff: 356.

Location: See FCI Allenwood

(Low).

ALLENWOOD •

• ALDERSON

ALLENWOOD •

ALLENWOOD •

ALLENWOOD •
26











FCI Ashland

P.O. Box 888

Ashland, Kentucky

41105-0888

606-928-6414

Fax: 700-358-8552

Mid-Atlantic Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern

Kentucky.

Capacity: FCI: 662, Camp: 296.

Population: FCI: 905, Camp: 230.

Staff: 329.

USPAtlanta

601 McDonough Blvd., S.E.

Atlanta, Georgia 30315-0182

404-635-5100

Fax: 404-331-2137

Southeast Region

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

Male Camp).

Judicial District: Northern

Georgia.

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

Population: USP: 2,317, Camp: 404.

Staff: 713.

Location: In the highlands of

northeastern Kentucky, 125

miles east of Lexington and 5

miles southwest of Ashland. Off

State Route 716, 1 mile west of

U.S. 60.

Location: In the southeast

quarter of Atlanta, at the

junction of Boulevard and

McDonough Boulevard. Off

Interstate 20 (Exit 26) or

Interstate 285 (Exit 39).

Atlanta is served by the

Hartsfield International

Airport, Amtrak, and commercial bus lines.

FCI Bastrop

Box 730

Highway 95

Bastrop, Texas 78602

512-321-3903

Fax: 512-304-0117

South Central Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Western Texas.

Capacity: FCI: 793, Camp: 122.

Population: FCI: 1,024, Camp: 146.

Staff: 272.

Location: 30 miles southeast of

Austin, 8 miles south of Elgin,

and 8 miles north of Bastrop.

Off Highway 95. The area is

served by the Robert Mueller

Municipal Airport in Austin

(27 miles from the facility).

BASTROP •

ASHLAND •

• ATLANTA

FCI Beaumont

(Low)

P.O. Box 26025

Beaumont, Texas 77720

409-727-8172

Fax: 409-626-3500

South Central Region

BEAUMONT •

Security Level: Low/Male.

Judicial District: Eastern Texas.

Capacity: 1,536.

Population: 1,514.

Staff: 232.

Location: In the southeast

Texas Gulf coast, about an hour

away from Houston. Off U.S. 10.

The street address is: Route 4,

Box 5000, Hebert Road, 77705.

Beaumont is served by the

Beaumont Port Arthur regional

airport,Amtrak, and commercial

bus lines.

Location: See FCC Beaumont

(Administrative).

FCC Beaumont

(Administrative)

P.O. Box 26015

Beaumont, Texas 77720

409-727-8187

Fax: 409-626-3401

South Central Region

FCC Beaumont’s administrative

facility provides various administrative services to the Beaumont

Federal Correctional Complex.

These include a business office,

personnel office, training department, and warehouse, as well as

computer services, facilities,

safety, and medical services

operations. Staff: 164.

BEAUMONT •










27

FPC Boron

P.O. Box 500

Boron, California 93596

619-762-6230

Fax: 619-762-5719

Western Region

Security Level: Minimum/Male.

Judicial District: Central

California.

Capacity: 439.

Population: 526.

Staff: 104.

Location: In the Mojave Desert,

37 miles west of Barstow and 75

miles north of San Bernardino.

On State Highway 395, 6 miles

north of Kramer Junction. The

area is served by airports in

Ontario/San Bernardino and

LosAngeles, as well asAmtrak

and commercial bus lines.

MDC Brooklyn

100 29th Street

Brooklyn, New York 11232

Phone: 718-832-1039

Fax: 718-832-4225

Northeast Region

Security level: Administrative/

Male/Female.

Judicial District: Eastern

New York.

Capacity: 578.

Population: 1,140.

Staff: 286.

Location: In the Sunset Park

section of Brooklyn, one of the

five boroughs of New York

City. Brooklyn is served by

LaGuardia, Kennedy, and

Newark Airports; Amtrak

(Pennsylvania Station); and

commercial bus lines (42nd

Street Port Authority).

BROOKLYN •

BORON •

FCI Beckley

P.O. Box 1280

Beaver, West Virginia

25813

304-252-9758

Fax: 304-256-4955

Mid-Atlantic Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

West Virginia.

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

Population: FCI: 1,115, Camp: 269.

Staff: 349.

Location: The City of Beckley

is approximately 51 miles

southeast of Charleston, West

Virginia; and 136 miles northeast

of Roanoke, Virginia. The

institution’s street address is 1600

Industrial Park Road. The area is

served by airports in Charleston

and Beckley, and by Amtrak, and

commercial bus lines.

FCI Big Spring

1900 Simler Avenue

Big Spring, Texas

79720-7799

915-263-6699

Fax: 915-268-6860

South Central Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Northern Texas

Capacity: FCI: 506, Camp: 144.

Population: FCI: 865, Camp: 150.

Staff: 256.

Location: Midway between

Dallas and El Paso, on the

southwest edge of Big Spring.

At the intersection of Interstate

20 and U.S. Highway 80. The

area is served by Midland/

Odessa Airport, a small municipal airport, and commercial bus

lines.

• BIG SPRING

•

ABTELCAKNTLAEY

USP Beaumont

P.O. Box 26035

Beaumont, Texas 77720

409-727-8188

Fax: 409-626-3700

South Central Region

BEAUMONT •

Security Level: High/Male.

Judicial District: Eastern Texas.

Capacity: 700.*

Population: 672.

Staff: 305.

* When fully activated,

Beaumont’s rated capacity

will be 960.

Location: See FCC Beaumont

(Administrative).
28











FMC Carswell

P.O. Box 27066

“J” Street, Building 3000

Fort Worth, Texas 76127

817-782-4000

Fax: 817-782-4875

South Central Region

Security level: Administrative/

Female (adjacent Minimum/

Female Camp).

Judicial District: Northern Texas.

Capacity: FMC: 402, Camp: 148.

Population: FMC: 428, Camp: 146.

Staff: 362.

Location: In the northeast corner

of the Naval Air Station, Joint

Reserve Base, 1 mile from

Highway 183 and 3 miles from

Interstate 30. The area is served

by Dallas-Fort Worth Airport,

the Fort Worth Transportation

Authority, Amtrak, and commercial bus lines.

MCC Chicago

71 West Van Buren

Chicago, Illinois 60605

312-322-0567

Fax: 312-322-0565

North Central Region

Security level: Administrative/

Male/Female.

Judicial District: Northern

Illinois.

Capacity: 411.

Population: 663.

Staff: 224.

Location: In downtown Chicago, at the intersection of Clark

and Van Buren Streets. Chicago

is served by Midway and

O’ Hare Airports, Amtrak, and

commercial bus lines.

• CARSWELL

• CHICAGO

FCI Butner

(Medium)

P.O. Box 1000

Butner, North Carolina

27509

919-575-4541

Fax: 919-575-6341

Mid-Atlantic Region

FCI Butner (Low)

P.O. Box 999

Butner, North Carolina

27509

919-575-5000

Fax: 919-575-5023

Mid-Atlantic Region

Security level: Medium/

Administrative/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern

North Carolina.

Capacity: FCI: 513, Camp: 296.

Population: FCI: 738, Camp: 266.

Staff: 367.

Location: Near the Research

Triangle area of Durham,

Raleigh, and Chapel Hill, 5

miles off Interstate 85 on old

Highway 75. The area is

served by the Raleigh-Durham

Airport, Amtrak, and commercial bus lines.

Location: see FCI Butner

(Low).

Security level: Low/Male.

Judicial District: Eastern

North Carolina.

Capacity: 992.

Population: 1,125.

Staff: 244.

BUTNER •

BUTNER •

FPC Bryan

P.O. Box 2197

1100 Ursuline

Bryan, Texas 777805-2197

409-823-1879

Fax: 409-775-5681

South Central Region

Security level: Minimum/Female

(adjacent Minimum/Female

Intensive Confinement Center).

Judicial District: Southern Texas.

Capacity: FPC: 720, ICC: 82.

Population: FPC: 694, ICC: 110.

Staff: 153.

Location: 95 miles north of

Houston and 165 miles south of

Dallas. In the town of Bryan at

the intersection of Ursuline

Avenue and 23d Street. The

area is served by Easterwood

Airport in College Station, as

well as by commercial bus

lines.

BRYAN •










29

FCI Danbury

Route 37

Danbury, Connecticut

06811-3099

203-743-6471

Fax: 203-312-3110

Northeast Region

Security level: Low/Female

(adjacent Minimum/Female

Camp).

Judicial District: Connecticut.

Capacity: FCI: 508, Camp: 178.

Population: FCI 859, Camp: 205.

Staff: 307.

Location: In southwestern

Connecticut, 70 miles from New

York City, 3 miles north of

Danbury on State Route 37.

The area is served by

Westchester County Airport (45

minutes away), New York City

airports (90 minutes away), and

commerical bus lines.

•

DANBURY

FCI Cumberland

14601 Burbridge Road, S.E.

Cumberland, Maryland

21502-8771

301-784-1000

Fax: 301-784-1008

Mid-Atlantic Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Maryland.

Capacity: FCI: 768, Camp: 256.

Population: FCI: 966, Camp: 291.

Staff: 305.

Location: In western Maryland,

130 miles northwest of Washington, D.C., 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.

FCC Coleman

(Medium)

811 N.E. 54th Terrace

Coleman, Florida

33521-8997

352-330-3200

Fax: 352-330-0552

Southeast Region

Security level: Medium/Male.

Judicial District: Middle

Florida.

Capacity: 1,146.

Population: 1,543.

Staff: 239.

CUMBERLAND •

Location: see FCC Coleman

(Administrative).

COLEMAN •

FCC Coleman

(Low)

868 N.E. 54thTerrace

Coleman, Florida

33521-8999

352-330-3100

Fax: 352-330-0259

Southeast Region

Security level: Low/Male.

Judicial District: Middle

Florida.

Capacity: 1,536.

Population: 1,568.

Staff: 203.

Location: In central Florida,

approximately 50 miles northwest of Orlando, 60 miles

northeast of Tampa, and 35

miles south of Ocala. The

Complex is located south of the

town of Coleman, off Highway

301 on State Road 470 in

Sumter County.

COLEMAN •

COLEMAN •

FCC Coleman

(Administrative)

868 N.E. 54thTerrace

Coleman, Florida

33521-8999

352-330-3003

Fax: 352-330-0653

Southeast Region

Location: see FCC Coleman

(Administrative).

FCC Coleman’s administrative

facility provides various administrative services to the Coleman

Federal Correctional Complex.

These include a centralized

business office, personnel office,

training center, and warehouse,

as well as Federal Prison Industries, and other basic services.

Staff: 199.
30











FCI El Reno

P.O. Box 1000

Highway 66 West

El Reno, Oklahoma

73036-1000

405-262-4875

Fax: 405-262-6266

South Central Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Western

Oklahoma.

Capacity: FCI: 820, Camp: 216.

Population: FCI: 1,109, Camp: 231.

Staff: 424.

Location: 30 miles west of

Oklahoma City. Off interstate

40 (Country Club exit, 2 miles

north to Sunset Drive, then 2

miles west.) The area is served

by Will Rogers World Airport

in Oklahoma City.

• EL RENO

FPC Eglin

Eglin Air Force Base

P.O. Box 600

Eglin, Florida 32542-7606

850-882-8552

Fax: 850-729-8261

Southeast Region

Security level: Minimum/Male.

Judicial District: Northern

Florida.

Capacity: 800.

Population: 882.

Staff: 137.

Location: In the Florida

panhandle, 45 miles east of

Pensacola, on Eglin Air Force

Base. The area is served by

Pensacola Airport and

commerical bus lines. Eglin

also has an on-site airstrip.

FPC El Paso

P.O. Box 16300

SSG Sims Road, Bldg. 11636

El Paso, Texas 79906-0300

915-566-1271

Fax: 915-540-6165

South Central Region

Security level: Minimum/Male.

Judicial District: Western Texas.

Capacity: 308.

Population: 270.

Staff: 94.

Location: On Fort Bliss(Biggs

Field), about 15 miles northeast of

downtown El Paso via Interstate

54. The city of El Paso islocated

on the southwest border of Texas

near New Mexico and Mexico.

The area isserved by El Paso

InternationalAirport,Amtrak, and

commercial bus lines.

• EGLIN

• ELPASO

FPC Duluth

P.O. Box 1400

Stebner Road

Duluth, Minnesota 55814

218-722-8634

Fax: 218-733-4701

North Central Region

Security level: Minimum/Male.

Judicial District: Minnesota.

Capacity: 881.

Population: 582.

Staff: 111.

Location: On the southwestern

tip of Lake Superior, halfway

between Minneapolis-St. Paul

and the U.S.-Canadian border.

7 miles north of Duluth, off

Highway 53 at Stebner Road.

The area is served by Duluth

International Airport and

commerical bus lines.

DULUTH •

FCI Dublin

8th Street— Camp Parks

Dublin, California 95468

510-833-7500

Fax: 510-833-7599

Western Region

Security level: Low/Female and

Administrative/Male (adjacent

Minimum/Female Camp).

Judicial District: Northern

California.

Capacity: FCI: 810, Camp: 299.

Population: FCI: 994, Camp: 257.

Staff: 272.

Location: 20 miles southeast of

Oakland. Off Interstate 580

(Hopyard/Dougherty Road exit,

proceed east to the Camp Parks

Army Base). The area is served

by the San Francisco and

Oakland airports and by

commercial bus lines.

• DUBLIN










31

FCI Estill

100 Prison Road

Estill, South Carolina 29918

803-625-4607

Fax: 803-625-3139

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: South Carolina.

Capacity: FCI: 768, Camp: 256.

Population: FCI: 881, Camp: 233.

Staff: 311.

Location: In Hampton County,

off State Road 321, about 3

miles south of Estill. The area is

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

South Carolina. The area is

served directly by commercial

bus service.

FCI Fairton

P.O.Box 280

Fairton, New Jersey 08320

609-453-1177

Fax: 609-453-4015

Northeast Region

Security level: Medium/

Administrative/Male (adjacent

Minimum/Male Camp).

Judicial District: New Jersey.

Capacity: FCI: 751, Camp: 65.

Population: FCI: 1,097, Camp: 74.

Staff: 349.

ADX Florence

P.O. Box 8500

Florence, Colorado 81226

719-784-5290

Fax: 719-784-5290

North Central Region

Security level: Administrative/

Male.

Judicial District: Colorado.

Capacity: 490.

Population: 406.

Staff: 354.

Location: In New Jersey. 50 miles

southeast of Philadelphia and 40

miles west ofAtlanticCity.Off

Interstate 55, at 655 FairtonMillville Road. The area is served

by airports in Philadelphia, Atlantic

City, and Millville; Amtrak in

Philadelphia and Atlantic City; and

commercial busservice.

Location: The instituion is located

on State Highway 115, 90 miles

south of Denver, 45 miles south of

Colorado Springs, and 35 miles

west of Pueblo. The area is served

by airports in Denver, Colorado

Springs, and Pueblo; Amtrak in

Denver and Colorado Springs; and

commerical bus lines.

• FLORENCE

• ESTILL

FAIRTON •

FCI Elkton

8730 Scroggs Road

P.O. Box 89

Elkton, Ohio 44415

330-424-7448

Fax: 330-424-4539

Mid-Atlantic Region

ELKTON •

Security level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Northern Ohio.

Capacity: FCI: 500*, Camp: 256.

Population: FCI: 404, Camp: 216.

Staff: 302.

* When fully activated,

Elkton’s rated capacity

will be 1,536.

Location:In Northeastern Ohio,

less than an hour from Pittsburgh, Youngstown, and

Canton. The area is served by

the international airport in

Pittsburgh and regional airports

in Youngstown and Canton,

Amtrak, and commercial bus

lines.

FCI Englewood

9595 West Quincy Avenue

Littleton, Colorado 80123

303-985-1566

Fax: 303-763-2553

North Central Region

Security level: Medium/

Administrative/Male (adjacent

Minimum/Male Camp).

Judicial District: Colorado.

Capacity: FCI: 485, Camp: 111.

Population: FCI: 899, Camp: 132.

Staff: 358.

Location: 15 miles southwest

of Denver, off Interstate 285.

The area is served by the

Denver International Airport,

Amtrak, and commercial bus

lines.

• ENGLEWOOD
32











FORREST CITY

FCI Fort Dix

P.O. Box 38

Fort Dix, New Jersey 08640

609-723-1100

Fax: 609-723-6847

Northeast Region

Security level: Low/Male.

Judicial District: New Jersey.

Capacity: 3,683.

Population: 3,758.

Staff: 604.

Location: In central New

Jersey, approximately 45

minutes west 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.

FMC Fort Worth

3150 Horton Road

Fort Worth, Texas 76119-

5996

817-534-8400

Fax: 817-413-3350

South Central Region

Security level: Administrative/

Male.

Judicial District: Northern Texas.

Capacity: 1,132.

Population: 1,464.

Staff: 419.

Location: In north central

Texas, in southeast Fort Worth.

North of Interstate 20 and east

of Interstate 35. The area is

served by Dallas/Fort Worth

InternationalAirport,Amtrak,

and commercial bus lines.

FORT DIX •

• FORT WORTH

FCI Forrest City

P.O. Box 7000

Forrest City, Arkansas

72335

870-630-6000

Fax: 870-630-6250

South Central Region

•

Security level: Low/Male.

Judicial District: Eastern

Arkansas.

Capacity: 1,400.*

Population: 1,321.

Staff: 303.

* When fully activated,

Forrest City’s rated capacity

will be 1,536.

Location: In eastern Arkansas, between Little Rock (85

miles west) and Memphis (45

miles East), and near Interstate

40. The region is served by air

and rail in Memphis, and

Forrest City is directly served

by commercial bus lines.

FCI Florence

P.O. Box 6500

Florence, Colorado 81226

719-784-9100

Fax: 719-784-9504

North Central Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Colorado.

Capacity: FCI: 744, Camp: 512.

Population: FCI: 1,154, Camp: 384.

Staff: 357.

Location: SeeADX Florence.

USP Florence

P.O. Box 7500

Florence, Colorado 81226

719-784-9454

Fax: 719-784-5157

North Central Region

Security level: High/Male.

Judicial District: Colorado.

Capacity: 640.

Population: 1,099.

Staff: 310.

Location: SeeADX Florence.

• FLORENCE

• FLORENCE










33

FCI La Tuna

P.O. Box 1000

8500 Doniphan

Anthony, New MexicoTexas 88021

915-886-3422

Fax: 915-886-4977

South Central Region

Security level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Western Texas.

Capacity: FCI: 556, Camp: 246.

Population: FCI: 1,076, Camp: 184.

Staff: 295.

Location: On the Texas and New

Mexico border, 12 miles north

of the city limits of El Paso,

Texas. 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

Security level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Kansas.

Capacity: USP: 1,201. Camp: 398.

Population: USP: 1,609, Camp: 287.

Staff: 557.

Location: 25 miles north of

Kansas City. On Highway 73.

The area is served by Kansas

City International Airport (15

miles from the facility).

•

LA TUNA

•

LEAVENWORTH

FCI Jesup

2600 Highway 301 South

Jesup, Georgia 31599

912-427-0870

Fax: 912-427-1125

Southeast Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Georgia.

Capacity: FCI: 744, Camp: 508.

Population: FCI: 856, Camp: 390.

Staff: 328.

Location: In southeast Georgia

on Route 301, 65 miles

southwest of Savannah, 40

miles northwest of Brunswick,

and 105 miles northwest of

Jacksonville, Florida. The area

is served by airports in

Jacksonville, Savannah, and

Brunswick and Amtrak.

•

LA TUNA

MDC Guaynabo

P.O. Box 2146

San Juan, Puerto Rico

00922

809-749-4480

Fax: 809-749-4363

Southeast Region

Security level: Administrative/

Male/Female.

Judicial District: Puerto Rico.

Capacity: 932.

Population: 942.

Staff: 284.

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.

•

GUAYNABO

FCI Greenville

P.O. Box 4000,

100 U.S. Route 40

Greenville, Illinois 66246

618-664-6200

Fax: 618-664-6398

North Central Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Illinois.

Capacity: FCI: 750, Camp: 256.

Population: FCI: 995, Camp: 233.

Staff: 300.

Location: Approximately 43

miles east of downntown St.

Louis, Missouri, and 63 miles

from Springfield, Illinois. The

area is served by airports in St.

Louis, Greenville, and Vandalia;

Amtrak service in Alton and St.

Louis; and commercial bus

service in Vandalia.

GREENV •ILLE

JESUP
34











FCI Lompoc

3600 Guard Road

Lompoc, California 93436

805-736-4154

Fax: 805-736-7163

Western Region

Security level: Low/Male (adjacent

Intensive Confinement Center).

Judicial District: Central

California.

Capacity: FCI: 472; ICC 200.

Population: FCI: 942; ICC:176.

Staff: 239.

Location: 175 miles northwest

of Los Angeles, adjacent to

Vandenberg Air Force Base. The

area is served by Santa Barbara

Airport (60 miles south), Santa

Maria Airport (25 miles north),

Amtrak, and commercial bus

service.

FCI Loretto

P.O. Box 1000

Loretto, Pennsylvania 15940

814-472-4140

Fax: 814-472-6046

Northeast Region

Security level: Low/Male

(adjacent Minimum/Male

Camp).

Judicial District:Western

Pennsylvania.

Capacity: FCI: 473, Camp: 93.

Population: FCI: 720, Camp: 87.

Staff: 221.

Location: In southwest

Pennsylvania between Altoona

and Johnstown, 90 miles east

of Pittsburgh. Off Route 22,

midway between Interstate 80

and the Pennsylvania Turnpike

via Route 220. The area is

served by Pittsburgh Airport,

Amtrak, and commercial bus

service.

USP Lompoc

3901 Klein Boulevard

Lompoc, California 93436

805-735-2771

Fax: 805-737-0295

Western Region

Security level: High/Male

(adjacent Minimum/MaleCamp).

Judicial District: Central California.

Capacity: USP: 980, Camp: 276.

Population: USP: 1,583, Camp: 299.

Staff: 508.

• LOMPOC

• LORETTO

Location: See FCI Lompoc.

•

LOMPOC

USP Lewisburg

R.D. #5

Lewisburg, Pennsylvania

17837

717-523-1251

Fax: 717-524-5805

Northeast Region

Security level: High/Male

(adjacent Minimum/Male Camp &

Intensive Confinement Center).

Judicial District: Middle

Pennsylvania.

Capacity: USP: 809, Camp: 352,

ICC: 240.

Population: USP: 1,164,

Camp: 265, ICC: 146.

Staff: 548.

Location: In rural central

Pennsylvania, outside the town

of Lewisburg, 200 miles north

of Washington, D.C., and 170

miles west of Philadelphia. 6

miles south of Interstate 80, 2

miles off U.S. Route 15. The

area is served by Williamsport

Airport.

FMC Lexington

3301 Leestown Road

Lexington, Kentucky 40511

606-255-6812

Fax: 606-253-8821

Mid-Atlantic Region

Security Level: Administrative/

Male (adjacent Minimum/Female

Camp).

Judicial District: Eastern Kentucky.

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

Population: FMC: 1,441, Camp: 205.

Staff: 534.

Location: 7 miles north of

Lexington on U.S. Highway

421. Lexington is served by

Blue Grass Field Airport and

commercial bus service.

LEXINGTON •

LEW •ISBURG










35

FCI McKean

P.O. Box 5000

Bradford, Pennsylvania

16701

814-362-8900

Fax: 814-362-3287

Northeast Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District:Western

Pennsylvania.

Capacity: FCI: 784, Camp: 292.

Population: FCI: 1,089, Camp: 238.

Staff: 322.

Location: In northwest Pennsylvania between Bradford and

Kane. 90 miles south of Buffalo.

Off Route 59, 1/4 mile east of

the intersection of State Route

59 and U.S. Route 219. The area

is served by Buffalo Airport and

Bradford Airport.

USP Marion

Rt. 5, P.O. Box 2000

Marion, Illinois 62959

618-964-1441

Fax: 618-964-1695

North Central Region

Security level: High/Male (adjacent Minimum/Male Camp).

Judicial District: Southern Illinois.

Capacity: USP: 485, Camp: 310.

Population: USP: 328, Camp: 294.

Staff: 363.

Location: 300 miles from

Chicago, 120 miles from St.

Louis, 9 miles south of

Marion. Off I-57 via Highway

148 north, east on Little Grassy

Road. The area is served by the

Williamson County Airport.

MAR •ION

• MCKEAN

FCI Manchester

P.O. Box 3000

Manchester, Kentucky 40962

606-598-1900

Fax: 606-599-4115

Mid-Atlantic Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern

Kentucky.

Capacity: FCI: 756, Camp: 512.

Population: FCI: 905, Camp: 335.

Staff: 331.

Location: 75 miles south of

Lexington on Interstate 75, and

20 miles east of London on the

Daniel Boone Parkway. Go 4

miles north on State Highway

421, then 1.4 miles on Route 8,

Fox Hollow Road. The area is

served by airports in Lexington

and Knoxville, Tennessee.

FCI Marianna

3625 FCI Road

Marianna, Florida 32446

850-526-2313

Fax: 850-482-6837

Southeast Region

Security level: Medium/Male;

High/Female (adjacent Minimum/Female Camp).

Judicial District: Northern Florida.

Capacity: FCI and High/Female:

805, Camp: 296.

Population: FCI and High/Female:

976, Camp: 302.

Staff: 348.

Location: In the Florida

panhandle, 65 miles west of

Tallahassee and 5 miles north

of the town of Marianna. Off

Highway 167. Marianna is

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

northwest of the facility); and

Panama City (54 miles south).

MANCHESTER •

• MARIANNA

MDC Los Angeles

535 N. Alameda Street

Los Angeles, California

90012

213-485-0439

Fax: 213-626-5801

Western Region

Security level: Administrative/

Male/Female.

Judicial District: Central

California.

Capacity: 728.

Population: 963.

Staff: 274.

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.

• LOS ANGELES
36











FCI Milan

P.O. Box 9999

Arkona Road

Milan, Michigan 48160

313-439-1511

Fax: 313-439-0949

Mid-Atlantic Region

Security level: Low/Administrative/Male.

Judicial District: Eastern

Michigan.

Capacity: 1,065.

Population: 1,417.

Staff: 388.

Location: 45 miles south of

Detroit and 35 miles north of

Toledo, in the town of Milan.

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

is served by Detroit Metro and

Toledo Express airports,

Amtrak, and commercial bus

lines.

FPC Montgomery

Maxwell Air Force Base

Montgomery, Alabama 36112

334-293-2100

Fax: 334-293-2274

Southeast Region

Security Level: Minimum/Male.

Judicial District: Middle

Alabama.

Capacity: 960.

Population: 752.

Staff: 126.

Location: On the bank of the

Alabama River, at Maxwell Air

Force Base. Off Interstates 65

and 85. Montgomery is served

by Montgomery Regional

Airport, Amtrak, and commercial bus lines.

FDC Miami

P.O. Box 019118

33 N.E. 4th Street

Miami, Florida 33101-9118

305-982-1114

Fax: 305-982-1357

Southeast Region

Security level: Administrative/

Male/Female.

Judicial District: Southern

Florida.

Capacity: 1,259.

Population: 1,464.

Staff: 311.

Location: East of Miami

InternationalAirport in

downtown Miami. The institution is located at the corner of

N.E. 4th Street and N. Miami

Avenue. Miami is served by

Miami International Airport,

Amtrak, and commercial bus

lines.

MILAN •

• MONTGOMERY

MIAMI •

FCI Memphis

1101 JohnA. Denie Road

Memphis, Tennessee 38134-

7690

901-372-2269

Fax: 901-380-2462

Mid-Atlantic Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District:Western

Tennessee.

Capacity: FCI: 596, Camp: 296.

Population: FCI: 781, Camp: 261.

Staff: 365.

Location: In the northeast

section of Memphis at the

intersection of Interstate 40 and

Sycamore View Road. Memphis

is served by Memphis International Airport, Amtrak, and

commercial bus lines.

• MEMPHIS

FCI Miami

15801 S.W. 137th Ave.

Miami, Florida 33177

305-259-2100

Fax: 305-259-2160

Southeast Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Florida.

Capacity: FCI: 587, Camp: 260.

Population: FCI: 802, Camp: 320.

Staff: 320.

Location: In the southwest

section of Dade county, 30 miles

from downtown Miami. Off the

Florida Turnpike (Homestead

Extension, 152nd Street exit, 2.5

miles to 137th Street [south]).

Miami is served by Miami

International Airport, Amtrak,

and commercial bus lines.

MIAMI •










37

MCC New York

150 Park Row

New York, New York 10007

212-240-9656

Fax: 212-417-7673

Northeast Region

Security Level: Administrative/

Male/Female.

Judicial District: Southern

New York.

Capacity: 507.

Population: 848.

Staff: 290.

Location: In downtown

Manhattan, adjacent to Foley

Square and across the street

from the new Federal courthouse. The area is served by

LaGuardia, Kennedy, and

Newark Airports; Amtrak, and

commercial bus lines.

FCI Oakdale

P.O. Box 5050

Oakdale, Louisiana 71463

318-335-4070

Fax: 318-335-3936

South Central Region

Security Level: Medium/Male.

Judicial District: Western

Louisiana.

Capacity: 820.

Population: 986.

Staff: 297.

Location: In central Louisiana,

35 miles south of Alexandria

and 58 miles north of Lake

Charles. Off of State Highway

165 on Whatley Road. The area

is served by Alexandria International Airport (40 miles from the

facility) and by commercial bus

lines.

FDC Oakdale

P.O. Box 5060

Oakdale, Louisiana 71463

318-335-4466

Fax: 318-335-4476

South Central Region

Security Level: Administrative/

Male (adjacent Minimum/Male

Camp).

Judicial District: Western

Louisiana.

Capacity: FDC: 630, Camp: 118.

Population: FDC: 896, Camp: 126.

Staff: 251.

Location: See FCI Oakdale.

NEW YORK •

OAKDALE •

FPC Nellis

C.S. 4500

North Las Vegas, Nevada

89036-4500

702-644-5001

Fax: 702-644-7282

Western Region

Security Level: Minimum/Male.

Judicial District: Nevada.

Capacity: 415.

Population: 443.

Staff: 71.

Location: 15 miles from

downtown Las Vegas on Nellis

Air Force Base, Area II. Las

Vegas is served by McCarren

International Airport and

commercial bus lines.

NELL •IS

FCI Morgantown

Greenbag Road

P.O. Box 1000

Morgantown, West Virginia

26507-1000

304-296-4416

Fax: 304-284-3613

Mid-Atlantic Region

Security Level: Minimum/Male.

Judicial District: Northern

West Virginia.

Capacity: 935.

Population: 638.

Staff: 195.

Location: In the mountainous

region of 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.

• MORGANTOWN

OAKDALE •
38











FCI Oxford

Box 500

Oxford, Wisconsin

53952-0500

608-584-5511

Fax: 608-584-6371

North Central Region

Security Level: Medium/Male.

(adjacent Minimum/Male Camp).

Judicial District:Western Wisconsin.

Capacity: FCI: 586, Camp: 156.

Population: FCI: 1,021, Camp: 155.

Staff: 340.

Location: In central Wisconsin,

60 miles north of Madison. Off

U.S. 51 at the intersection of

County Road G and Elk

Avenue. The area is served by

Dane County Regional Airport,

and commercial bus service in

Portage and Wisconsin Dells.

FCI Pekin

P.O. Box 7000

Pekin, Illinois

61555-7000

309-346-8588

Fax: 309-477-4688

North Central Region

Security Level: Medium/Male

(adjacent Minimum/Female

Camp).

Judicial District: Central Illinois.

Capacity: FCI: 752, Camp: 256.

Population: FCI: 1,073, Camp: 294.

Staff: 311.

Location: Located on Route 29

South in Pekin, approximately

10 miles south of Peoria, 180

miles southwest of Chicago,

and 180 miles northeast of St.

Louis. The area is served by the

Greater Peoria Regional

Airport, Amtrak, and commercial bus service to Peoria.

FPC Pensacola

110 Raby Avenue

Pensacola, Florida

32509-5127

850-457-1911

Fax: 850-458-7295

Southeast Region

Security Level: Minimum/Male.

Judicial District: Northern

Florida.

Capacity: 424.

Population: 411.

Staff: 94.

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.

OXFORD •

PEKIN •

• PENSACOLA

FTC Oklahoma

City

P.O. Box 898802

7420 MacArthur Boulevard

Oklahoma City, Oklahoma

73189-8802

405-682-4075

Fax: 405-680-4041

South Central Region

Security Level: Administrative/

Male/Female.

Judicial District: Western

Oklahoma.

Capacity: 1,053.

Population: 1,260.

Staff: 296.

Location: 3 miles west of

Interstate 44 and 4 miles south

of Interstate 40. Located at and

served by the Will Rogers World

Airport and commercial bus

lines.

•

OKLAHOMA CITY

FCI Otisville

P.O. Box 600

Otisville, New York 10963

914-386-5855

Fax: 914-386-9455

Northeast Region

Security Level: Administrative/

Male (adjacent Minimum/Male

Camp).

Judicial District: Southern

New York.

Capacity: FCI: 665, Camp: 100.

Population: FCI: 997, Camp: 100.

Staff: 320.

Location: In southeast NewYork,

near the Pennsylvania and New

Jersey borders, and 70 miles

northwest of NewYork City. The

area is served by several airports,

the closest of which is in

Newburgh, New York. Bus and

train service connect Otisville to

New York City.

OT •ISVILLE










39

FCI Ray Brook

P.O. Box 300

Ray Brook, New York

12977

518-891-5400

Fax: 518-891-0011

Northeast Region

Security Level: Medium/Male.

Judicial District: Northern

New York.

Capacity: 780.

Population: 1,028.

Staff: 278.

Location: In theAdirondack

Mountain region of upstate New

York, midway between the villages

of Lake Placid and Saranac Lake.

Off Route 86. The area isserved by

theAdirondack Airport, theAlbany

Airport, and the Burlington,

Vermont,Airport;Amtrak in

Albany; and commercial buslines.

FMC Rochester

P.O. Box 4600

2110 East Center Street

Rochester, Minnesota

55903-4600

507-287-0674

Fax: 507-287-9601

North Central Region

Security Level: Administrative/

Male.

Judicial District: Minnesota.

Capacity: 677.

Population: 809.

Staff: 465.

Location: In southeastern

Minnesota, 2 miles east of

downtown Rochester. Off State

Highway 296 (Fourth Street).

The area is served by the

Rochester Airport and commercial bus lines.

FCI Safford

RR 2, Box 820

Safford, Arizona

85546-9729

602-428-6600

Fax: 602-348-1331

Western Region

Security Level: Low/Male.

Judicial District: Arizona.

Capacity: 421.

Population: 741.

Staff: 178.

Location: In southeastern

Arizona, 127 miles northeast of

Tucson, 165 miles east of

Phoenix. Off Highway 191,

7 miles south of the town of

Safford. The area is served by

airports in Tucson and Phoenix,

Amtrak in Phoenix and Tucson,

and commercial bus lines.

RAY BROOK •

ROCHESTER •

SAFFORD •

FCI Phoenix

37900 N. 45th Avenue

Department 1680

Phoenix, Arizona

85027-7003

602-465-9757

Fax: 602-465-5133

Western Region

Security Level: Medium/Male

(adjacent Minimum/Female

Camp).

Judicial District: Arizona.

Capacity: FCI: 740, Camp: 272.

Population: FCI: 1,088, Camp: 214.

Staff: 349.

Location: 30 miles north of

downtown Phoenix. Off

Interstate 17, Pioneer Road

exit. The area is served by

Phoenix Sky Harbor International Airport, seven regional

airports, Amtrak, and commercial bus lines.

PHOEN •IX

FCI Petersburg

P.O. Box 1000

Petersburg, Virginia

23804-1000

804-733-7881

Fax: 804-863-1510

Mid-Atlantic Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern

Virginia.

Capacity: FCI: 828, Camp: 296.

Population: FCI: 1,055, Camp: 300.

Staff: 360.

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.

PETERSBURG •
40











FCI Schuylkill

P.O. Box 700

Minersville, Pennsylvania

17954

717-544-7100

Fax: 717-544-7225

Northeast Region

Security Level: Medium/

Administrative/Male (adjacent

Minimum/Male Camp).

Judicial District: Eastern Pennsylvania.

Capacity: FCI: 729, Camp: 296.

Population: FCI: 1,076, Camp: 282.

Staff: 345.

Location: 100 miles northwest

of Philadelphia and 46 miles

northeast of Harrisburg. West

of Interstate 81, off State

Highway 901. The area is

served by Harrisburg International Airport, Amtrak in

Harrisburg, and commercial

bus lines.

FCI Seagoville

2113 North Highway 175

Seagoville, Texas 75159

972-287-2911

Fax: 972-287-5466

South Central Region

Security Level: Low/Administrative/Male.

Judicial District: Northern Texas.

Capacity: 866.

Population: 1,137.

Staff: 292.

Location: 11 miles southeast of

Dallas, off Highway 175

(Hawn Freeway). The area is

served by the Dallas-Fort

Worth International Airport,

Amtrak in Dallas and Fort

Worth, and commercial bus

lines.

SCHUY •LKILL

SEAGOV •ILLE

MCC San Diego

808 Union Street

San Diego, California

92101-6078

619-232-4311

Fax: 619-595-0390

Western Region

Security Level: Administrative/

Male/Female.

Judicial District: Southern

California.

Capacity: 612.

Population: 976.

Staff: 266.

Location: In downtown San

Diego, adjacent to the Federal

courthouse. San Diego is served

by the Lindberg Field Airport,

Amtrak, and commercial bus

lines.

SAN DIEGO •

FCI Sandstone

Kettle River Road

Sandstone, Minnesota 55072

320-245-2262

Fax: 320-245-0385

North Central Region

Security Level: Low/Male.

Judicial District: Minnesota.

Capacity: 376.

Population: 777.

Staff: 246.

Location: 100 miles northeast

of Minneapolis/St. Paul and 70

miles southwest of Duluth. Off

Interstate 35 (Sandstone exit,

follow Highway 23 to Route

123 east). The area is served by

commercial bus lines.

SANDSTONE •

• SEATAC

Security Level: Administrative/

Male/Female.

Judicial District:WesternWashington.

Capacity: 130.*

Population: 58.

Staff: 144.

* When fully activated, SeaTac’s

rated capacity will be 677.

FDC SeaTac

P.O. Box 68955

Seattle, Washington 98168

206-870-5700

Fax: 206-870-5717

Western Region

Location: 12 miles south of

Seattle, and 16 miles north of

Tacoma, 1 mile west of Interstate

5 (200th Street exit). The SeaTac

International Airport is 1 mile

from the facility. Amtrak and

commercial bus lines also serve

the area. The street address is

2425 South 200th Street.










41

FCI Talladega

565 East Renfroe Road

Talladega, Alabama 35160

205-362-0410

Fax: 205-315-4495

Southeast Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Northern

Alabama.

Capacity: FCI: 644, Camp: 296.

Population: FCI: 837, Camp: 370.

Staff: 343.

Location: In the foothills of

northern Alabama, 50 miles east

of Birmingham and 100 miles

west of Atlanta, Georgia. Off

Interstate 20 on Renfroe Road.

FCI Tallahassee

501 Capital Circle, N.E.

Tallahassee, Florida

32301-3572

904-878-2173

Fax: 904-216-1299

Southeast Region

Security Level: Low/Female,

Administrative/Male.

Judicial District: Northern

Florida.

Capacity: 652.

Population: 969.

Staff: 339.

Location: Three miles east of

downtown Tallahassee. On

Highway 319 at its intersection

with Park Avenue. Tallahassee is

served by Tallahassee Regional

Airport, Amtrak, and commercial bus lines.

TALLADEGA •

•

TALLAHASSEE

MFCP Springfield

P.O. Box 4000

1900 West Sunshine

Springfield, Missouri 65801-

4000

417-862-7041

Fax: 417-837-1711

North Central Region

Security Level: Administrative/

Male.

Judicial District: Western

Missouri.

Capacity: 912.

Population: 1,034.

Staff: 672.

Location: In Springfield, at the

corner of Sunshine Street and

the Kansas Expressway. Off

Interstate 44. The area is served

by the Springfield Municipal

Airport and commercial bus

lines.

• SPRINGFIELD

FPC Seymour

Johnson

Caller Box 8004

Goldsboro, North Carolina

27533-8004

919-735-9711

Fax: 919-735-0169

Mid-Atlantic Region

Security Level: Minimum/Male.

Judicial District: Eastern

North Carolina.

Capacity: 576.

Population: 436.

Staff: 101.

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 the Raleigh/Durham

International Airport and the

Kinston Airport, Amtrak in

Raleigh and Durham, and

commercial bus lines.

FCI Sheridan

P.O. Box 8000

27072 Ballston Road

Sheridan, Oregon

97378-9601

503-843-4442

Fax: 503-843-3408

Western Region

Security Level: Medium/

Administrative/Male (adjacent

Minimum/Male Camp).

Judicial District: Oregon.

Capacity: FCI: 923, Camp: 512.

Population: FCI: 1,438, Camp: 455.

Staff: 379.

Location: In northwestern

Oregon, in the heart of the

Willamette Valley, 90 minutes

from Portland. Off Highway 18

on Ballston Road. The area is

served by Portland International Airport, Amtrak in

Portland and Salem, and

commercial bus lines.

• SHERIDAN

•

SEYMOUR

JOHNSON
42











FCI Three Rivers

P.O. Box 4000

Three Rivers, Texas 78071

512-786-3576

Fax: 512-786-4909

South Central Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern Texas.

Capacity: FCI: 784, Camp: 256.

Population: FCI: 1,034, Camp: 306.

Staff: 309.

Location: About 80 miles south

of San Antonio and 73 miles

northwest of Corpus Christi.

On Interstate 37, 9 miles west

of the town of Three Rivers;

near the Choke Canyon

Reservior.

FCI Tucson

8901 South Wilmot Road

Tucson, Arizona 85706

602-574-7100

Fax: 602-670-5674

Western Region

Security Level: Medium/Male,

Administrative Male/Female.

Judicial District: Arizona.

Capacity: 392.

Population: 772.

Staff: 237.

Location: In southern Arizona,

10 miles southeast of the city

of Tucson, near Interstate 10

and Wilmot Road. Tucson is

served by Tucson International

Airport, Amtrak, and commercial bus lines.

THREE R •IVERS

TUCSON •

USP Terre Haute

Highway 63 South

Terre Haute, Indiana 47808

812-238-1531

Fax: 812-238-9873

Mid-Atlantic Region

Security Level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Indiana.

Capacity: USP: 741, Camp: 340.

Population: USP: 1,207, Camp: 326.

Staff: 510.

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. Terre

Haute is served by Hulman

Regional Airport and commercial bus lines.

• TERRE HAUTE

FCI Texarkana

P.O. Box 9500

Texarkana, Texas 75505

903-838-4587

Fax: 903-223-4424

South Central Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern Texas.

Capacity: FCI: 749, Camp: 220.

Population: FCI: 1,235, Camp: 402.

Staff: 316.

Location: In northeast Texas

near the Arkansas border, 70

miles north of Shreveport,

Louisiana, and 175 miles east of

Dallas. Off Route 59 south, on

Leopard Drive.

•

TEXARKANA

FCI Terminal

Island

1299 Seaside Avenue

Terminal Island, California

90731

310-831-8961

Fax: 310-732-5335

Western Region

Security Level: Medium/Male.

Judicial District: Central

California.

Capacity: 452.

Population: 869.

Staff: 318.

Location: On a pier in LosAngeles

Harbor, between San Pedro and

Long Beach. Off Harbor Parkway

to San Pedro (crosstheVincent

Thomas Bridge and take Seaside

Avenue to the Main Gate). The area

isserved by LosAngelesInternationalAirport and Long Beach

Airport,Amtrak, and commercial

buslines.

• TERMINAL ISLAND










43

FCI Waseca

P.O. Box 1731

University Drive, S.W.

Waseca, Minnesota 56093

507-835-8972

Fax: 507-837-4558

North Central Region

Security Level: Low/Male.

Judicial District: Minnesota.

Capacity: 334.

Population: 400.

Staff: 205.

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

miles west of Owatonna on

State Highway 57. The area is

served by airports in Minneapolis (75 miles from the

facility) and Rochester (70

miles away).

FPC Yankton

Box 680

Yankton, South Dakota

57078

605-665-3262

Fax: 605-665-4703

North Central Region

Security Level: Minimum/Male.

Judicial District: South Dakota.

Capacity: 655.

Population: 505.

Staff: 110.

Location: In southeastern

South Dakota, 60 miles

northwest of Sioux City, Iowa,

and 85 miles southwest of

Sioux Falls, South Dakota. Off

Interstate 81. The area is served

by airports in Sioux City and

Sioux Falls, as well as Yankton

municipal airport.

WASECA •

YANKTON •

FCI Yazoo City

P.O. Box 5050

Yazoo City, Mississippi

39194

601-751-4800

Fax: 601-751-4905

Southeast Region

Security Level: Low/Male.

Judicial District: Southern

Mississippi.

Capacity: 1,300.*

Population: 1,350.

Staff: 288.

YAZOO C •ITY

Location: About 60 miles north

of Jackson, Mississippi, off

highway 49. The area is served

by most major carriers at the

airport in Jackson. Yazoo City

also is served by Amtrak and

commercial bus lines.

* When fully activated,

Yazoo City’s rated capacity

will be 1,536.
44




45

In the Works

T

he Bureau of Prisons has undertaken new construction projects

to accommodate the growing

Federal inmate population and reduce

overcrowding in the institutions it

already has open. The following institutions were scheduled to come online

after September 30, 1997. Please note that

the estimated construction completion

dates are projections, not fixed dates.

Also, once construction is completed at

a new institution, that institution does

not immediately begin accepting inmates, as there are necessary activation

and preparatory procedures that must be

completed beforehand.

FDC Brooklyn, NewYork

Detention

Rated capacity: 1,229.

Estimated construction completion:

September 1999.

FMC Butner, North Carolina

Medical Center

Rated capacity: 763.

Estimated construction completion:

March 1999.

FMC Devens, Massachusetts

Medical Center

Rated capacity: 986.

Estimated construction completion:

August 1998.

FCI Edgefield, South Carolina

Medium

Rated capacity: 1,152.

Estimated construction completion:

June 1998.

FPC Edgefield, South Carolina

Minimum

Rated capacity: 512.

Estimated construction completion:

April 1998.

FDC Houston,Texas

Detention

Rated capacity: 670.

Estimated construction completion:

May 1999.

FDC Philadelphia, Pennsylvania

Detention

Rated capacity: 757.

Estimated construction completion:

July 1999.

FCI Victorville, California

Medium

Rated capacity: 1,152.

Estimated construction completion:

October 1999.
46



T

he Bureau’s Community Corrections and Detention Division

(CCDD) is responsible for the

development and implementation of

policies and procedures related to the

administration of approximately 600

community corrections and detention

contract facilities nationwide. The

Division is responsible for the Bureau’s

efforts in privatization, and for coordinating the BOP’s newly-acquired responsibility to confine sentenced felony offenders from the District of Columbia.

Through its National Office of Citizen

Participation, CCDD is responsible for

the coordination of volunteer programs.

The Division’s Detention Services

Branch develops policies and provides

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

Service prisoners who are housed in BOP

institutions. Detention Services also administers the Mariel Cuban program.As

approximately 25 percent of the

Bureau’s population are foreign nationals, the Detention Branch has been proactive in obtaining contract bedspace for

this group.

In addition to the community corrections

and detention professionals located in

the Bureau’s Central Office in Washington, D.C., each of the Bureau’s six Regional Offices has a community corrections regional administrator. Collectively, these regional administrators

oversee 13 management center administrators, and the activities of 29 Community Corrections Management (CCM)

Offices throughout the United States.

Each CCM Office has a community

corrections manager, who is responsible

for the development, administration, and

routine oversight of residential and nonresidential services provided through

contractual agreements. Programs and

services are facilitated through contractual agreements with Federal, State,

county, and city Government agencies

and through contracts with private agencies. Services provided by these agencies include prerelease programs; short

and long-term detention; juvenile and

adult boarding; and home confinement

programs such as those using electronic

monitoring.

The Bureau of Prisons is also actively

involved in the expansion of new programs and facilities, including transitional drug-abuse treatment programs

and Comprehensive Sanctions Centers.

Atlanta CCM Office

505 McDonough Blvd., SE

Atlanta, GA 30315

404-624-8141, Fax: 404-624-8145

Districts: Northern/Middle/Southern

Georgia, South Carolina

Baltimore-MARO CCM Office

10010 Junction Drive, Suite 101-N

Annapolis Junction, MD 20701

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

Districts: Maryland, Delaware, District of

Columbia, Northern West Virginia,

Eastern Virginia

Boston CCM Office

JFK Federal Building

Suite 2200

Boston, MA 02203

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

Districts: Massachusetts, Vermont,

Connecticut, Maine,

Rhode Island, New Hampshire

Chicago CCM Office

200 W. Adams

Suite 2915

Chicago, IL 60606

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

Districts: Central/Northern Illinois, Eastern/Western Wisconsin

Cincinnati CCM Office

36 East 7th Street

Suite 2107-A

Cincinnati, OH 45202

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

Districts: Eastern Kentucky, Southern

Indiana, Northern/Southern Ohio

Dallas CCM Office

4211 Cedar Springs Road

Suite 100

Dallas, TX 75219

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

Districts: Oklahoma, Northern Texas

Denver CCM Office

1961 Stout Street, Rm. 683

Denver, CO 80294

303-844-5176, Fax: 303-844-6189

District: Colorado

Detroit CCM Office

1850 Federal Bldg.

477 Michigan Avenue

Detroit, MI 48226

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

Districts: Eastern/Western Michigan,

Northern Indiana

El Paso CCM Office

208 Mesa One Building

4849 North Mesa Street

El Paso, TX 79912

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

Districts: New Mexico, Western Texas

(Midland, Pecos, Del Rio, and El Paso

Division)

Houston CCM Office

515 Rusk Street, Rm. 12016

Houston, TX 77002

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

Districts: Southern/Eastern Texas

Community Corrections


47

Kansas City CCM Office

U.S. Federal Courthouse

500 State Avenue, Rm. 237

Kansas City, KS 66101

913-551-5714, Fax: 913-551-5718

Districts: Northern/Southern Iowa,

Kansas, Nebraska,Western Missouri

Long Beach CCM Office

501 West Ocean Boulevard

Suite 3260

Long Beach, CA 90802-4221

310-980-3536, Fax: 310-980-3543

District: Central California

Miami CCM Office

401 North Miami Avenue

Miami, FL 33128-1830

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

Districts: Puerto Rico, Virgin Islands,

Southern Florida

Minneapolis/St. Paul CCM Office

300 South 4th Street

Suite 1210

Minneapolis, MN 55415

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

Districts: North Dakota, South Dakota,

Minnesota

Montgomery CCM Office

P.O. Box 171

15 Lee Street

U.S. Courthouse, Rm. B-18

Montgomery, AL 36101

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

Districts: Southern/Middle/Northern

Alabama, Southern/Northern

Mississippi, Northern Florida

Nashville CCM Office

U.S. Courthouse, Rm. 599

Nashville, TN 37203

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

Districts: Eastern/Middle/Western

Tennessee, Western Kentucky

New Orleans CCM Office

501 Magazine Street

Suite 1211

New Orleans, LA 70130

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

Districts: Louisiana, Arkansas

NewYork CCM Office

26 Federal Plaza

Rm. 36-110

NewYork, NY 10278

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

Districts: Southern NewYork,

New Jersey

Orlando CCM Office

135 W Central Blvd., Suite 650

Orlando, FL 32801

407-648-6055, Fax: 407-648-6058

District: Middle Florida

Philadelphia CCM Office

1880 John F. Kennedy Boulevard

Suite 602

Philadelphia, PA 19103

215-587-1582, Fax: 215-656-7050

Districts: Eastern/Middle Pennsylvania

Phoenix CCM Office

Suite 425

234 N. Central Ave.

Phoenix, AZ 85004-2212

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

Districts: Southern California, Arizona

Pittsburgh CCM Office

411 7th Avenue, Room 1204

Pittsburgh, PA 15219

412-644-6560, Fax: 412-644-3408

Districts: Northern/Western NewYork,

Western Pennsylvania

Raleigh CCM Office

310 New Bern Avenue, Rm. 325

Raleigh, NC 27611-7743

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

Districts: Southern West Virginia,

Eastern/Middle/Western North Carolina,

Western Virginia

Sacramento CCM Office

3522 Federal Building

650 Capitol Mall, Room 3522

Sacramento, CA 95814

916-498-5718, Fax: 916-498-5723

District: Eastern California

St. Louis CCM Office

U.S. Federal Courthouse

1114 Market Street

Room 902

St. Louis, MO 63101

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

Districts: Southern Illinois, Eastern

Missouri

Salt Lake City CCM Office

U.S. Courthouse

350 S. Main Street, Rm. 503

Salt Lake City, UT 84101

801-524-4212, Fax: 801-524-3112

Districts: Utah,Wyoming, Nevada, Idaho

SanAntonio CCM Office

727 E. Durango, Room B-138

San Antonio, TX 78206

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

District: Western Texas

San Francisco CCM Office

450 Golden Gate Ave.

P.O. Box 36137

San Francisco, CA 94102

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

Districts: Northern California, Guam,

Hawaii

Seattle CCM Office

3160 Jackson Federal Bldg.

915 Second Ave.

Seattle, WA 98174

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

Districts:Alaska, Oregon,

Western/Eastern Washington, Montana
48



Statistical Data, FY-97

General Data

Inmates Under Bureau Jurisdiction

Total ....................................................................................................................................... 112,289

In Bureau Institutions............................................................................................................ 101,091

In Contract Facilities*............................................................................................................. 11,198

* Includes Federal inmates in privately operated Community Corrections Centers and Detention

Centers, State correctional institutions, juvenile offenders, and others.

Sentenced ................................................................................................................................. 89.7%

Unsentenced ............................................................................................................................. 10.3%

Staff to Inmate Ratio ................................................................................................................ 1:3.71

Inmate Characteristics

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

Gender

Male .......................................................................................................................................... 92.6%

Female ........................................................................................................................................ 7.4%

Race

White ........................................................................................................................................ 58.3%

Black ........................................................................................................................................ 38.4%

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

Ethnicity

Hispanic .................................................................................................................................... 29.1%

Non-Hispanic............................................................................................................................ 70.9%


49

Citizenship

U.S. ........................................................................................................................................... 73.0%

Mexico ..................................................................................................................................... 11.6%

Colombia .................................................................................................................................... 4.1%

Cuba ........................................................................................................................................... 2.6%

Dominican Republic .................................................................................................................. 1.9%

Jamaica ....................................................................................................................................... 1.3%

Nigeria ........................................................................................................................................ 0.5%

Other ........................................................................................................................................... 5.0%

Type of Commitments

U.S. Code .................................................................................................................................. 96.6%

Probation Violation .................................................................................................................... 1.4%

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

D.C. Superior Court .................................................................................................................... 0.5%

State, territorial ........................................................................................................................... 0.7%

Median Months Expected to Be Served

All offenses ..................................................................................................................................... 68

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

Robbery .......................................................................................................................................... 98

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

Extortion, fraud, and bribery ......................................................................................................... 23

Homicide, aggravated assault, kidnapping .................................................................................. 143

Firearms, explosives, arson ............................................................................................................ 62

White-collar offenses ..................................................................................................................... 15

Immigration .................................................................................................................................... 20

Courts or corrections...................................................................................................................... 25

National security ............................................................................................................................ 74

Continuing criminal enterprise .................................................................................................... 170

Inmate Status

Inmates by Security Level

Minimum .................................................................................................................................. 28.8%

Low ........................................................................................................................................... 34.3%

Medium .................................................................................................................................... 22.9%

High .......................................................................................................................................... 14.0%
50



Statistics by Inmate Security Level

Sentence Length

Median sentence length ........................................................ 60 ........ 78 ....... 120 ...... 180

Sentence Imposed (as % of Population)

Under 1 year ......................................................................4.1% .... 1.3% .....0.3% .... 0.3%

1-3 years ......................................................................... 23.1% .. 13.1%.....5.5% .... 1.2%

3-5 years ......................................................................... 19.1% .. 15.7%.....8.7% .... 2.9%

5-10 years ....................................................................... 34.9% .. 33.7%.. 28.7% .. 16.5%

10-15 years ..................................................................... 15.8% .. 22.7%.. 22.8% .. 18.8%

15-20 years ........................................................................2.1% .... 7.7% .. 14.9% .. 15.5%

Over 20 years .....................................................................0.8% .... 5.3% .. 18.1% .. 28.4%

Life sentence .....................................................................0.1% .... 0.5% .....1.0% .. 16.4%

Offense (as % of Population)

Drug offenses .................................................................. 67.9% .. 65.5%.. 55.4% .. 38.8%

Robbery .............................................................................0.8% .... 5.9% .. 13.6% .. 27.8%

Property offenses ...............................................................7.0% .... 5.4% .....4.6% .... 5.6%

Extortion, bribery, fraud ................................................. 13.8% .... 3.4% .....2.1% .... 0.8%

Homicide, aggravated assault, kidnapping .......................0.4% .... 1.7% .....3.5% .... 8.9%

Arms, explosives, arson .....................................................5.9% .... 7.0% .. 13.8% .. 13.6%

All others ...........................................................................4.2% .. 11.1%.....7.0% .... 4.5%

MIN LOW MED HIGH


51

Personnel

Personnel, September 30, 1997 ............................................................................................... 30,212

Gender

Male .......................................................................................................................................... 73.4%

Female ...................................................................................................................................... 26.6%

Race/Ethnicity

White ........................................................................................................................................ 67.4%

AfricanAmerican ...................................................................................................................... 19.2%

Hispanic .................................................................................................................................... 10.0%

Other ........................................................................................................................................... 3.4%

Education

High school .............................................................................................................................. 33.7%

Technical school ........................................................................................................................ 4.5%

Some college ............................................................................................................................ 31.4%

Bachelor’s degree ..................................................................................................................... 19.4%

Some graduate work ................................................................................................................... 2.6%

Master’s degree ........................................................................................................................... 4.9%

Ph.D. ........................................................................................................................................... 1.6%

Advanced professional degree ................................................................................................... 1.9%

Age

18-24 .......................................................................................................................................... 1.7%

25-29 ........................................................................................................................................ 13.7%

30-34 ........................................................................................................................................ 25.7%

35-39 ........................................................................................................................................ 26.9%

40-44 ........................................................................................................................................ 17.1%

45-49 ........................................................................................................................................ 10.1%

50-55 .......................................................................................................................................... 3.9%

Older than 55 .............................................................................................................................. 0.9%
52