U.S. Department of Justice

Federal Bureau of Prisons

State of the Bureau 2006 State of the Bureau 2006

Core Values of the Bureau Family Core Values of the Bureau Family

Correctional 

Excellence

Respect

Integrity

We are correctional workers first, 

committed to the highest

level of performance.

We embrace diversity and recognize

the value and dignity of staff,

inmates and the general public.

We demonstrate uncompromising

ethical conduct

in all our actions.

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Mission Statement

The Federal Bureau of Prisons (BOP) protects society by confining offenders in the controlled environments of prisons and

community-based facilities that are safe, humane, cost-efficient,

and appropriately secure, and that provide work and other selfimprovement opportunities to assist offenders in becoming lawabiding citizens.

Core Values

Correctional Excellence: We are correctional workers first,

committed to the highest level of performance.

Respect: We embrace diversity and recognize the value and

dignity of staff, inmates and the general public.

Integrity: We demonstrate uncompromising ethical conduct

in all our actions.

Vision Statement

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

widely and consistently regarded as a model of outstanding

public administration, and as the best value provider of efficient, safe, and humane correctional services and programs

in America. This vision will be realized when...

The Bureau provides for public safety by assuring that no

escapes and no disturbances occur in its facilities. The Bureau

ensures the physical safety of all inmates through a controlled

environment which meets each inmate’s need for security

through the elimination of violence, predatory behavior, gang

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

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

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

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

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

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

work in an environment free from discrimination. A positive

working relationship exists where employees maintain respect

for one another. The workplace is safe, and staff perform their

duties without fear of injury or assault. Staff maintain high

ethical standards in their day-to-day activities. Staff are satisfied with their jobs, career opportunities, recognition, and quality of leadership.

National Strategic Planning Goals

The BOP uses a strategic planning approach to management

that both reflects the President’s Management Agenda and is

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

planning is driven by the BOP’s Mission and Vision Statements,

which are supported by seven broad correctional goals. Each

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

are created to help the agency achieve various milestones. The

seven national goals are listed below:

Population Management: The BOP will proactively manage

its offender population to ensure safe and secure operations,

and work toward ultimately achieving an overall crowding level

in the range of 30 percent.

Human Resource Management: The BOP will have a

competent, diverse workforce operating within a professional

work environment prepared to meet the current and future needs

of the organization.

Security and Facility Management: The BOP will maintain its

facilities in operationally sound conditions and in compliance

with security, safety, and environmental requirements.

Correctional Leadership and Effective Public Administration:

The BOP will manage its operations and resources in a competent and effective manner which encourages creativity and

innovation in the development of exemplary programs, as well

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

effective use of resources and its efficient delivery of services.

Inmate Programs and Services: The BOP will provide services

and programs to address inmate needs, providing productive

Bureau of Prisons Fundamentals

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use-of-time activities and facilitating the successful reintegration

of inmates into society, consistent with community expectations

and standards.

Building Partnerships: The BOP will continue to seek

opportunities for expanding the involvement of community and

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

of the services it provides to offenders and constituent agencies.

The active participation by BOP staff to improve partnerships

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

justice system and to remain responsive to other agencies and

the public. The BOP will develop partnerships to focus the

shared responsibility for the establishment of a supportive

environment promoting the reintegration of offenders into the

community.

Counter-Terrorism: The BOP will provide for public safety

and security by focusing on the prevention, disruption, and

response to terrorist activities.
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In furtherance of the Bureau of Prisons’ mission to incarcerate

offenders in facilities that are safe, secure, humane and costeffective, and to provide offenders with opportunities for selfimprovement, the Bureau has several relevant core ideals that

are ingrained in the agency’s culture. First, a recognition of

the inherent dignity of all human beings; second, the expectation that correctional staff treat inmates fairly and with respect;

and third, the recognition that offenders are incarcerated as

punishment, not for punishment. Finally, all staff are correctional workers first, with responsibility for maintaining safe

and secure institutions and for modeling society’s mainstream

values and norms to help prepare inmates for a crime-free

return to the community. These values are repeated to staff

often beginning with the staff training provided to new hires

and reinforced annually through refresher training.

One of the key factors that contributes to safe and secure

inmate management is direct and effective communication with

inmates. BOP staff are highly visible throughout every Federal prison and readily available to address inmate concerns or

questions, proactively preventing potential problems. Unit team

staff members, who work most closely with inmates assigned

to them, have offices in the inmate housing units to provide

ready access, as well as inmate supervision; institution executive staff, including the Warden and Associate Wardens,

department heads, and unit team members are highly visible

throughout the institution and provide coverage of the dining

room during meal times; and key personnel make regular visits

to the Special Housing Unit to provide inmates in disciplinary

segregation with an opportunity to raise problems or issues.

While laws establish minimum standards of care to which all

inmates are entitled, the Bureau has always worked to achieve

the highest of standards with respect to inmate management.

The Bureau now operates 114 prisons. Although these facilities range in security level from minimum to high, and some

have very specialized functions such as medical centers or the

Administrative Maximum (the Bureau’s “Supermax”), the

agency remains “one Bureau,” with institutions operating

under the same policies and procedures throughout the country. Agency policies direct the internal systems of control and

they apply to all Bureau organizational components and sites.

Bureau staff work diligently every day to meet clearly-defined

performance expectations, and their collective efforts have

earned the agency a leadership role in the field of corrections.

However, that reputation can only be maintained through the

continued dedication to public service, professionalism, and

exceptional performance of its staff.

Many external audit authorities have ongoing interest in

Bureau operations and programs for the purpose of oversight,

including Congress, the Government Accounting Office, and

the Department of Justice’s Office of Inspector General (OIG).

The Bureau takes its role as steward of the public’s trust very

seriously and welcomes the scrutiny. The agency uses results

from these external audits to improve operations.

The Bureau’s internal systems of checks and balances are

designed to ensure compliance with applicable regulations,

laws, policies, and procedures; monitor vital functions and

operations; identify weaknesses and enhancements needed;

promote efficient management practices; determine whether

programs are achieving desired results; and enhance program

quality.

The primary internal system of control is the program review

process, through which the Bureau subjects each of its programs or disciplines to a thorough examination by organizationally independent, trained Bureau subject matter experts.

Program review guidelines are specific to each discipline or

department and assess the strengths and weaknesses of a

particular program or activity and compliance with applicable

policies, regulations, and American Correctional Association

(ACA) standards. Of the 428 program reviews conducted in

FY06, 74.3 percent achieved ratings above acceptable (either

good or superior). Annually, institution teams review the same

critical functions examined by the program review team to

allow the institution to identify and correct any potential weaknesses.

In addition to the program review process, the Bureau’s senior

management team (the Executive Staff) exercises extensive forInternal Oversight
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mal oversight of institution operations and performance. At

its quarterly meetings, it examines the information obtained

through all of the various oversight mechanisms (including

program reviews and others detailed in this section) and carefully reviews the performance of all institutions. Every institution undergoes examination annually.

One of the most important tools used by management to gather

information about institution operations is the Prison Social

Climate Survey (PSCS). Administered annually since 1988, the

survey provides an opportunity for staff to report their impressions about conditions and operations at the facility where

they work, and to do so in a way that assures their anonymity.

The survey items cover all aspects of the work environment,

from safety and security to job advancement to sexual harassment. Results are made available to all staff through the

agency’s intranet, and are relied upon by institution executive

staff in identifying areas of concern. The Bureau’s Executive

Staff considers the results of the PSCS during its annual institution review.

Institution Character Profiles (ICP), conducted by a regional

team of administrators and the Regional Director, are completed

every several years and provide a great deal of descriptive and

subjective information about institution performance. ICPs

include direct observation of institution operations, interviews

with randomly-chosen inmates and staff, and input from outside agencies and organizations. Review of data from the

agency’s management information systems and speciallydesigned surveys provided to staff anonymously prior to the

ICP, provide a context for identifying prospective issues in

advance of the ICP and for interpreting information obtained

during the ICP. Findings and recommendations are communicated to the Director. During FY06, 31 ICPs were conducted.

The duty officer program ensures that significant incidents

that occur at Bureau facilities (including those affecting

inmates in community programs or contract facilities) are

reported to appropriate officials promptly and consistently.

Depending on the seriousness of the event, some incidents

require immediate notification of the Director, while most others require notification of either a senior administrator, a Deputy

Assistant Director, or Assistant Director in Central Office. In

this way, senior staff throughout the agency are made aware of

serious incidents (e.g., escape attempts, serious assaults and

disturbances) and of the institution’s response. This information sharing allows the agency to make greatest use of knowledge that is gained in resolving these incidents.

Duty officers contribute to improved institution operations by

reviewing and reporting on programs or incidents as directed

by policy, the Warden, and other institution executive staff.

To supplement the shift lieutenant’s daily tour of the entire

facility, the institution duty officer (IDO) must also visit areas

of major activity or special interest daily. The IDO must visit

every area of the institution at least once during the week and

report any significant concerns to the appropriate party immediately. At the end of the tour of duty, the IDO communicates

findings and activities to the Warden. Managerial coverage at

the institution level during non-regular work hours is provided

by an Administrative Duty Officer, who is usually an institution executive staff member.

The Bureau is fortunate to have relatively few major disturbances at our facilities, in part because of the agency’s efforts

to proactively identify and resolve potential issues. Serious

assaults, disturbances and other violent incidents having criminal implications are referred to the Federal Bureau of Investigation for prosecution. Additionally, follow-ups of each such

incident, “after-action reviews,” are conducted by senior level

staff from other Bureau sites to examine what occurred leading

up to the event(s) and offer recommendations as to how to

prevent future problems. Findings are shared with other senior

level managers so that lessons learned can benefit the agency

as a whole.

Staff are required and inmates are encouraged to report incidents of misconduct or otherwise inappropriate behavior. The

Administrative Remedy Program is the internal grievance process through which an inmate may request consideration or

review of any issue related to his/her conditions of confinement. An inmate must first present an issue of concern infor-
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mally to staff, and staff must attempt to informally resolve the

issue before an inmate submits a formal request for Administrative Remedy. Per policy, each institution has established

procedures for informally resolving inmate complaints.

If an inmate views the issue as sensitive and is concerned that

his/her safety or well-being would be compromised if the

request became known at the institution, the inmate may submit the request directly to the Regional Director. If the request

is determined to be of an emergency nature which threatens

the inmate’s immediate health or welfare, the Warden (or

Regional Director) must respond promptly. The program

requires timely investigation and response, including redress

as appropriate. During FY06, of the total number of requests

for Administrative Remedy answered by institutions (23,104)

inclusive of all security levels, 7.4 percent were granted. Of

those appealed to the regional level and answered (14,829), 4.8

percent were granted. Finally, of the total number appealed to

the Central Office level and answered (6,829), only 0.03% were

granted.

All allegations of staff misconduct, including allegations that

a staff member has abused an inmate, are referred to the OIG,

which then refers back to the Bureau’s organizationally independent Office of Internal Affairs (OIA) those complaints that

it wants the Bureau to investigate. The OIG also has a hotline

available to the public for reporting any Department of Justice

employee they believe has violated their civil rights or civil

liberties. The Bureau takes all allegations of staff misconduct

very seriously and investigates every allegation thoroughly.

The agency does not tolerate any type of abuse of inmates.

When allegations of serious abuse are accompanied by credible evidence during the investigation, the staff member is

removed from contact with inmates or placed on administrative leave. When warranted, serious cases of staff misconduct

are referred for criminal prosecution.

The formal oversight processes herein described are supplemented by a host of other mechanisms that provide additional

checks on Bureau operations and performance. For example,

through the strategic planning process, the Bureau’s Executive Staff regularly review progress toward specified strategic

objectives and action plans. Members of the Executive Staff,

including the respective Regional Director and the Director, as

well as Regional and Central Office Administrators, also frequently visit and tour the agency’s institutions all around the

country.

The Bureau relies on close and constant communication among

staff as an important means of furthering its mission and monitoring agency performance. The Bureau’s intranet serves as a

primary means of communication with all staff and is used

extensively to provide information relevant to operations across

levels. Staff can access agency-wide topics, such as national

policies, employee resources and reference guides, training

and other work-related software applications, numerous information technology tools designed to improve work quality

and efficiency, or information specific to the various Bureau

facilities. In addition to ensuring a highly-visible means of

communicating organizational processes and training staff, the

ready access to information provided via the intranet makes it

possible for staff across the agency to track various institution events and performance.

But intranet communications are not simply directed from top

down. The tool also includes a feedback mechanism through

which staff may submit comments, ideas, and recommendations (anonymously if they so desire) for consideration by the

Executive Staff. This mechanism provides another avenue for

identifying issues and potential concerns.

While the focus thus far has been on internal review procedures, the Bureau also imposes various reviews by external

agencies and officials by choice. These voluntary, solicited

reviews supplement internal oversight mechanisms and help

the agency improve services and operations. The Bureau

enhances the effective management of its institutions through

a process of accreditation based on standards approved jointly

by ACA and the Commission on Accreditation for Corrections

(CAC). During FY06, 25 previously- accredited Bureau institutions due for renewal were re-accredited, and 8 received initial

accreditations; 5 institutions were undergoing the process.
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Where appropriate, Bureau facilities undergo accreditation

audits by the Joint Commission for Accreditation of Healthcare

Organizations (JCAHO). Currently 98% of eligible institutions

are JCAHO accredited. Eligible institutions do not include the

12 Care Level 1 institutions or recently opened institutions

that have not yet undergone their initial accreditation. Since

Care Level 1 institutions have a “healthy inmate” population, a

decision was made for them to not be JCAHO accredited.

During FY06, two Federal Correctional Complexes (Coleman

and Victorville) received their initial JCAHO accreditation. At

each site, medical operations are consolidated into one department that is responsible for health care services throughout

the complex. Also during FY06, 24 institutions were re-accredited by JCAHO.

In addition to these formal external oversight mechanisms,

Federal judges, Members of Congress, and other law enforcement officials are welcomed to visit and tour Bureau facilities

for a first-hand view of operations, as well as an opportunity to

interact directly with the inmate population.

The Bureau has been well-served by its ongoing strategy of

reevaluating priorities, policies, and procedures to make sure

these are optimally realistic and effective to meet the agency’s

mission. The agency strives to be its own worst critic and to

preserve a strong risk assessment capability. To that end, the

Bureau is pursuing several new initiatives or directions: to

make the program review process even more effective as a

management tool, the Bureau is converting policy and program review guidelines to an outcome-based paradigm that is

expected to further enhance the operational definition of our

mission objectives; and the agency is further enhancing its

automated intelligence systems, as well as staff training capabilities, particularly as these apply to institution intelligence

units. Through critical self-examination, the Bureau is ensuring its readiness to meet future demands on the agency.
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Establishing and maintaining core ideologies has been fundamental to the Bureau’s success over the years. Emphasizing

the importance of these values has been particularly critical

over the past couple of years as the agency has had to

undergo numerous major changes to reduce costs and live

within the agency’s budget. The Bureau’s core ideologies have

helped the agency to maintain consistency, even when faced

with shifting political currents and other external demands,

have kept resources applied to what is essential, and have

anchored the Bureau’s national strategic plans.

The agency’s core ideologies also facilitated the management

of the significant expansion of the Federal inmate population

and the Bureau’s transformation into the largest correctional

system within the U.S. During FY06, the Bureau’s total inmate

population increased by 2.8 percent, reaching 192,584 inmates

by September 30, 2006. Of that number, 162,514 were confined

in Bureau facilities; privately-managed, state, and local secure

facilities housed 22,501; and residential re-entry centers (RRCs)

housed 7,569.

To effectively manage the population growth, the Bureau continued its expansion program, adding 858 beds during FY06.

The Federal Correctional Institution (FCI) - Butner II, NC started

accepting inmates and two activations were underway: the

Secure Female Facility, a unit of the U.S. Penitentiary (USP)

Hazelton, WV, which is expected to start accepting inmates in

November 2006; and USP Tucson, AZ (inmates are expected to

start arriving in January 2007). Seven medium security Federal

Correctional Institutions were in the planning, design or construction process at the end of the FY: Pollock, LA; Mendota,

CA; McDowell County, WV; Berlin, NH; Yazoo City, MS;

Aliceville, AL; and Letcher County, KY. At the end of FY06,

Bureau institutions were at 36 percent above rated capacity

overall, with mediums and highs at 37 and 52 percent, respectively.

In their best-selling book Built to Last: Successful Habits of

Visionary Companies, authors Collins and Porras (1994)

articulate a principle that has been central to the BOP’s ongoing success over the course of its history, and particularly

over the past several years: “preserve the core [ideology],

stimulate progress.” The basics of sound correctional management (e.g., close inmate supervision, accountability, and

effective communication with inmates) have not changed over

the years. The agency’s leadership has sought to maintain the

essence of the BOP’s operations (i.e., performing the basics

well), while at the same time implementing significant organizational changes and improvements.

Unifying Staff Effort

Since it was created, the Bureau has had major, comprehensive

goals that have directed staff effort. The focus on professional staff training, the introduction of halfway houses to

assist in community transition, the introduction of the unit

management concept, the development of an automated

inmate accountability system to ensure staff knew where each

inmate was, the development of an objective classification

system, and the creation of a division to conduct internal

reviews of agency processes and functions are but a few

examples of major goals that forever changed the Bureau, and

in many cases, also changed the direction of corrections.

More recently, the substantial fiscal challenges the agency

has faced prompted the implementation of a major agencywide restructing and streamlining effort designed to ensure

the agency’s ability to accomplish its mission, now and into

the future. Bureau leaders and managers actively promoted

openness to new ideas on how to improve the agency’s ability

to maintain safe, secure institutions; enhance operational

effectiveness and cost-efficiency; and increase the likelihood

of successful community re-entry for releasing offenders. In

part as a result of frequent and clear communication with them,

staff understood the challenges the agency was facing and

rose to the occasion by generating viable, innovative solutions and demonstrating remarkable flexibility and loyalty. In

the end, the Bureau demonstrated that it is possible to adhere

to a core ideology AND adapt to environmental changes and

external demands.

Correctional Leadership
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Leadership Development and Succession Planning

The Bureau has worked hard since 1930 to establish and maintain its reputation of excellence and outstanding public service, and has earned a leadership role in the field of corrections. The Bureau continues to promote in its staff qualities

that are consistently present in individuals who have attained

significant professional and personal success: excellence,

respect and integrity.

Positioning the Bureau to succeed under future leaders represents a well-planned, coordinated, deliberate effort on the part

of the agency. And the agency’s approach to staff development starts immediately after a new employee begins working

for the BOP. During FY06, a total of 1,723 participants received

the Bureau’s basic training at the Staff Training Academy (STA)

in Glynco, GA, in addition to institution familiarization training. STA also provided several additional classes in FY06,

including, e.g., Disturbance Control Training and Self-defense

Instructor Training. For FY06, the STA trained 2,247 staff in a

total of 59 classes. Annual Refresher Training is provided at

all Bureau sites to review topics requiring closer attention (e.g.,

new policies and their ramifications or developments relevant

to the field), and further enhance existing skills.

To ensure well-qualified individuals are available to lead the

agency into the future, the Bureau’s Management and Specialty Training Center (MSTC) conducted 82 classes, 4 off-site

classes for agency staff during FY06; and 2,207 participants

received on-site training. A total of 188 participants of the

Bureau’s Leadership Enhancement and Development (LEAD)

program have now completed all requirements and graduated;

and 175 participants continue to work toward program completion. Advanced executive training from various prestigious

centers and higher learning institutions (e.g., Harvard University, the Center for Creative Leadership, Aspen Institute),

supplement and complement that provided by the National

Institute of Corrections (NIC), a component of the Bureau, and

the Office of Personnel Management to ensure appropriate

developmental experiences and challenges. Course work covers such topics as correctional leadership; management and

executive development; strategic leadership and building performance based organizations; and senior managers in government.

To better meet the needs of the corrections field, NIC’s executive developmental programs, which fall under the Leadership

Management Development Initiative (LMDI), are designed for

senior correctional managers working in jails, prisons and community corrections. NIC’s leadership programs at all levels

address personal growth and professional development

issues, as well as strategies for dealing with, for example,

change, technology, multi-generational workforces and organizational transformation. NIC provided targeted, dedicated

programming to 193 Bureau professionals during the FY, and

an additional 44 Bureau participants received developmental

training alongside corrections professionals from state and

local jurisdictions. Another 105 individuals from state and

local jurisdictions participated in the executive developmental

programs.

Leadership development training activities were supplemented

by other unique initiatives, such as “Take the Lead,” an innovative program implemented by the Office of General Counsel

(OGC) for Central Office staff. Designed to help staff build

those skills essential for professional and personal success,

this three-session class emphasizes three fundamental qualities needed for effective leadership: excellence, respect, and

integrity. A total of 25 participants from OGC and the Office of

Internal Affairs attended the sessions held from June - August

2006. Because of the very positive feedback received, this

program is expected to be offered again next FY; future sessions may be expanded to include staff in other divisions.

Looking to the Future

The seeds of the future are always planted in the present – the

trick is to identify which will germinate. The BOP is promoting

innovative thinking on the part of its leaders (and prospective

leaders), including the consideration of various potential

future scenarios and how best to prepare for such scenarios;

such thinking enhances the Bureau’s readiness to face the

future.
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The “nuts and bolts” aspects of corrections that are the basis

of sound correctional management will never lose their importance. The Bureau will continue to ensure its staff are wellprepared to successfully accomplish the dual components of

its mission.

Reference:

Collins, James C. and Porras, Jerry I. (1994). Built to last: Successful habits of visionary companies. New York: Harper Business Division/HarperCollins Publishers.
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Effective correctional systems have two important components

to their mission – protecting society by incarcerating criminals

and reducing recidivism for offenders returning to their communities upon release. The basics of sound correctional management (e.g., close inmate supervision, accountability, and

effective communication with inmates) have not changed over

the years. While the Bureau, on a day-to-day basis, strives to

perform those basics well, the agency’s leadership also actively

promotes an openness to new ideas that enhances the agency’s

ability to maintain safe, secure institutions; improves operational effectiveness and cost-efficiency; and increases the likelihood of successful community transition for releasing offenders.

Staff are key to effective inmate management. Bureau

institution employees are law enforcement officers; as such,

regardless of the specific discipline in which a staff member

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

This means both custody and non-custody staff are

responsible for institution safety and security, inmate

supervision, the good order of the institution, and modeling

pro-social values for the inmate population. All staff are

expected to be vigilant and attentive to inmate accountability

and security issues, to respond to emergencies, and to

maintain a proficiency in custodial and security matters, as well

as in their particular job specialty. As a result, unlike some

correctional systems, classrooms, work areas, and recreation

areas do not have a correctional officer in addition to the

teacher, work supervisor, or recreation specialist.

Using the “correctional worker first” concept has allowed the

Bureau to operate with a custody staff-to-inmate ratio (1 to

10.1) that is more than double the average (1 to 4.7) of the five

largest state correctional systems. This reduced custody

staffing allows the agency to maintain a substantial pool of

staff who provide inmate programs, through which offenders

gain the critical skills and training necessary for a successful

return to society.

The Bureau’s success in reducing recidivism is due in large

part to the effectiveness of its core inmate programs. And the

“correctional workers first” concept has been essential in

allowing the Bureau to maintain these critical inmate programs

despite lean budgets.

In 2005, the agency critically evaluated organizational

structures, operations, and services at all Bureau Federal

Correctional Complexes (FCCs) to identify best practices, make

recommendations regarding standardization across FCCs, and

initiate policy changes as indicated. At FCCs, which became

operational in the Bureau in the mid-1990s, institutions with

different missions and security levels are located in close

proximity to one another in order to consolidate and share

basic administrative management and operational services.

The Bureau currently has six complexes that were originally

designed and constructed with more than two institutions, and

seven complexes that are the result of facility expansion. FCCs

reduce duplication of services, enhance emergency preparedness by having additional resources within close proximity,

enable staff to gain experience at institutions of many security

levels without the need for transfers to other geographic areas,

provide a vehicle for career development, and yield cost

reductions for the agency.

Technology

A broad variety of technological innovations greatly enhance

the Bureau’s ability to maintain the safety and security of its

institutions. The types of technology used range from closedcircuit television (CCTV) cameras to augment direct staff

supervision of inmates, to radio frequency identification tags

being tested as a means to track inmate files. The Bureau’s

Office of Security Technology (OST) plays a key role in

ensuring the Bureau is using the best technology available to

support our mission. To that end, during FY06, OST continued

researching and evaluating emerging technologies, placing

priority on those designed to ensure or enhance staff and

inmate safety and/or maintain a secure prison environment.

Contraband detection continues to be a major effort for OST.

Because inmates always look for ways to conceal contraband,

Bureau staff must explore and evaluate new technologies to

stop the flow of prohibited items into Federal Prisons. OST has

played an instrumental part in the development and testing of

Advances in Corrections
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new body scan x-ray systems, front-entrance cabinet x-ray

systems, walk-through metal detectors (WTMD), and other

contraband detection technologies.

WTMDs used an entry points and other controlled access

areas at secure Federal facilities must be certified to the latest

National Institute of Justice (NIJ) Standard 0601.02, which

requires high immunity to mechanical and electromagnetic

interference, excellent discrimination, and a high degree of

sensitivity. The Bureau’s collaboration with the Department

of Defense (their funds and OST’s design) has yielded a

robotic WTMD tester that is used to ensure new systems meet

NIJ’s standards. The Bureau and several other government

agencies are currently using this equipment to test their

systems.

The Bureau relies heavily on technology to support alcohol

detection and drug interdiction efforts. For example, all secure

facilities (low security and above) employ the Ion Spectrometry

(IMS) device. These units are used to scan visitors’ clothes,

identification cards, and other personal items for the presence

of drugs. They can also be used for scanning mail and

conducting searches throughout an institution.

Cell phones present a significant problem in prison settings.

Inmates attempt to use cell phones to continue their criminal

activities from inside prison facilities, intimidate witnesses, and

coordinate escape attempts and other illegal activities. Bureau

staff confiscate cell phones from inmates through physical

searches. Electronic detection is difficult because cell phones

use different protocols and frequencies, and continue to get

smaller, less expensive, and easier for inmates to conceal. OST

staff worked extensively with state correctional agencies on

cell phone detection and interdiction. Numerous types of

equipment were evaluated and tested in operational

environments; several are expected to be ready for use in the

very near future. OST has shared its expertise on cell phone

detection with other correctional jurisdictions via workshops

held during ACA conferences.

During this FY, OST evaluated many other technologies, some

of which (such as intelligent video tracking and suicide

prevention systems) are expected to save lives, while others

(e.g., personal transportation vehicles and an electronic radio

frequency identification tracking system) are expected to

facilitate or improve staff performance of their duties.

In October 2006, the Bureau will begin to install non-lethal

(stun)/lethal electrified fence systems at seven high security

institutions. The system is highly versatile and incorporates

several new technologies to deliver the highest levels of

system operational robustness. Features include immunity to

the effects of climate change; compliance with international

safety requirements relating to the deployment of electric

fences; and environmentally-friendly animal deterrence

capability.

Technological developments are significantly improving the

delivery of health care in correctional facilities. For example,

the Bureau used teleradiology to transmit digital radiographic

images to a team of radiologists who are available 24/7, 365

days a year, and provide interpretations within 2 hours. This

has several advantages over using traditional film images:

• Films must be transported manually to the radiologist for

reading, which can delay diagnosis by days or weeks,

while teleradiology is time-efficient.

• Digital radiographs can be enhanced or enlarged to

provide more precise imaging than film, which assists the

radiologist in diagnosis.

• Teleradiology reduces problems associated with image

degradation of film-based images.

• Digital storage of images with appropriate backups and

recovery plans minimizes the risk of lost or damaged films.

• Finally, images can be accessed by any physician within

the Bureau as needed.

Teleradiology is currently available in 39 Bureau institutions,

and the agency is moving forward to establish this capability at

all institutions within five years. Since 2004, approximately

45,000 interpretations have been completed via teleradiology,

resulting in a cost savings of more than $570,000.
16

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

infrastructure to provide telehealth services, which presently

consists primarily of psychiatric consultations. A psychiatrist

can observe and interview patients long distance, review prior

treatment, and discuss future treatment and management plans

with providers at an inmate’s assigned institution. Additionally,

a psychiatrist in one location can provide consultation

services or training to staff in multiple institutions, thereby

enabling our efficient use of resources.

In conjunction with the President’s e-government initiative,

during FY06, the Bureau continued the development and

implementation of an electronic medical record (BEMR)

system. This system will ultimately incorporate all medical,

psychiatric, psychological, and disability information about

individual inmates that is currently maintained in separate

paper medical records. It will create a complete record of all

health care provided by Bureau practitioners and make the data

available to providers, regardless of where in the Bureau the

inmate is housed. BEMR will enhance continuity of care, as

well as reduce costs since duplication of tests and labwork

will be avoided. Standardization of medical information in a

structured format will allow for analysis of the effectiveness of

treatment regimens and protocols, and digital storage of data

with appropriate backups and recovery plans minimizes the risk

of lost or damaged records due to catastrophic or other events.

BEMR was deployed at 8 institutions by the end of FY06. The

pharmacy module is nearing completion, and deployment is

anticipated in FY08. By the end of FY08, complete deployment

of the current modules of BEMR to all institutions is expected.

During this FY, a mobile surgery unit pilot was approved for a

limited trial in the Bureau’s Southeast Region. This type of unit

is located on a standard 18-wheel truck base, with a trailer that

is expandable to provide space for pre-, intra- and postoperative care. They can be customized for specialty

procedures, e.g., eye surgeries and orthopedics. Designed for

stability and self-contained for power, water, and hazardous

waste disposal, these units will be able to move from institution

to institution to serve a wide area. The Bureau expects this to

enhance public safety by reducing the number of escorted trips

to community medical settings for services, reduce costs

associated with staffing for these trips, and increase the

availability of on-site ambulatory services throughout the

agency. Community standards of medical care increasingly

involve the use of ambulatory surgical pro-cedures to treat

conditions that previously required inpatient hospitalization;

the Bureau’s decision to pilot the use of this resource is

consistent with this shift.

Technology is enhancing the agency’s ability to prepare

inmates for release and re-entry to the community. For example,

the Bureau is demonstrating the Inmate Skills Development

System (ISDS), an automated web-based application that will

integrate the agency’s release preparation efforts. It will be

used to identify an inmate’s strengths and weaknesses (as

these relate to release readiness) and help formulate a plan for

improving deficit areas. By providing inmates with programs

most appropriate to their identified deficit areas, the Bureau

anticipates that they will be better-prepared and more likely to

succeed in the community after release from prison.

Dynamic in nature, the ISDS tool will incorporate information

from a variety of sources, including a structured interview with

the inmate, court documents, and behavioral observations. It

will be administered at the beginning of an inmate’s sentence,

with subsequent updates to the assessment information over

the course of the inmate’s incarceration. Through automation,

the ISDS will effectively streamline the compilation and

generation of various case management reports (including

progress reports and other release forms). It is also expected to

facilitate the allocation of program resources to inmates with

the greatest needs. And finally, the tool is expected to enhance

information sharing and coordination between agencies with

the ultimate goal to create a seamless transition between

incarceration and community.

Classification

The classification of inmates based on risk factors, along with

direct staff supervision, physical/architectural features, and

security technologies, is critical to the BOP’s ability to ensure

institution security. The Bureau’s security classification
17

system is designed, in part, to identify and separate inmates

who have a propensity for violence and abuse from those who

do not. Inmates are housed in institutions in accordance with

their individual security and program needs. The agency’s

classification system is critical to providing a safe environment

for inmates and the staff who supervise them, as well as to

protecting society.

The classification system is evaluated on an ongoing basis to

ensure it accurately reflects changes in the inmate population

that can occur with time. During FY06, the Bureau implemented

several substantial changes to its classification system,

including the incorporation of new scoring items for inmate age

and education level, and adjustment of scoring cut-off points.

Additionally, the agency formalized its practice of continually

assessing the effectiveness of its inmate classification process

by requiring the Inmate Classification Workgroup to annually

report its findings and recommendations to the Director and

Executive Staff.

During FY06, the Bureau enhanced its ability to effectively

manage inmate health care by implementing the third phase of

the medical classification. Medical status, whether for healthy

inmates or inmates with known medical conditions, is now a

part of the designation process for all inmates; each inmate is

assigned a care level based upon their specific health needs.

The medical classification system relies on the Presentence

Investigation (PSI) report for screening inmates for significant

medical issues. Subsequently, care levels are determined by

clinicians and depend on treatment modalities and inmate

functionality, in addition to diagnostic categories, such as

cancer, diabetes, HIV, and hepatitis. Care levels range from 1

(generally healthy, requiring the least amount of medical

services) to 4 (having the greatest medical needs). Each

Bureau institution also has a care level assignment (1-4 ) that

reflects the medical resources available at that facility and in

the surrounding community. Inmates are designated to institutions with the resources necessary to adequately manage

their needs. By classifying inmates and institutions, the BOP

can better serve the medical needs of the inmates.

Managing releasing inmates in the community

During FY06, the Bureau renamed community corrections

centers (commonly known as halfway houses) as residential

re-entry centers (RRCs). The name was changed to more

specifically communicate the primary objective of halfway

houses – facilitating community re-entry for releasing inmates.

The Bureau uses a network of 250 RRCs to place inmates in the

community during the last part of their sentence just prior to

release. RRCs provide a structured, supervised environment

and release transition services to inmates, including support in

job placement, housing, counseling, and other services. RRCs

enable inmates to gradually rebuild their ties to the community

while under close supervision of staff during this critical

readjustment phase. Research has found that halfway house

participants are more likely to be gainfully employed and less

likely to commit crimes after release, when compared to inmates

who release directly back to the community. The benefits are

particularly evident with inmates with extensive criminal

records.

Since FY04, the agency has made a concerted effort to ensure

inmates with the greatest re-entry needs are provided an

opportunity for placement in an RRC. Thus, there has been

increased use of RRCs for high and medium security level

inmates. Overall, in FY06, 77.5 percent of eligible inmates

released via RRCs; 75.7 percent of all eligible medium security

inmates and 73.4 percent of eligible high security inmates

released through an RRC, exceeding goals set for utilization of

RRCs.

Managing high-risk inmates in the community is challenging.

Many of these individuals have been separated from their

homes and families for extended periods of time, and have

fewer job skills, more extensive mental health problems, and

higher incidences of behavioral problems, as compared to

other inmates. As a result, the Bureau requires RRCs to

provide more extensive services than they have in the past.

The Bureau is piloting a transitional skills program in five RRCs

across the nation. This nine-week group counseling program

is designed to address the very real barriers inmates encounter
18

during re-entry. Areas covered include dealing with authority

figures, managing peer pressure, time management, developing

realistic expectations and a support network. All future RRC

contracts are required to provide this program.

Over the last four years, the Bureau developed several

treatment protocols using journals as a tool. These are based

on the most recent research and literature on treatment

programs for a correctional population and are thus

considered to be evidence-based. The Transition Skills

Journal will replace Basic Life Skills Training and will be

used by all Bureau inmates entering RRCs, except those

involved in transitional drug abuse treatment. To ensure

consistency and continuity of care, the 9-10 hour cognitivebehavioral treatment protocol is similar to that used by the

Bureau’s residential drug abuse program (RDAP). The journal

targets nine areas identified by research as being especially

difficult for releasing inmates, ranging from difficulty building

healthy relationships and preparing for negative social

influences, to managing anger and working with authority

figures. Journals are used by staff to facilitate inmate

discussions and interactions.

Inmates incarcerated for sex offenses pose unique challenges

with respect to transitional services. The Bureau is working to

develop a network of a dozen or more qualified communitybased, residential sex offender treatment programs around the

country that can be used when a releasing inmate’s treatment

needs are beyond the capabilities of traditional RRCs.
19

The challenges related to community re-entry demand that

partners in the criminal justice system and community

agencies recognize some basic truths about what will be

needed to succeed. First, no single agency or individual can

do it alone. Many agencies, both Federal and non-Federal,

share some responsibility for ex-offenders. To create a

seamless transition for releasing inmates and achieve optimal

re-entry outcomes requires effective collaboration and

communication involving all parties with a stake in the

outcome. It is the Bureau’s responsibility to work with them

and share information effectively throughout the incarceration

process to ensure continuity of those support services the

inmate may need upon leaving the institution and/or residential

re-entry center (RRC). Second, agencies must make full use of

available technology and automation to improve data flow

within and across agencies and reduce redundancies. This

section provides examples of intra- and interagency

collaboration and the results achieved through these efforts.

Collaboration and Bureau Operations

Intra-agency efforts

Pandemic Influenza Plan: Staff from the Bureau’s Office of

Emergency Preparedness (OEP) and Health Services Division

(HSD) worked closely on implementing a Pandemic Influenza

Plan template for all Bureau facilities. The Plan will not only

identify roles and responsibilities, but also provide direction

regarding infection control procedures; use of vaccines,

medications, and diagnostics with staff and inmates; and

surveillance and reporting procedures. The associated

Communications Plan was developed by HSD in collabortion

with two branches from the Information, Policy, and Public

Affairs Division: the Office of Communications and Archives

and the Public Information Office.

National Incident Management System (NIMS): This system

is being implemented throughout the Bureau as dictated by

Presidential directives. NIMS integrates existing best practices

into a consistent, nationwide approach to domestic incident

management; it applies to all jurisdictions, across levels and

functional disciplines.

National Disaster Workgroup: OEP developed a workgroup

consisting of representatives from all regions and Central

Office to develop hurricane procedures and “all hazards”

emergency plans to be used in preparing for, responding to,

and recovering from a variety of emergencies.

OpsPlanner: OEP and the Office of Information Systems (OIS)

secured approval from the Bureau’s Executive Staff to acquire

the electronic web-based crisis management application called

OpsPlanner, which will provide the agency with the most

advantageous solution to crisis management software needs.

Its benefits are numerous:

• OpsPlanner is capable of making 1,000 notifications per

hour, including simultaneous notifications to five devices

(e.g., land lines, cellular phone, BlackBerry, pager, e-mails)

per contact. All BOP facilities can be linked, and one

facility can activate another’s notification system in the

event of a temporary loss of telecommunications. This will

eliminate the need for the Command Caller System, which

can only make notifications.

• OpsPlanner will contain a searchable inventory database

to assist with locating emergency equipment and/or

supplies (e.g., generators, mobile field kitchens, vehicles,

portable lighting units).

• The application will contain profiles of each facility with

specific information about local emergency responders;

local hospitals, airports meeting specific criteria, and

heavy equipment rental locations; staffing complement;

current available inmate bed space; emergency preparedness logistics inventories; crisis management teams;

digital photos and floor plans. Institutions susceptible to

natural disasters (flooding, hurricanes, earthquakes, etc.)

will be identified.

• Each facility’s emergency operation and breaching plans

will be maintained in the system, which can activate the

appropriate plan in the event of a crisis and then generate

and monitor assignments and tasks to be completed. This

application will replace the outdated Rapid Start System.

• OpsPlanner will maintain time- and date-stamped log

entries related to the crisis event, and identify the author.

Results Through Collaboration
20

eDesignate: During FY06, the Bureau worked closely with the

Office of the Federal Detention Trustee (OFDT), U.S.

Probation, the courts and the U.S. Marshals Service (USMS) to

continue implementation of the eDesignate system developed

by OFDT. The eDesignate system automates the designations

process and electronically routes designation materials (PreSentence Investigative Report [PSI], Judgment in A Criminal

Case [J&C], Statement of Reasons [SOR], USMS 129 and other

designation documents) to agencies involved in the process. It

also produces management reports that enable monitoring of

the timeliness of transactions and allows the agency to save

documents electronically. The Bureau’s Designation and

Sentence Computation Center (DSCC) plans to ultimately

eliminate hard copy files and function completely paperless.

By the end of FY06, eDesignate was being used in 33 judicial

districts, and implementation in the remaining judicial districts

is scheduled for completion by the end of calendar year 2007.

Close collaboration with OFTD by Bureau staff at all levels has

contributed to the success of this initiative. Feedback from

Bureau staff at the DSCC and community corrections offices

indicates that the user-friendly eDesignate enables efficient

completion of the designation process. OFDT staff report that

eDesignate has significantly reduced the time between

sentencing and commitment to a Bureau institution, which is

projected to save taxpayers millions of dollars in detention

expenses.

Automated 106s (Request for Movement): During FY06, the

Bureau collaborated with the USMS, OFDT and DOJ’s Justice

Prisoner and Alien Transportation System (JPATS) to

streamline and automate the movement request process. The

resulting automated application will be integrated into the

eDesignate system. This new process will reduce [1] the

amount of time a prisoner has to spend in a holdover facility

after sentencing until reaching the designated facility and [2]

the time required for staff to manually enter the data to generate

a movement request.

Electronic Files (IBM Content Manager): Through a joint

effort with OIS, the Inmate Services Management (ISM)

Branch/DSCC has developed an electronic J&C File utilizing

the IBM Content Manager application. Select Bureau staff will

be able to access the web-based J&C File, which includes the

PSI, Judgment & Commitment Order, USM 129 and the

Statement of Reasons (SOR). This system will provide access

to information not currently available via existing SENTRYbased applications. DSCC completed testing of the electronic

file from June through August 2006, and the final version of the

application is expected to be completed by November 2006.

This electronic file will only exist if the sentence computation

has been calculated by DSCC.

Interagency efforts

Following Hurricanes Katrina and Rita, staff from the Bureau’s

OEP worked closely with numerous Federal agencies (e.g.,

Federal Bureau of Investigation; USMS; Bureau of Alcohol,

Firearms, and Tobacco) to re-write the Bureau’s response

capabilities under the National Response Plan Emergency

Support Function Thirteen (ESF-13). For example, Federal

deputation procedures were streamlined to enable Bureau staff

to respond to emergencies in a more timely manner.

Additional OEP staff efforts under ESF-13 led to the development of an Institution Evacuation Plan template for all Bureau

facilities and state correctional agencies. The template

addresses:

• preparation/mitigation: e.g., roles and responsibilities,

workforce preparation, physical site security and

management, transportation;

• response: e.g., implementing emergency plans, staffing,

activating crisis management components;

• recovery: e.g., returning to normal operations, site

restoration, reconstitution of operations and services,

critically reviewing the incident to identify lessons

learned;

• headquarter’s and regional responsibilities: e.g., identifying relocation site(s), coordinating deployment of

additional resources; and
21

• logistics: e.g., locating and coordinating movement of

emergency equipment and supplies.

Interagency Collaboration and Community Re-entry

During FY06, Bureau institutions transferred 25,314 inmates to

residential re-entry centers (RRCs). Slightly less than onethird of inmates participating in RRC programs (32.7% or 8,273)

progressed to home confinement prior to release from service

of their sentence, while 25,789 inmates were released from

service of their sentence after successful completion of the

RRC program. At year-end, 8,255 inmates were on home

confinement. To put this in a larger context, the Bureau of

Justice Statistics has reported that, at mid-year 2006, the total

of number of state and Federal prisoners in the U.S. exceeded

2.2 million. Given these numbers and the fact that most

offenders will ultimately release to their communities,

collaborative efforts are key to ensuring a successful re-entry.

Close interagency and intra-agency collaboration should start

much earlier than one might think, i.e., before the offender

arrives at the institution. With respect to the Federal prison

system, the Bureau receives background information in the

form of the Pre-Sentence Investigation conducted by U.S.

Probation and Pretrial Services. USMS officers transporting

detainees or sentenced inmates often provide input regarding

observed behavior that assists staff receiving the inmates.

During incarceration, staff must work together closely in

support of each inmate’s programming to maximize carry-over

of skills. And of course, a major part of re-entry is ensuring

continuity once the inmate leaves the institution and the RRC.

To that end, the Bureau provides inmates with release

preparation opportunities that involve individuals or groups

from the community. During FY06, a total of 3,740 inmates

participated in 230 public works and community service

projects in support of 17 Federal departments and agencies,

and more than 130 state and local agencies and organizations.

Programs and services were supplemented by a very active

contingent of approximately 12,715 citizen volunteers, who

each assisted at Bureau institutions a minimum of four times

during the year. Additionally, 90 mock job fairs were held at

Bureau facilities during the FY. Representatives from local

community service agencies, along with 600 employers from

the surrounding areas, volunteered their time to participate.

Their involvement provided 1,800 inmates the opportunity to

practice job interviewing and receive constructive feedback to

help them further improve their performance.

UNICOR’s Federal Bonding Program provides theft insurance to employers who hire Federal offenders. The Inmate

Transition Branch (ITB) started administering this program as

a pilot during FY06. To be eligible, an ex-offender must have

worked in UNICOR for at least six months during incarceration

in a federal correctional institution and seek coverage within

one year after release. Each offender is entitled to coverage for

one job after completing their residence/program at a halfway

house. Employers who hired eligible ex-offenders after February 1, 2006, and those presently hiring may apply (on a standard application form) for the insurance that provides bonding

coverage up to $5,000, at no cost to the employers or to the

employees. The initial bond, paid for by UNICOR, covers the

first six months of employment and is renewable by the

employer at commercial rates. In the event of theft of money or

property, this insurance will reimburse the employer up to the

bond value.

Corrections and treatment research demonstrate treatment

support to offenders entering the community under continued

criminal justice supervision (i.e., transfer to a halfway house,

probation and parole) reduces recidivism; and during FY06,

the Bureau continued to enhance operations or activities on

the re-entry end of the spectrum to achieve this objective.

Correctional systems must ensure continuity of care and

services, particularly for offenders with higher needs. Since

1991, the Bureau has dedicated significant funding and staff

resources to the transition of inmates with histories of

substance abuse, and more recently, to inmates identified as

having a particular treatment or service need, e.g., inmates

with mental illness or health problems.

In addition to coordinating the agency’s skills development

initiatives, the Inmate Skills Development (ISD) Branch also
22

serves as the Bureau’s point of contact for agencies working to

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

way with several Federal government departments, agencies

and others.

As a member of the National Offender Workforce

Development Partnership (NOWDP), the Bureau works with

U.S. Probation and Pretrial Services and the Administrative

Office of the U.S. Courts, the U.S. Department of Labor, NIC

and the Legal Action Center--National Hire Network to

enhance career-oriented job opportunities for ex-offenders.

To accomplish this objective, the partnership is engaged in

forecasting which occupations are likely to remain in demand

by the private sector, developing criteria for different levels of

skills needed for industry jobs, and addressing barriers to

offender employment. FY06 saw the Bureau’s involvement in

and the completion of various related tasks:

• The ISD Branch and the Bureau’s Federal partners conducted various training sessions and workshops on

offender skills development and partnership initiatives at

the April 2006 2nd Annual Offender Workforce Development Conference, Western Region’s June 2006 community corrections conference, and the National Coalition

for Homeless Veterans’ meeting, also in June 2006.

• A brochure providing guidance on developing and implementing local partnerships targeting offender workforce

development, was produced and distributed to all Bureau

institutions, Federal judicial districts and partnering agencies.

• NIC created and launched a NOWDP section on its public

website that provides resources, implementation guidance,

and points of contact for partnering agencies.

• NIC, the ISD Branch and U.S. Offices of Probation and

Pretrial Services jointly provided offender workforce

development (OWD) training for more than 145 field staff

and local community partners at targeted locations in

Oregon, Texas, Virginia, Delaware and North Carolina.

• Points of contact (i.e., Inmate Skills Development and

Re-entry Coordinators) were established at each Bureau

facility and regional office to support skills development

and partnership re-entry initiatives at those levels. All

Bureau and Probation and Pretrial Services points of contact for re-entry and OWD activities received partnership

training on a regional basis.

• Performance evaluation measures were added to existing

appraisal criteria for Chief Executive Officers at each

Bureau component to ensure support of skills and partnership development efforts at their respective sites.

NIC and the ISD Branch are working closely with the U.S.

Departments of Labor and Veterans Affairs to develop a

proposal for a nationwide mapping system that will display

locally-available community resources.

The Bureau continues its active participation as a member of

the District of Columbia’s (DC) Criminal Justice Coordinating Committee, which addresses issues related to offenders

from DC.

DC’s Re-Entry Initiative is another example of the type of

interagency collaboration that is needed to create a seamless

transition to the community for ex-offenders. This partnership, which supports the goals of the Bureau’s ISD initiative,

includes representatives from the Court Services and Offender

Supervision Agency (CSOSA), DC’s Departments of Health

and Mental Health, Unity Healthcare Inc., the East of the River

Clergy-Police Community Partnership and the Bureau. Since

May 2004, DC’s ReEntry Center has provided one-stop access

to comprehensive services for returning ex-offenders, referred

by various agencies and their families. Availability of

representatives from various DC agencies at this one-stop

center, combined with participation from other stakeholders in

the re-entry process, maximizes its effectiveness.

Impact on Other Correctional Systems

The Bureau’s collaborative efforts also extend to providing services that support or enhance service delivery in other correctional systems.

In FY06, NIC continued to offer training and technical assistance designed to improve the management and operations of

the Nation’s prisons, jails and community corrections facilities.
23

NIC provided training for 8,762 executives, trainers and specialists working in state and local adult corrections. A total of

4,324 corrections professionals also completed e-learning

courses via NIC’s online learning center (http://nic.learn.com).

And under an interagency agreement with DOJ’s Office of

Juvenile Justice and Delinquency Prevention (OJJDP), NIC

provided training to 883 practitioners working in juvenile corrections.

Direct supervision jails combine a specific physical plant design and an inmate management strategy that can virtually

eliminate the violence, vandalism, and unsanitary conditions

often associated with local jails. To better support local jurisdictions that operate direct supervision jails, NIC developed

and piloted a new curriculum, Supervising Staff in a Direct

Supervision Jail. NIC also piloted the implementation of its

inmate behavior management strategy, designed for all jails

regardless of physical plant design. The Louisville Metropolitan DOC in Louisville, KY served as the pilot test site.

More than 51,600 corrections professionals and others nationwide viewed NIC’s satellite/internet broadcasts of training programs. These covered such topics as public and media relations, protecting people with disabilities who are under the

care of the criminal justice system, offender employment specialist facilitator training, the Prison Rape Elimination Act of

2003 (PREA), and victim services. One example was NIC’s 32-

hour satellite/internet program on “Achieving Excellence in

Correctional Victim Service through Collaboration,” offered in

September 2006. The program’s goals were to identify and

plan effective strategies for corrections-based victim services

in partnership with other justice and community stakeholders

and to develop a plan for measuring the effectiveness of victim

services provided in local jurisdictions. More than 1,450 participants actively took part in this live broadcast at 44 locations across the U.S.

During FY06, NIC’s Information Center responded to approximately 10,000 requests for research assistance, specific documents or videos distributed by the Center. Approximately

660,000 unique visitors used the website during FY06 to

access an estimated 3,240,000 resource pages. Over 2,000 corrections professionals have joined NIC’s online corrections

community network (www.nicic.org), sharing information on

such pertinent topics as pre-trial services, effecting cognitivebehavioral change, mental health services, working effectively

with women offenders, managing offender behavior, jail and

prison administration, and re-entry.

Since August 2005, NIC’s Division of Prisons and Community

Corrections has provided leadership, management, and technical support to the Maine DOC and the Corrections Alternative Advisory Committee created by the State of Maine’s Legislature that same year. This criminal justice system planning

initiative, unlike NIC’s traditional technical assistance services

and cooperative agreements, operates under a unique reimbursable arrangement allowing Maine and NIC to pool and

leverage sufficient resources to pursue a broad range of strategies aimed at enhancing efficiency and effectiveness across

state and local government agencies. To this end, during the

FY, NIC made available subject matter experts to plan, oversee,

and guide the work of the committee. NIC has also hired technical consultants to conduct studies and develop recommendations in such areas as pretrial case management; the design,

authorization, and funding of community corrections; and the

use of split sentencing and alternative sentencing options.

This partnership’s informed and collaborative decision-making process has resulted in support for the use of video

conferencing for arraignments and other forms of distance

communication, development of an integrated information system for recording and managing offender data, and pursuit of

shared purchasing agreements to reduce pharmaceutical costs

and staff time. To augment this, NIC published Getting It

Right: Collaborative Problem Solving for Criminal Justice,

in FY06.

NIC provided 243 responses to technical assistance requests

from state and local corrections agencies during FY06. Additionally, NIC awarded 54 cooperative agreements to support a

variety of projects to advance state and local corrections,

including those designed to:
24

• support small jails by providing targeted training: e.g.,

NIC co-sponsored training with the South Carolina Jail

Administrators’ Association and the Kansas Jail Association in their respective states. In each case, participants

completed NIC training programs that focussed on jails as

part of the bigger picture of county government, small jail

administration and resource management.

• strengthen services and products for jail administrators

(e.g., a large jail systems assessment to identify factors

associated with successful organizational changes and

better service delivery strategies).

• assist jail managers and funding authorities in planning

and implementing effective risk management strategies.

• address emergency preparedness in jail environments by

designing self-audit checklists designed specifically for

jails will help managers better assess their readiness for

managing the various types of emergencies that can occur

in jails.

• create a “How To” guide for developing and implementing

jail standards and inspection programs that can be key to

improving facility management and operations.

• survey the incidence and distribution of jail suicides over

an 18-month period. This is the third national study of its

kind conducted with the National Center on Institutions

and Alternatives (NCIA), and the resulting report of

findings is expected to serve as a resource tool for jail

administrators, as well as medical and mental health

providers.

Also during FY06, NIC posted Evidence-Based Practice:

Principles for Enhancing Correctional Results in Prisons and

Implementing Evidence-Based Practice in Community

Corrections: Quality Assurance Manual on its website.

These documents assist professionals working in prison and

community corrections environments to effectively managing

offenders under their care.

NIC was involved in several other major initiatives during

FY06. One such initiative on mental health is designed to unite

criminal justice and mental health policymakers to develop

strategies for improving the criminal justice system’s response

to individuals with mental illness. Other initiatives are expected

to influence correctional policies and practices to improve

outcomes for women involved in the justice system:

• In FY06, NIC began the final phase of a three-year project

with the University of Cincinnati to construct and validate

gender-responsive risk and needs assessment tools and

protocols for female offenders and pre-trial defendants.

This work includes classification decisions in community

and custody settings, from pre-trial through parole stages.

Two public domain instruments will be available in FY07.

• Three of the eight sites currently involved in NIC’s

Transition from Prison to Community (TPC) initiative

began working toward developing a transition model that

addresses, in a gender-informed manner, issues specific to

female offenders.

Prison Rape Elimination Act of 2003 (PREA): In FY06, NIC

continued to provide training, technical assistance and

information on PREA to the corrections field nationwide. NIC

has received over 70 PREA-related requests for technical

assistance that ranged from how to disseminate information to

assessment and intervention strategies. In FY06, NIC’s

various activities included:

• providing training on “Addressing Staff Sexual

Misconduct with Offenders” and “Investigating

Allegations of Staff Sexual Misconduct with Offenders” to

representatives from 14 jurisdictions, as well as training on

the latter topic to 29 agents from DOJ’s Office of the

Inspector General (OIG);

• providing training at several professional conferences,

such as those sponsored by ACA, the American Jail

Association, Women Working in Corrections and

Juvenile Justice, the National Organization of Hispanics in

Criminal Justice, and the New England Council on Crime

and Delinquency.

• at the request of DOJ’s Office of Juvenile Justice and

Delinquency Prevention, presenting information on

preventing sexual abuse of youth in custody at two

regional training conferences;

• in June 2006, hosting a three-hour satellite/internet

broadcast on PREA that reached approximately 18,150
25

viewers that also dealt with preventing the abuse of youth

in custody; and

• continuing its distribution of “Speaking Up: Discussing

Prison Sexual Assault” toolkits designed to assist facility

staff in educating offenders (male and female) on local

sexual assault policies and practices, and the two-part

video series on responding to prisoner rape.
26

Financial Management and Fiscal Responsibility

For the eighth consecutive year, the Bureau received a clean

audit opinion on its Audited Financial Statements. Clean

opinions are indicative of sound financial management. The

requirement to produce annual audited financial statements

resulted from requirements in the Chief Financial Officers Act

of 1990.

Various streamlining, restructuring and cost avoidance

initiatives were completed this year, enabling the Bureau to

live within its budget. Among those successfully concluded

during FY06 were initiatives involving management

re-engineering; regional designators and community corrections, as well as certain case management positions (i.e.,

case managers, counselors and assistant case management

coordinators); elimination of intensive confinement centers;

and four camp closures. Another restructuring initiative

involved changing the security levels (and thus the inmate

populations) of several institutions to better manage bedspace capacity and population needs: the Federal Medical

Center at Fort Worth, TX completed its conversion to an FCI;

and the Bureau initiated the conversion of USP Atlanta, GA

and USP Marion, IL from high to medium security facilities.

As of the end of September 2006, of the 3,404 total positions

targeted for abolishing as part of the agency’s comprehensive

cost avoidance strategy, only 233 remained. Approximately

$124 million in cost avoidance was achieved in FY06 as a result

of the various streamlining and cost reduction initiatives,

some of which have been ongoing and/or carried out over the

last several years. Various initiatives are ongoing, such as the

mission change for USP Atlanta (with the related staff change

being accomplished through attrition); in FY06, all high

security inmates were transferred out of the USP to effect this

change.

In July 2006, the Bureau’s Executive Staff approved the

Reduction and Elimination of Duties Management Assessment

Project (REDMAP). Through this process, the Bureau will

reduce the workload on staff by reducing paperwork demands

and eliminating both redundant processes and unnecessary

duties. All disciplines will undergo REDMAP assessments,

during which groups of subject matter experts will systematically and thoroughly examine all applicable policies,

processes or duties to identify those warranting elimination. If

a process cannot be eliminated, it will be reviewed for

streamlining. The group will then conduct a structured risk

analysis of all remaining processes and procedures.

Agency Workforce: At the end of FY06, the Bureau had 35,466

staff carrying out its mission; 321 Bureau employees were on

active military duty.

Consolidated Employee Services Center (CESC)

The activation of the Grand Prairie, TX Consolidated Payroll

and Personnel Processing Unit (part of CESC) was completed

in FY06. To assist it in carrying out its missions, CESC hired 91

new employees during FY06, bringing total staff on board for

that component to 141. It is now processing payroll and

personnel actions Bureau-wide, completing 71,747 actions in

FY06.

During FY06, CESC’s Consolidated Benefits Counseling and

Processing Unit also completed activation. It now processes

all retirement; health, life, dental and vision insurance; death

benefits; and military-related actions agency-wide. The

Benefits Unit processed 562 retirements and 35 death actions

during FY06.

Activation of CESC’s Consolidated Staffing Unit (CSU) also

continued. During FY06, it assumed responsibility for

processing all non-bargaining unit positions for the Bureau

and processed 1,710 jobs during that time. The CSU is

expected to assume responsibility for bargaining unit positions

and BOP-HIRES (a direct web-based hiring system for entrylevel positions) in FY07, at which point it will be responsible for

all agency hiring and staff placement, except for warden and

associate warden positions.

In support of the President’s e-government initiative, funding

was provided to initiate the conversion of paper official

personnel folders to an electronic paperless version.

Status report:

Other Agency Achievements
27

The creation of the Classification and Compensation Section

(CCS) allowed the consolidation of position classification

responsibilities for all Bureau locations; these are now

performed in Central Office.

During FY06 the Bureau participated in a Human Capital (HC)

Accountability workgroup with DOJ to develop measures for

the DOJ HC Accountability Implementation Plan. The resulting

plan will ensure adherence to merit system principles and other

laws and regulations governing human capital management. It

will also provide for monitoring, assessing, and reporting on

progress toward achieving HC goals and improving the

effectiveness and efficiency of human resource programs.

In support of the agency’s national strategic plan objective

that is designed to close skill gaps in the Bureau’s 12 core job

series, as well as the HC strategic plan, the Bureau revised 76

training courses that target 19 identified skill gaps. The revised

training activities resulted in 80 percent of the targeted job

series showing improvement in closing 25 competency gaps

during FY-06.

The Bureau developed and implemented several recruitment

and retention strategies during the FY that were effective in

further enhancing diversity in its workforce. These efforts

resulted in a 4 percent improvement in overall minority group

representation, a 14 percent improvement in Asian/Pacific

Islander representation, and a 21 percent improvement in

Native American representation agencywide for the period

ending July 2006. Training on recruitment strategies was

provided to more than 375 Special Emphasis Program

Managers and Affirmative Employment Committee chairpersons.

With respect to legal services, the Bureau’s experience with

Consolidated Legal Centers (CLCs) has confirmed that the

agency derives significant benefits from this organizational

structure:

• the Bureau has been able to avoid adding new legal

positions to activating institutions;

• locating legal staff together in CLCs has provided a builtin forum for discussing difficult issues and sharing ideas,

which has increased productivity;

• the CLC concept has provided Regional Counsels a

mechanism for distributing the workload more evenly or

transferring work from one CLC to another, when

necessary, ensuring that each institution is provided

competent and timely legal services;

• finally, legal staff have been able to focus the majority of

their time to dealing with legal issues, as opposed to

institution operations.

Inmate Programs and Services:

Drug education, non-residential drug abuse treatment, and

counseling are available at every institution. Treatment

includes individual and group therapy, group counseling, and

other skills-building strategies aimed at developing pro-social

values and preparing inmates for transition to the community.

The objective is to reduce the likelihood of inmates relapsing

to drug use.

The Bureau is mandated by law to provide residential drug

abuse treatment to 100 percent of the eligible population. The

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

intensive treatment available, is located at 58 institutions. The

TRIAD study showed that inmates who participate in RDAP

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

to relapse to drug use, compared with non-participants. There

is enormous demand for residential services in part because of

the potential for some (non-violent) offenders to earn a

reduction in sentence following successful completion of the

program.

RDAP is ultimately completed in the community through

continued drug treatment. The community transition drug

abuse program continues the inmate’s drug treatment when he

or she is transferred to an RRC. Program staff monitor inmate

progress, provide treatment interventions and coordinate with

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

treatment provider when moved to supervised release. This

ensures continuity of care into the community, as well as

supervision, to support lasting change.
28

The number of inmate participants in substance abuse

treatment programs during FY06 were as follows:

• drug education: 23,006

• non-residential treatment: 13,697

• residential drug abuse program (RDAP): 58 program sites

served 17,442 participants and yielded 14,652 successful

program completions

• transitional drug programs at RRCs: 16,503

Work programs not only facilitate inmate management, but

also teach inmates marketable skills and instill a sound work

ethic and habits; in so doing, work programs enhance the

likelihood of successful community re-entry. Inmates who

work for Federal Prison Industries (FPI or trade name UNICOR),

one of the Bureau’s most important correctional programs, gain

marketable skills in business areas such as electronics, textiles,

services, recycling, fleet management, and vehicular repair. FPI

work assignments pay a base wage of 23¢ to $1.15 per hour;

but much like the regular workforce, inmates can earn overtime

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

highly-desired that there is a waiting list for them. As of

September 30, 2006, UNICOR employed 21,205 inmates (or 18

percent of the eligible inmate population) in its various

factories throughout the Bureau.

Inmates who participate in the FPI program and have courtordered fines, family support, and victim restitution must

contribute 50 percent of their earnings toward these

obligations. In FY06, approximately $2.57 million of inmate

earnings were contributed to meet their existing financial

obligations.

Research has shown that inmates who participate in the FPI

program are less likely to revert to criminal behavior and are

more likely to be gainfully employed following release from

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

inmates who did not participate in the FPI program. PREP

found that inmates who worked in FPI were significantly less

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

much as 12 years following release. Inmates who participated

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

addition, minority groups that are at the greatest statistical risk

for recidivism benefitted more from industrial work participation and vocational training than their non-minority counterparts.

Education programs help inmates acquire literacy and related

skills to help them obtain employment after release. BOP

institutions offer a broad range of educational programs to

meet the wide-ranging needs of our inmate population.

Research has found that inmates who participate in education

programs are 16 percent less likely to recidivate than

nonparticipating offenders. All Bureau institutions offer

literacy classes, English as a Second Language (ESL), adult

continuing education, parenting classes, library services,

wellness education, and instruction in leisure-time activities.

On any given day during FY06, 34 percent of the inmate

population was enrolled in one or more education programs. A

total of 22,432 inmates were enrolled in GED as of the end of

September 2006; and 5,547 GED completions were recorded

over the course of the FY.

Every Federal correctional institution has vocational and

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

wide variety of skills in both traditional trade areas and

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

component of the occupational training program. Given the

recidivism-reducing effect associated with participation in

these programs (participants are 33 percent less likely to

recidivate than non-participants according to PREP), staff

make every effort to match inmates with a VT program that most

interests them. During FY06, the Bureau offered 337

occupational/vocational education, 542 apprenticeship and

148 advanced occupational education (AOE) programs, with

11,623 completions. As of the FY-end, nearly 10,000 inmates

were involved in occupational training and apprenticeship

programs.

The inmate population completed approximately 44,500 release

preparation classes sponsored or taught by Education staff

during FY06.
29

While the primary business of the Bureau of

Prisons is operating correctional facilities, many

administrative, policy, training, program review

and other supporting functions are carried out by the Central

Office, six regional offices, and the BOP’s training centers.

Central Office

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

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

divided into eight divisions and the National Institute of Corrections.

Administration Division (ADM): develops and administers the

Bureau’s budget, oversees financial management, and is

responsible for the Bureau’s capacity planning initiatives, site

selection activities, construction and acquisition of new

Bureau institutions, and facilities management programs.

Correctional Programs Division (CPD): develops activities

and programs designed to help inmates develop the skills necessary to facilitate successful reintegration of inmates into their

communities upon release and to assure institution security,

safety of staff and inmates, and orderly institution operations.

Programs include psychology and religious services, drug

abuse treatment, programs for special needs offenders and

females, and case management. CPD provides national policy

direction and daily operational oversight of institution correctional services, intelligence gathering, the management of

inmates placed in the Federal Witness Security Program, inmate

transportation, receiving and discharge and inmate sentence

computations, emergency preparedness, inmate discipline, and

the coordination of treaty transfer of inmates with other countries. The Division coordinates the agency’s Victim/Witness

Program and ensures the collection of court-ordered obligations through the Inmate Financial Responsibility Program. CPD

also has responsibility for a variety of functions in the areas of

contract residential re-entry centers, community corrections field

offices, federally-sentenced juveniles, community-based drug

treatment, liaison with the U.S. Marshals Service and Immigration and Customs Enforcement, and secure privatized prisons.

Division staff are responsible for direct oversight of field staff

Bureau Components

who monitor contract compliance and coordinate the Bureau’s

privatization management efforts.

Health Services Division (HSD): manages the health care programs of the Bureau; ensures that Federal inmates receive

essential medical, dental, and psychiatric services; and is

responsible for the Bureau’s safety, environmental, and food

services programs.

Human Resource Management Division (HRMD): is responsible

for recruitment, selection, training, and development of Bureau

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

and background investigations, labor/management relations,

diversity management, and equal employment opportunity services.

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

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

education, vocational training, inmate transition, and leisure

time programs.

Information, Policy, and Public Affairs (IPPA): is responsible

for managing the Bureau’s communication and information

resources (including SENTRY, BOPNET, Sallyport, and

bop.gov), research and evaluation programs, security technology programs, public affairs, legislative affairs, and policy

review.

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

assistance, and representation to Bureau officials in the areas

of legislative and correctional issues, commercial law, inmate

litigation, administrative and discrimination complaints, ethics

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

and environmental law.

Program Review Division (PRD): provides oversight of BOP

program performance through the development of strategic plan-
30

ning initiatives and through the administration of program

reviews that measure program performance; assesses the

strength of internal systems of control; and evaluates compliance with laws, regulations, and standards. PRD coordinates

the Bureau’s responses to audits conducted by the U.S. General Accounting Office (GAO) and the Office of the Inspector

General (OIG), as well as the American Correctional Association’s

accreditation of Bureau institutions.

National Institute of Corrections (NIC): provides technical

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

divisions: Jails, Community Corrections/Prisons, Academy,

Offender Workforce Development, Financial Management, and

Communications and Publications.

NIC Headquarters

320 First Street, NW

Washington, DC 20534

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

NIC Academy/Information Center

National Corrections Academy

791 Chambers Road

Aurora, CO 80011

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

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

Staff Training Centers

Training is an integral part of Bureau of Prisons employee

development. Introductory training is conducted at the Bureau’s

Staff Training Academy, and specialized professional training

is provided at the Management and Specialty Training Center.

Staff Training Academy (STA)

Federal Law Enforcement Training Center

Building 21

Glynco, GA 31524

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

Management and Specialty Training Center (MSTC)

National Corrections Academy

791 Chambers Road

Aurora, CO 80011

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

Regional Offices

The Bureau of Prisons has six regional offices, which directly

support the operations of the facilities within their respective

geographic regions of the country. Under the leadership of a

regional director and deputy regional director, regional office

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

local criminal justice agencies; and contract with community

agencies to provide offender placement in residential re-entry

centers.

Regional staff include administrators who are subject matter

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

health services, unit/case management, correctional services,

and facilities operations). By maintaining close contact with

institution staff, regional staff ensure effective Bureau operations.

Bureau Facilities

Security Levels: The Bureau operates institutions of five

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

administrative) in order to confine offenders in an appropriate

manner. Security levels are based on such features as the

presence of external patrols, towers, security barriers, or

detection devices; the type of housing within the institution;

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

Minimum Security: also known as Federal Prison Camps

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

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

the the base. A number of BOP institutions have a small,
31

minimum security camp adjacent to the main facility. Often

referred to as satellite prison camps (SPCs), these provide

inmate labor to the main institution and to off-site work programs. FCI Memphis has a non-adjacent camp that serves

similar needs.

Low Security Federal Correctional Institutions (FCIs): have

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

Medium Security FCIs: have strengthened perimeters

(often double fences with electronic detection systems),

mostly cell-type housing, a wide variety of work and treatment programs, a higher staff-to-inmate ratio than that in low

security FCIs, and even greater internal controls.

High Security United States Penitentiaries (USPs): have

highly-secured perimeters featuring walls or reinforced

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

Administrative Facilities: have special missions, such as

the detention of pretrial offenders; the treatment of inmates

with serious or chronic medical problems; or the containment

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

These include Metropolitan Correctional Centers (MCCs),

Metropolitan Detention Centers (MDCs), Federal Detention

Centers (FDCs), Federal Medical Centers (FMCs), the Medical Center for Federal Prisoners (MCFP), the Federal Transfer Center (FTC), and the Administrative-Maximum USP

(ADX).

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

close proximity to one another. This increases efficiency

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

close proximity.

Satellite Low Security Facilities: FCIs Elkton and Jesup each

have a small low security satellite facility adjacent to the main

institution. FCI La Tuna has a low security facility affiliated

with, but not adjacent to, the main institution.

Internet Access to Information:

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

information about each of its institutions, offices, and training

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

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

interested in learning more about a specific facility.
32

FPC Alderson

P.O. Box A

Glen Ray Rd.

Alderson, WV 24910

304-445-2901

Fax: 304-445-7736

Staff: 166

Security Level: Minimum/Female

Judicial District: Southern West Virginia

Population: 1,104

Location: In the foothills of the Allegheney Mountains, 270 miles southwest of Washington, DC; 12 miles south of Interstate 64, off State Hwy 3.

This area is served by airports in Lewisburg and Beckley, as well as

Roanoke, VA; Amtrak, and commercial bus lines.

FCC Security Levels: Low, Medium, High/Male

Judicial District: Middle Pennsylvania

Population: 3,933

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

Williamsport, PA; 2 miles north of Allenwood, on U.S. Route 15. This area

is served by Williamsport-Lycoming County Airport and commercial bus

lines.

FCI Ashland

P.O. Box 888

State Route 716

Ashland, KY

41105-0888

606-928-6414

Fax: 606-928-3635

Staff: 279

Security Level: Low with adjacent Minimum Camp/Male

Judicial District: Eastern Kentucky

Population: FCI: 1,232 Camp: 331

Location: In the highlands of northeastern Kentucky, 125 miles east of

Lexington, and 5 miles southwest of the city of Ashland. Off State Route

716, 1 mile west of U.S. 60.

Bureau Institutions

Note: Population numbers effective 09/28/06.

FCC

Allenwood

P.O. Box 3500

White Deer, PA 17887

570-547-0963

Fax: 570-547-9200

FCC Staff: 846

USP Atlanta

601 McDonough Blvd.,

SE

Atlanta, GA 30315-0182

404-635-5100

Fax: 404-331-2403

Staff: 568

Security Level: Medium/Administrative with adjacent Minimum Camp/

Male

Judicial District: Northern Georgia

Population: USP: 2,049 Camp: 549

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

McDonough Blvd. Off Interstate 20 (south on Boulevard) or Interstate 285

(north on Moreland Ave., left on McDonough Blvd.). This area is served

by Hartsfield International Airport, Amtrak, and commercial bus lines.

Mid-Atlantic Region

Northeast Region

Mid-Atlantic Region

Southeast Region

• AAALDERSONSON

AATLANTA

•

Security Level: High with adjacent Minimum Camp/Male

Judicial District: Eastern California

Population: USP: 1,290 Camp: 134

Location: On a portion of the former Castle Air Force Base. Approximately 130 miles from San Francisco. This area is served by Fresno

Yosemite International Airport, Sacramento International Airport, Modesto

City/County Airport (Harry Sham Field), Amtrak, and commerical bus lines.

USP Atwater

P.O. Box 019000

#1 Federal Hwy

Atwater, CA 95301

209-386-4701

Fax: 209-386-4635

Staff: 313

Western Region

ATWATER

•

ASASHLAND•

• AALLENWOODD
33

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: South Carolina

Population: FCI: 1,481 Camp: 134

Location: In Marlboro County off Hwy 9; 86 miles from Myrtle Beach. This

area is served by Florence Regional Airport (31 miles) and Douglass

International, Charlotte, NC (89 miles).

Security Level: High with adjacent Minimum Camp/Male

Judicial District: Eastern Kentucky

Population: USP: 1,540 Camp: 144

Location: In Eastern Kentucky, located 11 miles south of Inez, KY on Rt. 3

South; 18 miles southeast of Paintsville, KY and 15 miles northeast of

Prestonburg, KY. The area is served by airports in Huntington, WV;

Lexington, KY; and Charleston, WV.

FCI Bastrop

 P.O. Box 730

1341 Hwy 95 N

Bastrop, TX 78602

512-321-3903

Fax: 512-304-0117

Staff: 242

Security Level: Low with adjacent Minimum Camp/Male

Judicial District: Western Texas

Population: FCI: 1,233 Camp: 182

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

north of Bastrop, off Hwy 95. This area is served by Austin-Bergstrom

International Airport in Austin (25 miles from the facility).

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

Male

Judicial District: Eastern Texas

Population: 5,100

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

U.S. 10, take Route 69 and exit at Florida Avenue. Turn right on West Port

Arthur Rd., then right on Knauth Rd. The area is served by the Southeast

Texas Regional Airport, Amtrak, and commercial bus lines.

FCC

Beaumont

P.O. Box 26035

Beaumont, TX 77720-

6035

409-727-8188

Fax: 409-626-3700

FCC Staff: 845

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Southern West Virginia

Population: FCI: 1,643 Camp: 405

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

miles northwest of Roanoke, VA. Institution’s street address is 1600

Industrial Park Rd. The area is served by airports in Charleston and

Beckley, Amtrak, and commercial bus lines.

FCI Beckley

P.O. Box 1280

Beaver, WV 25813

304-252-9758

Fax: 304-256-4956

Staff: 341

Mid-Atlantic Region

Southeast Region

South Central Region

South Central Region

Mid-Atlantic Region

•

BBASTROP

• BEAUMONT

• BECKLEY

FCI

Bennettsville

696 Muckerman Rd.

Bennettsville, SC 29512

843-454-8200

Fax: 843-454-8219

Staff: 289

USP

Big Sandy

P.O. Box 2067

Inez, KY 41224

606-433-2400

Fax: 606-433-2596

Staff: 355

•

BENNETTSVILLE

BECKLEY

• BIG SANDY
34

FCI

Big Spring

1900 Simler Ave.

Big Spring, TX

79720-7799

432-263-6699

Fax: 432-268-6867

Staff: 240

Security Level: Low with adjacent Minimum Camp/Male

Judicial District: Northern Texas

Population: FCI: 1,618 Camp: 176

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

Big Spring, at the intersection of Interstate 20 and U.S. Hwy 80. The area is

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

Security Level: Administrative/ Male, Female

Judicial District: Eastern New York

Population: 2,466

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

of New York City. The area is served by LaGuardia, Kennedy, and Newark

Airports; Amtrak (Pennsylvania Station); and commercial bus lines (42nd

Street Port Authority).

MDC

Brooklyn

P.O. Box 329001

Brooklyn, NY 11232

Phone: 718-840-4200

Fax: 718-840-5001

Staff: 502

Security Level: Minimum/Female

Judicial District: Southern Texas

Population: 900

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

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

area is served by Easterwood Airport in College Station, and by commercial bus lines.

FPC Bryan

P.O. Box 2197

1100 Ursuline

Bryan, TX 77805-2197

979-823-1879

Fax: 979-775-5681

Staff: 123

South Central Region

Northeast Region

South Central Region

BIG SPRING

•

BIG SPRING

BIG SPRING

BROOKLYN

•

BIG SPRING

BRYAN

•

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

Administrative/Male

Judicial District: Eastern North Carolina

Population: 3,556

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

Hill; 5 miles off Interstate 85 on old Hwy 75. The area is served by the

Raleigh-Durham Airport, Amtrak, and commercial bus lines.

FCC Butner

Old NC Hwy 75

P.O. Box 1600

Butner, NC 27509

919-575-3900

Fax: 919-575-4801

FCC Staff: 1136

• BUTNER

Mid-Atlantic Region

USP Canaan

P.O. Box 400

Waymart, PA 18472

570-488-8000

Fax: 570-488-8130

Staff: 339

Security Level: High with adjacent Minimum Camp/Male

Judicial District: Middle Pennsylvania

Population: USP: 1,502 Camp: 155

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

of Scranton, and 134 miles north of Philadelphia

• CANAAN

Northeast Region
35

FCC

Coleman

P.O. Box 1023

Coleman, FL 33521

352-689-6000

Fax: 352-689-6012

FCC Staff: 1,229

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

to Medium/Female

Judicial District: Middle Florida

Population: 6,713

Location: In central Florida, approximately 50 miles northwest of Orlando,

60 miles northeast of Tampa, and 35 miles south of Ocala. The FCC is

located south of the town of Coleman, off Hwy 301 on State Rd 470 in

Sumter County.

MCC Chicago

71 W Van Buren

Chicago, IL 60605

312-322-0567

Fax: 312-322-1120

Staff: 198

Security Level: Administrative/Male, Female

Judicial District: Northern Illinois

Population: 733

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

Buren Sts. The area is served by Midway and O’Hare Airports, Amtrak,

and commercial bus lines.

FMC

Carswell

P.O. Box 27066

Fort Worth, TX 76127

817-782-4000

Fax: 817-782-4875

Staff: 396

Security Level: Administrative with adjacent Minimum Camp/Female

Judicial District: Northern Texas

Population: FMC: 1,173 Camp: 270

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

Base; 1 mile from Hwy 183 and 3 miles from Interstate 30. The area is

served by Dallas-Fort Worth Airport, the Fort Worth Transportation

Authority, Amtrak, and commercial bus lines.

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Maryland

Population: FCI: 1,139 Camp: 324

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

miles south of Interstate 68, off State Route 51 South. The area is served

by the Cumberland regional airport, Amtrak, and commercial bus lines.

FCI

Cumberland

14601 Burbridge Rd., SE

Cumberland, MD

21502-8274

301-784-1000

Fax: 301-784-1008

Staff: 279

Security Level: Low with adjacent Minimum Camp/Female

Judicial District: Connecticut

Population: FCI: 1,289 Camp: 220

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.

FCI Danbury

Route 37

Danbury, CT 06811

203-743-6471

Fax: 203-312-5110

Staff: 246

South Central Region

North Central Region

Southeast Region

Mid-Atlantic Region

Northeast Region

CARSWELL •

• CHICAGO

LOS ANGELES L

COLEMAN

•

CUMBERLAND

•

DANBURY •
36

FMC Devens

P.O. Box 880

Ayer, MA 01432

978-796-1000

Fax: 978-796-1118

Staff: 411

Security level: Administrative with adjacent Minimum Camp/Male

Judicial District: Massachusetts

Population: FMC: 998 Camp: 148

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

Boston and 20 miles north of Worcester on the decommissioned military

base of Fort Devens. Off of Route 2, exit 37B. Take the first right, and the

the institution is 1/2 mile on the right.

Northeast Region

DEVENS •

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

Minimum Camp/Female

Judicial District: Northern California

Population: FCI: 1,204 Camp: 282

Location: 20 miles southeast of Oakland, off Interstate 580 (Hopyard/

Dougherty Rd. exit, proceed east to the Camp Parks Army Base). The area

is served by the San Francisco and Oakland airports and by commercial

bus lines.

FCI Dublin

5701 8th St., Camp Parks

Dublin, CA 94568

925-833-7500

Fax: 925-833-7599

Staff: 241

• DUBLIN

Western Region

Security Level: Minimum/Male

Judicial District: Minnesota

Population: 854

Location: On the southwestern tip of Lake Superior, halfway between

Minneapolis-St. Paul and the U.S.-Canadian border; 7 miles north of

Duluth, off Hwy 53 at Stebner Rd. The area is served by Duluth International Airport and commercial bus lines.

FPC Duluth

P.O. Box 1400

Duluth, MN 55814

218-722-8634

Fax: 218-733-4701

Staff: 85

North Central Region

DULUTH •

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: South Carolina

Population: FCI: 1,485 Camp: 557

Location: On the border of South Carolina and Georgia, northeast of

Augusta. The FCI is located approximately 30 miles northeast of I-20, on

Hwy 25. The area is served by air-ports in Augusta, GA and Columbia, SC.

FCI Edgefield

P.O. Box 723

Edgefield, SC 29824

803-637-1500

Fax: 803-637-9840

Staff: 332

• EDGEFIELD

Southeast Region

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Western Oklahoma

Population: FCI: 1,135 Camp: 237

Location: 30 miles west of Oklahoma City. From Interstate 40, take exit 119

(Old Hwy 66), proceed 1.5 miles to the institution on the right. The area is

served by Will Rogers World Airport in Oklahoma City.

FCI El Reno

P.O. Box 1000

El Reno, OK 73036-1000

405-262-4875

Fax: 405-262-7626

Staff: 330

EGLIN EL RENO •

South Central Region
37

FCI Estill

P.O. Box 699

Estill, SC 29918

803-625-4607

Fax: 803-625-5635

Staff: 282

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: South Carolina

Population: FCI: 1,011 Camp: 300

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

Estill. The area is served by air and rail in Savannah, GA and Charleston,

SC. The local area provides bus service to advance ticket holders.

FCI

Englewood

9595 W Quincy Ave.

Littleton, CO 80123

303-985-1566

Fax: 303-763-2553

Staff: 289

Security Level: Medium/Administrative with adjacent Minimum Camp/

Male

Judicial District: Colorado

Population: FCI: 810 Camp: 123

Location: 15 miles southwest of Denver, off Interstate 285. The area is

served by Denver International Airport, Amtrak, and commercial bus lines.

FCC Security Levels: Medium, High, Administrative Maximum with

adjacent Minimum Camp/Male

Judicial District: Colorado

Population: 3,043

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

Colorado Springs, and 40 miles west of Pueblo. The area is served by

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

La Junta; and commerical bus lines.

FCI Fairton

P.O. Box 280

Fairton, NJ 08320

856-453-1177

Fax: 856-453-4015

Staff: 303

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: New Jersey

Population: FCI: 1,399 Camp: 120

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

City. Off State Hwy 55, at 655 Fairton-Millville Rd. The area is served by

airports in Philadelphia, Atlantic City, and Millville; Amtrak in Philadelphia

and Atlantic City; and commercial bus service.

FCC

Florence

5880 State Hwy 67

Florence, CO 81226

719-784-9464

Fax: 719-784-5057

FCC Staff: 879

Security Level: Low with satellite Low Facility/Male

Judicial District: Northern Ohio

Population: FCI: 1,825 FSL: 572

Location: In Northeastern Ohio, less than an hour from Pittsburgh,

Youngstown, and Canton. The area is served by the international airport

in Pittsburgh, regional airports in Youngstown and Canton, Amtrak, and

commercial bus lines.

FCI Elkton

P.O. Box 89

Elkton, OH 44415

330-424-7448

Fax: 330-424-7075

Staff: 334

Northeast Region

North Central Region

Southeast Region

Northeast Region

North Central Region

FLORENCE

•

FAIRTON

•

ESTILL

•

ENGLEWOOD •

ELKTON

•
38

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

Judicial District: Eastern Arkansas

Population: 3,671

Location: In eastern Arkansas, between Little Rock (85 miles east) and

Memphis (45 miles west), near Interstate 40. The area is served by air and

rail in Memphis, and Forrest City is directly served by commercial bus

lines.

FCI Fort Dix

P.O. Box 38

Fort Dix, NJ 08640

609-723-1100

Fax: 609-723-6847

Staff: 589

Security Level: Low with adjacent Minimum Camp/Male

Judicial District: New Jersey

Population: FCI: 4,342 Camp: 424

Location: In central New Jersey, approximately 45 minutes east of Philadelphia., off Route 68; follow signs for Fort Dix/McGuire Air Force Base. The

area is served by Philadelphia International Airport, Amtrak, and commercial bus lines.

FCC

Forrest City

P.O. Box 7000

Forrest City, AR 72336

870-494-4200

Fax: 870-494-4496

FCC Staff: 556

Security Level: Low/Male

Judicial District: Northern Texas

Population: 1,483

Location: In north central Texas, in southeast Fort Worth; north of

Interstate 20 and east of Interstate 35. The area is served by Dallas/Fort

Worth International Airport, Amtrak, and commercial bus lines.

FCI

Fort Worth

3150 Horton Rd.

Fort Worth, TX

76119-5996

817-534-8400

Fax: 817-413-3350

Staff: 283

Security level: Medium with adjacent Minimum Camp/Male

Judicial District: Northern West Virginia

Population: FCI: 1,541 Camp: 147

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

150 miles from Pittsburgh, PA. The area is served by Pittsburgh International Airport and Yeager Regional Airport.

FCI Gilmer

P.O. Box 5000

201 FCI Ln.

Glenville, WV

26351-9500

304-462-0395

Fax: 304-462-0396

Staff: 297

South Central Region

Northeast Region

South Central Region

Mid-Atlantic Region

FORREST CITY

•

FORT DIX •

FORT WORTH

•

GILMER •

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

Judicial District: Southern Illinois

Population: FCI: 1,081 Camp: 354

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

Springfield, IL. The area is served by airports in St. Louis, Mascoutah,

Greenville, and Vandalia; Amtrak service in Alton and St. Louis; and

commercial bus service in Vandalia.

FCI

Greenville

P.O. Box 4000

Greenville, IL 66246

618-664-6200

Fax: 618-664-6372

Staff: 276

GREENVILLE

•

North Central Region
39

USP

Hazelton

P.O. Box 450

Bruceton Mills, WV

26525

304-379-5000

Fax: 304-379-5039

Staff: 410

Security Level: High with adjacent Minimum Camp/Male

Judicial District: Northern District of West Virginia

Population: USP: 1,678 Camp: 143

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

Bruceton Mills; approximately 35 minutes from Morgantown, 45 minutes

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

MDC

Guaynabo

P.O. Box 2146

San Juan, Puerto Rico

00922-2146

787-749-4480

Fax: 787-775-7824

Staff: 252

Security Level: Administrative/Male, Female

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

Population: 1,177

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

Airport.

Southeast Region

Mid-Atlantic Region

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Eastern California

Population: FCI: 867 Camp: 121

Location: In the Sierra highlands of northern California, 50 miles northwest of Reno, NV, and about 30 miles north of Susanville, CA.

FCI Herlong

P.O. Box 900

Herlong, CA 96113

530-827-8000

Fax: 530-827-8024

Staff: 264

Western Region

FDC

Honolulu

P.O. Box 30547

Honolulu, HI 96820

808-838-4200

Fax: 808-838-4507

Staff: 201

Security Level: Administrative/Male, Female

Judicial District: Hawaii

Population: 616

Location: Adjacent to Honolulu International Airport on the Aloha/

Hawaiian Airlines side.

AAHAZELTONSON •

GUAYNABO

•

HERLONG

Western Region

• HONOLULU

Security Level: Administrative/Male, Female

Judicial District: Southern Texas

Population: 942

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

Jacinto Avenues. The area is served by George Bush International Airport,

William P. Hobby Airport, Amtrak, and commercial bus lines.

FDC Houston

P.O. Box 526245

Houston, TX

77052-6245

713-221-5400

Fax: 713-229-4200

Staff: 229

•

HOUSTON

South Central Region
40

FCI La Tuna

P.O. Box 1000

8500 Doniphan

Anthony, NM-TX 88021

915-886-6600

Fax: 915-886-6628

Staff: 346

Security Level: Low with satellite Low Facility and adjacent Minimum

Camp/Male

Judicial District: Western Texas

Population: FCI: 1,049 FSL: 454 Camp: 231

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

limits of El Paso, off Interstate 10, on State Hwy 20. The area is served by

El Paso International Airport, Amtrak, and commercial bus lines.

FCI Jesup

2600 Hwy 301 S

Jesup, GA 31599

912-427-0870

Fax: 912-427-1125

Staff: 330

Security Level: Medium with satellite Low Facility and adjacent Minimum

Camp/Male

Judicial District: Southern Georgia

Population: FCI: 946 FSL: 592 Camp: 155

Location: In southeast Georgia on Route 301, 65 miles southwest of

Savannah, 40 miles northwest of Brunswick, and 105 miles northwest of

Jacksonville, FL. The area is served by airports in Jacksonville, Savannah,

and Brunswick, and by Amtrak. Southeast Region

South Central Region

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Kansas

Population: USP: 1,775 Camp: 474

Location: 25 miles north of Kansas City on Hwy 73. The area is served by

Kansas City International Airport (15 miles from the facility).

USP

Leavenworth

P.O. Box 1000

Leavenworth, KS 66048

913-682-8700

Fax: 913-578-1010

Staff: 403

North Central Region

USP Lee

P.O. Box 900

Jonesville, VA

24263-0900

276-546-0150

Fax: 276-546-9116

Staff: 366

Security Level: High with adjacent Minimum Camp/Male

Judicial District: Western Virginia

Population: USP: 1,462 Camp: 140

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

State Route 638. The area is served by the Tri-Cities Regional Airport in

the Kingsport, Bristol, Johnson City, TN area.

Mid-Atlantic Region

• JESUPUP

• LA TUNA

• LEAVENWORTH

•

LEE

Security Level: High with adjacent Minimum Camp/Male

Judicial District: Middle Pennsylvania

Population: USP: 1,489 Camp: 664

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

miles north of Washington, DC, 170 miles west of Philadelphia, 6 miles

south of Interstate 80, and 2 miles off U.S. Route 15. The area is served by

Williamsport Airport.

USP

Lewisburg

2400 Robert F. Miller Dr.

Lewisburg, PA 17837

570-523-1251

Fax: 570-522-7745

Staff: 505

Northeast Region

• LELEWISBURG
41

FCI

Manchester

P.O. Box 3000

Manchester, KY 40962

606-598-1900

Fax: 606-599-4115

Staff: 296

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Eastern Kentucky

Population: FCI: 990 Camp: 567

Location: 75 miles south of Lexington off Interstate 75, and 28 miles east of

London on the Hal Rogers Pkwy, on Route 8 (Fox Hollow Rd.), off State

Hwy 421. The area is served by airports in Lexington, KY and Knoxville,

TN.

Security Level: Administrative/Male, Female

Judicial District: Central California

Population: 969

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

on the corner of Alameda and Aliso Streets. The area is served by Los

Angeles International Airport, Amtrak, and commercial bus service.

MDC Los

Angeles

535 N Alameda St.

Los Angeles, CA 90012

213-485-0439

Fax: 213-253-9510

Staff: 250

Mid-Atlantic Region

Western Region

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

Judicial District: Eastern Kentucky

Population: FMC: 1,717 Camp: 287

Location: Seven miles north of Lexington on U.S. Hwy 421. The area is

served by Blue Grass Field Airport and commercial bus service.

FMC

Lexington

3301 Leestown Rd.

Lexington, KY 40511

859-255-6812

Fax: 859-253-8821

Staff: 462

FCC Lompoc

3901 Klein Blvd.

Lompoc, CA 93436

805-735-2771

Fax: 805-736-1292

FCC Staff: 522

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

Judicial District: Central California

Population: 3,161

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.

Mid-Atlantic Region

Western Region

Security Level: Low with adjacent Minimum Camp/Male

Judicial District: Western Pennsylvania

Population: FCI: 1,281 Camp: 158

Location: In southwest Pennsylvania between Altoona and Johnstown, 90

miles east of Pittsburgh, off Route 22, between Interstate 80 and the

Pennsylvania Turnpike via Route 220. The area is served by Pittsburgh

Airport, Amtrak, and commercial bus service.

FCI Loretto

P.O. Box 1000

Loretto, PA 15940

814-472-4140

Fax: 814-472-6046

Staff: 228

Northeast Region

LEXINGTON •

•

LOMPOC

LOS ANGELES L

• LORETTO

• LLOS ANGELES

MANCHESTER

•
42

FCI Marianna

3625 FCI Rd.

Marianna, FL 32446

850-526-2313

Fax: 850-718-2014

Staff: 336

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

Judicial District: Northern Florida

Population: FCI: 1,107 Camp: 311

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

miles north of the town of Marianna, off Hwy 167. The area is served by

airports in Tallahassee; Dothan, AL (35 miles northwest of the facility);

and Panama City (54 miles south).

Southeast Region

USP Marion

P.O. Box 2000

Marion, IL 62959

618-964-1441

Fax: 618-964-2058

Staff: 377

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Southern Illinois

Population: USP: 0 (undergoing mission change) Camp: 354

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

Marion, off I-57 via Hwy 148 north, east on Little Grassy Rd. The area is

served by the Williamson County Airport.

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Eastern Kentucky

Population: USP: 1,573 Camp: 153

Location: In the southern part of Kentucky, off Interstate 75 via State Hwy

92 or via US 27. The area is served by the Lexington Bluegrass Airport and

McGhee Tyson Airport in Knoxville.

USP

McCreary

330 Federal Way

Pine Knot, KY 42635

606-354-7000

Fax: 606-654-7190

Staff: 316

North Central Region

Mid-Atlantic Region

• MARIANNA

•

 MARION

• MCCREARY

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Western Pennsylvania

Population: FCI: 1,169 Camp: 335

Location: In northwest Pennsylvania between Bradford and Kane, 90 miles

south of Buffalo, off Route 59, 1/4 mile east of the intersection of State

Route 59 and U.S. Route 219. The area is served by Buffalo and Bradford

airports.

Security Level: Medium with satellite Minimum Camp/Male

Judicial District: Western Tennessee

Population: FCI: 1,083 Camp: 336

Location: In the northeast section of Memphis near the intersection of

Interstate 40 and Sycamore View Rd. The area is served by Memphis

International Airport, Amtrak, and commercial bus lines.

FCI McKean

P.O. Box 5000

Bradford, PA 16701

814-362-8900

Fax: 814-363-6822

Staff: 298

FCI Memphis

1101 John A. Denie Rd.

Memphis, TN 38134

901-372-2269

Fax: 901-380-2462

Staff: 295

MCKEAN •

Northeast Region

•

IMEMPHIS

Mid-Atlantic Region
43

Security Level: Minimum/Male

Judicial District: Middle Alabama

Population: 1,051

Location: On Maxwell Air Force Base, off Interstates 65 and 85. The area is

served by Montgomery Regional Airport, Dannelly Field, and commercial

bus lines.

FPC

Montgomery

Maxwell Air Force Base

Montgomery, AL 36112

334-293-2100

Fax: 334-293-2326

Staff: 112

FCI

Morgantown

P.O. Box 1000

Morgantown, WV

26507-1000

304-296-4416

Fax: 304-284-3600

Staff: 175

Security Level: Minimum/Male

Judicial District: Northern West Virginia

Population: 1,279

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

Morgantown, off State Hwy 857 (Greenbag Rd.). The area is served by

Morgantown Municipal Airport and commercial bus lines.

Mid-Atlantic Region

Southeast Region

FCI Miami

15801 SW 137th Ave.

Miami, FL 33177

305-259-2100

Fax: 305-259-2160

Staff: 257

Security Level: Low with adjacent Minimum Camp/Male

Judicial District: Southern Florida

Population: FCI: 1,068 Camp: 413

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

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

137th St. south. The area is served by Miami International Airport, Amtrak,

and commercial bus lines.

Southeast Region

North Central Region

Southeast Region

Security Level: Administrative/Male, Female

Judicial District: Southern Florida

Population: 1,636

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

at the corner of NE. 4th St.and N. Miami Ave. The area is served by Miami

International Airport, Amtrak, and commercial bus lines.

FDC Miami

P.O. Box 019118

Miami, FL 33101-9118

305-577-0010

Fax: 305-536-7368

Staff: 278

FCI Milan

P.O. Box 9999

E Arkona Rd.

Milan, MI 48160

734-439-1511

Fax: 734-439-5535

Staff: 305

Security Level: Low, Administrative/Male

Judicial District: Eastern Michigan

Population: 1,566

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.

• IMIAMI

• IMIAMI

• MILAN

• MORGANTOWN

•

MONTGOMERY
44

Security Level: Administrative/Male, Female

Judicial District: Southern New York

Population: 879

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

the street from the Federal courthouse. The area is served by LaGuardia,

Kennedy, and Newark airports; Amtrak, and commercial bus lines.

MCC

New York

150 Park Row

New York, NY 10007

646-836-6300

Fax: 646-836-7751

Staff: 246

Northeast Region

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

Male

Judicial District: Western Louisiana

Population: 2,568

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

north of Lake Charles, off State Hwy 165 on Whatley Rd. The area is

served by Alexandria International Airport (40 miles) and by commercial

bus lines.

FCC

Oakdale

P.O. Box 5050

Oakdale, LA 71463

318-335-4070

Fax: 318-215-2547

FCC Staff: 463

South Central Region

• NEW YORK

•

OAKDALE

•

FTC

Oklahoma

City

P.O. Box 898802

7410 S. MacArthur Blvd.

Oklahoma City, OK 73189

405-682-4075

Fax: 405-680-4041

Staff: 269

Security Level: Administrative/Male, Female

Judicial District: Western Oklahoma

Population: 1,514

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

of Interstate 40. The area is served by Will Rogers World Airport and

commercial bus lines.

FCI Otisville

P.O. Box 600

Otisville, NY 10963

845-386-6700

Fax: 845-386-6727

Staff: 286

South Central Region

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Southern New York

Population: FCI: 1,009 Camp: 127

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

and New Jersey borders, and 70 miles northwest of New York City (NYC).

The area is served by several airports (the closest is Stewart International

in Newburgh, NY). Bus and train service connect Otisville to NYC.

Northeast Region

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Western Wisconsin

Population: FCI: 982 Camp: 205

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

intersection of County Road G and Elk Ave. The area is served by Dane

County Regional Airport, and commercial bus service in Portage and

Wisconsin Dells.

FCI Oxford

P.O. Box 500

Oxford, WI 53952-0500

608-584-5511

Fax: 608-584-6371

Staff: 290

•

OOXFORD

North Central Region

• OKLAHOMA CITY

• OTISVILLE
45

FCC

Petersburg

P.O. Box 90042

Petersburg, VA 23804

804-504-7200

Fax: 804-504-7204

FCC Staff: 562

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

Judicial District: Eastern Virginia

Population: 3,299

Location: 25 miles southeast of Richmond. From Interstate 95, take Exit 54

(Temple Ave./Hwy 144), proceed east approximately 3 miles, then turn left

on River Rd. The area is served by airports in Petersburg and Richmond,

Amtrak, and commercial bus lines.

Mid-Atlantic Region

Security Level: Administrative/Male, Female

Judicial District: Eastern Pennsylvania

Population: 1,173

Location: In downtown Philadelphia. The area is served by Philadelphia

International Airport, Amtrak, and commerical bus lines.

FDC

Philadelphia

P.O. Box 572

Philadelphia, PA 19106

215-521-4000

Fax: 215-521-7220

Staff: 260

FCI Phoenix

37900 N 45th Ave.

Phoenix, AZ 85086

623-465-9757

Fax: 623-465-5199

Staff: 299

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

Judicial District: Arizona

Population: FCI: 988 Camp: 301

Location: 30 miles north of downtown Phoenix, off Interstate 17, Pioneer

Rd. exit. The area is served by Phoenix Sky Harbor International Airport,

several regional airports, Amtrak (in Tucson), and commercial bus lines.

Western Region

Northeast Region

Security Level: Minimum/Male

Judicial District: Northern Florida

Population: 679

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

on Saufley Field, off Interstate 10. The area is served by Pensacola

Municipal Airport, Amtrak, and commercial bus lines.

FPC

Pensacola

110 Raby Ave.

Pensacola, FL

32509-5127

850-457-1911

Fax: 850-458-7295

Staff: 100

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

Judicial District: Central Illinois

Population: FCI: 1,023 Camp: 289

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

south of Peoria, 170 miles southwest of Chicago, and 170 miles northeast

of St. Louis. The area is served by the Greater Peoria Regional Airport,

Amtrak, and commercial bus service to Peoria.

FCI Pekin

P.O. Box 7000

Pekin, IL 61555-7000

309-346-8588

Fax: 309-477-4685

Staff: 272

North Central Region

Southeast Region

• PPEKIN

PPENSACOLA

•

• PETERSBURG

• PHILADELPHIA

• PPHOENIX
46

Security Level: High with adjacent Minimum Camp/Male

Judicial District: Western Louisiana

Population: USP: 1,416 Camp: 129

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

12 miles north of Alexandria. The area is served by Alexandria International Airport and commercial bus lines.

USP Pollock

P.O. Box 1000

1000 Airbase Rd.

Pollock, LA 71467

318-561-5300

Fax: 318-561-5391

Staff: 380

South Central Region

Security Level: Medium/Male

Judicial District: Northern New York

Population: 1,179

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

Placid and Saranac Lake, off Route 86. The area is served by the

Adirondack and Albany airports; the airport in Montreal, Canada;and the

Burlington, VT airport; Amtrak in Plattsburgh and Albany; and commercial bus lines.

FCI

Ray Brook

P.O. Box 300

Old Ray Brook Rd.

Ray Brook, NY 12977

518-897-4000

Fax: 518-897-4216

Northeast Region Staff: 247

•

RAY BROOK

Security Level: Administrative/Male

Judicial District: Minnesota

Population: 920

Location: In southeastern Minnesota, 2 miles east of downtown Rochester, off Fourth St. The area is served by the Rochester Airport and commercial bus lines.

FMC

Rochester

P.O. Box 4600

2110 E. Center St.

Rochester, MN

55903-4600

5507-287-0674

Fax: 518-287-9601

Staff: 433

FCI Safford

P.O. Box 820

Safford, AZ 85548

928-428-6600

Fax: 928-348-1331

Staff: 165

Security Level: Low/Male

Judicial District: Arizona

Population: 815

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

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

The area is served by airports in Tucson and Phoenix, Amtrak in Phoenix

and Tucson, and commercial bus lines.

Security Level: Administrative/Male, Female

Judicial District: Southern California

Population: 989

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

The area is served by the Lindberg Field Airport, Amtrak, and commercial

bus lines.

MCC

San Diego

808 Union St.

San Diego, CA

92101-6078

619-232-4311

Fax: 619-595-0390

Staff: 233

North Central Region

Western Region

Western Region

PPOLLOCK •

• ROCHESTER

•

ASAFFORD

•

SAN DIEGO
47

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

Judicial District: Northern Texas

Population: 1,858 Camp: 169

Location: 11 miles southeast of Dallas, off Hwy 175 (Hawn Freeway). The

area is served by the Dallas-Fort Worth International Airport, Amtrak in

Dallas and Fort Worth, and commercial bus lines.

FCI

Seagoville

2113 N Hwy 175

Seagoville, TX 75159

972-287-2911

Fax: 972-287-5466

Staff: 297

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Middle Pennsylvania

Population: FCI: 1,254 Camp: 342

Location: 100 miles northwest of Philadelphia and 46 miles north-east of

Harrisburg; west of Inter-state 81, off State Hwy 901. The area is served by

Harrisburg International Airport, Amtrak in Harrisburg, and commercial

bus lines.

FCI

Schuylkill

P.O. Box 700

Minersville, PA 17954

570-544-7100

Fax: 570-544-7224

Staff: 289

South Central Region

Northeast Region

Security Level: Administrative/Male, Female

Judicial District: Western Washington

Population: 979

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

west of Interstate 5 (200th St.exit). SeaTac International Airport is 1 mile

from the facility. Amtrak and commercial bus lines also serve the area.

FDC SeaTac

2425 S 200th St.

P.O. Box 13901

Seattle, WA

98198-1091

206-870-5700

Fax: 206-870-5717

Staff: 233 Western Region

Western Region

FCI Sheridan

P.O. Box 8000

27072 Ballston Rd.

Sheridan, OR

97378-9601

503-843-4442

Fax: 503-843-3408

Staff: 331

Security Level: Medium and Administrative with adjacent Minimum Camp/

Male

Judicial District: Oregon

Population: FCI: 1,353 Camp: 505

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

18 on Ballston Rd. The area is served by Portland International Airport,

Amtrak in Portland and Salem, and commercial bus lines.

FCI

Sandstone

P.O. Box 999

Sandstone, MN 55072

320-245-2262

Fax: 320-245-0385

Staff: 236

Security Level: Low/Male

Judicial District: Minnesota

Population: 922

Location: 100 miles northeast of Minneapolis/St. Paul and 70 miles

southwest of Duluth, off Interstate 35 (Sandstone exit, follow Hwy 23 to

Route 123 east). The institution is 2 miles from the intersection. The area is

served by commercial bus lines.

North Central Region

• SEATAC

• SSANDSTONEAE

• SCHUYLKILL

• SEAGOVILLE

•

SHERIDAN
48

FCI Terminal

Island

1299 Seaside Ave.

Terminal Island, CA

90731

310-831-8961

Fax: 310-732-5335

Staff: 270

Security Level: Low/Male

Judicial District: Central California

Population: 1,084

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

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

Thomas Bridge to the Ferry St.exit. The area is served by Los Angeles

International and Long Beach airports, Amtrak, and commercial bus lines.

FCC

Terre Haute

4700 Bureau Rd. S.

Terre Haute, IN 47802

812-244-4400

Fax: 812-238-3316

FCC Staff: 666

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

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

Judicial District: Southern Indiana

Population: 3,140

Location: Two miles south of the City of Terre Haute, which is 70 miles

west of Indianapolis on Interstate 70. The institution is located on Hwy 63.

The area is served by Hulman Regional Airport and commercial bus lines.

Security Level: Low/Female, Administrative/Male

Judicial District: Northern Florida

Population: 1,548

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

intersection with Park Ave. and Conner Blvd. The area is served by

Tallahassee Regional Airport, Amtrak, and commercial bus lines.

FCI

Tallahassee

501 Capital Cir., NE

Tallahassee, FL

32301-3572

850-878-2173

Fax: 850-671-6105

Staff: 281

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Northern Alabama

Population: FCI: 1,015 Camp: 371

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

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

FCI

Talladega

565 E Renfroe Rd.

Talladega, AL 35160

256-315-4100

Fax: 256-315-4495

Staff: 280

Southeast Region

Southeast Region

Western Region

North Central Region

MCFP

Springfield

P.O. Box 4000

1900 W Sunshine

Springfield, MO

65801-4000

417-862-7041

Fax: 417-837-1711

Staff: 608

Security Level: Administrative/Male

Judicial District: Western Missouri

Population: 976

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

Interstate 44. The area is served by the Springfield/Branson Municipal

Airport and commercial bus lines.

North Central Region

• SPRINGFIELD

• TALLADEGA

• TALLAHASSEE

•

TERMINAL ISLAND

THREE RIVERS

• TERRE HAUTE
49

FCI

Texarkana

P.O. Box 9500

Texarkana, TX 75505

903-838-4587

Fax: 903-223-4424

Staff: 269

Security Level: Low with adjacent Minimum Camp/Male

Judicial District: Eastern Texas

Population: FCI: 1,430 Camp: 370

Location: In northeast Texas near the Arkansas border, 70 miles north of

Shreveport, LA and 175 miles east of Dallas; off Route 59 south on

Leopard Dr.

South Central Region

• TEXARKANA

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: Southern Texas

Population: FCI: 1,062 Camp: 343

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

Corpus Christi, off Interstate 37 on Hwy 72, 8 miles west of the town of

Three Rivers, across from Choke Canyon Lake.

FCI

Three Rivers

P.O. Box 4000

Three Rivers, TX

78071

361-786-3576

Fax: 361-786-5051

South Central Region Staff: 269

FCC Tucson

9300 S Wilmot Rd.

Tucson, AZ 85706

520-663-5000

Fax: 520-663-5024

FCC Staff: 291

Security Level: Medium/Male; Administrative/Male, Female; High

(activation underway) with adjacent Minimum Camp/Male

Judicial District: Arizona

Population: 836

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

near Interstate 10 and Wilmot Rd. The area is served by Tucson International Airport, Amtrak, and commercial bus lines.

Western Region

FCC

Victorville

P.O. Box 5600

Adelanto, CA 92301

760-530-5000

Fax: 760-530-5103

FCC Staff: 851

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

Female

Judicial District: Central California

Population: 4,138

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

Los Angeles, on Interstate 15. The area is served by Ontario International

Airport, Amtrak, and commerical bus lines.

Western Region

FCI Waseca

P.O. Box 1731

1000 University Dr., SW

Waseca, MN 56093

507-835-8972

Fax: 507-837-4547

Staff: 213

Security Level: Low/Male

Judicial District: Minnesota

Population: 1,080

Location: In southern Minnesota, 75 miles south of Minneapolis on

Interstate 35; 13 miles west of Owatonna on State Hwy 57. The area is

served by airports in Minneapolis and Rochester.

•

WASECAA

North Central Region

•

THREE RIVERS

VICTORVILLE VICTORVILLE •

TTUCSON

VICTORVILLE

•
50

FPC Yankton

P.O. Box 680

Yankton, SD 57078

605-665-3262

Fax: 605-668-1113

Staff: 106

Security Level: Minimum/Male

Judicial District: South Dakota

Population: 847

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

IA and 85 miles southwest of Sioux Falls, SD; off U.S. Hwy 81. The area is

served by airports in Sioux City and Sioux Falls.

FCI

Williamsburg

P.O. Box 340

Salters, SC 29590

843-387-9400

Fax: 843-387-6961

Staff: 281

Security Level: Medium with adjacent Minimum Camp/Male

Judicial District: South Carolina

Population: FCI: 1,422 Camp: 135

Location: In Williamsburg County, off Hwy 521.

FCC

Yazoo City

P.O. Box 5666

2225 Haley Barbour

Pkwy.

Yazoo City, MS 39194

662-751-4800

Fax: 662-716-1036

FCC Staff: 512

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

Judicial District: Southern Mississippi

Population: 3,410

Location: 36 miles north of Jackson, MS off Hwy 49. The area is served by

most major carriers at the airport in Jackson, as well as by Amtrak.

Southeast Region

North Central Region

Southeast Region

BIG SPRING

•

WILLIAMSBURG•

• YANKTON

•

YAZOO CITY
51

Inmate Population

Total population: 192,584

Inmates in BOP institutions: 162,514

Inmates in privately-managed, state or local secure facilities1

: 21,069

Inmates in RRCs2

: 9,001

1

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

Intergovernmetnal Agreement (IGA) with the BOP.

2

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

Inmates by Security Level

Minimum: 18.5%

Low: 39.4%

Medium: 26.6%

High: 10.4%

Unclassified3: 4.8%

3

Not yet assigned a security level.

Inmates by Gender

Male: 93.3%

Female: 6.7%

Inmates by Race

White: 56.4%

Black: 40.2%

Native American: 1.7%

Asian: 1.7%

Ethnicity

Hispanic: 31.4%

Average Inmate Age: 38

Citizenship

United States: 73.0%

Mexico: 16.9%

Colombia: 1.7%

Cuba: 0.8%

Dominican Republic: 1.7%

Other/Unknown: 5.9%

FY 2006 Statistical Data

Sentence Imposed

Less than 1 year: 1.8%

1-3 years: 12.9%

3-5 years: 15.8%

5-10 years: 29.5%

10-15 years: 18.8%

15-20 years: 8.6%

More than 20 years: 9.4%

Life: 3.1%

Death: 41

Types of Offenses

Drug Offenses: 53.6%

Weapons, Explosives, Arson: 14.1%

Immigration: 10.7%

Robbery: 5.5%

Burglary, Larceny, Property Offenses: 3.9%

Extortion, Fraud, Bribery: 4.2%

Homicide, Aggravated Assault, and Kidnapping: 3.1%

Miscellaneous: 1.3%

Sex Offenses: 2.2%

Banking & Insurance, Counterfeit, Embezzelment: 0.6%

Courts or Corrections: 0.4%

Continuing Criminal Enterprise: 0.3%

National Security: 0.1%
52

Staff Breakdown

Staff by Gender

Male: 72.4%

Female: 27.6%

Staff by Race/Ethnicity

White (Non-Hispanic): 64.3%

African American: 21.0%

Hispanic: 11.2%

Asian: 2.1%

Native Anerican: 1.5%

Other: less than 0.1%
Published annually by:

Federal Bureau of Prisons

U.S. Department of Justice

Alberto R. Gonzales, Attorney General

Harley G. Lappin, Director

Thomas R. Kane, Assistant Director

Information, Policy, and Public Affairs

Judith Simon Garrett, Deputy Assistant Director

Information, Policy, and Public Affairs

Enriqueta Tercilla, Communications Director

Office of Communications and Archives

Information, Policy, and Public Affairs

Federal Bureau of Prisons

320 First Street, NW

Washington, DC 20534

202-307-3198

Bureau of Prisons website: www.bop.gov

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

public business required by law and the Department of

Justice.

Cover graphics design by:

Office of Communications and Archives

Printed by:

Federal Prison Industries
U.S. Department of Justice

Federal Bureau of Prisons

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