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Message from the Attorney General

The terrorist attacks of September 11th

demonstrated the fortitude of the

American people. Out of pain and

sorrow, our country emerged stronger and more

united. Like the citizens of this great land, the

Department of Justice is moving forward with

resolve. Defending our citizens against terrorism

has become the Department’s top priority. We

know that we will prevail in this effort.

At this time, thousands of men and women in the

Department of Justice are working to eradicate

terrorism and to protect the citizens of America.

They are heeding the call to public service. Their

efforts are a testament to the American spirit:

a quiet but determined show of faith in the

rightness of our cause, the endurance of our

freedom, and the certainty of our justice. One

result of the foreign terrorist attacks last

September has been the largest criminal

investigation ever launched. The Department of

Justice’s contribution to the effort will bring the

individuals responsible for these crimes to justice

and will work toward removing terrorism from

our lives.

The Federal Bureau of Prisons (BOP) is assisting

in this effort by safely confining many of the

individuals who were detained in connection with

the September 11th attacks. The role the BOP

plays in federal detention includes housing

individuals held for investigation or as material

witnesses, as well as individuals awaiting trial in

federal court and detainees that the agency

confines for the Immigration and Naturalization

Service. The Bureau’s primary responsibility,

however, is the safe incarceration and management of inmates serving sentences imposed by the

federal courts. The Bureau also strives to reduce

recidivism among its inmate population through

various programs designed to help prisoners

transition to life outside prison walls.

The BOP is comprised of over 34,000 employees

dedicated to serving the Department of Justice,

the courts, and the citizens of this country. The

BOP rose to the occasion in September just as it

has done whenever called upon to confront

additional challenges and demands. I invite you to

acquaint yourself with the Federal Bureau of

Prisons through the State of the Bureau 2001.

John Ashcroft
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3

Message from the Director

I

n his message, the Attorney General mentioned the

Bureau of Prisons’ (BOP) efforts in relation to the

September 11 terrorist attacks on our country. It was

a challenging responsibility to assume custody of a

significant number of detainees and to manage the sensitive nature of their confinement. A hallmark of the BOP,

however, is the ability of our employees at all levels within

the agency to do whatever is necessary to meet any

challenge.

There were other significant challenges for the Bureau of

Prisons in fiscal year 2001. Pursuant to the mandate of the

National Capital Revitalization and Self-Government

Improvement Act of 1997 (which required the BOP to take

custodial responsibility of the District of Columbia’s

sentenced felon population), we transferred just over

6,700 of the approximately 7,000 D.C. inmates into our

custody by the end of the fiscal year. The remaining

inmates will be transferred well before the statutory

deadline of December 31, 2001.

In June 2001, our agency was tasked with carrying out the

execution of the person responsible for the most heinous

terrorist attack on U.S. soil up to that point in time. We

received international attention because of the case and

the unique needs of the victims of the crime. Hundreds of

staff were involved in planning for the execution, developing the policy and execution protocol, readying the facility,

meeting the needs of the media and the public, and ensuring the unprecedented viewing by victim witnesses at a

distant location.

The Bureau’s success in these endeavors is due in large

part to our unity of purpose and the collective commitment

among our employees to carry out our responsibility to

serve the American public. Among BOP staff, there is a

common bond of dedication, devotion, and loyalty to

fulfilling our agency’s mission and goals.

Our mission is to help protect public safety by ensuring

that Federal detainees are housed and Federal inmates serve

their sentences of imprisonment in facilities that are safe,

humane, cost efficient, and appropriately secure. The

second and equally important part of our mission is to help

break the cycle of crime by offering programs that assist

inmates in gaining the skills they need to adopt and maintain a crime-free lifestyle after release. We recognize the

inherent dignity of all human beings and their potential for

change, and we provide programs to effect that change.

During this year, the Bureau experienced continued substantial growth in the inmate population, resulting in

continued crowding of Federal institutions and the inmate

management demands such crowding places on our staff.

Whatever the challenge, however, whether it is taking on

the custodial responsibility for the sentenced felon population of the District of Columbia, carrying out the harshest

of sanctions, providing appropriate correctional programs,

or ensuring that Federal correctional institutions are

operating safely and orderly on a day-to-day basis, the

employees of the Bureau of Prisons rise to the challenge

on each and every occasion.

Kathleen Hawk Sawyer
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5

Mission Statement

The Federal Bureau of Prisons protects

society by confining offenders in the

controlled environments of prisons and

community-based facilities that are safe,

humane, cost-efficient, and appropriately

secure, and that provide work and other

self-improvement opportunities to assist

offenders in becoming law-abiding

citizens.

Cultural Anchors/

Core Values

 Bureau Family

The Bureau of Prisons recognizes that

staff are the most valuable resource in

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

A concept of “family” is encouraged

through healthy, supportive relationships

among staff and organization responsiveness to staff needs. The active participation of staff at all levels is essential to

the development and accomplishment of

organizational objectives.

 Sound Correctional Management

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

necessary, thus providing the essential

foundation for sound correctional management programs.

 Correctional Workers First

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

requires a mutual responsibility for maintaining safe and secure institutions and

for modeling society’s mainstream values

and norms.

 Promotes Integrity

The Bureau of Prisons firmly adheres to a

set of values that promotes honesty and

integrity in the professional efforts of its

staff to ensure public confidence in the

Bureau’s prudent use of its allocated

resources.

 Recognizes the Dignity of All

Recognizing the inherent dignity of all

human beings and their potential for

change, the Bureau of Prisons treats inmates fairly and responsively and affords

them opportunities for self-improvement

to facilitate their successful re-entry into

the community. The Bureau further recognizes that offenders are incarcerated

as punishment, not for punishment.

 Career Service Orientation

The Bureau of Prisons is a career-oriented

service, which has enjoyed a consistent

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

a stable, professional leader in the field

of corrections.

Bureau of Prisons Fundamentals

 Community Relations

The Bureau of Prisons recognizes and

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

and works cooperatively with other law

enforcement agencies, the courts, and

other components of government.

 High Standards

The Bureau of Prisons requires high standards of safety, security, sanitation, and

discipline, which promote a physically

and emotionally sound environment for

both staff and inmates.

Vision Statement

The Federal Bureau of Prisons, judged

by any standard, is widely and consistently regarded as a model of outstanding public administration, and as the best

value provider of efficient, safe and humane correctional services and programs

in America. This vision will be realized

when...

The Bureau provides for public safety by

assuring that no escapes and no disturbances occur in its facilities. The Bureau

ensures the physical safety of all inmates

through a controlled environment which

meets each 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
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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.

Customer Service Plan

Executive Order 12862 titled “Setting

Customer Service Standards” (September 11, 1993) requires each agency to

develop service standards in order to

carry out the principles of the National

Performance Review.

Customer Service

Standards

The Federal Bureau of Prisons protects

society by confining offenders in the

controlled environments of prisons and

community-based facilities that are safe,

humane, cost-efficient, and appropriately

secure. As part of the agency’s commitment to maintaining a healthy partnership with the community, the BOP will:

 In the event of an inmate escape

from a Federal institution, notify Federal

and local law enforcement officials

immediately and furnish them with the

details of the escape and the identity of

the escapee.

 At least 5 days prior to releasing an

inmate with a prior conviction for a drug

trafficking crime or a crime of violence,

notify the appropriate State and local law

enforcement officials.

 Notify victim(s) or witness(es) of the

following inmate activities within the

specified time frames:

Initial designation: 60 days.

Death: 30 days.

Parole hearing: 30 days prior

to the hearing.

Release to the community:

30 days prior to the release.

Furlough: as early as possible

before the actual furlough

date (by telephone if

 necessary).

Transfer to a halfway house:

upon acceptance by the

halfway house.

Escape: immediately.
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7

FY 2001: The Year in Review

Introduction

The Federal Bureau of Prisons (BOP) uses

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

BOP’s Mission and Vision Statements,

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

supported by specific objectives. The

Bureau’s Executive Staff holds regular

planning sessions to ensure that the

agency’s strategic goals continue to meet

the needs of society and reflect the major

issues that face the agency, the vision

and mission of a modern correctional

system, and the challenges confronting

the Bureau both today and for years to

come.

The following is an overview of the

Bureau’s FY 2001 accomplishments,

arranged according to the Bureau’s six

national goals.

Population

Management:

The BOP will proactively manage its

offender population to ensure safe and

secure operations.

 During FY 2001, the Bureau’s inmate

population increased by 7.9 percent, from

145,125 to 156,572. Of this total, 130,327

were housed in facilities operated by the

BOP, 18,354 were confined in secure

privately-managed facilities and secure

facilities operated by State and local governments, and 7,891 were housed in contract halfway houses or were under home

confinement.

Through its ongoing construction and

expansion program, the Bureau added

approximately 3,500 beds at existing

facilities. The BOP’s total crowding rate

remained at 32 percent above capacity

during FY 2001. (Crowding at highsecurity and medium-security institutions

was significantly higher at 42 percent and

59 percent, respectively.)

Four new facilities were activated during

FY 2001. They were United States penitentiaries in Atwater, California; Coleman,

Florida; and Pollock, Louisiana; and a

Federal Detention Center in Honolulu,

Hawaii. The function of the Federal

Prison Camp in El Paso, Texas, changed

from an independent minimum-security

camp to a low-security facility affiliated

with the Federal Correctional Institution

in La Tuna, Texas.

As of September 30, 2001, a number

of facilities were under development:

11 were high-security United States

penitentiaries, 16 were medium-security

Federal correctional institutions, and

3 were secure facilities for female inmates.

These 30 facilities were in various stages

within the planning, design, and construction process.

 As a tool to manage its growing

population, including the sentenced

criminal alien population, the Bureau has

negotiated intergovernmental agreements

(IGA’s) with State and local correctional

agencies. Approximately 9,300 inmates

were confined pursuant to IGA’s at the

end of FY 2001.

 During FY 2001, the Bureau continued its compliance with the National Capital Revitalization and Self-Government

Improvement Act of 1997. Part of this law

mandates that all sentenced felons in the

District of Columbia (D.C.) Department

of Corrections be transferred to correctional facilities operated by the BOP or

under contract with the BOP by December 31, 2001. The Bureau’s effort to

absorb these D.C. inmates began immediately after passage of the Act and

continues to date. The BOP had accepted

over 8,000 D.C. inmates during the year,

of which over 6,700 remained in Bureau

custody at the end of the fiscal year.

Immediately after the Act passed, the

Bureau began working with the D.C.

Department of Corrections to ensure that

the transfer of inmates would be orderly

and efficient. The Bureau also initiated

the process to procure contract beds as

required by the statute. The procurement

process was divided into two phases. The

first phase resulted in a contract award

that has been delayed due to pending

legal challenges. The second phase of

the procurement resulted in a contract

with the Rivers Correctional Institution

in Winton, North Carolina. That facility

began receiving inmates in April 2001, and

confined 1,000 of its intended capacity

of 1,200 inmates at the end of the fiscal

year.

 The BOP has actively encouraged

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

countries. This allows foreign national
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inmates to serve their prison terms in

facilities nearer their families while, at the

same time, decreasing the U.S.

Government’s cost of housing noncitizen offenders.

In FY 2001, under the auspices of the

Department of Justice Prisoner Exchange

Program, the BOP worked with the Office

of Enforcement Operations and the U.S.

Marshals Service to return 290 foreign

inmates from BOP facilities to 16 different

countries and 76 American citizens from

foreign prisons to the United States.

Transferred inmates will complete their

sentences in their home countries.

 The number of offenders in community corrections centers (CCC’s) grew from

7,611 at the end of FY 2000 to 7,889 at the

end of FY 2001, an increase of 3.7 percent. Approximately 24,000 inmates were

referred to CCC’s from institutions during FY 2001; about 90 percent successfully completed the program. About 50

percent participated in the home confinement program during their CCC placement.

 During FY 2001, FMC Butner began

functioning as the Bureau’s seventh

medical referral center as it started

receiving inmates with chronic care conditions and mental health treatment

needs. Also during the year, the BOP

increased dialysis capacity at both FMC

Devens and MCFP Springfield. The

increase in capacity was effected to meet

anticipated increases in dialysis patients,

as well as to allow the Bureau to accept

several United States Marshals Service

prisoners needing dialysis treatment.

Human Resource

Management:

The BOP will have a competent and

representative workforce meeting the

organization’s needs up to and beyond

the year 2002.

 The BOP hired 3,446 new employees

in FY 2001 to keep pace with the activation of new facilities that will confine the

expanding inmate population. This

brought the total BOP staff complement

to 33,507 by the end of the fiscal year.

 During the fiscal year, 3,015 employees completed the Introduction to Correctional Techniques course at the Staff

Training Academy in Glynco, Georgia;

6,347 completed courses sponsored by

the Management and Specialty Training

Center in Aurora, Colorado; and 748

completed specialty training in securityrelated functions conducted at various

institutions.

 During fiscal year 2001, the Staff

Training Academy established a training

website and piloted a web-based training

program in computer security for Familiarization Training at BOP institutions.

The Training Academy also produced

video and DVD training programs and

partnered with the Federal Law Enforcement Training Center to pilot an on-line

university program that provided over

800 courses. The on-line university is

scheduled to continue through FY 2002.

 In FY 2001, the Bureau implemented

a Leadership Enhancement and Development (LEAD) program. The LEAD

program represents a commitment to proactive succession planning and the

development of leadership within the

BOP. The program was developed for

mid-level managers through Senior Executive Service administrators. It consists of a 3-year curriculum requiring

participants to attend Bureau-sponsored

and national executive development training programs, as well as to pursue selfdirected activities and experiential training at local institutions and offices.

 In fiscal year 2001, the BOP awarded

a contract for a training management system to automate some employee development functions. The system will help

in the administration of training and the

management of training resources across

the Bureau. The potential benefits of this

automated training include field access

to a variety of computer-based training

curricula and a distance learning library.

 During FY 2001, the Bureau streamlined several human resource functions.

A major accomplishment was the standardization of the classification process

for approximately 160 position descriptions. The BOP also implemented an

initiative to redevelop hundreds of job

crediting plans so that the knowledge,

skills, and abilities associated with specific occupations are more closely aligned

with the requirements of the position. This

will assist in future efforts toward automating the merit promotion system.

 In July 2001, the Bureau implemented

an Internet-based hiring system for
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9

applicants interested in the position of

correctional officer. In August, 13 more

positions were added (including physicians assistant, nurse practitioner,

medical officer, and clinical psychologist).

Through the system, applicants receive

results on their eligibility much more

quickly, and staff in the BOP’s Human

Resource Offices are able to expedite the

hiring of these applicants.

 In fiscal year 2001, the BOP successfully completed two pilot programs

testing the automation of the preemployment interview process and the

pre-employment vouchering process.

 In FY 2001, the Bureau received

authorization from the Office of Personnel Management to establish a selective

placement factor of “certification” in the

employment of physician assistant applicants. This approval has enhanced the

quality of healthcare provided to the

inmate population that is consistent with

established community standards.

 The BOP continued to assist D.C.

Department of Corrections employees

who are being displaced as a result of the

transfer of D.C. sentenced felons to the

custody of the Bureau. Representatives

from the Bureau attended relevant

meetings, conducted job workshops,

participated in job fairs, and processed

applications.

 In FY 2001, the Bureau concluded its

joint regional labor relations training

sessions for Wardens and Union Presidents from each institution. The training

covered general labor relations issues,

alternative dispute resolution, and

interest-based bargaining.

 With a diverse inmate population, the

Bureau continues to take a proactive

approach to recruitment and administers

a recruitment program that focuses on increased outreach and networking with

colleges, universities, and other organizations. The BOP continues to monitor

internal and external movement in hardto-fill positions. Recruitment initiatives

were expanded during the year to include

automated communications and links to

approximately 200 groups and organizations throughout the United States that

are potential sources for applicants.

 In order to prepare for the opening

of five institutions in the Mid-Atlantic

States in the next few years, the MidAtlantic Region established a Regional

Expansion Recruitment Task Force. The

Task Force’s goals are to help identify

and eliminate any negative perceptions

that BOP employees or potential applicants might have of the communities

where BOP facilities are located and any

negative perceptions that community

residents might have of the Bureau, as

well as to assist communities in preparing to receive the diverse inmate population and diverse workforce of a BOP

institution.

 During FY 2001, the Bureau continued to promote its Diversity Management

Program to ensure BOP institutions and

offices reflect the diversity of our country and offer a safe and humane environment for staff and inmates. A diverse

workforce is in a better position to understand the cultural and ethnic differences

among inmates and is better able to

communicate with inmates. This leads to

a greater ability to manage the inmate

population and to help inmates prepare

for a productive, law-abiding return to the

community.

 To assist in resolving workplace

disputes, the Bureau continued and enhanced its alternative dispute resolution

program and its Ombudsman program.

The Ombudsman provides employees

with a confidential and neutral resource

to informally resolve work-related concerns or problems.

 During FY 2001, the Bureau piloted a

delegated examining register enabling

non-competitive status applicants to

apply for the position of associate

warden.

 During the fiscal year, the Bureau

provided training to institution staff on

the implementation of primary care provider teams. Under the primary care provider team concept, an inmate will be assigned to a medical team that has responsibility for managing the inmate’s health

care needs.

 The Bureau of Prisons’ Management

Preference Profile System continued to

provide the Bureau’s Executive Staff with

a “BOP resume” on 4,000 mid- and

upper-level employees (grades 12 and

above). This workforce planning tool

provides the BOP’s Executive Staff with
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computer access to employees’ position

preferences, mobility preferences,

performance evaluations, and other

background information.

Security and Facility

Management:

The BOP will maintain its facilities in

operationally sound conditions and in

compliance with security, safety, and

environmental requirements.

 During FY 2001, the BOP’s total

inmate population grew by over 11,400

inmates. This is the fourth year in a row

that the increase has been more than

10,000 inmates. Despite this fact, there

were no major disturbances at any of the

BOP’s institutions and no staff member

lost his or her life in the line of duty.

 Two Bureau institutions (MCC New

York and MDC Brooklyn) were significantly affected by the September 11

terrorist attacks on the United States.

These two facilities maintained operations and continued to function in a

secure and safe manner in spite of uncertainties regarding the safety of everyone

working or living in New York City, the

potential for transporting detainees out

of either of these facilities, and disruptions or wariness of disruptions to utilities. Employees at MCC New York and

MDC Brooklyn faced numerous immediate challenges related to security, as well

as the ongoing difficulties of traffic problems, extra security measures affecting

travel in New York City, and other inconveniences while recovery efforts were

underway. In spite of the difficult conditions, both facilities were managed effectively throughout the crisis and in the

weeks that followed.

 During FY 2001, Bureau institutions

continued to maintain arrangements with

State and local law enforcement agencies

and other emergency services in the rare

event of an escape or other security

concern. BOP facilities conducted preparedness exercises under mock emergency situations to test the effectiveness

of their emergency plans, staff response,

and interagency cooperation. The

Bureau continued its practice of conducting after-action reviews following any

security breach and implementing the

corrective actions necessary to help

prevent future security problems. The

Bureau improved monitoring of inmates

through a heightened emphasis on staff

supervision and communication,

enhanced intelligence gathering, and the

increased use of closed-circuit cameras

and video-recording.

 While prevention has an enormous

impact on the safety and security of BOP

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

management through training programs

for its Special Operations Response

Teams (SORT’s), Disturbance Control

Teams (DCT’s), Crisis Support Teams

(CST’s), and Hostage Negotiation Teams

(HNT’s).

To enhance its ability to deal with potential internal disruption in its operations,

the Bureau held intensive, week-long

crisis management/emergency preparedness maneuvers and training. The training involved SORT’s, DCT’s, CST’s, and

HNT’s. During these exercises, wardens,

associate wardens, captains, and SORT,

DCT, CST, and HNT leaders received

training in command and control operations during a crisis situation.

The Bureau adopted the Rapid Start software used by the FBI for incident data

management during an emergency as part

of crisis management training. The software enhances management of an emergency situation, communications, and

the exchange of information with the FBI.

 During FY 2001, the BOP initiated a

Lead Tactical Instructor Training program

(assisted by the United States Marshals

Service). Staff who complete the program

serve as instructors for the Tactical Leadership Program and evaluators of annual

crisis management training. These staff

also perform training and certification

duties as directed by a Regional Correctional Services Administrator.

 The Bureau has a well-designed

urine surveillance program to detect,

deter, and control illegal drug use in

Federal prisons. In fiscal year 2001, the

random testing of 77,442 inmates resulted

in a positive test rate of 1.0 percent, while

the overall testing of 170,571 inmates

resulted in a positive rate of 1.9 percent.

The higher positive rate for the overall

tests is due to the inclusion of suspected

inmates and inmates who have a history

of drug use.
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11

 During the late 1990’s, the Bureau

initiated a program to help control the

introduction of illegal drugs through institution visiting rooms. Under this

program, the Bureau has installed ion

spectrometry drug detection systems at

many facilities throughout the country.

Ion spectrometry provides the ability to

detect quickly and accurately microscopic

traces of up to 30 drugs on visitors’ hands,

clothing, or possessions. A pilot test of

the ion spectrometry drug detection systems concluded on September 30, 2001.

Results of the pilot clearly indicated that

the ion spectrometry devices are useful

tools in preventing drugs from getting

into BOP institutions.

 In FY 2001, the Bureau continued to

implement a TeleHealth program to

improve health care delivery, reduce

costs, and increase security. TeleHealth

is the use of telecommunications technologies to exchange health information

and provide health care services to

inmates within BOP facilities. TeleHealth

improves security (especially at highsecurity penitentiaries) because an

inmate does not leave the confines of an

institution to receive an examination and

evaluation.

 During FY 2001, the Bureau continued its efforts to prevent inmates from

engaging in criminal activities while

incarcerated. A major focus was placed

on reducing inmate telephone abuse.

In November 2000, the BOP completed

the installation of a new inmate telephone

system (ITS II). The new telephone system enhances security by improving

monitoring capabilities and providing

numerous administrative controls over

inmate telephone calls, and the system

reduces the cost of telephone service for

inmates.

The BOP records all inmate telephone

calls (except those protected by attorneyclient privilege). The Bureau randomly

monitors social telephone calls and pays

particular attention to certain inmates who

have a high likelihood of abusing their

telephone privileges. The BOP has formalized a process through which Federal

prosecutors and law enforcement officials

can notify the agency regarding “inmates

of greatest concern,” so that the agency

can provide extra scrutiny of these

offenders’ telephone calls, mail, visiting,

and financial transactions.

The Bureau defined four prohibited acts

that target inmate telephone abusers and

added them to the agency’s existing list

of prohibited acts in Federal prisons.

During fiscal year 2001, institutions

reported 8,187 incidents of inmate misconduct for abuse of the telephone

under the new disciplinary codes.

Also during the year, a 300-minutes-permonth limitation on telephone use went

into effect for inmates in Federal prisons.

The limitation is intended to enhance

security by decreasing the ability of

inmate groups to monopolize telephone

access and by increasing the proportion

of calls the Bureau is able to monitor.

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

Federal, State, and local law enforcement

staff to identify threats to institution

security and reduce crime in the community. In addition to maintaining an Intelligence Section in the Central Office, the

BOP also has intelligence officers working with Safe Streets Task Forces in metropolitan areas; at the Sacramento Intelligence Unit in Sacramento, California; at

the Counterterrorism Center at FBI

Headquarters; and at the National Drug

Intelligence Center. These interagency

efforts greatly improve the BOP’s ability

to identify the capabilities of inmates

coming into BOP custody, while also

providing liaison with Federal, State, and

local law enforcement personnel in

support of their efforts to fight gang

activity, drug trafficking, terrorism, and

other crimes.

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.

 Effective October 1, 2000, BOP

facilities and activities in the State of Ohio

became part of the Bureau’s Northeast

Region, and institutions and activities in

the States of Michigan and Indiana

moved to the North Central Region. The
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Bureau initiated this realignment to

achieve a better balance in the number of

facilities, types of responsibilities, and

workload handled by each BOP regional

office.

 In FY 2001, more than $8 million in

court-ordered obligations was collected

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

IFRP requires inmates to make payments

from their earnings to satisfy courtordered fines, restitution, child support,

and other monetary judgements. Most

of the funds were distributed through the

Crime Victims Fund in the Department of

Justice as direct compensation to victims

for losses resulting from crime or to

victims assistance and support groups.

 In FY 2001, the BOP continued to

serve victims of crime through the

Victim/Witness Notification Program.

Victims and witnesses who are enrolled

in the program are informed of changes

in the status of the inmate-perpetrators,

including the date and location of initial

incarceration and release status (such as

a parole decision, a community corrections center placement, or an expiration

of sentence). Through September 2001,

the BOP monitored 6,316 inmates, with

more than 26,000 identified victims or

witnesses.

The BOP also continued to conduct

Victim Impact Panels and Victim Awareness Groups as part of the inmate release

preparation curriculum. The programs are

designed to increase inmates’ awareness

of the individual and social costs of crime.

Inmates hear victims’ first-hand accounts

of how crime has affected their lives. The

programs stress personal responsibility

and the consequences of criminal behavior from the victims’ perspective.

Through these activities, the BOP hopes

to get offenders to recognize the impact

their behavior has on people’s lives and

to change future behavior.

 In FY 2001, 32 institutions received

initial accreditation or reaccreditation from

the American Correctional Association

(ACA). ACA accreditation provides

external certification that Federal prisons

provide decent living conditions, offer

adequate programs and services, and

accommodate inmates’ constitutional

rights by ensuring compliance with more

than 480 standards developed by corrections professionals. At the end of FY 2001,

88 institutions maintained accreditation

status, and another 5 were pursuing

accreditation.

 While ACA accreditation demonstrates that BOP institutions meet basic

performance standards, the BOP uses a

number of additional measures to monitor and assess each institution’s performance. The Bureau conducts program

reviews (internal audits) in 15 program

areas; tracks rates of inmate misconduct

(including assault, homicide, escape, and

drug and alcohol use) at each facility; and

conducts remote and onsite surveys and

assessments of staff and inmate morale

as a broad gauge of each institution’s

social climate. This array of internal and

external assessment tools helps the BOP

ensure that every institution is providing

high-quality programs in an efficient

manner and ensures safe and secure

operations.

During FY 2001, a total of 451 program

reviews were conducted in institutions,

community corrections offices, regional

offices, and the Central Office to assess

program performance and compliance

with established policies and procedures.

The program review process allows the

BOP to assess and evaluate efforts geared

toward the accomplishment of the

agency’s mission.

The BOP conducted 32 Institution

Character Profiles in FY 2001. Institution

Character Profiles, which are derived from

interviews of staff, inmates, non-BOP law

enforcement officials, and citizens, provide administrators with feedback on

constituents’ perceptions about the management, security, safety, and community

presence of each institution.

 During FY 2001, 19 audits were

initiated by the General Accounting

Office or the Department of Justice’s

Office of the Inspector General, 19 were

successfully closed, and 19 were active

at the close of the year. Through successful resolution of these audits, the

BOP demonstrated that it continues to

function at acceptable levels of fiscal

responsibility and effective public

administration.

 During FY 2001, the BOP continued

to provide information to the public

through the Internet. The BOP added a

significant amount of information to its
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website (www.bop.gov). The Bureau’s

website received more than 1.6 million

visits during the fiscal year.

Almost all BOP Program Statements

(policies) are posted on the Bureau’s

website, providing the public with faster,

easier access while reducing costs associated with responding to individual

Freedom of Information Act (FOIA)

requests. The BOP website also contains

an electronic FOIA request form, which

allows citizens to transmit their FOIA

requests electronically.

 During fiscal year 2001, the Bureau’s

Freedom of Information Act/Privacy Act

Office processed 24,738 FOIA requests

for information. While the number of

requests the Bureau received increased

nearly 16 percent from FY 2000, the

median number of days to process a

request remained below the statutorily

required time limit.

 During the fiscal year, the Bureau’s

Medical Director continued to issue

Clinical Treatment Guidelines, providing

the latest information on the prevention,

detection, and treatment of several

diseases, including diabetes, hypertension, HIV, hepatitis, tuberculosis, and

asthma. The guidelines, based on nationally-accepted standards of care, were

made available to State and local correctional agencies through the National

Institute of Corrections website.

 During FY 2001, the BOP worked

closely with the Department of Justice to

develop procedures to begin collecting

DNA samples for inmates, as mandated

by the DNA Analysis Backlog Elimination Act of 2000.

 During fiscal year 2001, the Bureau

worked closely with the Joint Commission on Accreditation of Healthcare

Organizations (JCAHO) to develop a

model for streamlining and consolidating

the JCAHO accreditation and health

services program review processes. The

BOP tested the model that was developed

at several institutions. The program was

deemed to be successful and will be

implemented system-wide on a gradual

basis.

 During FY 2001, the Bureau recycled

approximately 7,560 tons of materials

recovered from solid waste generated at

its institutions. More than $356,000 was

collected from selling the materials and

the expenditure of more than $706,000 was

avoided from reduced trash.

 During the fiscal year, the Bureau

continued implementation of a modified

cook/chill food service program in which

institution food service departments use

blast chillers and re-therm cabinets in

conjunction with existing equipment to

prepare, serve, and store food items. Blast

chillers rapidly cool food to reduce the

potential of food-borne illnesses and to

extend shelf life. Re-therm cabinets

rapidly heat food to appropriate temperatures, ensuring a quality serving at lower

utility costs. At the end of the year, 10

facilities had the cook/chill program in

place.

 Leadership in corrections includes

acknowledging and dealing with problems. With the Bureau’s rapid growth,

there are more inexperienced staff in the

agency’s workforce than in the past. All

staff are advised of and are expected to

know the laws, regulations, and BOP

policies guiding their conduct. Still, a

very small percentage of staff become

involved in misconduct.

The BOP has zero tolerance for staff

misconduct. The most difficult challenge

for the Bureau has involved abuse of

authority, and in particular, the sexual

abuse of inmates.

Federal law expressly criminalizes sexual

activity between correctional workers and

inmates in Federal prisons and establishes

penalties for those who engage in this

type of behavior. BOP policy prohibits

staff members from showing partiality

toward or becoming emotionally, physically, financially, or sexually involved with

inmates. Although only a minute portion

of the almost 34,000 people who work for

the BOP have ever been involved in this

type of behavior with inmates, it is an

issue that the BOP takes very seriously.

Whenever an allegation of any staff misconduct is made, the Bureau investigates

the matter promptly, vigorously, and thoroughly. Criminal prosecution is pursued

or administrative action is taken where

appropriate.

During FY 2001, charges of sexual abuse

were sustained against 16 Bureau staff

and 7 non-BOP (contract) workers. All

but one of these individuals resigned or
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were terminated, and 14 of the individuals (10 former BOP employees and 4 contract workers) were convicted of criminal

violations.

 In June 2001, the Bureau helped carry

out the executions of Timothy McVeigh

and Juan Raul Garza. Until 2001, it had

been more than 38 years since the

Federal Government carried out the death

penalty and almost 63 years since an

execution had been conducted in a

Federal prison. The Bureau performed

these difficult tasks in a professional,

humane, and dignified manner. The

agency showed empathy for the victims,

the witnesses, the BOP employees

involved, and the inmates. The Bureau

also helped maintain the privacy rights

of everyone involved.

In the case of Timothy McVeigh, the BOP

received worldwide attention and was

under tremendous scrutiny because of

McVeigh’s notoriety, the extraordinary

public and media interest, and the

expanded number of victims who would

witness the execution at a remote

location.

Inmate Programs and

Services:

The BOP provides services and programs to address inmate needs, providing productive use-of-time activities, and

facilitating the successful reintegration

of inmates into society, consistent with

community expectations and standards.

 The Bureau of Prisons’ most important correctional program is Federal Prison

Industries (FPI). FPI’s mission is to:

(1) employ and provide job skills training

to as many inmates as possible to help

them prepare for a productive, crime-free

return to the community after release;

(2) contribute to the safety and security

of Federal prisons by keeping inmates

constructively occupied; (3) produce market-priced, quality goods for Federal

Government customers; (4) operate in a

self-sustaining manner; and (5) minimize

any negative impact on private business

and labor.

During fiscal year 2001, FPI activated a

new factory at the United States Penitentiary in Pollock, Louisiana. There are now

106 FPI factories, located at 69 BOP facilities. FPI’s sales for FY 2001 were $584.5

million, compared to $546.3 million in FY

2000 and $566 million in FY 1999.

During FY 2001, FPI provided work for

approximately 22,560 inmates, representing roughly 25 percent of the sentenced,

medically-able Federal inmate population.

Inmates who work in FPI learn marketable job skills, develop a strong work

ethic, and are less likely to engage in

prison misconduct. Inmates who work in

Federal Prison Industries and who have

financial obligations as defined by the

Inmate Financial Responsibility Program

(IFRP) must contribute 50 percent of their

earnings to the IFRP.

More importantly, research has shown

that inmates who work in FPI are less likely

to revert to criminal behavior and are more

likely to be gainfully employed following

release from prison. The Post-Release

Employment Project study compared

inmates who worked in prison industries

with similar inmates who did not work in

FPI. The research found that inmates who

worked in Federal Prison Industries were

24 percent less likely to recidivate than

inmates who did not participate -- as much

as 8 to 12 years after their release. In

addition, minority groups that are at the

greatest risk for recidivism benefitted more

from industrial work participation and

vocational training than their nonminority counterparts.

 Inmate involvement in education

programs continued to increase during

FY 2001. At year end, 37 percent of the

inmate population was enrolled in one or

more programs on any given day. The

participation rate for female inmates was

50 percent.

General Educational Development (GED)

program enrollments continued to increase significantly in FY 2001. This was

attributed partly to the influence of the

Violent Crime Control and Law Enforcement Act and the Prison Litigation Reform Act (both of which link good conduct time credits to GED participation).

In September 2001, there were more than

18,000 students enrolled in the GED program. This represents an increase of more

than 56 percent over enrollment levels

before the laws were implemented. In

fiscal year 2001, a total of 6,144 inmates

completed their GED (a 9-percent increase

over the FY 2000 total).

Occupational training programs provide

inmates with marketable skills to increase

their chances of successful post-release

employment. BOP research has found
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15

that inmates who participated in vocational training or apprenticeship training

programs while incarcerated were 33

percent less likely to recidivate than

inmates who did not participate in these

programs. In FY 2001, the Bureau provided or supported approximately 275

occupational training programs, 450 apprenticeship programs, and 94 advanced

occupational education programs for inmates. On any given day, approximately

9,000 inmates were actively participating

in occupational training/apprenticeship

programs. During the fiscal year, inmates

completed over 9,570 occupational training courses.

The focus on education services to inmates with special learning problems or

disabilities remains a high priority for the

Bureau. Since July 1997, ninety special

education teachers have received intensive training in diagnostic assessment

and methods for accommodating inmates

with disabilities. As part of the special

learning needs effort, the Bureau has also

emphasized and increased special GED

test accommodation requests. There were

27 special GED test accommodations in

FY 2001, almost double the number in

fiscal year 2000.

 Most Bureau facilities have parenting

programs that provide inmates with opportunities to learn more about children,

child development, and family skills.

Children’s centers, adjacent to visiting

rooms, provide a warm, child-centered

setting, where inmates can spend weekend days working to strengthen their

relationships with their children.

 Through a partnership with the

National Endowment for the Arts, the

Bureau has been offering Artist-inResidence programs to inmates at three

BOP institutions almost every year since

1976. The program hires local artists to

teach inmates skills in a variety of art

mediums, such as painting, drawing,

ceramics, as well as instruction in the performing arts. In fiscal year 2001, FCI

Dublin, California, FCI Pekin, Illinois, and

FCI Talladega, Alabama, were the three

facilities selected to offer the programs.

 The Bureau’s Inmate Placement

Program coordinated 68 mock job fairs in

52 Federal prisons during FY 2001.

Approximately 2,500 inmates and 1,150

company recruiters and local agency staff

participated. During the year, 15 institutions held their first mock job fair. Over

7,500 Federal prisoners and more than

3,000 community partners have been

involved in the mock job fairs since the

program’s establishment in October 1996.

 In order to reduce the number of

inmates who return to drug abuse and

criminal lifestyles following release, the

Bureau has a comprehensive substance

abuse treatment program. The Bureau

operates residential drug abuse treatment

programs (where inmates live in housing

units with activities devoted to drug

abuse treatment) for the 34 percent of

Federal inmates with such a need. The

BOP also offers drug abuse education

programs, a variety of non-residential

programs (for inmates in the general

population), and community transition

programs.

During the fiscal year, 17,216 inmates

participated in a drug abuse education

course. Also during the year, the BOP

provided residential drug abuse treatment

to 15,441 inmates at 47 institutions (bringing the total to 77,200 inmates since 1990).

An additional 10,827 inmates participated

in nonresidential drug treatment programs

and 11,319 inmates participated in transitional drug abuse treatment in community corrections centers during the fiscal

year.

 During FY 2001, BOP psychologists

conducted over 212,610 mental health

intake assessments and evaluations on

offenders committed to Bureau facilities.

To meet the mental health needs of offenders, psychologists provided approximately 73,018 sessions of individual

therapy and crisis counseling. As part of

the BOP’s efforts to prevent inmate suicides, 3,280 suicide risk assessments and

1,376 suicide watches were conducted.

Psychologists also attended to the needs

of offenders in special housing units and

completed 69,240 Special Housing

Reviews.

 Encouraged by the positive results

from the evaluation of its residential drug

abuse treatment programs, the Bureau

has implemented a number of new residential programs for special subpopulations (including younger offenders,

high-security inmates, and intractable,

aggressive inmates). The cognitive

behavioral approach used in the drug

treatment programs was carried over as

the foundation for programs to change

the criminal thinking and behavior pat-
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terns of inmates. These programs focus

on inmates’ emotional and behavioral

responses to difficult situations and

emphasize life skills and the development

of pro-social values, respect for self and

others, responsibility for personal

actions, and tolerance of others. Each

program was developed with an evaluation component to ensure the program

meets the goals of promoting positive

behavior. While too early to assess the

different programs’ effects in terms of

reducing recidivism, the Bureau has found

that these cognitive behavioral programs

significantly reduce inmates’ involvement

in institution misconduct.

The CODE (Challenge, Opportunity, Discipline, and Ethics) program focuses on

the needs of high-security inmates.

CODE programs were underway at eight

U.S. penitentiaries in FY 2001 and 530

inmates were participating at the end of

the fiscal year.

Building on the success of the CODE programs, the Bureau initiated a similar program for inmates at USP Marion, Illinois,

who demonstrate significant problems in

their adjustment and management. The

program is known as E-CODE, standing

for Enhanced CODE. The program currently has 150 participants, and 38 inmates

have completed the program.

The K.C. Model program is another program in high-security prisons and targets

those inmates who are becoming disciplinary problems/management concerns

and are at risk of being transferred to a

more restrictive setting. The program is

in place at USP Leavenworth, Kansas,

and USP Florence, Colorado. The K.C.

Model program promotes more positive

and prosocial behavior and provides

many opportunities for inmate selfimprovement.

The Beckley Responsibility and Values

Enhancement (BRAVE) program operates

at FCI Beckley, West Virginia, and is designed for young male offenders who are

serving their first significant term of

Federal incarceration (5 years or more).

Approximately 700 inmates have participated in the program since its inception.

The Values Program involves group counseling and other activities that help promote prosocial values and reinforce positive behaviors in order to improve relationships and enhance adjustment to the

community. Two Values Programs are in

operation at FCI Greenville, Illinois -- one

of these programs is residential. Similar

Residential Values Programs also operate at FCI Beaumont (Medium), Texas,

and at the main institution and the satellite camp at FCI Marianna, Florida.

The Skills Building Program at FCI

Coleman, Florida, is for inmates who have

cognitive and social learning needs.

Inmates from institutions throughout the

Southeast Region can transfer to FCI

Coleman for this 6-month program that

begins with an assessment of their educational needs, learning problems, and

level of social functioning. The inmates

participate in activities designed to

increase education levels, strengthen

social skills, and improve their ability to

satisfactorily adjust to a correctional

environment. A total of 71 inmates have

completed the program since it began.

An evaluation of the program indicates

that it increases participants’ ability to

complete their GED’s, increases participation in the Inmate Financial Responsibility Program, increases positive work

reports and evaluations, and decreases

the number of incident reports that participants receive.

The Sex Offender Treatment Program

offered at FCI Butner (Medium), North

Carolina, is an intensive, residential therapeutic program for male sex offenders.

Since it began in 1990, more than 315

inmates have completed the program.

There are currently approximately 90

inmates enrolled.

The Habilitation Program offered at FCI

Butner (Medium), North Carolina, targets

high-security inmates who display behavioral problems stemming from adjustment

difficulties or mental health issues. At

the end of FY 2001, nearly 150 inmates

had participated in the program.

In May 2001, the Bureau’s Executive Staff

approved a program at MCFP Springfield,

Missouri, to treat high-security inmates

with behavior disorders in order to help

them adjust to imprisonment and avoid

misconduct.

 During FY 2001, BOP chaplains,

assisted by approximately 9,500 contractors and volunteers, provided more than

330,000 religious services programs for

inmates. Approximately half of these were
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17

worship services for adherents of the 31

faith groups represented among BOP

inmates. Programs and services were

accommodated for inmates belonging to

the Asatru, Islamic, Jewish, Moorish

Science Temple of America, Nation of

Islam, Native American, Protestant,

Rastafarian, Roman Catholic, and other

faith groups. Seminars and retreats were

sponsored by Buddhists, Cursillo,

Islamic Groups, Kairos, Koinonia,

Marriage Enrichment Groups, Prison

Fellowship, and Yokefellows. Other

events included revivals, Alternatives to

Violence seminars, and choral and other

musical presentations.

As part of mandatory training, 100 chaplains participated in 24 hours of instruction on the religious beliefs and practices

of Christians and individuals in Naturebased religions. Four different faiths were

highlighted in similar training last year.

Next year, the Bureau will continue to

provide this specialized training, with a

focus on religious groups having Islamic

roots. In addition, 20 chaplains attended

a 32-hour training program for new

chaplains during the year.

The Religious Services Branch provided

technical expertise to many State departments of corrections concerning such

issues as: religious diets; common practices of various faiths; and academic,

professional, and endorsement requirements for staff chaplains.

During FY 2001, there were approximately

2,200 inmates who participated in the

Religious Diet Program and were

provided food bearing reliable, nationallyrecognized orthodox certification.

 The number of female offenders in

the BOP’s inmate population continues

to increase. Recognizing that women

offenders have different social, psychological, educational, family, and health

care needs, the BOP continues to design

and implement special programs for

women offenders. Programs include

teaching women how to reduce stress;

teaching women how to prevent, identify, obtain, and manage treatment for

medical problems; and teaching women

how to improve their personal relationships, how to be a better parent, and how

to grieve over lost relationships. Several

facilities also operate intensive treatment

programs that focus on helping women

who have histories of chronic sexual,

emotional, or physical abuse by teaching

them how to handle their victimization and

learn ways to seek positive relationships.

 In FY 2001, the BOP continued to

evaluate and make adjustments to its

health care delivery system in order to

provide medical care to inmates in the

most effective and efficient manner. This

included the formulation of primary care

provider teams. Under the primary care

provider team concept, an inmate is

assigned to a medical team that has

responsibility for managing the inmate’s

health care needs. The main goals of the

primary care provider teams are to

enhance continuity of care, promote

preventive health care, and reduce duplication of services.

The Bureau also continued to issue clinical treatment guidelines, continued the

identification and treatment of mentallyill offenders at the most appropriate therapeutic level, hired a Chief Psychiatrist to

oversee psychiatric programs, and

continued the establishment of mental

health “step-down” beds at four BOP

institutions.

 During the fiscal year, the Bureau

continued its TeleHealth program to

improve health care delivery. Through

telecommunications technologies,

TeleHealth enables a medical professional

to diagnose and treat patients from

remote locations. The Bureau uses

TeleHealth to connect institutions with

community health care providers, as well

as to connect facilities in the BOP with

each other. To date, 46 connections at 40

institutions are capable of sending and

receiving TeleHealth transmissions.

During the year, medical personnel at

MCFP Springfield, FMC Butner, and

FMC Devens provided TeleHealth consults to a number of BOP facilities. These

medical referral centers also provided

continuing professional education programs to other BOP institutions through

the TeleHealth network.

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
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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.

 Law enforcement and prosecutorial

initiatives continued to contribute to the

increasing need for bedspace for unsentenced prisoners and detainees. The BOP

currently operates 12 detention centers

that confine primarily U.S. Marshals

Service (USMS) prisoners. This reflects

an increase of one facility over FY 2000

due to the opening of the Federal Detention Center in Honolulu, Hawaii. At the

close of FY 2001, 16 other BOP facilities

also provided bedspace for the USMS.

At the end of the fiscal year, the BOP confined approximately one-third of the total

pre-trial population for the U.S. Marshals

Service. The Bureau also housed approximately 3,000 Immigration and Naturalization Service (INS) detainees in BOP institutions and contract facilities.

 The Institution Hearing Program

(IHP) continues to help reduce the number of non-U.S. citizen inmates detained

after service of their sentence. At the end

of FY 2001, 14 BOP facilities functioned

as IHP hearing sites, with 16 additional

sites for IHP release processing only. At

institutions with IHP hearing programs,

INS staff work on site, and the Executive

Office for Immigration Review holds hearings, either by video conferencing or in

an on-site hearing room.

At the end of the fiscal year, the total

number of beds provided by the BOP for

inmates in the IHP was 16,836. With the

activations of and expansions at contract

facilities during FY 2001, the Bureau adjusted bedspace allocation within the program. A total of 6,883 hearing beds were

available. The remaining IHP beds were

allocated for inmates awaiting deportation upon completion of their sentences.

 The BOP, USMS, and INS have been

working together for years to ensure the

safe and efficient transportation of

inmates to and from the courts, between

correctional/detention facilities, and on

international deportation flights.

Through the Justice Prisoner and Alien

Transportation System (an interagency

network of bus routes and airlift flights),

the BOP, USMS, and INS managed

262,744 prisoner movements in FY 2001.

 During FY 2001, the National Institute of Corrections (NIC) provided training to 13,229 executives, trainers, and

specialists working in State and local

corrections, and conducted 7 distance

learning video conferences that were

viewed by approximately 36,300 corrections professionals and others nationwide. The Jails Division within NIC held

19 special initiative workshops and 15

regional workshops, which were attended

by 928 participants representing 573 agencies. NIC also provided 396 responses to

technical assistance requests from State

and local corrections agencies.

NIC awarded 51 cooperative agreements

to support a variety of projects that will

advance State and local corrections and

corrections overseas. Ten 3-year awards

were granted in September to develop

programs based on $4 million in Congressional funding for NIC to develop and

enhance “programs for children of prisoners.” NIC also awarded a cooperative

agreement to the Child Welfare League

for the development of a national resource

center for children of prisoners programs

and to conduct program evaluations.

A significant amount of NIC’s training

and assistance focused on prison and jail

management and operations, leadership

in corrections, offender management,

facility development, mental health services in jails, staff sexual misconduct,

community response to female offenders,

institution culture, and changing offender

behavior to promote public safety.

A $1 million Congressional appropriation

directed at addressing staff sexual misconduct in prisons and jails allowed NIC

to expand its training programs and technical assistance in this area. A cooperative agreement with American University

School of Law resulted in additional training programs addressing the prevention

and control of staff sexual misconduct

and the investigation of allegations of

sexual misconduct. NIC also provided

on-site training to 160 jail administrators

and 30 jail investigators on this topic.

 The NIC Information Center provided direct assistance and documents

to approximately 10,000 correctional
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19

policymakers, practitioners, elected officials, and others interested in corrections

issues. Approximately 30,000 documents

were disseminated to meet these requests.

The NIC website received approximately

330,000 visits during FY 2001 and over

60,000 documents were accessed or

downloaded during the year.

 In fiscal year 2001, NIC continued to

support a number of corrections executive and practitioner networks (including

website-based networks) allowing for the

sharing of information, problem solving,

the transfer of technology, and improvements in strategic management. These

groups included administrators of large

U.S. jails, deputy directors of State prison

systems, and executives of State

probation and parole systems. NIC also

facilitated a “corrections exchange” -- a

network of approximately 800 corrections

officials that interacted and discussed

a variety of correctional issues and

practices.

 During FY 2001, NIC’s Office of

Correctional Job Training and Placement

developed and piloted a 108-hour competency-based training program for the

position of Offender Workforce Development Specialist. The training program is

designed to lead participants to national

certification as Career Development

Facilitators. The training addresses 12

competencies and provides continuing

education units or college credit.

 In FY 2001, NIC continued offering

information and technical assistance to

help States in their consideration of

whether to enact new legislation (titled

the Interstate Compact for Adult Offender

Supervision) to replace the outdated and

deficient Interstate Compact for the

Supervision of Parolees and Probationers. The compact provides statutory

authority for regulating the transfer of

adult parole and probation supervision

across State boundaries. The replacement

legislation was developed under a partnership with the Council of State

Governments. By the end of the fiscal

year, 24 States had enacted the new

compact.

 In April 2001, NIC and the BOP sponsored a National Forum for Corrections

Mental Health Directors. Fifty-six individuals representing the 50 State Departments of Corrections, U.S. territories and

commonwealths, the Canadian correctional system, and the Bureau participated

in the training, which covered many aspects of the treatment of inmates with

mental health problems. The participants

developed a series of recommendations

to improve mental health services in correctional settings and presented these

recommendations to policy makers at the

National Mental Health Conference, held

in Boston, Massachusetts, in July 2001.

 During FY 2001, the 3-year Drug Free

Prison Zone Project, funded by the

Office of National Drug Control Policy,

was initiated in eight States. This cooperative agreement between the States and

NIC to develop drug interdiction strategies is scheduled to be completed in January 2002. Preliminary results from three

States that use multiple drug detection

and deterrence initiatives showed a significant reduction in substance abuse

among offenders. In two of the States,

data also reflected significant reductions

in inmate misconduct.

 During the fiscal year, BOP and NIC

staff provided technical assistance site

visits to the Ministry of Justice in Colombia, the Republic of Georgia, Bulgaria,

Croatia, and the correctional systems in

the five U.S. commonwealths/territories.

Representatives from 37 foreign countries

received briefings and information from

BOP and NIC personnel in the United

States and toured various Federal, State,

and local institutions.

 In September 2001, the BOP assisted

the World Education and Public Policy

Associates in convening a workshop at

George Washington University in Washington, DC. The workshop brought together National, State, and local leaders

to share ideas and lay the groundwork

for enhancing correctional education and

training in Federal, State, and local prisons. The focus was on programs that

improve the post-release success of

inmates and included discussions of

findings in research on correctional

education. The workshop was sponsored

by the Institute on Crime, Justice, and

Corrections at George Washington

University; the George Washington

Institute on Public Policy; the Correctional Education Association; and the

Bureau of Prisons.

 During FY 2001, the Bureau continued to maintain community relations
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boards at most of its institutions. Community relations boards provide communication and support between the facility

and the local community and advance

public awareness and an understanding

of issues at BOP institutions. Bureau

staff also continued to provide institution tours to members of the public.

 Several BOP institutions hosted and

provided tours for Members of Congress,

Federal court judges, and a variety of

other dignitaries, community leaders, and

law enforcement officials to provide these

visitors with information about the

Bureau’s operations, programs, and services.

 During the fiscal year, BOP institutions continued to involve State, local,

and other Federal law enforcement agencies in joint training activities and allowed

these agencies to use training areas in

Bureau facilities.

Several institutions conducted interagency mock emergency preparedness

exercises during the year. In addition,

from April 29-May 3, staff from the BOP’s

Office of Security Technology and the

National Institute of Corrections participated in mock prison disturbance training exercises at the former West Virginia

Penitentiary in Moundsville, West Virginia. The National Institute of Justice’s

Office of Law Enforcement Technology

Commercialization coordinated the training with the West Virginia Department of

Corrections and officials from

Moundsville. The training allowed for

demonstrations of several emerging law

enforcement technologies in prison disturbance scenarios.

 During fiscal year 2001, a number of

BOP institutions hosted Law Enforcement Symposiums or Seminars that

brought together respresentatives from

Federal, State, and local law enforcement

and criminal justice agencies to discuss a

variety of issues, such as institution and

community security, emergency preparedness, and gang management.

 At the end of FY 2001, there were

30,479 citizen volunteers providing

services in BOP institutions and 2,975

citizen volunteers providing services in

community corrections centers. Citizen

volunteers help inmates adapt successfully to imprisonment and prepare for their

re-entry into the community. Volunteers

provide a variety of services, such as

education, recreation, vocational training,

Alcoholics Anonymous, Narcotics

Anonymous, spiritual counseling, tutoring, help with improving job skills and

parenting skills, and assistance with

marriage and family issues.

 Bureau staff are involved in a variety of volunteer programs and activities

in the community. Staff generously

support and participate in charitable

activities, blood drives, and communitybased crime prevention and drug intervention programs. Nationwide, the

Bureau has established 67 partnerships

with educational institutions and

organizations.

A number of BOP employees were among

the countless volunteers who helped in

the aftermath of the September 11 terrorist attacks on the United States. Bureau

staff from many locations provided counseling and assistance to the employees

of MCC New York and MDC Brooklyn

and to their families. Some BOP staff

reached out further to counsel individuals and families from the greater New York

City area who lost loved ones. Other staff

helped with the removal of debris from

the World Trade Center site. Several

Bureau health care personnel provided

medical care, distributed pharmaceuticals,

and helped operate command posts.

Bureau staff donated blood to the American Red Cross and provided other

voluntary assistance to relief organizations. A great number of BOP employees

and inmates helped through donations

of money to relief efforts.

 In the Bureau’s Inmate Volunteer

Program, inmates are encouraged to participate in volunteer activities. There were

383 inmate volunteer programs throughout the BOP in July 2001. Carefullyselected inmates speak to students,

juvenile offenders, people in drug treatment programs, and members of community groups to give them a first-hand

understanding of the consequences of

drug use and crime. Others volunteer to

help their community by providing services such as renovating dilapidated

buildings, constructing housing for the

poor, repairing bicycles, knitting or

crocheting dolls and blankets, and cleaning up or beautifying roadsides, parks,

schools, and other public grounds.
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21

Introduction

This section lists the national objectives

that support the Bureau’s six long-term

goals. Each office or facility within the

Bureau (Central Office, regional offices,

institutions, training centers, and community corrections offices) has its own

strategic plan with action steps and performance measures in support of these

goals and objectives.

Population

Management

Objective 1.01

Complete construction and begin activation of nine new facilities which will add

6,046 beds in rated capacity.

Objective 1.02

PART 1 - Continue construction of 11 new

facilities which are expected to be completed and begin activation in FY 2002 or

early in FY 2003. This will add 6,592 beds

in rated capacity.

PART 2 - Award contracts to begin the

proposed additional design and construction of 12 new facilities which are expected

to be completed and begin activation by

FY 2003 or 2004. This will add 10,368 beds

in rated capacity.

Objective 1.03

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

a 3-year evaluation of the private medical

services provided at the Beaumont facilities, and a 1-year study of the cost effectiveness and feasibility of private sector

and governmental operation of prisons

at all security levels, including a review

of relevant literature and related legal

issues.

Objective 1.04

Increase the use of cost-effective community-based placement by maintaining

20 percent of the overall community

corrections center population on home

confinement.

Objective 1.05

Within budgetary resources, make maximum use of community corrections bed

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

use target utilization rates for institutions

of at least the following:

Minimum: 80 percent

Low: 70 percent

Medium: 65 percent

Objective 1.06

Unless there is a compelling reason to

the contrary in a particular case, all juveniles in BOP custody shall be housed

within 250 miles of their families in facilities that provide appropriate rehabilitative programs. A “compelling reason”

shall include a determination by the sentencing court or by the BOP that the interests of justice or of the juvenile would

be better served by housing the juvenile

farther from their family.

Human Resource

Management

Objective 2.01

Administer a recruitment program that

focuses on increased recruitment outreach and networking with minority colleges, universities, and organizations

while continuing to monitor internal and

external movement in hard-to-fill and wage

grade positions, to ensure the continuation of a diverse work force.

Objective 2.02

Monitor management (institution department head) vacancies for all disciplines

to ensure sufficient pools of qualified

staff are available to fill managerial

positions.

Objective 2.03

Educate staff at every level of the organization through an effective Diversity

Management Program. The Diversity

Management Program will promote solidarity, enhance communication, and

assist in the effective management of

a demographically diverse inmate

population.

Strategic Planning Objectives for FY 2002
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Objective 2.05

Evaluate, develop/modify, and deliver

training programs to meet the evolving

organizational needs of the agency.

Objective 2.08

Eliminate all instances of sexual harassment and inappropriate staff sexual

behavior from the workplace.

Objective 2.09

Enhance and develop training programs

to foster positive communication between staff by reinforcing the Bureau’s

cultural anchors and core values and by

promoting respect and sensitivity among

staff.

Objective 2.10

Develop and enhance Labor Management

Relations (LMR) in the Bureau of Prisons

with improved training initiatives.

Security and Facility

Management

Objective 3.01

Comprehensive management of an infection control program utilizing prevention,

detection, and treatment infection control principles.

Objective 3.02

Increase the completion rate to 100 percent for all Life Safety recommendations

(5,976) identified prior to FY 1993.

Objective 3.03

Maintain an effective Crisis Management

Training (CMT) program through the development and maintenance of enhanced

response systems and training programs.

Objective 3.04

Decrease toxic chemical use and hazardous waste generation.

Objective 3.06

The Bureau will seek compliance with

applicable disability laws and regulations

by ensuring physical accessibility to

Bureau facilities identified in the Sensory

and Mobility Impaired Accessibility

Survey (SMIAS).

Correctional

Leadership and

Effective Public

Administration

Objective 4.01

The BOP will continue to focus on reducing costs by utilizing the most efficient

and cost-effective methods to perform

every task. This will be accomplished by

reducing costs and ensuring good resource management for all functions and

programs. We will be able to accomplish

this through continued emphasis on financial planning, analyzing workload and

staffing requirements, using consolidated

and shared services, increasing the use

of technology, and refining the processes

of the BOP.

Objective 4.05

Reduce the average time it takes to issue

policy to 5 months for changes that do

not require rules and 11 months for

changes that do require rules.

Objective 4.07

Reduce the charge back costs of the

Workers’ Compensation Program by:

1. Developing and implementing a

recordkeeping system for work-related

injury/illness that includes Workers’

Compensation data and refined accident

classification data. The program will enable data analysis for both staff and inmate injury/illness.

2. Active management of cases by

agency personnel to contain/reduce

costs.

Objective 4.08

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

and policy.

Objective 4.09

The BOP will strive to maintain the highest integrity and ethical standards for its

workforce. Through increased training,

appropriate discipline and prosecution,

and a thorough review of operational procedures, sustained misconduct will be

reduced for FY 2002.
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23

Objective 4.10

Eliminate the introduction of drugs and

drug paraphernalia into institutions

through the use of programs, technology,

administrative, and legal sanctions.

Objective 4.11

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

community including correctional staff

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

victim/witness program policies.

Objective 4.13

Reduce the number of annual work

related injuries and claims.

Inmate Programs and

Services

Objective 5.01

Provide productive work, education,

occupational training, and recreational

activities which prepare inmates for

employment opportunities and a successful reintegration upon release, and which

have a clear correctional management

purpose which minimizes inmate idleness.

Increase the participation of inmates in

community service to foster good community relations and decrease inmate

idleness.

Objective 5.03

Define BOP inmate programs that promote

a healthy lifestyle and contribute to the

prevention of acute and chronic disease.

Objective 5.04

Provide health care in the BOP that incorporates continued restructuring and the

following reengineering initiatives: access to care, primary care provider teams

(PCPTs), scope of services (clinical treatment guidelines and utilization review),

and user fees. Other Health Services

reengineering objectives are incorporated

in other BOP objectives.

Objective 5.05

Provide residential drug abuse treatment

for all inmates with a substance use disorder (as defined by the Bureau), who

volunteer for treatment and encourage

treatment participation. Provide program

completers (who are otherwise eligible)

with quality drug abuse treatment when

transferred to a CCC.

Objective 5.07

Ensure all BOP facilities housing female

offenders offer programs which effectively meet the physical, social, educational, and psychological needs of the

population.

Objective 5.09

Develop a comprehensive system to

address the needs of mentally ill inmates.

This system includes identification,

diagnosis, treatment, and stabilization;

stratification of levels of care; and

mainstreaming of appropriate inmates

within the institutions and their

community.

Objective 5.10

Ensure reasonable opportunities exist for

all recognized faith groups.

Objective 5.11

Prevent inmates from engaging in or

continuing criminal activity during incarceration through an emphasis on training, intelligence gathering, and sanctions

(identification, detection, and deterrence).

Objective 5.12

Develop a multifaceted approach that incapacitates inmate gang leaders in the

BOP and reduces the negative influence

of violent, predatory, and gang-affiliated

populations in Bureau institutions. The

strategy will include program opportunities for disruptive, violent, and gangaffiliated populations that reduces violent, predatory behavior by emphasizing

pro-social values and self-discipline.

Objective 5.15

Provide inmate health care through a

mission-specific health care system.
24

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Objective 5.16

Design, implement, and evaluate quality

cost-effective correctional behavior

management and treatment programs for

inmates that effect positive change, improve mental health, and assist offender

reentry into the community.

Objective 5.17

Implement an electronic medical record

(EMR) system which incorporates all

medical, psychiatric, psychological, and

disability information about individual

inmates. The EMR will incorporate information currently maintained separately in

paper medical records, the Psychology

Data System (PDS), the Correctional

Institution Pharmacy System (CIPS), and

the SENTRY SMD/MDS data base.

Objective 5.18

To establish and implement a telehealth

network in the BOP that will provide the

necessary telecommunications infrastructure, equipment, and training to all BOP

institutions.

Objective 5.19

Enhance staff awareness of inmate unrest and potential institution emergency

situations through sound staff-inmate

communication, and ensure staff share

and utilize intelligence information gathered from inmates to proactively prevent

situations from escalating into major

incidents.

Building Partnerships

Objective 6.01

Recognizing the cost and scarcity of

prison capacity as a resource, the BOP

will attempt to learn, as early as possible,

about Federal law enforcement initiatives

in order to estimate their impact on the

Federal prison population. Additionally,

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

prison resources of law enforcement and

legislative initiatives.

Objective 6.02

Engage community resources in the

reintegration of offenders into the community through expansion of current

institution volunteer programs as well as

draw upon new, nontraditional services.

Objective 6.04

The Federal Bureau of Prisons and the

National Institute of Corrections will work

to build effective partnerships and linkages with Federal, State, and local criminal justice and correctional agencies and

organizations; to advance and shape

effective correctional practice and public

policy that respond to the needs of

corrections through collaboration and

leadership; and by providing assistance,

information, and training.
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25

While the primary business of

the Bureau of Prisons is

operating correctional

facilities, certain administrative, policy

development, support, training, technical

assistance, and program review functions

are carried out by the Central Office, six

regional offices, and the BOP’s training

centers.

Central Office

The headquarters, or Central Office, of

the Bureau of Prisons is located at

320 First Street, NW., Washington, DC

20534. The Central Office is divided into

nine divisions and the National Institute

of Corrections.

The Administration Division develops

and administers the Bureau’s budget,

oversees financial management, and is

responsible for the Bureau’s capacity

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

Bureau institutions, and facilities management programs.

The Community Corrections and Detention Division assists in the development

and administration of contracts and intergovernmental agreements for the confinement of selected Federal offenders in

community-based programs, detention

centers, juvenile facilities, State prisons,

local jails, and privately-operated prisons.

Division staff are responsible for policy

development and technical support to

field staff who monitor contract compliance. The Division coordinates the

Bureau’s privatization efforts and the

transition of the District of Columbia

sentenced felon population to the

Bureau. The Division’s Volunteer

Management Branch promotes and

coordinates programs for citizen, inmate,

and staff volunteerism in Bureau

institutions and local communities.

The Correctional Programs Division

develops activities and programs designed to classify inmates appropriately,

eliminate inmate idleness, and instill a

positive work ethic. Programs include

psychology services, religious services,

substance abuse treatment, programs for

special needs offenders, and case management. The Division provides policy

direction and daily operational oversight

of institution security, emergency preparedness, intelligence gathering, inmate

discipline, inmate sentence computations,

receiving and discharge, and inmate

transportation, as well as the BOP’s

coordination with other countries on

treaty transfers and the special security

needs of inmates placed in the Federal

Witness Security Program. The Division

(along with the Community Corrections

and Detention Division) has been instrumental in ensuring BOP compliance with

the 1997 law that mandated the transfer

of sentenced felons from the District of

Columbia Department of Corrections into

Federal custody.

The Health Services Division manages

the health care programs of the Bureau

and ensures that Federal inmates receive

essential medical, dental, and psychiatric

services. The Division is also responsible for the Bureau’s environmental and

occupational health services and food

services.

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

staff members, as well as employee pay and

position management, security and background investigations, labor/management

relations, diversity management, and equal

employment opportunity services.

The Industries, Education, and Vocational

Training Division oversees Federal Prison

Industries, also known by its trade name

UNICOR. UNICOR is a wholly-owned

Government corporation that provides

employment and training opportunities

for inmates confined in Federal correctional facilities. The Division also has

managerial oversight of the Bureau’s education, recreation, and vocational training programs.

The Information, Policy, and Public

Affairs Division is responsible for

managing the Bureau’s information

resources, research and evaluation programs, security technology programs,

public affairs, congressional affairs, and

policy review.

The Office of General Counsel provides

legal advice, assistance, and representation to Bureau officials in the areas of legislative and correctional issues, commercial law, inmate litigation, administrative

and discrimination complaints, ethics issues, equal employment opportunity law,

Freedom of Information Act and Privacy

Act issues, and labor law.

The Program Review Division provides

oversight of BOP program performance

through the development of strategic

planning initiatives and through the administration of program reviews that

measure program performance; assess the

strength of internal control systems; and

evaluate compliance with laws, regulations, and standards.

Bureau of Prisons Offices
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Regional Offices

The Bureau of Prisons has six regional

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

Staff in the regional offices include a

regional director and deputy regional

director, as well as administrators in such

areas as human resource management,

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

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

food service, and community corrections.

The staff maintain close contact with institution staff in all facets of Bureau

operations.

Regional office staff provide management

and technical assistance to institution

and community corrections personnel.

They conduct workshops, conferences,

and specialized training programs; give

technical assistance to State and local

criminal justice agencies; and contract

with community agencies to provide offender placement in community corrections centers.

Mid-Atlantic Regional Office

10010 Junction Drive, Suite 100-N

Annapolis Junction, Maryland 20701

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

North Central Regional Office

Gateway Complex Tower II, 8th Floor

4th and State Avenue

Kansas City, Kansas 66101-2492

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

Northeast Regional Office

U.S. Custom House, 7th Floor

2nd and Chestnut Streets

Philadelphia, Pennsylvania 19106

215-521-7300 Fax: 215-597-1893

South Central Regional Office

4211 Cedar Springs Road, Suite 300

Dallas, Texas 75219

214-224-3389 Fax: 214-224-3420

Southeast Regional Office

3800 Camp Creek Parkway, SW.

Building 2000

Atlanta, Georgia 30331-6226

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

Western Regional Office

7950 Dublin Boulevard, 3rd Floor

Dublin, California 94568

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

Staff Training Centers

Training is an integral part of Bureau of

Prisons employee development. Introductory training is conducted at the

Bureau’s Staff Training Academy in

Glynco, Georgia. Specialized professional

training is conducted at the Management

and Specialty Training Center in Aurora,

Colorado.

Staff Training Academy

Federal Law Enforcement Training Center

Building 21

Glynco, Georgia 31524

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

Management and Specialty Training

Center

791 Chambers Road

Aurora, Colorado 80011

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

National Institute of

Corrections

The National Institute of Corrections

(NIC) provides technical assistance, training, and information to State and local

correctional agencies throughout the

country. NIC has six divisions or offices

(Jails, Prisons, Community Corrections,

Academy, Special Projects, and the

Office of Correctional Job Training and

Placement) and it operates a clearinghouse known as the NIC Information

Center. NIC provides training to State

and local correctional personnel and to

Bureau employees at its Academy in

Longmont, Colorado.

NIC Headquarters

Prisons Division/Community

Corrections Division/Special Projects/

Office of Correctional Job Training and

Placement

320 First Street, NW.

Washington, DC 20534

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

NIC Jails Division/Academy

1960 Industrial Circle

Longmont, Colorado 80501

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

NIC Information Center

1860 Industrial Circle, Suite A

Longmont, Colorado 80501

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

This section provides a brief profile of each of the 102 institutions

that the Bureau operated as of

September 30, 2001 (100 of those institutions housed inmates; the other two

provided shared services to correctional

complexes).

Security Level

The Bureau operates institutions of five

different security levels 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. Each facility is

designated as either minimum, low,

medium, high, or administrative.

Minimum-Security

Minimum-security institutions, also

known as Federal Prison Camps (FPC’s),

have dormitory housing, a relatively low

staff-to-inmate ratio, and limited or no

perimeter fencing. These institutions are

work- and program-oriented, and many

are located adjacent to larger institutions

or on military bases, where inmates help

serve the labor needs of the larger institution or the base.

Low-Security

Low-security Federal Correctional Institutions (FCI’s) have double-fenced

perimeters, mostly dormitory housing,

and strong work and program components. The staff-to-inmate ratio in these

institutions is higher than in minimumsecurity facilities.

Medium-Security

Medium-security FCI’s have strengthened perimeters (often double fences with

electronic detection systems), mostly celltype housing, a wide variety of work and

treatment programs, an even higher staffto-inmate ratio than low-security FCI’s,

and even greater internal controls.

High-Security

High-security institutions, also known as

United States Penitentiaries (USP’s), have

highly-secure perimeters (featuring walls

or reinforced fences), multiple- and singleoccupant cell housing, the highest staffto-inmate ratio, and close control of

inmate movement.

Administrative

Administrative facilities are institutions

with 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. Administrative facilities include

Metropolitan Correctional Centers

(MCC’s), Metropolitan Detention Centers

(MDC’s), Federal Detention Centers

(FDC’s), and Federal Medical Centers

(FMC’s), as well as the Federal Transfer

Center (FTC), the Medical Center for

Federal Prisoners (MCFP), and the

Administrative-Maximum (ADX) U.S.

Penitentiary. Administrative facilities are

capable of holding inmates in all security

categories.

Correctional Complexes

A number of BOP institutions are parts of

Federal Correctional Complexes (FCC’s).

At FCC’s, institutions with different missions and security levels are located in

close proximity to one another. FCC’s increase efficiency through the sharing of

services, enable staff to gain experience

at institutions of many security levels,

and enhance emergency preparedness by

having additional resources close by.

Intensive Confinement

Centers

USP Lewisburg, USP Lompoc, and FPC

Bryan operate Intensive Confinement

Center (ICC) programs for minimumsecurity nonviolent offenders with no

significant history of prior incarceration.

Similar to military-style “boot camps,”

ICC’s feature physical training, laborintensive work assignments, education,

vocational training, substance abuse

treatment, and life skills programs in a

highly-structured and disciplined, no-frills

environment.

Satellite Camps

A number of BOP institutions have a

small, minimum-security camp adjacent

to the main facility. These camps, often

referred to as satellite camps, provide

inmate labor to the main institution and

to off-site work programs. FCI Memphis

has a non-adjacent camp that serves

similar needs.

Satellite Low-Security

Facilities

FCI Elkton and FCI 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.

Population

Population refers to the number of

inmates the institution actually held on

September 30, 2001.

Staff

Staff refers to the number of employees

at an institution on September 30, 2001.

Bureau of Prisons Facilities
28

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FPC Alderson

Glen Ray Road, Box B

Alderson, West Virginia

24910

304-445-2901

Fax: 304-445-7736

Mid-Atlantic Region

Security level: Minimum/Female.

Judicial District: Southern

West Virginia.

Population: 858.

Staff: 181.

Location: In the foothills of the

Allegheney Mountains, 270 miles

southwest of Washington, DC,

12 miles south of Interstate 64,

off State Highway 3. The area is

served by airports in Lewisburg

and Beckley, as well as Roanoke,

Virginia. It is also served by

Amtrak and commercial bus lines.

FPC Allenwood

P.O. Box 1000

1049 Allenwood Camp Lane

Montgomery,

Pennsylvania 17752

570-547-1641

Fax: 570-547-7687

Northeast Region

Security level: Minimum/Male.

Judicial District: Middle

Pennsylvania.

Population: 734.

Staff: 108.

Location: 200 miles north of

Washington, DC, and 7 miles

south of Williamsport,

Pennsylvania. The area is

served by the WilliamportLycoming County Airport and

commercial bus lines.

FCI Allenwood

(Low)

P.O. Box 1500

White Deer,

Pennsylvania 17887

570-547-1990

Fax: 570-547-0342

Northeast Region

Security level: Low/Male.

Judicial District: Middle

Pennsylvania.

Population: 1,321.

Staff: 234.

Location: 197 miles north of

Washington, DC, and 11 miles

south of Williamsport,

Pennsylvania, 2 miles north of

Allenwood, on U.S. Route15.

The area is served by the

Williamsport-Lycoming County

Airport and commercial bus

lines.

FCI Allenwood

(Medium)

P.O. Box 2500

White Deer,

Pennsylvania 17887

570-547-7950

Fax: 570-547-7751

Northeast Region

Security level: Medium/Male.

Judicial District: Middle

Pennsylvania.

Population: 1,340.

Staff: 309.

Location: See FCI Allenwood

(Low).

USP Allenwood

P.O. Box 3500

White Deer,

Pennsylvania 17887

570-547-0963

Fax: 570-547-9200

Northeast Region

Security level: High/Male.

Judicial District: Middle

Pennsylvania.

Population: 1,141.

Staff: 363.

Location: See FCI Allenwood

(Low).

ALLENWOOD •

• ALDERSON

ALLENWOOD •

ALLENWOOD •

ALLENWOOD •
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29

FCI Ashland

P.O. Box 888

State Route 716

Ashland, Kentucky

41105-0888

606-928-6414

Fax: 606-928-3635

Mid-Atlantic Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern

Kentucky.

Population: FCI: 1,125, Camp: 298.

Staff: 312.

USP Atlanta

601 McDonough Blvd., SE.

Atlanta, Georgia 30315-0182

404-635-5100

Fax: 404-331-2137

Southeast Region

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

Male Camp).

Judicial District: Northern Georgia.

Population: USP: 1,829, Camp: 465.

Staff: 704.

Location: In the highlands of

northeastern Kentucky, 125 miles

east of Lexington and 5 miles

southwest of the city of

Ashland. Off State Route 716,

1 mile west of U.S. 60.

Location: In southeast Atlanta, at

the junction of Boulevard and

McDonough Boulevard. Off

Interstate 20 (south on Boulevard)

or Interstate 285 (north on

Moreland Ave, left on McDonough

Blvd.). The area is served by the

Hartsfield International Airport,

Amtrak, and commercial bus lines.

FCI Bastrop

Box 730

1341 Highway 95 North

Bastrop, Texas 78602

512-321-3903

Fax: 512-304-0117

South Central Region

Security Level: Low/Male (adjacent Minimum/Male Camp).

Judicial District: Western Texas.

Population: FCI: 1,204, Camp: 164.

Staff: 265.

Location: 30 miles southeast of

Austin, 8 miles south of Elgin,

and 8 miles north of Bastrop. Off

Highway 95. The area is served

by the Austin-Bergstrom

International Airport in Austin

(25 miles from the facility).

BASTROP •

ASHLAND •

• ATLANTA

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 Road and

right on Hebert Road. The area is

served by the Southeast Texas

Regional Airport, Amtrak, and

commercial bus lines.

FCC Beaumont

(Administrative)

P.O. Box 26015

4550 Hebert Road

Beaumont, Texas 77705

409-727-8187

Fax: 409-626-3401

South Central Region

FCC Beaumont’s administrative

facility provides various

administrative services to the

Beaumont Complex.

Staff: 178.

BEAUMONT •

USP Atwater

P.O. Box 019000

#1 Federal Highway

Atwater, California 95301

209-386-0257

Fax: 209-386-4615

Western Region

Security level: High/Male

(adjacent Minimum Male Camp).

Judicial District: Eastern California.

Population: USP: 0, Camp: 50.

Staff: 247.

Location: On a portion of the

former Castle Air Force Base.

Approximately 130 miles from San

Francisco. The area is served by

Fresno Yosemite International

Airport, Sacramento International

Airport, Modesto City/County

Airport (Harry Sham Field), Amtrak,

and commercial bus lines.

• ATWATER
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FCI Beckley

P.O. Box 1280

Beaver, West Virginia

25813

304-252-9758

Fax: 304-256-4956

Mid-Atlantic Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

West Virginia.

Population: FCI: 1,718, Camp: 382.

Staff: 400.

Location: Approximately 51 miles

southeast of Charleston, West

Virginia; and 136 miles northwest

of Roanoke, Virginia. The

institution’s street address is

1600 Industrial Park Road. The

area is served by airports in

Charleston and Beckley, Amtrak,

and commercial bus lines.

FCI Big Spring

1900 Simler Avenue

Big Spring, Texas

79720-7799

915-263-6699

Fax: 915-268-6860

South Central Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Northern Texas

Population: FCI: 801, Camp: 126.

Staff: 249.

Location: Midway between

Dallas and El Paso, on the

southwest edge of Big Spring.

At the intersection of Interstate

20 and U.S. Highway 80. The

area is served by Midland/

Odessa Airport, a small municipal airport, and commercial bus

lines.

• BIG SPRING

•

USP Beaumont

P.O. Box 26035

4550 Hebert Road

Beaumont, Texas 77720

409-727-8188

Fax: 409-626-3700

South Central Region

BEAUMONT •

Security Level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern Texas.

Population: USP: 1,194, Camp: 332.

Staff: 305.

Location: See FCC Beaumont

(Administrative).

FCI Beaumont

(Medium)

P.O. Box 26045

4550 Hebert Road

Beaumont, Texas 77720

409-727-0101

Fax: 409-720-5000

South Central Region

BEAUMONT •

Security Level: Medium/Male.

Judicial District: Eastern Texas.

Population: 1,572.

Staff: 209.

Location: See FCC Beaumont

(Administrative).

FCI Beaumont

(Low)

P.O. Box 26025

4550 Hebert Road

Beaumont, Texas 77720

409-727-8172

Fax: 409-626-3500

South Central Region

BEAUMONT •

Security Level: Low/Male.

Judicial District: Eastern Texas.

Population: 1,937.

Staff: 228.

Location: See FCC Beaumont

(Administrative).

BECKLEY
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FCI Butner

(Medium)

P.O. Box 1000

Butner, North Carolina

27509

919-575-4541

Fax: 919-575-6341

Mid-Atlantic Region

FCI Butner (Low)

P.O. Box 999

Butner, North Carolina

27509

919-575-5000

Fax: 919-575-5023

Mid-Atlantic Region

Security level: Medium/Administrative/Male.

(adjacent Minimum/Male Camp).

Judicial District: Eastern

North Carolina.

Population: FCI: 853, Camp: 319.

Staff: 304.

Location: Near the Research

Triangle area of Durham,

Raleigh, and Chapel Hill, 5 miles

off Interstate 85 on old Highway 75. The area is served by

the Raleigh-Durham Airport,

Amtrak, and commercial bus

lines.

Location: see FCI Butner (Low).

Security level: Low/Male.

Judicial District: Eastern

North Carolina.

Population: 1,241.

Staff: 244.

BUTNER •

BUTNER •

FPC Bryan

P.O. Box 2197

1100 Ursuline

Bryan, Texas 77805-2197

979-823-1879

Fax: 979-775-5681

South Central Region

Security level: Minimum/Female

(adjacent Minimum/Female

Intensive Confinement Center).

Judicial District: Southern Texas.

Population: FPC: 627, ICC: 119.

Staff: 154.

Location: 95 miles northwest of

Houston and 165 miles south of

Dallas. In the town of Bryan at

the intersection of Ursuline

Avenue and 23d Street. The

area is served by Easterwood

Airport in College Station, as

well as by commercial bus lines.

BRYAN •

FMC Butner

P.O. Box 1500

Butner, North Carolina

27509

919-575-3900

Fax: 919-575-4801

Mid-Atlantic Region

Security level: Administrative/

Male.

Judicial District: Eastern

North Carolina.

Population: 528.

Staff: 371.

Location: see FCI Butner (Low).

BUTNER •

MDC Brooklyn

100 29th Street

Brooklyn, New York 11232

Phone: 718-840-4200

Fax: 718-840-5005

Northeast Region

Security level: Administrative/

Male/Female.

Judicial District: Eastern

New York.

Population: 2,373.

Staff: 502.

Location: In the Sunset Park

section of Brooklyn, one of the

five boroughs of New York City.

The area is served by

LaGuardia, Kennedy, and

Newark Airports; Amtrak

(Pennsylvania Station); and

commercial bus lines (42nd

Street Port Authority).

BROOKLYN •
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FCI Coleman

(Medium)

P.O. Box 1029

Coleman, Florida

33521-1029

352-689-5000

Fax: 352-330-0552

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Female

Camp).

Judicial District: Middle Florida.

Population: FCI: 1,669, Camp: 345.

Staff: 262.

Location: see FCC Coleman

(Administrative).

COLEMAN •

FCI Coleman

(Low)

846 NE. 54th Terrace

Coleman, Florida

33521-1029

352-689-4000

Fax: 352-330-0259

Southeast Region

Security level: Low/Male.

Judicial District: Middle Florida.

Population: 2,098.

Staff: 204.

Location: In central Florida,

approximately 50 miles northwest of Orlando, 60 miles

northeast of Tampa, and 35 miles

south of Ocala. The Complex is

located south of the town of

Coleman, off Highway 301 on

State Road 470 in Sumter

County.

COLEMAN •

COLEMAN •

FCC Coleman

(Administrative)

846 NE. 54th Terrace

Coleman, Florida

33521-1029

352-689-5000

Fax: 352-689-3013

Southeast Region

Location: see FCC Coleman

(Administrative).

FCC Coleman’s administrative

facility provides various

administrative services to the

Coleman Complex.

Staff: 268.

MCC Chicago

71 West Van Buren

Chicago, Illinois 60605

312-322-0567

Fax: 312-322-1120

North Central Region

Security level: Administrative/

Male/Female.

Judicial District: Northern

Illinois.

Population: 731.

Staff: 219.

Location: In downtown Chicago,

at the intersection of Clark and

Van Buren Streets. The area is

served by Midway and O’Hare

Airports, Amtrak, and commercial bus lines.

• CHICAGO

FMC Carswell

P.O. Box 27066

“J” Street, Building 3000

Fort Worth, Texas 76127

817-782-4000

Fax: 817-782-4875

South Central Region

Security level: Administrative/

Female (adjacent Minimum/Female

Camp).

Judicial District: Northern Texas.

Population: FMC: 1,094, Camp: 193.

Staff: 425.

Location: In the northeast corner

of the Naval Air Station, Joint

Reserve Base, 1 mile from

Highway 183 and 3 miles from

Interstate 30. The area is served

by Dallas-Fort Worth Airport,

the Fort Worth Transportation

Authority, Amtrak, and commercial bus lines.

• CARSWELL
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33

FCI Dublin

5701 8th Street, Camp Parks

Dublin, California 94568

925-833-7500

Fax: 925-833-7555

Western Region

Security level: Low/Female and

Administrative/Male (adjacent

Minimum/Female Camp).

Judicial District: Northern

California.

Population: FCI: 1,030, Camp: 298.

Staff: 266.

Location: 20 miles southeast of

Oakland. Off Interstate 580

(Hopyard/Dougherty Road exit,

proceed east to the Camp Parks

Army Base). The area is served

by the San Francisco and

Oakland airports and by

commercial bus lines.

• DUBLIN

FMC Devens

P.O. Box 880

Ayer, Massachusetts 01432

978-796-1000

Fax: 978-796-1118

Northeast Region

Security level: Administrative/

Male (adjacent Minimum/Male

Camp).

Judicial District: Massachusetts.

Population: FMC: 1,104, Camp: 127.

Staff: 415.

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.

• DEVENS

FCI Danbury

Route 37

33 1/2 Pembroke Road

Danbury, Connecticut

06811-3099

203-743-6471

Fax: 203-312-5110

Northeast Region

Security level: Low/Female

(adjacent Minimum/Female

Camp).

Judicial District: Connecticut.

Population: FCI: 1,074, Camp: 255.

Staff: 260.

Location: In southwestern

Connecticut, 70 miles from New

York City, 3 miles north of

Danbury on State Route 37. The

area is served by Westchester

County Airport (45 minutes

away), New York City airports

(90 minutes away), and

commerical bus lines.

• DANBURY

FCI Cumberland

14601 Burbridge Road, SE.

Cumberland, Maryland

21502-8274

301-784-1000

Fax: 301-784-1008

Mid-Atlantic Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Maryland.

Population: FCI: 1,165, Camp: 248.

Staff: 307.

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.

CUMBERLAND •

USP Coleman

846 NE. 54th Terrace

Coleman, Florida 33521

352-689-6000

Fax: 352-689-6012

Southeast Region

Security level: High/Male.

Judicial District: Middle Florida.

Population: 400.

Staff: 275.

Location: see FCC Coleman

(Administrative).

COLEMAN •
34

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FCI Elkton

8730 Scroggs Road

P.O. Box 89

Elkton, Ohio 44415

330-424-7448

Fax: 330-424-7075

Northeast Region

ELKTON •

Security level: Low/Male

(satellite Low/Male Facility).

Judicial District: Northern Ohio.

Population: FCI: 1,809, FSL: 458.

Staff: 347.

Location: In Northeastern Ohio,

less than an hour from Pittsburgh, Youngstown, and

Canton. The area is served by

the international airport in

Pittsburgh and regional airports

in Youngstown and Canton,

Amtrak, and commercial bus

lines.

FCI El Reno

P.O. Box 1000

Highway 66 West

El Reno, Oklahoma

73036-1000

405-262-4875

Fax: 405-262-6266

South Central Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Western

Oklahoma.

Population: FCI: 1,455, Camp: 196.

Staff: 379.

Location: 30 miles west of

Oklahoma City. From Interstate

40, take exit 119 (Old Highway

66). Proceed 1.5 miles to the

institution on the right. The

area is served by Will Rogers

World Airport in Oklahoma City.

• EL RENO

FPC Eglin

P.O. Box 600

Eglin AFB, Florida 32542-7606

850-882-8522

Fax: 850-729-8261

Southeast Region

Security level: Minimum/Male.

Judicial District: Northern

Florida.

Population: 888.

Staff: 132.

Location: In the Florida panhandle, 65 miles east of

Pensacola, on Eglin Air Force

Base. The area is served by

Okaloosa County Air Terminal,

Pensacola Regional Airport, and

commerical bus lines.

• EGLIN

FPC Duluth

6902 Airport Road

P.O. Box 1400

Duluth, Minnesota 55814

218-722-8634

Fax: 218-733-4701

North Central Region

Security level: Minimum/Male.

Judicial District: Minnesota.

Population: 527.

Staff: 104.

Location: On the southwestern

tip of Lake Superior, halfway

between Minneapolis-St. Paul

and the U.S.-Canadian border,

7 miles north of Duluth, off

Highway 53 at Stebner Road.

The area is served by Duluth

International Airport and

commerical bus lines.

DULUTH •

FCI Edgefield

501 Gary Hill Road

P.O. Box 723

Edgefield, South Carolina

29824

803-637-1500

Fax: 803-637-9840

Southeast Region

Security level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: South Carolina.

Population: FCI: 1,542, Camp: 436.

Staff: 401.

Location: On the border of South

Carolina and Georgia, northeast

of Augusta. The FCI is located

approximately 30 miles northeast

of I-20, on Highway 25. The area

is served by airports in Augusta,

Georgia, and Columbia, South

Carolina.

• EDGEFIELD
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35

FCI Florence

P.O. Box 6500

Florence, Colorado 81226

719-784-9100

Fax: 719-784-9504

North Central Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Colorado.

Population: FCI: 1,216, Camp: 428.

Staff: 322.

Location: See ADX Florence.

• FLORENCE

ADX Florence

P.O. Box 8500

Florence, Colorado 81226

719-784-9464

Fax: 719-784-5290

North Central Region

Security level: Administrative

Maximum/Male.

Judicial District: Colorado.

Population: 386.

Staff: 331.

Location: On State Highway 67,

90 miles south of Denver, 45

miles south of Colorado

Springs, and 40 miles west of

Pueblo. The area is served by

airports in Denver, Colorado

Springs, and Pueblo; Amtrak in

Denver and Colorado Springs;

and commerical bus lines.

• FLORENCE

FCI Fairton

P.O. Box 280

Fairton, New Jersey 08320

856-453-1177

Fax: 856-453-4186

Northeast Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: New Jersey.

Population: FCI: 1,358, Camp: 86.

Staff: 361.

Location: 50 miles southeast of

Philadelphia and 40 miles west of

Atlantic City. Off Interstate 55, at

655 Fairton-Millville Road. The

area is served by airports in

Philadelphia, Atlantic City, and

Millville; Amtrak in Philadelphia

and Atlantic City; and commercial bus service.

FAIRTON •

FCI Estill

100 Prison Road

P.O. Box 699

Estill, South Carolina 29918

803-625-4607

Fax: 803-625-5635

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: South Carolina.

Population: FCI: 1,170, Camp: 256.

Staff: 310.

Location: In Hampton County,

off State Road 321, about 3 miles

south of Estill. The area is

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

South Carolina. The area is

served directly by commercial

bus service.

FCI Englewood

9595 West Quincy Avenue

Littleton, Colorado 80123

303-985-1566

Fax: 303-763-2553

North Central Region

Security level: Medium/Administrative/Male (adjacent Minimum/

Male Camp).

Judicial District: Colorado.

Population: FCI: 936, Camp: 120.

Staff: 336.

Location: 15 miles southwest of

Denver, off Interstate 285. The

area is served by the Denver

International Airport, Amtrak,

and commercial bus lines.

• ENGLEWOOD

• ESTILL
36

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FMC Fort Worth

3150 Horton Road

Fort Worth, Texas 76119-

5996

817-534-8400

Fax: 817-413-3350

South Central Region

Security level: Administrative/

Male.

Judicial District: Northern Texas.

Population: 1,614.

Staff: 418.

Location: In north central Texas,

in southeast Fort Worth. North

of Interstate 20 and east of

Interstate 35. The area is served

by Dallas/Fort Worth International Airport, Amtrak, and

commercial bus lines.

FCI Greenville

P.O. Box 4000,

100 U.S. Route 40

Greenville, Illinois 66246

618-664-6200

Fax: 618-664-6372

North Central Region

Security level: Medium/Male

(adjacent Minimum/Female Camp).

Judicial District: Southern Illinois.

Population: FCI: 1,227, Camp: 211.

Staff: 313.

Location: Approximately 43 miles

east of St. Louis, Missouri, and

63 miles from Springfield, Illinois.

The area is served by airports in

St. Louis, Mascoutah, Greenville,

and Vandalia; Amtrak service in

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

• FORT WORTH

GREENVILLE •

FORREST CITY

FCI Fort Dix

P.O. Box 38

Fort Dix, New Jersey 08640

609-723-1100

Fax: 609-723-6847

Northeast Region

Security level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: New Jersey.

Population: FCI: 3,894, Camp: 371.

Staff: 650.

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.

•

FCI Forrest City

P.O. Box 7000

Forrest City, Arkansas 72336

870-630-6000

Fax: 870-630-6250

South Central Region

•

Security level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern

Arkansas.

Population: FCI: 1,818, Camp: 222.

Staff: 316.

Location: In eastern Arkansas,

between Little Rock (85 miles

west) and Memphis (45 miles

East), and near Interstate 40.

The area is served by air and

rail in Memphis, and Forrest

City is directly served by

commercial bus lines.

FORT DIX

USP Florence

P.O. Box 7500

Florence, Colorado 81226

719-784-9454

Fax: 719-784-5150

North Central Region

Security level: High/Male.

Judicial District: Colorado.

Population: 884.

Staff: 316.

Location: See ADX Florence.

• FLORENCE
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37

FCI Jesup

2600 Highway 301 South

Jesup, Georgia 31599

912-427-0870

Fax: 912-427-1125

Southeast Region

Security Level: Medium/Male

(satellite Low/Male Facility and

adjacent Minimum/Male Camp).

Judicial District: Southern Georgia.

Population: FCI: 1,096, FSL: 582,

Camp: 117.

Staff: 358.

Location: In southeast Georgia

on Route 301, 65 miles southwest of Savannah, 40 miles

northwest of Brunswick, and

105 miles northwest of Jacksonville, Florida. The area is served

by airports in Jacksonville,

Savannah, and Brunswick and

by Amtrak.

•

FCI La Tuna

P.O. Box 1000

8500 Doniphan

Anthony, New Mexico-Texas

88021

915-886-3422

Fax: 915-886-4951

South Central Region

Security level: Low/Male

(satellite Low/Male Facility and

adjacent Minimum/Male Camp).

Judicial District: Western Texas.

Population: FCI: 1,101, FSL: 374,

Camp: 130.

Staff: 374.

Location: On the Texas and New

Mexico border, 12 miles north of

the city limits of El Paso, off

Interstate 10, on State Highway

20. The area is served by El Paso

International Airport, Amtrak,

and commercial bus lines.

• LA TUNA

JESUP

HOUSTON •

FDC Houston

1200 Texas Avenue

P.O. Box 526245

Houston, Texas 77052-6245

713-221-5400

Fax: 713-229-4200

South Central Region

Security level: Administrative/

Male/Female.

Judicial District: Southern Texas.

Population: 1,027.

Staff: 248.

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 Honolulu

351 Elliot Street

P.O. Box 30547

Honolulu, Hawaii 96820

808-838-4200

Fax: 808-838-4510

Western Region

Security level: Administrative/

Male/Female.

Judicial District: Hawaii.

Population: 241.

Staff: 178.

Location: Adjacent to Honolulu

International Airport on the

Aloha/Hawaiian Airlines side. •

HONOLULU

MDC Guaynabo

P.O. Box 2146

San Juan, Puerto Rico

00922-2146

787-749-4480

Fax: 787-775-7824

Southeast Region

Security level: Administrative/

Male/Female.

Judicial District: Puerto Rico,

U.S. Virgin Islands.

Population: 1,303.

Staff: 281.

Location: 6 miles west of San

Juan, Puerto Rico, off Highway

22 at the intersection of Roads

165 and 28. The area is served

by San Juan International

Airport.

• GUAYNABO
38

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FCI Lompoc

3600 Guard Road

Lompoc, California 93436

805-736-4154

Fax: 805-736-7163

Western Region

Security level: Low/Male

(adjacent Intensive Confinement

Center).

Judicial District: Central

California.

Population: FCI: 986, ICC: 131.

Staff: 228.

Location: 175 miles northwest of

Los Angeles, adjacent to

Vandenberg Air Force Base. The

area is served by Santa Barbara

Airport (60 miles south), Santa

Maria Airport (25 miles north),

Amtrak, and commercial bus

service.

USP Lompoc

3901 Klein Boulevard

Lompoc, California 93436

805-735-2771

Fax: 805-737-0295

Western Region

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

Judicial District: Central California.

Population: USP: 1,420, Camp: 302.

Staff: 493.

• LOMPOC

Location: See FCI Lompoc.

• LOMPOC

USP Lewisburg

R.D. #5

Lewisburg, Pennsylvania

17837

570-523-1251

Fax: 570-522-7745

Northeast Region

Security level: High/Male

(adjacent Minimum/Male Camp

and Intensive Confinement

Center).

Judicial District: Middle

Pennsylvania.

Population: USP: 1,108, Camp: 284,

ICC: 190.

Staff: 542.

Location: In central Pennsylvania, outside the town of

Lewisburg, 200 miles north of

Washington, DC, and 170 miles

west of Philadelphia. Six miles

south of Interstate 80, and two

miles off U.S. Route 15. The area

is served by Williamsport

Airport.

FMC Lexington

3301 Leestown Road

Lexington, Kentucky 40511

859-255-6812

Fax: 859-253-8821

Mid-Atlantic Region

Security Level: Administrative/

Male (adjacent Minimum/Female

Camp).

Judicial District: Eastern

Kentucky.

Population: FMC: 1,928, Camp: 161.

Staff: 539.

Location: Seven miles north of

Lexington on U.S. Highway 421.

The area is served by Blue Grass

Field Airport and commercial bus

service.

LEXINGTON •

LEWISBURG •

USP Leavenworth

1300 Metropolitan

Leavenworth, Kansas 66048

913-682-8700

Fax: 913-682-0041

North Central Region

Security level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Kansas.

Population: USP: 1,752, Camp: 449.

Staff: 528.

Location: 25 miles north of

Kansas City. On Highway 73.

The area is served by Kansas

City International Airport (15

miles from the facility).

• LEAVENWORTH
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39

FCI Loretto

P.O. Box 1000

Loretto, Pennsylvania 15940

814-472-4140

Fax: 814-472-6046

Northeast Region

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

Judicial District: Western Pennsylvania.

Population: FCI: 1,092, Camp: 112.

Staff: 236.

Location: In southwest

Pennsylvania between Altoona

and Johnstown, 90 miles east of

Pittsburgh. Off Route 22,

between Interstate 80 and the

Pennsylvania Turnpike via

Route 220. The area is served

by Pittsburgh Airport, Amtrak,

and commercial bus service.

MDC Los Angeles

535 N. Alameda Street

Los Angeles, California 90012

213-485-0439

Fax: 213-253-9520

Western Region

Security level: Administrative/

Male/Female.

Judicial District: Central

California.

Population: 810.

Staff: 280.

Location: In downtown Los

Angeles, off the Hollywood

Freeway (Highway 101) on the

corner of Alameda and Aliso

Streets. The area is served by

Los Angeles International

Airport, Amtrak, and commercial bus service.

• LORETTO

• LOS ANGELES

USP Marion

4500 Prison Road

P.O. Box 2000

Marion, Illinois 62959

618-964-1441

Fax: 618-964-1895

North Central Region

Security level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern Illinois.

Population: USP: 408, Camp: 352.

Staff: 358.

Location: 300 miles from

Chicago, 120 miles from St.

Louis, 9 miles south of Marion.

Off I-57 via Highway 148 north,

east on Little Grassy Road.

The area is served by the

Williamson County Airport.

MARION •

FCI Marianna

3625 FCI Road

Marianna, Florida 32446

850-526-2313

Fax: 850-482-6837

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Female

Camp).

Judicial District: Northern Florida.

Population: FCI: 1,245, Camp: 260.

Staff: 355.

Location: In the Florida

panhandle, 65 miles west of

Tallahassee and 5 miles north of

the town of Marianna. Off

Highway 167. The area is

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

northwest of the facility); and

Panama City (54 miles south).

• MARIANNA

FCI Manchester

P.O. Box 3000

Manchester, Kentucky 40962

606-598-1900

Fax: 606-599-4115

Mid-Atlantic Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern

Kentucky.

Population: FCI: 1,181, Camp: 516.

Staff: 336.

Location: 75 miles south of

Lexington on Interstate 75, and

20 miles east of London on the

Daniel Boone Parkway. On

Route 8 (Fox Hollow Road), off

State Highway 421. The area is

served by airports in Lexington,

Kentucky, and Knoxville,

Tennessee.

MANCHESTER •
40

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FCI Milan

P.O. Box 9999

Arkona Road

Milan, Michigan 48160

734-439-1511

Fax: 734-439-0949

North Central Region

Security level: Low/Administrative/Male.

Judicial District: Eastern

Michigan.

Population: 1,619.

Staff: 360.

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.

FDC Miami

P.O. Box 019118

33 N.E. 4th Street

Miami, Florida 33101-9118

305-577-0010

Fax: 305-536-7368

Southeast Region

Security level: Administrative/

Male/Female.

Judicial District: Southern

Florida.

Population: 1,591.

Staff: 321.

Location: East of Miami

International Airport in downtown Miami. Located at the

corner of NE. 4th Street and

N. Miami Avenue. The area is

served by Miami International

Airport, Amtrak, and commercial

bus lines.

MILAN •

MIAMI •

FCI Memphis

1101 John A. Denie Road

Memphis, Tennessee 38134-

7690

901-372-2269

Fax: 901-380-2462

Mid-Atlantic Region

Security level: Medium/Male

(satellite Minimum/Male Camp).

Judicial District: Western Tennessee.

Population: FCI: 1,161, Camp: 311.

Staff: 340.

Location: In the northeast

section of Memphis near the

intersection of Interstate 40 and

Sycamore View Road. The area is

served by Memphis International Airport, Amtrak, and

commercial bus lines.

• MEMPHIS

FCI Miami

15801 S.W. 137th Ave.

Miami, Florida 33177

305-259-2100

Fax: 305-259-2160

Southeast Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Florida.

Population: FCI: 1,191, Camp: 217.

Staff: 309.

Location: In southwest Dade

county, 30 miles from downtown

Miami. Off the Florida Turnpike

(Homestead Extension, 152nd

Street exit, 2.5 miles to 137th

Street (south)). The area is

served by Miami International

Airport, Amtrak, and commercial

bus lines.

MIAMI •

FCI McKean

P.O. Box 5000

Bradford, Pennsylvania

16701

814-362-8900

Fax: 814-363-6822

Northeast Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Western

Pennsylvania.

Population: FCI: 1,141, Camp: 280.

Staff: 321.

Location: In northwest Pennsylvania between Bradford and

Kane. 90 miles south of Buffalo.

Off Route 59, 1/4 mile east of the

intersection of State Route 59

and U.S. Route 219. The area is

served by Buffalo Airport and

Bradford Airport.

• MCKEAN
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41

FPC Montgomery

Maxwell Air Force Base

Montgomery, Alabama 36112

334-293-2100

Fax: 334-293-2326

Southeast Region

Security Level: Minimum/Male.

Judicial District: Middle

Alabama.

Population: 827.

Staff: 117.

Location: On Maxwell Air Force

Base, off Interstates 65 and 85.

The area is served by Donnelly

Field (airport) and commercial

bus lines.

FCI Morgantown

Greenbag Road

P.O. Box 1000

Morgantown, West Virginia

26507-1000

304-296-4416

Fax: 304-284-3613

Mid-Atlantic Region

Security Level: Minimum/Male.

Judicial District: Northern

West Virginia.

Population: 1,124.

Staff: 191.

Location: In north central

West Virginia, on the southern

edge of Morgantown. Off

State Highway 857 (Greenbag

Road). The area is served by

the Morgantown Municipal

Airport and commercial bus

lines.

• MONTGOMERY

• MORGANTOWN

MCC New York

150 Park Row

New York, New York 10007

212-240-9656

Fax: 212-417-7673

Northeast Region

Security Level: Administrative/

Male/Female.

Judicial District: Southern

New York.

Population: 873.

Staff: 283.

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.

NEW YORK •

FCI Oakdale

P.O. Box 5050

Oakdale, Louisiana 71463

318-335-4070

Fax: 318-215-2688

South Central Region

Security Level: Medium/Male.

Judicial District: Western

Louisiana.

Population: 1,242.

Staff: 297.

Location: In central Louisiana,

35 miles south of Alexandria and

58 miles north of Lake Charles.

Off of State Highway 165 on

Whatley Road. The area is

served by Alexandria International Airport (40 miles from the

facility) and by commercial bus

lines.

OAKDALE •

FPC Nellis

C.S. 4500

North Las Vegas, Nevada

89036-4500

702-644-5001

Fax: 702-643-2303

Western Region

Security Level: Minimum/Male.

Judicial District: Nevada.

Population: 565.

Staff: 82.

Location: 15 miles from downtown Las Vegas on Nellis Air

Force Base, Area II. Las Vegas

is served by McCarren International Airport and commercial

bus lines.

NELLIS •
42

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FCI Oxford

Box 500

Oxford, Wisconsin

53952-0500

608-584-5511

Fax: 608-584-6371

North Central Region

Security Level: Medium/Male.

(adjacent Minimum/Male Camp).

Judicial District: Western

Wisconsin.

Population: FCI: 962, Camp: 166.

Staff: 311.

Location: In central Wisconsin,

60 miles north of Madison. Off

I-39 at the intersection of

County Road G and Elk Avenue.

The area is served by Dane

County Regional Airport, and

commercial bus service in

Portage and Wisconsin Dells.

FCI Pekin

P.O. Box 7000

Pekin, Illinois

61555-7000

309-346-8588

Fax: 309-477-4685

North Central Region

Security Level: Medium/Male

(adjacent Minimum/Female

Camp).

Judicial District: Central Illinois.

Population: FCI: 1,271, Camp: 213.

Staff: 304.

Location: Located on Route 29

South in Pekin, approximately

10 miles south of Peoria, 180

miles southwest of Chicago,

and 180 miles northeast of St.

Louis. The area is served by the

Greater Peoria Regional Airport,

Amtrak, and commercial bus

service to Peoria.

OXFORD •

PEKIN •

FTC Oklahoma

City

P.O. Box 898802

7420 South MacArthur Blvd.

Oklahoma City, Oklahoma

73189-8802

405-682-4075

Fax: 405-680-4055

South Central Region

Security Level: Administrative/

Male/Female.

Judicial District: Western

Oklahoma.

Population: 1,211.

Staff: 303.

Location: 3 miles west of

Interstate 44 and 4 miles south

of Interstate 40. Located at and

served by the Will Rogers World

Airport. Also served by commercial bus lines.

• OKLAHOMA CITY

FCI Otisville

P.O. Box 600

Otisville, New York 10963

845-386-5855

Fax: 845-386-1030

Northeast Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

New York.

Population: FCI: 1,004, Camp: 116.

Staff: 302.

Location: In southeast New York,

near the Pennsylvania and New

Jersey borders, and 70 miles

northwest of New York City. The

area is served by several airports,

the closest of which is in

Newburgh, New York. Bus and

train service connect Otisville to

New York City.

OTISVILLE •

FDC Oakdale

P.O. Box 5060

Oakdale, Louisiana 71463

318-335-4466

Fax: 318-215-2046

South Central Region

Security Level: Administrative/

Male (adjacent Minimum/Male

Camp).

Judicial District: Western Louisiana.

Population: FDC: 923, Camp: 108.

Staff: 227.

Location: See FCI Oakdale.

OAKDALE •
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43

FPC Pensacola

110 Raby Avenue

Pensacola, Florida

32509-5127

850-457-1911

Fax: 850-458-7295

Southeast Region

Security Level: Minimum/Male.

Judicial District: Northern

Florida.

Population: 524.

Staff: 86.

Location: 175 miles west of

Tallahassee and 50 miles east of

Mobile, Alabama, on Saufley

Field. Off Interstate 10. The

area is served by Pensacola

Municipal Airport, Amtrak, and

and commercial bus lines.

FCI Petersburg

P.O. Box 90026

Petersburg, Virginia

23804-0026

804-733-7881

Fax: 804-863-1510

Mid-Atlantic Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern Virginia.

Population: FCI: 1,283, Camp: 297.

Staff: 317.

Location: 25 miles southeast of

Richmond. From Interstate 95,

take Exit 54 (Temple Avenue/

Highway 144), proceed east

approximately 3 miles, then turn

left on River Road. The area is

served by airports in Petersburg

and Richmond, Amtrak, and

commercial bus lines.

• PENSACOLA

PETERSBURG •

FCI Phoenix

37900 N. 45th Avenue

Phoenix, Arizona

85086

623-465-9757

Fax: 623-465-5199

Western Region

Security Level: Medium/Male

(adjacent Minimum/Female

Camp).

Judicial District: Arizona.

Population: FCI: 1,237, Camp: 168.

Staff: 331.

Location: 30 miles north of

downtown Phoenix. Off

Interstate 17, Pioneer Road exit.

The area is served by Phoenix

Sky Harbor International

Airport, several regional

airports, Amtrak (in Tucson),

and commercial bus lines.

PHOENIX •

FDC Philadelphia

P.O. Box 572

Philadelphia, Pennsylvania

19105

215-521-4000

Fax: 215-521-7220

Northeast Region

Security Level: Administrative/

Male/Female.

Judicial District: Eastern

Pennsylvania

Population: 1,043.

Staff: 265.

Location: In downtown

Philadelphia. The area is served

by Philadelphia International

Airport, Amtrak, and

commerical bus lines.

PHILADELPHIA •

USP Pollock

P.O. Box 1000

1000 Airbase Road

Pollock, Louisiana 71467

318-561-5300

Fax: 318-561-5344

South Central Region

Security Level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Western

Louisiana.

Population: USP: 655, Camp: 118.

Staff: 386.

Location: In central Louisiana

between highways 165 and 167,

approximately 12 miles north of

Alexandria. The area is served

by Alexandria International

Airport and commercial bus

lines.

POLLOCK •
44

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MCC San Diego

808 Union Street

San Diego, California 92101-

6078

619-232-4311

Fax: 619-595-0390

Western Region

Security Level: Administrative/

Male/Female.

Judicial District: Southern

California.

Population: 695.

Staff: 268.

Location: In downtown San

Diego, adjacent to the Federal

courthouse. The area is served

by the Lindberg Field Airport,

Amtrak, and commercial bus

lines.

SAN DIEGO •

FCI Sandstone

2300 County Road 29

Sandstone, Minnesota 55072

320-245-2262

Fax: 320-245-0385

North Central Region

Security Level: Low/Male.

Judicial District: Minnesota.

Population: 872.

Staff: 239.

Location: 100 miles northeast of

Minneapolis/St. Paul and 70

miles southwest of Duluth. Off

Interstate 35 (Sandstone exit,

follow Highway 23 to Route 123

east). The institution is 2 miles

from the intersection. The area

is served by commercial bus

lines.

SANDSTONE •

FCI Safford

P.O. Box 820

Safford, Arizona 85548

928-428-6600

Fax: 928-348-1331

Western Region

Security Level: Low/Male.

Judicial District: Arizona.

Population: 806.

Staff: 177.

Location: In southeastern

Arizona, 127 miles northeast of

Tucson, 165 miles east of

Phoenix. Off Highway 191,

7 miles south of the town of

Safford. The area is served by

airports in Tucson and Phoenix,

Amtrak in Phoenix and Tucson,

and commercial bus lines.

SAFFORD •

FCI Ray Brook

P.O. Box 300

Old Ray Brook Road

Ray Brook, New York 12977

518-891-5400

Fax: 518-891-7334

Northeast Region

Security Level: Medium/Male.

Judicial District: Northern

New York.

Population: 1,186.

Staff: 278.

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 Airport, the

Albany Airport, and the

Burlington, Vermont, Airport;

Amtrak in Albany; and commercial bus lines.

FMC Rochester

P.O. Box 4600

2110 East Center Street

Rochester, Minnesota

55903-4600

507-287-0674

Fax: 507-287-9601

North Central Region

Security Level: Administrative/

Male.

Judicial District: Minnesota.

Population: 780.

Staff: 428.

Location: In southeastern

Minnesota, 2 miles east of

downtown Rochester. Off Fourth

Street. The area is served by the

Rochester Airport and commercial bus lines.

RAY BROOK •

ROCHESTER •
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45

FCI Schuylkill

P.O. Box 700

Minersville, Pennsylvania

17954

570-544-7100

Fax: 570-544-7225

Northeast Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Middle Pennsylvania.

Population: FCI: 1,188, Camp: 297.

Staff: 339.

Location: 100 miles northwest

of Philadelphia and 46 miles

northeast of Harrisburg. West

of Interstate 81, off State

Highway 901. The area is

served by Harrisburg International Airport, Amtrak in

Harrisburg, and commercial bus

lines.

FCI Seagoville

2113 North Highway 175

Seagoville, Texas 75159

972-287-2911

Fax: 972-287-5466

South Central Region

Security Level: Low/Administrative/Male.

Judicial District: Northern Texas.

Population: 1,022.

Staff: 297.

Location: 11 miles southeast of

Dallas, off Highway 175 (Hawn

Freeway). The area is served by

the Dallas-Fort Worth International Airport, Amtrak in Dallas

and Fort Worth, and commercial

bus lines.

SCHUYLKILL •

SEAGOVILLE •

• SEATAC

Security Level: Administrative/

Male/Female.

Judicial District: Western

Washington.

Population: 760.

Staff: 254.

FDC SeaTac

P.O. Box 13901

Seattle, Washington

98198-1091

206-870-5700

Fax: 206-870-5717

Western Region

Location: 12 miles south of

Seattle, and 16 miles north of

Tacoma, 1 mile west of Interstate

5 (200th Street exit). The SeaTac

International Airport is 1 mile

from the facility. Amtrak and

commercial bus lines also serve

the area. The street address is

2425 South 200th Street.

FCI Sheridan

P.O. Box 8000

27072 Ballston Road

Sheridan, Oregon

97378-9601

503-843-4442

Fax: 503-843-3408

Western Region

Security Level: Medium/Male

and Administrative/Male

(adjacent Minimum/Male Camp).

Judicial District: Oregon.

Population: FCI: 1,410, Camp: 484.

Staff: 375.

Location: In northwestern

Oregon, 90 minutes south of

Portland. Off Highway 18 on

Ballston Road. The area is

served by Portland International Airport, Amtrak in

Portland and Salem, and

commercial bus lines.

• SHERIDAN

FPC Seymour

Johnson

Caller Box 8004

Goldsboro, North Carolina

27533-8004

919-735-9711

Fax: 919-735-0169

Mid-Atlantic Region

Security Level: Minimum/Male.

Judicial District: Eastern

North Carolina.

Population: 534.

Staff: 87.

Location: Near Goldsboro,

North Carolina, on Seymour

Johnson Air Force Base. Off

Interstate highways 40 and 95

and U.S. 70. The area is served

by Raleigh/Durham International Airport and Kinston

Airport, Amtrak in Raleigh and

Durham, and commercial bus

lines.

• SEYMOUR

JOHNSON
46

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USP Terre Haute

Highway 63 South

Terre Haute, Indiana 47808

812-238-1531

Fax: 812-238-9873

North Central Region

Security Level: High/Male

(adjacent Minimum/Male Camp).

(Operates Special Confinement

Unit for inmates under Federal

death sentences).

Judicial District: Southern Indiana.

Population: USP: 1,286, Camp: 424.

Staff: 491.

Location: Two miles south of the

City of Terre Haute, which is 70

miles west of Indianapolis on

Interstate 70. The institution is

located on Highway 63. The area

is served by Hulman Regional

Airport and commercial bus

lines.

• TERRE HAUTE

FCI Terminal

Island

1299 Seaside Avenue

Terminal Island, California

90731

310-831-8961

Fax: 310-732-5325

Western Region

Security Level: Medium/Male.

Judicial District: Central California.

Population: 1,040.

Staff: 311.

Location: In Los Angeles Harbor,

between San Pedro and Long

Beach. Off Harbor Freeway (110

South) at the Terminal Island

exit. Cross the Vincent Thomas

Bridge to the Ferry Street exit.

The area is served by Los

Angeles International Airport,

Long Beach Airport, Amtrak, and

commercial bus lines.

• TERMINAL ISLAND

FCI Tallahassee

501 Capital Circle, NE.

Tallahassee, Florida

32301-3572

850-878-2173

Fax: 850-216-1299

Southeast Region

Security Level: Low/Female,

Administrative/Male.

Judicial District: Northern

Florida.

Population: 1,270.

Staff: 325.

Location: Three miles east of

downtown Tallahassee. On

Highway 319 at its intersection

with Park Avenue. The area is

served by Tallahassee Regional

Airport, Amtrak, and commercial

bus lines.

TALLAHASSEE •

FCI Talladega

565 East Renfroe Road

Talladega, Alabama 35160

256-315-4100

Fax: 256-315-4495

Southeast Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Northern

Alabama.

Population: FCI: 1,068, Camp: 369.

Staff: 329.

Location: In northeast Alabama,

50 miles east of Birmingham and

100 miles west of Atlanta,

Georgia. Off the 275 bypass on

Renfroe Road.

TALLADEGA •

MCFP Springfield

P.O. Box 4000

1900 West Sunshine

Springfield, Missouri 65801-

4000

417-862-7041

Fax: 417-837-1711

North Central Region

Security Level: Administrative/

Male.

Judicial District: Western

Missouri.

Population: 1,222.

Staff: 618.

Location: At the corner of

Sunshine Street and the Kansas

Expressway. Off Interstate 44.

The area is served by the

Springfield/Branson Municipal

Airport and commercial bus

lines.

• SPRINGFIELD
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47

FCI Three Rivers

P.O. Box 4000

Three Rivers, Texas 78071

361-786-3576

Fax: 361-786-5069

South Central Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern Texas.

Population: FCI: 1,078, Camp: 302.

Staff: 306.

Location: About 80 miles south

of San Antonio and 73 miles

northwest of Corpus Christi. On

Interstate 37, 9 miles west of the

town of Three Rivers; near the

Choke Canyon Reservior.

FCI Tucson

8901 South Wilmot Road

Tucson, Arizona 85706

520-574-7100

Fax: 520-574-4206

Western Region

Security Level: Medium/Male,

Administrative Male/Female.

Judicial District: Arizona.

Population: 862.

Staff: 234.

Location: In southern Arizona,

10 miles southeast of the city

of Tucson, near Interstate 10

and Wilmot Road. The area is

served by Tucson International Airport, Amtrak, and

commercial bus lines.

THREE RIVERS •

TUCSON •

FCI Texarkana

P.O. Box 9500

Texarkana, Texas 75505

903-838-4587

Fax: 903-223-4417

South Central Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern Texas.

Population: FCI: 1,291, Camp: 305.

Staff: 317.

Location: In northeast Texas

near the Arkansas border, 70

miles north of Shreveport,

Louisiana, and 175 miles east of

Dallas. Off Route 59 south, on

Leopard Drive.

TEXARKANA •

FCI Waseca

P.O. Box 1731

1000 University Drive, SW.

Waseca, Minnesota 56093

507-835-8972

Fax: 507-837-4547

North Central Region

Security Level: Low/Male.

Judicial District: Minnesota.

Population: 1,091.

Staff: 223.

Location: In southern Minnesota,

75 miles south of Minneapolis on

Interstate 35; 13 miles west of

Owatonna on State Highway 57.

The area is served by airports in

Minneapolis and Rochester.

WASECA •

FCI Victorville

13777 Air Expressway Blvd.

Victorville, California 92394

760-246-2400

Fax: 760-246-2621

Western Region

Security Level: Medium/Male

(adjacent Minimum/Female Camp)

Judicial District: Central

California

Population: FCI: 1,676, Camp: 201.

Staff: 319.

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.

• VICTORVILLE
48

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FPC Yankton

Box 680

Yankton, South Dakota

57078

605-665-3262

Fax: 605-668-1116

North Central Region

Security Level: Minimum/Male.

Judicial District: South Dakota.

Population: 612.

Staff: 110.

Location: In southeastern South

Dakota, 60 miles northwest of

Sioux City, Iowa, and 85 miles

southwest of Sioux Falls, South

Dakota, off U.S. Highway 81.

The area is served by airports in

Sioux City and Sioux Falls.

YANKTON •

FCI Yazoo City

2225 Haley Barbour Parkway

P.O. Box 5050

Yazoo City, Mississippi

39194

662-751-4800

Fax: 662-751-4905

Southeast Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Mississippi.

Population: FCI: 1,973, Camp: 135.

Staff: 299.

YAZOO CITY •

Location: About 60 miles north

of Jackson, Mississippi, off

highway 49. The area is served

by most major carriers at the

airport in Jackson. Yazoo City

also is served by Amtrak and

commercial bus lines.
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49

Community Corrections

Community Corrections is an integral component of the

Bureau’s correctional programs.

Community corrections staff develop and

administer contracts for community-based

correctional programs and serve as the

Bureau’s local liaison with the Federal

courts, the U.S. Marshals Service, State

and local corrections, and a variety of

community groups.

The Bureau contracts with community

corrections centers (also known as halfway houses) to provide assistance to

inmates who are nearing release from

prison. Community corrections centers

provide a structured, supervised environment and support in job placement, counseling, and other services. Community

corrections centers allow pre-release

inmates to gradually rebuild their ties to

the community, and they allow correctional staff to supervise offenders’ activities during this readjustment phase. An

important component of the community

corrections center program is transitional

drug abuse treatment for inmates who

have completed residential substance

abuse treatment while confined in a

Bureau institution.

Some Federal inmates are placed on home

confinement for a brief period at the end

of their prison terms. They serve this

portion of their sentences at home under

strict schedules and curfew requirements.

Some community corrections centers

enhance the accountability of inmates on

home confinement through electronic

monitoring.

Approximately 45 percent of Federal

offenders in community-based programs

are housed in comprehensive sanctions

centers. Comprehensive sanctions centers are similar to community corrections

centers, but they have a more structured

system for granting offenders gradual

access to the community. They also

require inmates to participate in more programs and they formally involve the U.S.

Probation Office in the release planning

process.

Through the community corrections program, the Bureau has developed agreements with State and local governments

and contracts with privately-operated

facilities for the confinement of juvenile

offenders and for the detention or secure

confinement of some Federal inmates.

The Bureau’s community corrections

program is administered by the staff of

the Community Corrections and Detention Division in the Central Office in

Washington, DC, community corrections

regional administrators and regional management teams in each of the Bureau’s

six regional offices, and the employees of

29 community corrections management

(CCM) field offices throughout the United

States. The field offices are responsible

for all community corrections activities

within their assigned judicial districts.

Atlanta CCM Office

715 McDonough Blvd., SE.

Atlanta, GA 30315

404-635-5673, Fax: 404-730-9785

Districts: Northern/Middle/Southern

Georgia, South Carolina

Baltimore-MARO CCM Office

10010 Junction Drive, Suite 101-N

Annapolis Junction, MD 20701

301-317-3281, Fax: 301-317-3263

Districts: Maryland, Delaware, Northern

West Virginia, Eastern Virginia

Boston CCM Office

JFK Federal Building, Suite 2200

Boston, MA 02203

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

Districts: Massachusetts, Vermont,

Connecticut, Maine,

Rhode Island, New Hampshire

Chicago CCM Office

200 West Adams, Suite 2915

Chicago, IL 60606

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

Districts: Central/Northern Illinois,

Eastern/Western Wisconsin

Cincinnati CCM Office

36 East 7th Street, Suite 2107-A

Cincinnati, OH 45202

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

Districts: Northern/Southern Ohio

Dallas CCM Office

4211 Cedar Springs Road, Suite 100

Dallas, TX 75219

214-224-3522, Fax: 214-224-3367

Districts: Oklahoma, Northern Texas
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Denver CCM Office

1961 Stout Street, Room 441

Denver, CO 80294

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

District: Colorado

Detroit CCM Office

211 Fort Street, Suite 620

Detroit, MI 48226

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

Districts: Eastern/Western Michigan,

Northern Indiana

El Paso CCM Office

4849 North Mesa Street, Suite 208

El Paso, TX 79912

915-534-6328, Fax: 915-534-6432

Districts: New Mexico, Western Texas

Houston CCM Office

515 Rusk Street, Room 12016

Houston, TX 77002

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

Districts: Southern/Eastern Texas

Kansas City CCM Office

Gateway Complex, Tower II

400 State Avenue, Room 131

Kansas City, KS 66101-2405

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

Districts: Northern/Southern Iowa,

Kansas, Nebraska, Western Missouri

Long Beach CCM Office

501 West Ocean Boulevard, Suite 3260

Long Beach, CA 90802-4221

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

District: Central California

Miami CCM Office

401 North Miami Avenue

Miami, FL 33128-1830

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

Districts: Puerto Rico, Virgin Islands,

Southern Florida

Minneapolis/St. Paul CCM Office

300 South 4th Street, Suite 1210

Minneapolis, MN 55415

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

Districts: North Dakota, South Dakota,

Minnesota

Montgomery CCM Office

2350 Fairlane Drive, Suite 110

Montgomery, AL 36116

334-223-7364, Fax: 334-223-7012

Districts: Southern/Middle/Northern

Alabama, Southern/Northern

Mississippi, Northern Florida

Nashville CCM Office

801 Broadway, Room 599

Nashville, TN 37203

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

Districts: Eastern/Middle/Western

Tennessee, Eastern/Western Kentucky

New Orleans CCM Office

501 Magazine Street, Suite 1211

New Orleans, LA 70130

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

Districts: Louisiana, Arkansas

New York CCM Office

26 Federal Plaza, Room 36-110

New York, NY 10278

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

Districts: Eastern/Southern New York,

New Jersey

Orlando CCM Office

3659 Maguire Blvd., Suite 100

Orlando, FL 32803

407-648-6049, Fax: 407-648-6058

District: Middle Florida

Philadelphia CCM Office

U.S. Custom House, 7th Floor

Second and Chestnut Streets

Philadelphia, PA 19106

215-521-7300, Fax: 215-521-7486

Districts: Eastern/Middle Pennsylvania

Phoenix CCM Office

234 N. Central Avenue, Suite 425

Phoenix, AZ 85004-2212

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

Districts: Southern California, Arizona

Pittsburgh CCM Office

William S. Moorehead Federal Building

1000 Liberty Avenue, Room 831

Pittsburgh, PA 15222

412-395-4740, Fax: 412-395-4730

Districts: Northern/Western New York,

Western Pennsylvania

Raleigh CCM Office

310 New Bern Avenue, Room 325

P.O. Box 27743

Raleigh, NC 27611-7743

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

Districts: Southern West Virginia,

Eastern/Middle/Western North Carolina,

Western Virginia
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Sacramento CCM Office

501 I Street, Suite 9-400

Sacramento, CA 95814

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

District: Eastern/Northern California,

Guam, Hawaii

St. Louis CCM Office

1222 Spruce Street

Suite 6-101

St. Louis, MO 63103

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

Districts: Southern Illinois, Eastern

Missouri, Southern Indiana

Salt Lake City CCM Office

324 South State Street, Suite 228

Salt Lake City, UT 84111

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

Districts: Utah, Wyoming, Nevada, Idaho

San Antonio CCM Office

727 E. Durango, Room B-138

San Antonio, TX 78206

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

District: Western Texas (Austin, San

Antonio, and Waco Divisions)

Seattle CCM Office

3160 Jackson Federal Building

915 Second Avenue

Seattle, WA 98174

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

Districts: Alaska, Oregon,

Western/Eastern Washington, Montana

Washington, DC, CCM Office

800 North Capitol Street, NW.

Suite 270

Washington, DC 20002-4244

202-343-1282, Fax: 202-343-1298

District: Washington, DC
52

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Statistical Data, FY 2001

Federal Inmates

Total, September 30, 2001 ........................................................................................................ 156,572

In Bureau Institutions ............................................................................................................. 130,327

In Contract Facilities* ............................................................................................................... 26,245

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

corrections centers, and juvenile facilities and Federal inmates in correctional facilities and detention

centers operated by State and local governments.

Sentenced ................................................................................................................................ 90.8%

Unsentenced .............................................................................................................................. 9.2%

Staff to Inmate Ratio ................................................................................................................... 1:4.6

Inmate Characteristics (All Facilities)

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

Gender

Male ......................................................................................................................................... 93.0%

Female ......................................................................................................................................... 7.0%

Race

White ........................................................................................................................................ 56.1%

Black ......................................................................................................................................... 40.8%

Other ........................................................................................................................................... 3.1%

Ethnicity

Hispanic .................................................................................................................................... 31.9%

Non-Hispanic ............................................................................................................................ 68.1%
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Citizenship

United States ............................................................................................................................ 70.7%

Mexico ...................................................................................................................................... 16.2%

Colombia ..................................................................................................................................... 2.6%

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

Cuba ............................................................................................................................................ 1.8%

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

Other ........................................................................................................................................... 5.3%

Type of Commitments

U.S. Code ................................................................................................................................. 93.5%

D.C. Superior Court ..................................................................................................................... 3.7%

Parole Violation ........................................................................................................................... 1.2%

Probation Violation ..................................................................................................................... 1.2%

State, territorial ............................................................................................................................ 0.4%

Median Months Expected to Be Served

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

Drug offenses .................................................................................................................................. 80

Robbery ......................................................................................................................................... 106

Property offenses............................................................................................................................. 54

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

Homicide, aggravated assault, kidnapping .................................................................................... 127

Firearms, explosives, arson ..............................................................................................................73

White-collar offenses....................................................................................................................... 18

Immigration ......................................................................................................................................41

Courts or corrections ....................................................................................................................... 29

National security .............................................................................................................................. 77

Continuing criminal enterprise ....................................................................................................... 204

Inmate Security Level (BOP Only)

Minimum ................................................................................................................................... 22.0%

Low ........................................................................................................................................... 37.0%

Medium ..................................................................................................................................... 29.3%

High .......................................................................................................................................... 11.7%
54

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Statistics by Inmate Security Level*

Sentence Imposed (% of Population)**

Under 1 year............................................................... 2.9% .... 1.7% .... 0.8% .....0.3% .... 1.5%

1-3 years................................................................... 19.0% ..13.0% .. 10.1% .....2.7% .. 12.3%

3-5 years................................................................... 17.6% ..16.3% .. 13.6% .....6.1% .. 14.6%

5-10 years ................................................................. 34.2% ..29.9% .. 29.5% .. 20.5% .. 29.7%

10-15 years ............................................................... 19.8% ..20.3% .. 18.3% .. 16.6% .. 19.1%

15-20 years ................................................................. 4.8% .... 9.8% .. 11.2% .. 12.2% .... 9.4%

Over 20 years ............................................................. 1.6% .... 8.3% .. 14.3% .. 20.7% .. 10.0%

Life sentence .............................................................. 0.1% .... 0.7% .... 2.2% .. 20.9% .... 3.4%

Offense (% of Population)

Drug offenses .......................................................... 73.5% ..66.1% .. 46.7% .. 28.5% .. 57.8%

Robbery ..................................................................... 0.5% .... 3.5% .. 11.3% .. 24.9% .... 7.6%

Property offenses....................................................... 6.1% .... 5.6% .... 5.3% .....7.1% .... 5.8%

Extortion, bribery, fraud ............................................ 10.8% .... 3.9% .... 2.0% .....1.1% .... 4.6%

Homicide, aggravated assault, kidnapping ................ 0.2% .... 1.7% .... 3.5% .. 12.1% .... 3.1%

Arms, explosives, arson ............................................. 4.9% .... 8.0% .. 16.0% .. 16.3% .. 10.6%

All others ................................................................... 4.0% .. 11.2% .. 15.2% .. 10.0% .. 10.5%

MIN LOW MED HIGH

BOPWIDE

* Inmate Security Level categorizes inmates on security needs based on a combination of background factors (such as severity of offense, length of incarceration, prior commitments, and history

of violence or escape), institutional adjustment, and public safety factors. An inmate’s security

level is used as a guide in making a designation, however, an inmate’s security level does not

always match the security level of the institution in which he or she is confined. Professional

judgment is used to account for security concerns that are not adequately reflected in the inmate

security level. The 0.1 percent of inmates with life sentences and a security level designation of

“minimum” have earned this designation based on sustained good conduct over a long period of

time. None of these inmates is assigned to a minimum-security level institution; they are all in

secure facilities.

** Does not include inmates sentenced to death.
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55

Personnel

Personnel, September 30, 2001 .................................................................................................. 33,507

Gender

Male .......................................................................................................................................... 72.3%

Female ....................................................................................................................................... 27.7%

Race/Ethnicity

White ........................................................................................................................................ 64.6%

African American ...................................................................................................................... 21.1%

Hispanic .................................................................................................................................... 10.8%

Other ........................................................................................................................................... 3.5%

Education

High school............................................................................................................................... 36.8%

Technical school ......................................................................................................................... 4.1%

Some college ............................................................................................................................. 30.6%

Bachelor’s degree ...................................................................................................................... 18.6%

Some graduate work .................................................................................................................... 2.2%

Master’s degree .......................................................................................................................... 4.5%

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

Advanced professional degree ................................................................................................... 1.6%

Age

18-24 ............................................................................................................................................ 1.9%

25-29 ............................................................................................................................................ 9.5%

30-34 .......................................................................................................................................... 21.3%

35-39 .......................................................................................................................................... 27.2%

40-44 .......................................................................................................................................... 21.2%

45-49 .......................................................................................................................................... 12.7%

50-55 ............................................................................................................................................ 5.2%

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