U.S. DEPARTMENT OF JUSTICE

FEDERAL BUREAU OF PRISONS

STATE OF THE BUREAU 2009

THE BUREAU’S CORE VALUES

CORRECTIONAL EXCELLENCE

We are correctional workers first,

committed to the highest

level of performance.

RESPECT

We embrace diversity and recognize

the value and dignity of staff,

inmates, and the general public.

INTEGRITY

We demonstrate uncompromising

ethical conduct in all our actions.
MESSAGE FROM THE ATTORNEY GENERAL 

I am pleased to introduce the 2009 State of the Bureau, which provides an overview of the Federal Bureau of Prisons’ 

activities for this past fiscal year. The Bureau has carried out extraordinary work in support of the Department of Justice, 

and more importantly, the American public. Under tragic circumstances, unfortunately, the support provided by the 

Bureau to the military this past year was costly, as one of the Bureau’s employees on active duty with the Army was 

killed in Fort Hood, Texas. We remember and honor Dr. Libardo Eduardo Caraveo for his dedication and service to the 

Bureau, the Department, and our country. 

Since 1930, the Bureau has provided safe, humane, cost-efficient facilities for offenders – despite the challenges 

associated with the substantial growth of the inmate population. During FY 2009, the Bureau’s leadership and staff 

continued to pursue innovative enhancements to operations, services, and inmate programs. This combination of 

strategies, along with the diligent efforts of Bureau staff, has resulted in a more effective and efficient agency. I am 

grateful for their individual and collective efforts. 

The Department will continue to bring to bear its resources and considerable expertise in helping our nation resolve both 

current and future challenges. To that end, we are focusing on key policy issues and pursuing partnerships with other 

federal and state agencies, as well as with our local community partners, to best use combined resources. But simply 

working on these challenges is not enough. As stewards of the public’s trust, the Department is firmly committed to 

achieving measurable results that demonstrate enhanced public safety. This requires a proactive, well-coordinated 

collaboration that appropriately addresses each part of the continuum associated with crime í from prevention through 

arrest, prosecution, conviction, incarceration, and finally to community reentry once ex-offenders are released. 

The Bureau’s approach to preparing offenders to reenter their communities upon release is goal-oriented. The agency 

offers self-improvement opportunities that help inmates develop the skills required for them to become productive, lawabiding members of our society. Additionally, the Bureau focuses on expanding working relationships with others 

involved in the reentry process to provide the services and support that individuals need to remain crime-free. These 

important efforts complement the Bureau’s mission to protect society by confining inmates in a safe and appropriately 

secure manner. 

I have no doubt that the Bureau will tackle the many challenges it will face this coming year with the same determination 

and success that have characterized the agency since its establishment. I look forward to continuing to work with the 

Bureau’s leadership to advance the agency’s mission. 

 

 
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MESSAGE FROM THE DIRECTOR 

It is my pleasure each year to introduce the agency’s annual report – in this case, the 2009 State of the Bureau. The BOP’s 

annual report highlights the achievements of the more than 37,000 staff members of the Federal Bureau of Prisons (BOP) 

who carry out their sometimes challenging responsibilities to ensure the safety of the American public. I am particularly 

proud of the accomplishments of the BOP’s dedicated staff and the individual and collective efforts demonstrated each and 

every day in the service of this agency. 

The Bureau’s commitment to carrying out its mission is unwavering. Each day we strive to ensure the success of releasing 

offenders and will not be satisfied until we can maximize the success rate for ex-offenders releasing to their local 

communities. We recognize that in keeping with the African proverb, “It takes a village...” to help ex-offenders reenter 

society and create a safety net that meets their needs post-release. On the Bureau’s part, we have emphasized the need for 

all staff to take ownership of our mission to prepare inmates for release and promote teamwork with our external partners 

to support releasing offenders during reentry. Many public, non-profit, and private organizations across the United States 

have committed to this important goal. As the proverb suggests, the more people involved in developing and implementing 

solutions to the challenges associated with reentry, the more likely an inmate to reenter society successfully. 

The BOP builds community partnerships in more than name only. Meaningful community partnerships mean partners talk 

and work together to establish a safety net that prevents an inmate from falling through the cracks in terms of his/her skills 

or needs. It means inmate families are willing to accept and reinforce the pro-social behaviors inmates acquire as a result of 

their efforts during incarceration. It means working on the social, cultural, and economic issues that create conditions 

favorable to law-abiding behavior. To a certain degree, this requires expanding our scope of influence as individuals by 

accepting ownership for roles we may not have previously viewed as our own. 

As we approach the 40th anniversary of the riots at Attica Prison in New York, we remember the many lives that were lost, 

both staff and inmates. Those riots led to profound changes in the operations of prisons throughout the country. 

Specifically, the Attica riots led to a recognition that the effective management of prisons requires firm, fair, consistent, 

and respectful treatment of inmates. In the Bureau of Prisons, we changed the way we interacted and communicated with 

inmates, providing for enhanced dignity for those in our charge. These changes live on within the Bureau today. 

While ensuring public safety through secure institutions, the BOP workforce has developed practical and creative training 

and skills development programs and opportunities so critical to inmates’ post release success. Each year we explore ways 

to improve each inmate’s chances of success by more effective, efficient, and improved means of service. To that end, I am 

confident that BOP personnel will continue to work each day to help us achieve improved outcomes in community reentry 

and protecting the public. 

I encourage each of you to read about what the BOP is doing and to consider joining this effort to create safer communities 

for us all. There is no shortage of need or roles for us to play. 

 
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Federal Bureau of Prisons Fundamentals 

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. 

CORE VALUES

Correctional Excellence: We are correctional workers first, committed to the highest level of performance. 

Respect: We embrace diversity and recognize the value and dignity of staff, inmates, and the general public. 

Integrity: We demonstrate uncompromising ethical conduct in all our actions. 

VISION STATEMENT

The Federal Bureau of Prisons, judged by any standard, is widely and consistently regarded as a model of 

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

services and programs in America. This vision will be realized when... 

The Bureau provides for public safety by assuring that no escapes and no disturbances occur in its facilities. The 

Bureau ensures the physical safety of all inmates through a controlled environment which meets each inmate’s need 

for security through the elimination of violence, predatory behavior, gang activity, drug use, and inmate weapons. 

Through the provision of health care, mental, spiritual, educational, vocational and work programs, inmates are well 

prepared for a productive and crime-free return to society. The Bureau is a model of cost-efficient correctional 

operations and programs. 

Our talented, professional, well-trained, and diverse staff reflect the Bureau’s culture and treat each other fairly. Staff 

work 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. 

 
2

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 seven broad correctional goals. 

Each goal, in turn, is supported by specific objectives. 

The BOP’s Executive Staff holds regular planning 

sessions to ensure the strategic goals continue to meet the 

needs of society, reflect the mission and vision of a 

modern correctional system, and address the major issues 

and challenges facing the agency today and into the 

future. The agency’s national strategic planning goals 

keep resources and effort focused on and applied to 

activities that directly support its mission. What follows 

is an overview of the BOP’s FY09 accomplishments, 

arranged according to the Bureau’s seven national goals.

Goal 1: Population Management 

The BOP will proactively manage its offender population 

to ensure safe and secure operations, and work toward 

ultimately achieving an overall crowding level in the 

range of 15 percent. 

During FY09, the BOP’s inmate population increased by 

3.5 percent (or 7,091 offenders) to 208,759. At the end of 

FY09, the BOP housed 172,423 Federal inmates (or 

approximately 82.6 percent of the total population) in 

BOP-operated facilities, while the balance was confined 

in contract care (i.e., privately managed secure or 

community-based facilities and local jails). Specifically, 

36,336 were confined in privately managed/State and 

local facilities, and 8,842 were housed in residential 

reentry centers (RRCs). Overall, the BOP’s 115 

institutions were at 37 percent above rated capacity, with 

high- and medium-security facilities at 49 and 47 percent 

above, respectively. Secure female facilities were at 42 

percent above capacity. 

Figure 1 provides trend data for the BOP’s inmate 

population that indicates population growth in FY09 has 

returned to the rate in the years prior to FY08. The 

reduced growth rate in FY08 resulted in large part from 

the release of offenders pursuant to the retroactive 

application of the crack cocaine amendment to the 

United States Sentencing Guidelines. 

Figure 1: Inmate Population by Year (FY01-FY09) 

With respect to inmate characteristics, the BOP numbers 

for FY09 very closely resemble those of FY08. At the 

end of FY09, 93.4 percent of the BOP inmate population 

was male and 6.6 percent female. More than half the 

inmate population was white (57.4 percent) and 39.0 

percent was African American; 1.8 percent Native 

American; and 1.8 percent was Asian. Just under one 

third of the inmate population was Hispanic (32.6 

percent). Approximately one quarter of the inmate 

population were non-U.S. citizens (26.7 percent), with 

Mexico contributing the highest proportion of non-U.S. 

citizen inmates at 17.8 percent. 

Drug offenders continue to represent the largest segment 

of the inmate population at 51.8 percent. The next largest 

group was sentenced for weapons, explosives, and arson 

at 15.1 percent, followed by immigration at 11.3 percent. 

In FY09, nearly one third of inmates were serving 

sentences of 5-10 years (29.8 percent), with 19.9 percent 

serving sentences of 10-15 years and 14.7 percent with 

sentences of 3-5 years. Of the remaining inmates, 12.4 

percent were serving 1-3 year sentences, 9.6 percent 

were serving sentences longer than 20 years, 8.6 percent 

had 15-20 year sentences, 1.9 percent had less than one 

year to serve, and 3.1 percent were serving life 

sentences. 

155,000

165,000

175,000

185,000

195,000

205,000

215,000

FY 01FY 02FY 03FY 04

FY 05

FY 06

FY 07

FY 08

FY 09

BOP FY09 Operations by National Goal
3

• Under the auspices of the Department of Justice’s (DOJ) 

Prisoner Exchange Program, the BOP worked with the 

Office of Enforcement Operations and the U.S. Marshals 

Service (USMS) to affect the transfer of 174 foreign 

nationals from BOP prisons back to their home 

countries; 57 American citizens were returned to the 

United States from foreign prisons. Transferred inmates 

complete their sentences in their native countries. 

Non-citizen inmates are encouraged to apply for international treaty transfers to their native countries. This 

benefits all parties, including U.S. taxpayers: foreign 

nationals can serve their prison terms in facilities nearer 

their families. At the same time, the cost to the U.S. 

Government related to housing non-citizen offenders is 

reduced. 

Crowding 

• In an effort to ease crowding, one new medium 

security facility was activated by the BOP in FY09: the 

Federal Correctional Institution (FCI) at the Federal 

Correctional Complex (FCC) in Pollock, LA. The BOP 

also added 632 contract beds, which are especially 

useful for meeting the needs of specialized populations 

such as criminal aliens. 

• To further reduce crowding and ensure sufficient bed 

space to accommodate the projected increase in the 

inmate population: 

> four new, medium security BOP institutions are 

under construction: FCIs Mendota (CA), McDowell 

(WV), Berlin (NH); and Aliceville (AL), the latter to 

serve as a secure facility for female offenders; and 

> two are in the design phase: United States 

Penitentiary (USP) Yazoo City and FCI Hazelton, 

both due to be completed in 2012. 

Changes in Institutional Mission 

• The following facilities underwent institution 

population or mission changes in FY09 to 

accommodate bed space/capacity, security level, and 

population management needs: 

> USP Lewisburg began conversion to a Special 

Management Unit (SMU) institution in January 

2009. This USP will be the only facility in the BOP 

where the entire institution will operate as an SMU. 

The conversion is expected to continue into 2010. 

The SMU program is designed for inmates who are 

difficult to manage in typical high security 

institutions. These include those who participate in 

or have leadership roles in geographical group/gangrelated activity, or inmates who pose unique security 

and management concerns. 

Inmates designated to the Lewisburg SMU will 

participate in programs designed for selfimprovement. SMU inmates are expected to 

complete the four SMU program levels in 18-24 

months; and after successful completion, they will 

be eligible for transfer to a less restrictive institution. 

> Two other SMUs were activated during FY09: FCI 

Talladega and FCC Oakdale. 

> Although designed as a penitentiary, USP Canaan 

originally activated as a medium security facility in 

February 2005. In July 2008, the institution began 

the transition from a medium to a high security 

facility; the conversion was completed in August 

2009. As of April 2009, USP Canaan became the 

primary bus hub for the Northeast Region (NER). 

> FCI Englewood completed the change from housing 

medium security inmates to housing low security 

inmates, and FCI Waseca completed its conversion 

from housing low security males to housing low 

security females. Waseca’s conversion established 

the first female facility within the North Central 

Region (NCR), making it possible for some female 

offenders from the NCR to be located closer to their 

families and release destinations. 

• During FY09, the BOP’s Designation and Sentence 

Computation Center (DSCC) at the Grand Prairie 

Office Complex processed a total of 63,714 initial 

designations (which amounts to approximately 1,250 

per week or 250 per day) and 28,849 redesignations 

(averaging about 550 per week or 110 per day). In 
4

addition, the DSCC processed 17,000 amended orders 

(including 2,580 Time Served recalculations) in 

response to the Sentencing Guidelines changes to 

crack cocaine sentences. The DSCC also processed in 

excess of 153,000 sentence computations. 

Management of Special Inmate 

Populations/Issues 

• Female Inmate Population: To address the unique 

needs of female offenders, several facilities offer 

intensive treatment programs. These programs are 

specifically designed to help inmates with histories of 

chronic sexual, emotional, or physical abuse by 

teaching them strategies to handle their victimization. 

They also facilitate grieving over lost relationships and 

development of positive relationships. 

• In FY09, the National Institute of Corrections (NIC) 

continued its efforts to develop and expand the 

knowledge base and range of tools available for use 

with female inmates. NIC: 

> developed two new validated gender-responsive 

assessment and classification instruments, with 

versions for pre-trial, prison, and community 

corrections settings; 

> began creating a “National Database of Programs for 

Criminal-Justice Involved Women” (accessible at 

www.nicic.gov/wodp), to be launched and managed 

by NIC; 

> worked on designing a Gender-Informed Staffing 

Analysis tool for use in women’s prison facilities to 

address operational and programming practices, 

staf-fing, and inmate classification; and 

> started implementing a new initiative involving the 

development of a Gender-Informed Practices 

Assess-ment – Facility Version (GIPA-FV). This 

assessment will examine 12 domains relevant to the 

operation and management of women’s facilities. 

Support tools (e.g., interview questions and 

methodology, focus group format) will be 

developed, pilot sites selected, the assessment 

prepared and conducted, and assessment materials 

finalized. 

• Geriatric Offenders: As a result of collaborative 

efforts with the Texas Department of Criminal Justice, 

NIC is creating a module for the management of 

geriatric offenders from custody to end of life. This 

training will apply to both custody and civilian staff, 

enhance sensitivity to the unique needs of the aged, 

and focus on effective management strategies for use 

with this special population. The training also will 

cover budgetary issues associated with this population, 

as well as psychological and emotional issues that may 

arise among staff members dealing with older 

offenders. 

• Medical issues: The rising incidence of the 2009 

H1N1 flu (Swine Flu) triggered the Health Services 

Division’s (HSD) issuance of pertinent information 

(e.g., on prevention) developed by the Centers for 

Disease Control and Prevention (CDC), for use by 

staff, clinicians, and the inmate population. 

Prison Rape Elimination Activities 

In late 2008 and the first part of 2009, relevant 

information and reference documents pertaining to the 

Prison Rape Elimination Act (PREA) were made 

available to corrections entities, including the BOP and 

the public on both the NIC and American University 

Washington College of Law websites. During this same 

time period, the PREA page on the NIC website 

averaged in excess of 3,000 visits per month. NIC’s 

Information Center continued to distribute print and 

video materials generated with PREA funds during the 

previous five years. NIC also received the Final 

Evaluation Report of Project Activities, which assessed 

the work completed under cooperative agreements issued 

to the American University Washington College of Law. 

NIC serves on the Department of Justice (DOJ) PREA 

workgroup, coordinated by the Attorney General’s 

Office, which will be working on the publication of the 

final rule required under PREA. In addition, under 

specific cooperative agreements, NIC is continuing the 

develop-ment of several related products, one of which 
5

will include a series of publications comprising a “legal 

tool kit” and several handbooks for corrections 

practitioners. 

A PREA CD, referred to as the “PREA super disc,” was 

compiled for distribution at NIC training, technical 

assistance events, and professional conferences. The CD 

contains PREA material developed under NIC’s various 

cooperative agreements over the last five years, plus the 

standards proposed by the National Prison Rape 

Elimination Commission (NPREC) and the 

Commission’s report to Congress. 

Goal 2: Human Resource 

Management 

The BOP will have a competent, diverse workforce 

operating within a professional work environment 

prepared to meet the current and future needs of the 

organization. 

Staffing/Employee Services 

• The BOP hired 2,612 new employees in FY09; this 

allowed the agency to keep pace with turnovers related 

to retirements, transfers, and resignations; the 

activation of one new BOP facility and specialized 

units; and security level-related mission changes. At 

the end of FY09, the BOP had a total staff complement 

of 37,178. As of September 30, 2009, 389 reservists 

from the BOP were serving on active military duty in 

support of the country’s war efforts. 

• Based on policy set forth by the Office of Management 

and Budget (OMB), the DSCC developed the “High 

Performance Organization” (HPO) requirements that 

will go into effect in October 2009 (FY10). The 

DSCC’s organizational structure will include 83 GS11 Classification and Sentence Computation 

Specialists and 118 GS-9 Computation and 

Classification Technician (CCT) positions (the latter 

previously called “Legal Instruments Examiner”). 

Staff selected under the expanded CCT position will 

assume additional classification responsibilities. 

DSCC’s HPO is expected to be fully implemented by 

the end of FY11. 

Recruitment/Retention 

• During FY09, the BOP offered and granted several 

types of staffing incentives, including 286 recruitment, 

1,570 retention, and 25 relocation incentives; annual 

leave credit; and student loan repayment. Incentives 

were used specifically to attract applicants for hard-tofill positions. 

• The BOP is firmly committed to the principle of 

affirmative employment, as diversity is critical to 

effective correctional management. The agency 

actively promotes diversity within its workforce by 

ensuring the Affirmative Employment Program Branch 

remains on target with respect to its recruitment and 

other objectives. 

• BOP Regional Affirmative Employment Administrators and recruiters are using the USAJOBS 

Careers site to review online applications and contact 

prospective candidates via e-mail with job information. 

This allows them to establish automatic notifications 

from the site to the user when new candidates meeting 

their search criteria are added to the database. 

• A national database available through an outside 

vendor was used to mine and search for candidates 

interested in employment by location and position. 

Through this site, prospective candidates were 

contacted about employment opportunities within the 

BOP. Names and résumés of parties interested in hardto-fill positions were forwarded to hiring officials. 

• The BOP participated in two career fairs in Anaheim 

and Los Angeles, CA to recruit candidates to fill 

mission critical positions at four BOP locations in that 

state. This initiative included diversity and military ad 

campaigns, as well as job postings on the previously 

mentioned national database and throughout the 

vendor’s strategic partner network community. 
6

• The BOP created an agency Recruitment Center to aid 

national recruiters. It includes a national repository of 

potential employees in support of the BOP’s 

Affirmative Employment Program. Information about 

the repository and its benefits was provided to 

Regional Employee Services and Affirmative 

Employment Administrators. Installation information 

and a user’s handbook were distributed to the field. As 

a result of this initiative, more than 500 recruits have 

been added to the database. 

• The Human Resource Management Division (HRMD) 

took action to assist facilities with local recruitment 

and facilitate re-population of the national correctional 

officer register. In August 2009, HRMD and the 

regional offices embarked on a National Recruitment 

Career Fair initiative. Job fairs were hosted at seven 

locations across the country. The participating sites 

were: FMC Rochester, MN; FCI Danbury, CT; FCC 

Beaumont, TX; FCC Yazoo City, MS; FMC 

Lexington, KY; FCC Petersburg, VA; and FCC 

Victorville, CA. 

The events included conducting immediate, on site 

interviews. Recruitment teams consisting of staff from 

the host institution, the regional offices, and Central 

Office helped organize the events. A targeted 

advertise-ment campaign announcing the events was 

developed for print, Internet, TV, and radio media. 

This campaign generated more than 2,000 attendees 

for these events. 

• The various job fairs, from local to national, in which 

the BOP participated, were well-attended and provided 

excellent opportunities for advertising the full range of 

Bureau employment options, as well as current 

vacancies. For example, FCI Greenville partnered with 

the St. Louis Hispanic Chamber of Commerce to 

recruit bilingual staff. FCI Milan partnered with OPM 

to coordinate and conduct a national hiring fair in 

Dearborn, MI in July 2009, which included 17 Federal 

Government agencies in the State of Michigan. In 

advance of the event, participating agencies posted on 

the USAJOBS website a list of those positions needing 

to be filled at the fair. Applicants received invitations 

to the event and were interviewed on the spot by the 

hiring managers. Although this effort was laborintensive, it proved highly productive for the FCI, 

whose Warden extended several conditional offers of 

employment.  

• In July 2009, the Mid-Atlantic Region (MXR) 

partnered with the Region 1 Workforce Office of West 

Virginia, an entity designed to support the economic 

development of southern West Virginia. This 

partnership focused specifically on the activation of 

FCI McDowell. At least in part due to the publicity the 

Office received, participation increased from 5 initial 

partners to more than 18. Members included a State 

Senator, 4 Directors of County Economic Development Associations, four-year colleges, military reserve 

unit administrators, and community college and career 

technical centers. Specialized “Talent Team” business 

cards provided a single point of contact to ensure 

standardized information was shared. The BOP 

Recruitment video was posted on the Internet in seven 

portals and DVD copies were mailed to military 

reserve units and fraternal organizations. Training on 

the new facility was also conducted for the leadership 

of regional Affirmative Action Committees. 

The WV Talent Team Partnership has been 

instrumental in educating local job seekers about BOP 

positions. Community officials and leaders from 

Berlin, NH have expressed interest in learning about 

how to implement this type of partnership to help staff 

the new FCI being built there. Their goal is to educate, 

prepare, and recruit as many local applicants for FCI 

Berlin. Other BOP facility construction sites are 

exploring options for developing similar partnerships. 

• Western Regional Office (WXRO) personnel returned 

to a long-used strategy of mass flyer mailings to 

advertise specific vacancy announcements and provide 

career information. Demographic groups and locations 
7

within the region were targeted, helping institutions 

staff hard-to-fill positions. 

• During FY09, the agency’s Intranet continued to 

inform staff about the availability of various incentives 

offered by the Federal Government, resources, and 

tools that might enhance their quality of life, either at 

home or work. Information related to education, 

housing, finances, energy conservation initiatives, and 

more was provided. In addition, the BOP promoted 

the use of Employee Assistance Program resources, 

which are available to employees and their immediate 

families through a contractual agreement with Federal 

Occupational Health. Services are available to staff 

24/7 at no charge. 

• Many institutions maintain a Staff Feedback link on 

Sallyport (the BOP’s Intranet) to maximize 

transparency between management and staff. 

Institutions respond to staff questions regarding 

decisions, procedures, and other work-related topics of 

concern or interest to them. 

Training 

• During FY09, 2,123 new employees attended the 

Introduction to Correctional Techniques (ICT) course 

held at the Staff Training Academy (STA) in Glynco, 

GA; 466 staff members attended specialty training 

required by their specific job duties. The Management 

and Specialty Training Center (MSTC), located at the 

National Corrections Academy (NCA) in Aurora, CO, 

conducted 109 classes on-site for 3,026 participants, 

10 classes off-site for 184 staff, and 1 CENTRA 

session for 21 participants. MSTC also provided 

training to 136 staff using the National Independent 

Study Center and Foley Belsaw Institute courses, 

designed to provide knowledge and training necessary 

to succeed in business. 

• STA developed staff training videos on the application 

of restraints and self-defense. In collaboration with the 

Intelligence Branch of the Correctional Programs 

Division (CPD), MSTC developed a Security Threat 

Groups (STG) Guide for staff use. Both products were 

posted on the agency’s Intranet to ensure access and 

viewing by all staff. 

• The Bureau further refined the Leadership 

Enhancement and Development Program (LEAD) this 

year. LEAD was designed to ensure a pool of 

qualified, skilled leaders is available to meet the 

agency’s future needs, and to facilitate the BOP’s 

succession planning efforts. The program develops 

individuals identified as having leadership potential, as 

well as enhances the skill level of current leaders in 

preparation for even greater responsibilities.

LEAD training and developmental activities are linked 

to leadership competencies identified as necessary to 

be effective at the highest levels of the agency. The 

program structure is unique in that it ensures training is 

commensurate with the participant’s functional level. 

Specifically, Phase I offers programming to fit those at 

the GS 9, 11, and 12 levels; Phase II meets the needs 

of GS 13, 14, and 15 (non-CEO) participants; and 

Phase III is suited to meet the needs of GS 15, CEO, 

and SES-level staff. Participants also may access select 

classes from other course providers, including NIC, 

OPM, and the Center for Creative Leadership. 

During FY09, 19 staff graduated from LEAD’s Phase 

I, 7 from Phase II, and 3 from Phase III. From program 

inception through the end of FY09, a total of 349 staff 

members have graduated from LEAD. Currently, 132 

are enrolled.

• The BOP held its national Affirmative Action training 

meetings in conjunction with meetings of national 

organizations including the National Association of 

Blacks in Criminal Justice, the League of United Latin 

American Citizens; the Federal Asian Pacific 

American Council, and the Society of American Indian 

Government Employees. Training for special emphasis 

program managers is accomplished through these 

partnerships. Instructors address topics relevant to the 

roles these managers play and to the constituency 
8

groups they serve, including but not limited to career 

development, barrier analysis, recruitment, and 

diversity management.

Training opportunities ensured program managers and 

their alternates were well-prepared to manage their 

collateral duties. But the success of the BOP’s 

Affirmative Action programs was the result of the hard 

work of many, from staff working with DOJ to 

establish program goals and direction, to BOP leaders 

across levels and the field staff who supported the 

agency’s many local activities. Mina Raskin, EEO 

Officer/Senior Counsel for Dispute Resolution, and 

Sandra Burks Farrior, Chief of the Affirmative 

Employment Program Branch, received the DOJ 

Justice Management Division’s Leadership 

Collaboration Award for their work over the course of 

more than one year on the DOJ Strategic Planning 

Workgroup, to create the first DOJ-wide EEO strategic 

plan. 

During FY09, DOJ presented UNICOR with two 

prestigious Small Business awards. The first 

recognized the diligent efforts of UNICOR contracting 

staff in working with the small business community to 

help UNICOR exceed DOJ’s established goals. 

UNICOR received DOJ’s: 

> Outstanding Achievement Award for exceeding 

DOJ’s FY08 goals for the use of small, womenowned, and HUBZone small businesses as prime 

contractors. UNICOR’s overall percentage of funds 

obligated to small businesses last year was 51.5 

percent, with 8.2 percent awarded to women-owned 

and 4.0 percent to HUBZone businesses; and 

> the Star Award from the Office of Small and 

Disadvantaged Business Utilization, for the most 

dollars obligated among DOJ’s components on 

small business contracts. UNICOR had $326 million 

in obligated contracts to the small business 

community, meeting the overall small business goal 

for FY08. 

• Through an intensive training program in 2009, DSCC 

personnel continued to develop their expertise, thereby 

improving the agency’s approach to processing 

designation, classification, and sentence computations. 

The established HPO organizational structure 

mandates that individuals in the CCT position 

calculate sentences, classify offenders, and perform 

sentence computation audits. To ensure the requisite 

skills are achieved, the DSCC has established strict 

training guidelines that require staff to demonstrate 

competence in carrying out these functions prior to 

moving to the next level of responsibility. 

• The Southeast Region (SER) is sponsoring and 

conducting a “Sexual Harassment Prevention 

Seminar.” Its goal is to provide an overview of policies 

governing discrimination and sexual harassment and to 

open a realistic discussion about working in a 

correctional environment. Specifically, SER seeks to 

address issues and concerns based on personal 

experiences, and to increase sensitivity and 

communication. The Southeast Regional Office 

(SERO) has conducted this training seminar at several 

institutions throughout the region and will continue 

until it has been offered at all institutions desiring or 

requiring it. 

• The BOP provides a mandatory training course for 

staff working with female inmates, based on the 

unique needs presented by this group of offenders. 

This course provides a comprehensive over-view of 

factors that affect the behavior of female offenders in 

custody, including emotional concerns, family 

relationships, health concerns, trauma and/or abuse 

issues, and physical issues. 

NIC’s “Operational Practices in the Management of 

Women’s Prisons” training program is offered twice 

each year to 24-30 participants per class, including up 

to four BOP participants. The course is designed to 

assist senior managers and administrators of women’s 

facilities, with a focus on operational management and 

correctional programming affected by gender differences. Factors addressed include characteristics of 

women offenders, gender differences, institutional 
9

culture, staff training needs, inmates-staff 

relationships, cross-gender supervision, legal issues, 

medical, inmate programming, and policy development (i.e. property, sick call, pat searches, visitation, 

and classification). While the audience is 

predominately wardens, BOP staff members from 

Central Office, regional administrators from both the 

BOP and state departments of corrections, and an 

agency Commissioner took part in this training during 

FY09. NIC also trained 40 staff members from the 

Nevada Department of Corrections in an on-site 

offering of this class. 

• NIC presented three training video conferences during 

FY09, all of which were available to BOP staff along 

with personnel from other correctional systems: 

> From the Battlefront to the Home Front examined 

the post-traumatic effects that might be encountered 

by returning correctional reservists and was viewed 

by 1,488 corrections professionals; 

> No More ‘My Way or the Highway’: Embracing the 

21st Century Workforce was seen by 3,440 viewers; 

and 

> Essential Skills for New Supervisors had 2,624 

participants. 

• During FY09, NIC conducted a variety of training 

programs to enhance the skills of BOP’s management 

staff and staff from state correctional systems. 

Examples follow: 

> “Executive Excellence,” an 8-month executive 

development program, offers innovative learnercentered and competency-based training for future 

leaders of corrections agencies. In FY09, 2 new 

groups began with a total of 66 participants, and one 

class with 31 participants concluded. 

> “Executive Forum for Deputy Directors,” an on-site 

32-hour program offered annually, had 28 

participants (including 2 from the BOP). 

Participants are involved in a private, by invitation 

only, web discussion in the community. The 

program site rotates through various states that offer 

and are selected to host the program. Participants 

tour one or more correctional facility(ies) in close 

proximity to the program site and observe the 

sponsoring agency’s operations and practices.

> “Executive Training for New Wardens” is a 36-hour 

training program offered twice a year for individuals 

who have held the position of warden for less than 2 

years. During FY09, a total of 66 participants 

(including 11 from the BOP) completed these 

classes. Each Warden is required to select a project 

area based on the curriculum topics or a critical 

issue that he/she would like to pursue upon return to 

his/her institution. Throughout the program, 

participants are presented with opportunities to team 

with those colleagues who face similar issues, as 

well as to work with the faculty or individually on 

strategies for addressing their particular issues. 

> “Executive Leadership for Women” is a two-phase 

program designed for individuals functioning at the 

warden level or above. The class is made up of one 

person per State or local corrections agency and two 

BOP participants. During FY09, 27 participants, 

including 3 from the BOP, completed the course. 

> The Correctional Leadership Development training 

program also took place during FY09, with 25 

participants, 2 of whom were from the BOP. 

Goal 3: Security and Facility 

Management 

The BOP will maintain its facilities in operationally 

sound conditions and in compliance with security, safety, 

and environmental requirements. 

• During FY09, no staff member lost his or her life in 

the line of duty. There were no escapes from secure 

facilities. Six disturbances involving geographic gangs 

required institutions to seek medical assistance from 

outside the prison. 

• The ACA recognized W. Scott Higgins, Chief of the 

BOP’s Design and Construction Branch in the 

Administration Division (ADM) as “Best in the 

Business” in the June 2009 issue of Corrections 

Today. Mr. Higgins has been the BOP’s chief architect 

and has played a key role in the agency’s expansion 

from the 45 facilities it had in 1983, when he began his 
10

tenure, to the 115 BOP-operated institutions today. 

This recognition is a testament to his success in 

designing BOP facilities that maximize security and 

safety for those who work and live there. 

• BOP employees who work at high security institutions 

face the most difficult inmates, many with histories of 

violent predatory behavior, gang affiliations, and/or 

long prison terms. A small segment of this population 

has proven its inability or unwillingness to comply 

with institution rules, engaging in repeated and often 

serious acts of misconduct. Because these inmates 

appear to be largely responsible for the most serious 

assaults and the most frequent institution lockdowns, 

several operational changes were implemented starting 

in FY08 at high security institutions to improve control 

of the inmate population and allay safety concerns. 

The agency opened several SMUs to help manage the 

most aggressive and disruptive inmates from all BOP 

USP general populations. Moving the disruptive 

inmates out of general penitentiary populations allows 

the other USPs to operate in a more safe and orderly 

manner. SMUs were activated at USP Lewisburg, FCI 

Talladega, and FCC Oakdale. 

Institution unit teams work closely with the BOP’s 

DSCC to identify appropriate transfers to the SMUs. 

Separation and programming needs, gang affiliations, 

projected release dates, and other variables are 

considered. Recommendations are made to the 

Regional and Central Offices, where final approval is 

given. During this reporting period, the DSCC 

processed, on average per day, 280 initial designations 

and 160 redesignations per day. Another 1,219 

redesignations from high and medium security 

institutions to SMUs (not included in the 160 daily 

average) were processed. 

• Designation and Transportation staff assisted in the 

redesignation and movement of large numbers of 

inmates that resulted from the activation of three Sex 

Offender Management Programs (SOMP), conversion 

of inmate populations and security levels/missions of 

three institutions, activation of a private contract 

facility, and implementation of the medium security 

phase of the Disruptive Group/STG Movement Plan. 

• Sound correctional practices – close inmate 

supervision and effective communication with inmates 

– are keys to the effective management of inmates. 

The agency relies on a variety of other strategies and 

tools to enhance this fundamental approach, including 

intelligence gathering and the effective use of 

technology. 

• In addition, the BOP continues to take a proactive 

approach to crisis management through training 

programs designed for its Special Operations Response 

Teams (SORTs), Disturbance Control Teams (DCTs), 

Crisis Support Teams (CSTs), and Hostage 

Negotiation Teams (HNTs). BOP facilities conduct 

emergency preparedness exercises to test the 

effectiveness of their emergency plans, staff response, 

and interagency cooperation. 

An example of emergency preparedness efforts that 

took place in FY09 was Operation Desert Hunt. This 

mock training exercise, which involved a search for an 

escaped fugitive, was coordinated and hosted by FCC 

Tucson, using the Homeland Security Exercise 

Evaluation Program. In all, 62 representatives from 11 

different Federal, State, tribal, and local law 

enforcement agencies participated. The very successful 

exercise provided participants and their agencies a 

better understanding of resource availability, improved 

insight into the types of limitations or obstacles they 

might encounter when faced with real-life incidents, 

and strengthened partnerships among agencies in the 

Tucson area. An extensive after-action report was 

produced, and will be used by all participating 

agencies to improve existing emergency operations 

plans and develop new mutual aid agreements. 

• To ensure rapid response in cases of emergency, the 

South Central Region (SCR) and Western Region 
11

(WXR) have two logistic sites that hold emergency 

equipment – including generators, bunk houses, and 

mobile kitchens – for use by its institutions. 

• In 2009, the WXRO established a regional CST to 

provide auxiliary support personnel to supplement 

institution CSTs; this resource is available to support 

other regions as needed. 

• During FY09, the Court Security Improvement Act of 

2007 (Public Law 110-177) was enacted (January 7, 

2008), which will provide needed protections for BOP 

staff. 

> Title 18 U.S.C. §1521 establishes a new criminal 

offense for filing, attempting to file, or conspiring to 

file a false lien or encumbrance against the real or 

personal property of a Federal Judge or Federal law 

enforcement officer (as described in 18 U.S.C. 

§1114). The offense is punishable by up to 10 years 

imprisonment. 

> Title 18 U.S.C. §119 establishes a new criminal 

offense for making publicly available “restricted 

personal information” about a “covered individual” 

with the intent to threaten, intimidate, or incite a 

crime of violence against such persons, which 

includes court officers, jurors, witnesses, informants, 

Federal law enforcement officers as described in 18 

U.S.C. §1114, and others. The offense is punishable 

by up to 5 years imprisonment. 

• Examples of innovative security measures 

implemented at the institution level come from FCC 

Coleman: 

> At USPs I and II, a physical barrier was placed 

between inmates in the kitchen and dining room, 

eliminating the opportunity for kitchen inmates to 

serve extra food. Food Service staff productivity has 

increased due to fewer staff needed to cover the 

line/window operation. Additional benefits include 

improved sanitation as the self-serve hot bar items 

are now placed directly on the serving trays, 

decreased feeding time, and reduced congestion 

during mainline. 

> A Special Search Team consists of staff members 

assigned to the FCC. This team receives intelligence 

from the FCC’s Special Investigative Agents and 

supervisors on the suspected presence of contraband. Searches performed by the team have resulted 

in staff confiscating numerous homemade weapons 

and tattooing paraphernalia, various types of 

narcotics, thousands of stamps used in gambling, 

and many bags of intoxicants. This strategy has 

improved safety and security for staff and inmates 

alike. 

> Both USPs at the FCC added a Crime Stoppers 

phone number to each inmate account at those 

facilities, providing inmates an opportunity to 

inform staff of illegal activities while maintaining 

anonymity. There is no charge to inmates for calls 

placed to this number. Since this line was 

implemented, inmates have used it to direct staff to 

homemade weapons and narcotics, and to make staff 

aware of tension between inmate groups. 

> At the end of FY09, FCC Coleman implemented use 

of Secure Pass, a machine used to scan an inmate’s 

body for contraband when staff suspects an inmate 

of hiding contraband on or in his body. Inmates 

arriving at either USP are scanned using Secure Pass 

prior to being allowed into the general compound. 

Through the use of Secure Pass, razors and stamps 

have been recovered from inmates hiding these 

items on their bodies; and contraband has been 

found in holding cells, after being discarded by 

inmates waiting to be scanned. 

> The Stun Lethal Fence was put into operation at 

both USPs in June 2009. This system is programmed 

to operate in three distinct modes: stun mode, nonactivated stand-by mode, or watch mode. Once the 

stun mode is activated through contact, a less-thanlethal stun charge is applied, then the fence 

immediately advances to and prepares for lethal 

mode. Any further contact with the fence system 

will result in delivery of a lethal charge to any 

inmate attempting escape. 

• NIC provided a 36-hour training program on the 

“Management of Violent, High Risk and Supermax 

Inmates” to an audience of 30 prison administrators, 

mental health professionals, and operational/security 

personnel. The program dealt with planning, 
12

programming, and operational issues specific to this 

population. Participants had the opportunity to tour a 

high security correctional facility to observe the 

practical application of program components. Risk 

assessments and management strategies, principles of 

control, and program options that may have 

application for violent and high-risk inmates were 

addressed. Participants examined the guiding 

principles that serve as the foundation for policy, as 

well as operational strategies necessary for the safe 

management of these populations. 

• NIC’s 36-hour Conducting Prison Security Audits

training program was held three times during FY09. 

This course, designed for agency teams consisting of 

three individuals with responsibility for auditing 

security operations at either the institution or agency 

level, combines four hours of classroom training on 

auditing protocol with hands-on experience auditing 

out-of-state institutions of various security levels and 

missions. 

Goal 4: 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. 

Internal Oversight 

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

program review process, through which the agency 

subjects each of its programs to a thorough 

examination by organizationally independent, trained 

BOP subject matter experts. Program review 

guidelines specific to each discipline assess the 

strengths and weaknesses of a particular program or 

activity, as well as compliance with applicable 

policies, regulations, and American Correctional 

Association (ACA) standards. Of the 488 program 

reviews conducted in FY09, 70.5 percent achieved 

ratings above acceptable (either good or superior). 

Annual reviews of the same critical functions 

examined by the program review team are conducted 

by institution teams, allowing the facility to identify 

and correct any potential weaknesses. In addition, 26 

oversight monitoring activities were conducted at 

contract facilities. BOP personnel on-site at contract 

facilities also perform administrative, liaison duties 

and provide general day-to-day oversight of contracts. 

• Several additional measures and oversight strategies 

allow the BOP’s Executive Staff to assess and monitor 

each institution’s performance. Each year the agency 

conducts a survey of staff as a broad gauge of each 

institution’s social climate. Every several years, teams 

of regional administrators and their respective 

Regional Directors conduct Institution Character 

Profiles (ICPs). ICPs include direct observation of 

institution operations, interviews with randomly 

chosen inmates and staff, and input from outside 

agencies and organizations. Review of data from the 

agency’s management information systems and 

specially designed surveys provided to staff 

anonymously prior to the ICP provide a context for 

identifying prospective issues in advance of the ICP 

and for interpreting information obtained during the 

ICP. This array of internal assessment tools helps the 

BOP ensure that every institution is providing highquality programs and services in an efficient manner, 

as well as safe and secure operations. 

• Inmate Complaint Resolution: The Administrative 

Remedy Program is the internal grievance process 

through which an inmate may request consideration or 

review of any issue related to his/her conditions of 

confinement. An inmate must first present an issue of 

concern informally to staff, and staff must attempt to 

resolve the issue informally before an inmate submits a 

formal request for Administrative Remedy. At each 

institution, procedures are in place to resolve inmate 

complaints informally. If an inmate views the issue as 
13

sensitive and is concerned that his/her safety or wellbeing would be compromised if the request became 

known at the institution, the inmate may submit the 

request directly to the Regional Director. If the request 

is determined to be of an emergency nature that 

threatens the inmate’s immediate health or welfare, the 

Warden (or Regional Director) must respond promptly. 

The program requires timely investigation and 

response, including redress as appropriate. During 

FY09, of the total number of requests for 

Administrative Remedy answered by institutions 

(28,756) inclusive of all security levels, 6.2 percent 

were granted. Of those appealed to the regional level 

and answered (17,175), 3.7 percent were granted. 

Finally, of the total number appealed to the Central 

Office level and answered (7,429), 1.3 percent was 

granted. 

• Staff Conduct: Leadership requires acknowledging 

and dealing with problems. All staff are trained on, 

advised of, and expected to know the laws, regulations, 

and BOP policies that set the parameters for their 

conduct. Still, a small percentage of staff becomes 

involved in misconduct. 

The BOP has zero tolerance for staff misconduct. 

During FY09, the BOP’s Office of Internal Affairs 

(OIA) opened 4,432 cases involving 5,123 BOP 

employees, 37 Public Health Service (PHS) employees 

working in BOP facilities, 30 contract employees and 

3 volunteers working in BOP facilities, 268 

contract/halfway house employees, and 206 employees 

working in privatized facilities. These 4,432 cases 

represent a 0.7 percent increase over the 4,400 cases 

opened during FY08. Conversely, the rate of reported 

misconduct among BOP employees decreased slightly 

between FY08 and FY09, from 14.3 subjects per 100 

BOP employees in FY08 to 14.1 subjects per 100 BOP 

employees in FY09.

Categories of reported misconduct that showed an 

increase from FY08 were Fiscal Improprieties, Breach 

of Security, Abuse of Inmates, Sexual Abuse of 

Inmates, Introduction of Contraband, and Inattention 

to Duty. The most significant decreases occurred in the 

categories of Investigative Violations, Discrimination, 

Failure to Follow Policy, Bribery, and Off-Duty 

Misconduct. 

One major challenge for the BOP, and possibly the 

entire field of corrections, involves the abuse of 

authority, and in particular, the sexual abuse of 

inmates, i.e., any sexual activity between staff and 

inmates. Federal law expressly criminalizes sexual 

activity between correctional workers and inmates in 

Federal prisons and establishes penalties for those who 

engage in this type of behavior. BOP policy prohibits 

staff members from showing partiality toward or 

becoming emotionally, physically, financially, or 

sexually involved with inmates. Although only a 

minute portion of the more than 37,000 people who 

make up the BOP’s workforce have ever been 

involved in this type of behavior with inmates, it is an 

issue the BOP takes very seriously. When an allegation 

of staff misconduct is made, either DOJ’s Office of the 

Inspector General (OIG) or the BOP’s OIA (if this 

matter is referred back by the OIG) investigates the 

matter promptly, vigorously, and thoroughly. Criminal 

prosecution is pursued or administrative action taken 

where appropriate. 

External Oversight

• The BOP enhances the management of its institutions 

through a process of accreditation by outside 

independent agencies. During FY09, 27 previously 

accredited BOP institutions were re-accredited under 

the ACA standards established jointly by ACA and the 

Commission on Accreditation for Corrections. No 

BOP facilities underwent initial accreditation. The 

agency maintains accreditation for 99 percent of its 

facilities. 

• All eligible BOP institutions remain accredited by the 

Joint Commission, formerly known as the Joint Commission for the Accreditation of Healthcare 

Organizations (JCAHO), except Care Level 1 
14

facilities, which are excluded because they serve 

healthy inmates. 

Stewardship of the Public’s Trust

• Both the BOP and Federal Prison Industries (FPI) 

earned clean audit opinions on their FY09 consolidated 

financial statements. In addition, the auditor’s reports 

on Internal Control over Financial Reporting and 

Reports on Compliance and Other Matters identified 

no material weaknesses. The requirement to produce 

annual audited financial statements resulted from 

requirements in the Chief Financial Officers Act of 

1990, and applies to the 24 largest Federal departments 

and agencies. The BOP has now received an 

unqualified clean opinion for 11 consecutive years. 

FPI has maintained this exceptional performance 

standard since it was established in 1934. 

• To promote the effective use of taxpayer funds at all 

levels, NIC hosted a video conference on “Corrections 

Budgets in Free Fall: Finding Opportunities in 

Turbulent Times.” This broadcast was viewed by 

4,780 participants representing correctional systems 

from across the U.S.

• In FY09, more than $9.6 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 

trust fund account (including institution earnings) to 

satisfy court-ordered fines, restitution, child support, 

and other monetary judgments. Most of the funds are 

distributed through DOJ’s Crime Victims Fund as 

direct compensation to victims for losses resulting 

from crime or to victims’ assistance and support 

groups. 

• Volunteers: The BOP does not have the resources to 

fill every inmate need; it depends upon a diverse group 

of volunteers to supplement the services provided by 

agency staff to carry out its mission effectively. 

Almost 10,100 citizens volunteered four or more times 

per year during FY09, providing a full range of 

services to Federal inmates – religious, counseling, 

parenting, and recreational, as well as specific release 

preparation programs. Volunteers are involved in a 

broad range of activities, including offering training in 

health and nutrition, employment, personal 

finance/consumer skills, and community resources; 

tutoring; prisoner visitation; and leisure-time activities. 

Without citizen volunteers, it would be virtually 

impossible to maintain inmate programs at the current 

level. 

• REDMAP: In July 2006, to keep pace with the 

significant cost-reduction initiatives implemented by 

the agency over the past several years to stay within its 

appropriated budget, the Executive Staff approved the 

Reduction and Elimination of Duties Management 

Assessment Project (REDMAP). This decision 

acknowledged that, while staffing had been reduced, 

workloads had not. REDMAP was designed to reduce 

the workload on staff by reducing paperwork, 

eliminating redundant processes, and removing 

unnecessary duties. 

All disciplines have now undergone REDMAP 

assessments, which involved the systematic, thorough 

examination of all applicable policies to identify 

unnecessary or redundant processes or duties. If a 

process could not be eliminated, it was reviewed for 

streamlining. A structured risk analysis was conducted 

on all remaining processes and procedures. 

Each discipline developed a number of recommendations that will take effect after the related policy 

has been updated. During FY09, 12 BOP program 

statements (policies) were reviewed as part of 

REDMAP. Policies were revised, but have not yet 

been finalized or published. 

• Forward Thinking: The Forward Thinking (FT) 

initiative, now in place for the past eight years, 

involves identifying, monitoring, and developing 

solutions to issues/trends expected to affect the 

agency’s ability to adapt to future demands. A FT 
15

Review Team, comprised of approximately 16 of the 

BOP’s leaders, oversees the process of guiding the 

Bureau toward its “best case” future, provides ongoing 

training to BOP staff on FT processes, disseminates 

information, researches trends on a continual basis, 

and ensures a FT element is included in all new 

initiatives. This team is currently developing a 

trainer’s guide to facilitate expansion of the FT process 

agency-wide. This will be supplemented by a 30-

minute FT overview that will be incorporated into the 

BOP’s Annual Refresher Training (ART) curriculum 

beginning in FY2010. Currently, management 

personnel at the national level involved in coordinating 

FT activities are working in conjunction with MSTC 

staff to develop the lesson plan and presentation. 

Numerous workgroups have been tasked with 

developing viable solutions to some of the agency’s 

most difficult and anticipated challenges. Several have 

already provided the BOP’s Executive Staff recommendations on important issues, including staff 

recruitment and retention, self-sustaining prisons, and 

leadership development. 

The 14 additional workgroups established in 2007 

tackle other issues facing the agency, including labor 

management relations for managers, sexual 

misconduct, information technology infrastructure and 

security, sick leave use, the viability of intake centers, 

aging facilities, and emergency response. These 

workgroups, which are ongoing, have had to be 

extremely flexible and innovative to manage their 

respective assignments within the confines of the 

significant fiscal challenges the BOP has experienced. 

In some cases, meetings have been conducted via 

video conferencing or through the use of the BOP’s 

CENTRA software application. Despite these 

obstacles, it is expected the FT initiative will facilitate 

management of the agency’s growth and ensure 

resources are allocated to those services, programs, 

and operations that yield maximum benefits to the 

BOP, and ultimately to the public. 

• The BOP actively promoted the U.S. Government 

Accountability Office’s (GAO) request for assistance 

from the public to fight “Waste, Fraud, Abuse or Mismanagement of Recovery Act Funds,” by posting it to 

the agency’s Intranet for staff viewing. 

• UNICOR & Lean Six Sigma: Two years ago, 

UNICOR (the trade name for FPI) adopted Lean Six 

Sigma as its continuous process improvement 

philosophy and methodology. UNICOR’s Continuous 

Improvement Branch oversees the deployment of Lean 

Six Sigma. Since its implementation, almost 200 

UNICOR staff members have completed Lean Six 

Sigma “Green Belt” or “Black Belt” training. For 

example, FCI Loretto received Green Belt certification 

in March 2009 with a qualifying project that involved 

creating a centralized data bank for UNICOR’s 

Electronics Group drawings. 

Use of Lean Six Sigma reflects UNICOR’s 

commitment to achieving world-class levels of 

performance. To date, Lean Six Sigma projects 

completed by UNICOR staff have resulted in savings 

of several million dollars for FPI. At FCC Forrest City, 

three Lean Six Sigma projects alone – eliminating 

excess in slow moving materials, increasing efficiency 

in the assembly department, and increasing board yield 

in the saw department – achieved a total savings of 

$252,000. 

Adherence to high industry standards has been 

confirmed externally. For example, USP Marion’s 

factory received full International Organization for 

Standardization (ISO) 9001-2008 certification in 

December 2008, within one year of activation. It was 

also the first FPI factory to be registered to the new 

ISO 9001-2008 standard. Registered businesses 

indicate adherence to ISO standards (which assures 

product safety, quality, and reliability) that enable 

businesses to compete more effectively as their 

specifications are widely accepted within their 

business sectors across the world. 
16

• Cost Reduction/Avoidance: Over the past year, the 

BOP continued to identify and adopt cost-avoidance 

strategies to help the agency operate within its means. 

Examples follow. 

> During FY09, the medical classification system 

evolved: clinical leaders from both Psychology and 

Health Services developed a classification system 

for mental health that allows for separate Care Level 

codes for medical and mental health issues, thereby 

improving the agency’s ability to best match inmates 

with needed resources. Changes to the medical 

calculator and mental health classification system 

will be implemented in FY10. 

> During FY09, the BOP awarded four national 

Blanket Purchase Agreements (BPAs) for Air 

Charter/Air Ambulance services for emergency 

medical flights for the inmate population. As a 

result of this competitive process, the BOP should 

achieve an 11.4 percent reduction in overall costs for 

emergency medical flights in future years. 

> Through contractual agreements with community 

hospitals and physicians located in areas in 

proximity to its RRCs, NCR saved approximately 

$650,000 during FY09 in expenditures associated 

with routine physician visits and hospital inpatient 

and outpatient services. 

> The regional utilization review pre-certification 

process requires institutions to submit their routine 

and elective medical requests for in-house and 

community procedures to the region for review and 

approval by Health Services. In the NCR, utilization 

review has resulted in a decrease in the number of 

medical town trips that might have otherwise been 

approved at the local level. This decrease also 

reduces the potential risk to local communities. 

> FCI Greenville and other NCR institutions use 

tricycles as an alternative mode of transportation for 

inmates. This approach, which reduces costs and 

energy use, is being mirrored at several BOP 

facilities. 

> FCI Greenville’s rain water harvesting program 

yielded almost 128,000 gallons of water that has 

been used by the Horticulture vocational training 

program and garage staff. 

> FCC Lompoc continued its practice of growing 

vegetables to supplement food service menus, both 

at the FCC and at other WXR institutions. The 

FCC’s garden harvested 12,637 pounds of squash 

for use at the FCC. During a seven-month period, it 

harvested 118,714 pounds of cabbage, which was 

then distributed to WXR institutions in conjunction 

with milk distribution, saving the BOP more than 

$14,000. 

> FCI Pekin established a Memorandum of 

Understand-ing with the Regional Medical 

Emergency Response Team (RMERT) to improve 

disaster response and augment the existing medical 

service system for community emergencies in the 

event of a significant disaster affecting health. 

Should RMERT be activated, the institution would 

receive additional support (non-BOP personnel and 

extensive supplies) at no cost. This would include, 

among other things, setting up and staffing an 

emergency portable hospital, critical care unit, and 

an emergency room within the FCI’s secure 

perimeter. 

> In collaboration with the Tazwell County Health 

Department, FCI Pekin now serves as the 

designated, secure distribution site for the local 

community under the CDC’s Strategic National 

Stockpile (SNS) program. SNS serves as the 

nation’s repository of medicines, vaccines, and 

medical equipment that may be needed for 

managing national emergencies. SNS delivers 

critical medical assets to the site of the emergency, 

when local resources have been expended and/or to 

supplement existing assets. If the emergency 

involves biological or chemical agents, disease 

outbreaks, natural disasters, etc, the SNS site backsup local first responders with re-supply packages. 

By serving in this capacity, the FCI also ensures that 

staff, their families, and the inmate population are 

able to receive needed vaccines, drugs, or other 

medical supplies as they become available during an 

emergency affecting the local area. 

> NCR’s Financial Management department worked 

with institutions in that region to develop staffing 

plans to alleviate overtime (OT). Effective the last 

quarter of FY09, each NCR facility was allowed to 

increase staff on the Sick and Annual (Leave) roster, 

a strategy that is expected to yield significant 
17

reductions in OT by the second or third quarter of 

FY10. 

> A full-time psychiatrist, now in place at FCI 

Waseca, assists four other NCR institutions via 

telepsychiatry, reducing costs associated with 

contracting for psychiatric services. 

• In January 2009, the FCC Petersburg Print Factory was 

recognized with six awards at the Printing Industries of 

Virginia’s “Best in Print” competition. The Print 

Factory received a first place award in the Quality 

category for a poster it produced for the Federal 

Retirement Thrift Investment Board. It also received 

five Awards of Excellence in the Design and Quality 

categories for brochures printed for the BOP, the 

Environmental Protection Agency, the Federal 

Communications Com-mission, and the Federal 

Retirement Thrift Investment Board.

Supporting the Environment

The BOP is firmly committed to reducing energy usage 

and its environmental impact. To that end, the agency 

continues to pursue innovative technologies, such as 

battery powered vehicles and alternative fuel 

technologies, including bio-diesel, solar, wind, and 

geothermal options. 

• To comply with the Energy Policy Act of 2005, the 

BOP now has 19 active Energy Savings Performance 

Contracts (ESPCs) in various phases of completion. 

ESPCs provide an avenue for the agency to address its 

most immediate needs for infrastructure improvements 

to reduce energy consumption, including but not 

limited to water, electric, and gas use. 

• DOJ’s 2009 Energy and Environmental Management 

Awards went to BOP facilities: USP Hazelton won in 

the green purchasing category for prison sanitation, 

and FCC Victorville’s “Going Green in the Desert” 

won in the recycling category. Both programs were 

recognized for demonstrating exceptional results and 

helping further advance Federal environmental 

stewardship. 

USP Hazelton’s prison sanitation project involves the 

purchasing of 100 percent, Green Seal-certified, biobased, or environmentally friendly sanitation supplies. 

The USP continually seeks out the best solutions to its 

sanitation needs – i.e., those that are safe, costeffective, and minimize negative impact on the 

environment. Products must meet one or more of the 

following criteria: be non-toxic, bio-based, 

environmentally friendly, or compliant with the 

National Emissions Standards for Hazardous Air 

Pollutant; contain recycled content; or have Green Seal 

or EPA Significant New Alternatives Program 

approval or EPA Environmental Technology 

Verification. Products also may be approved if they are 

California South Coast Air Quality Management 

District compliant or in the U.S. Navy’s Plastic 

Removal in the Marine Environment Program. 

When USP Hazelton staff finds a new product, the 

institution evaluates its suitability for the corrections 

environment with a four-stage pilot program. The first 

phase is controlled use by a single department, usually 

the Secure Female Facility’s (SFF) Safety Department. 

The subsequent phases involve, in order, broad use in 

the SFF, the USP housing units, and then throughout 

the facilities. Products currently in use include wet 

mops made from plastic bottles, bamboo handles and 

brooms (bamboo is one of the strongest natural 

materials and is a fast-growing sustainable resource), 

sponges, microfiber dust mops, Green Solutions 

Neutral Disinfectant, and BioRenewables Glass 

Cleaner. 

FCC Victorville was recognized for the aluminum can 

recycling program it initiated in FY07 without start-up 

funds or full-time staff assigned to the program. 

Initially, this program diverted more than 3,500 

pounds of aluminum cans from the local landfill. 

During FY08, the recycling program expanded 

services significantly by including recycling of 

virtually all ferrous and non-ferrous metals, textiles 

(clothing), plastic, oils, antifreeze, batteries, tires, 

cardboard, paper, construction debris, pallets, e-waste, 
18

glass, toner cartridges, light bulbs, and sawdust. The 

end result was that more than 1.3 million pounds of 

recyclable materials – including in excess of 50,800 

pounds of aluminum cans and 60,000 pounds of scrap 

metal – were removed from the waste stream. 

Other strategies designed to improve the efficiency of 

recycling operations at FCC Victorville included the 

purchase of two diesel trash trucks to haul nonrecyclable waste to the landfill on an as-needed basis, 

rather than on a contracted schedule; and using biodiesel fuel made from used cooking oil for the trucks, 

which removes more than 8,400 pounds of liquid 

waste each month. A composting program was 

implemented and projected to reduce solid waste by an 

estimated 30 percent each year.

• MXR purchased a fully electric truck for perimeter 

mobile patrol use. The trucks, called the SUT, are 

made by Phoenix and can travel 100 miles on a single 

charge. The vehicle can be recharged in as little as 10-

15 minutes or allowed to charge overnight. 

• MXR is studying the possibility of replacing existing 

emergency lighting and night lighting in housing units 

with LED lighting that requires much less power. In 

line with the Government’s goal of reducing 

operational costs and greening its facilities, the study 

will look at retrofitting existing buildings and changing 

the design for future BOP facilities.

• Throughout FY09, FCI Beckley recycled or otherwise 

removed from the solid waste stream more than 

567,600 pounds (284 tons) of recyclable materials, 

representing a 25.9 percent increase over the previous 

year. The institution also received almost $17,900 

from the sale of recyclable materials. Cumulative 

savings from recycling, reduced trash volume and 

compactor pull fees eliminated by the facility hauling 

its own solid waste, and material sales exceeded 

$34,800 for FY09. This figure included the local 

recycling of wooden pallets, not considered a core 

material but one that would otherwise incur significant 

costs to the institution at the landfill. Beginning in the 

last quarter of FY09, the institution began selling, for 

recycling purposes, wooden pallets of specific sizes, a 

strategy that will increase monetary returns for 

FY2010. 

• FCI Dublin’s various water conservation initiatives 

resulted in a 27 percent decrease in annual water use. 

Actions taken included limiting inmate showers to a 

maximum of six hours per day, removing water hoses 

and deactivating the lawn sprinkler system, using rain 

or non-potable water to irrigate or water lawns and 

landscaping, using buckets to remove sidewalk debris, 

and limiting lawn mowing to every three weeks or as 

needed. 

• Through the use of a third party natural gas supplier 

and participation in the Pennsylvania Electric 

Company’s Smart Return Program, FDC Philadelphia 

saved approximately $180,000 on the facility’s total 

gas and electric fees. It also saved $115,000 from 

restricting use of the boiler from May through 

September 2009. 

• In 2009, NIC awarded a cooperative agreement to the 

Academy of Educational Development to investigate 

Green Corrections. The project includes exploring the 

greening of jobs, industries, and looking at 

sustainability in corrections.

Technological Enhancements 

The BOP continues to dedicate resources to improving 

its technological capabilities in all areas of the 

organization. 

• The BOP’s Electronic Medical Records (BEMR) and 

its integrated components, BEMR Rx for Pharmacy 

and BEMR Dental, continue to develop into a comprehensive repository of health information for the 

entire inmate population. Data collected throughout the 

inmate’s term of incarceration – from the time of the 

intake screening through discharge and release into the 

community – afford all health care providers involved 

in that person’s care access to critical data to guide 
19

clinical management. In FY09, numerous enhancements were made to the application, including adding 

the electronic Medication Administration Record (eMAR), medication reconciliation, and an improved 

Utilization Review function. The three components – 

BEMR, BEMR Rx, and BEMR Dental – are used in 

every BOP facility and have more than 3,700 full-time 

users. Additionally, throughout the year, work 

continued on implementing the Starlims Laboratory 

Information System (LIS), which will eventually 

integrate with BEMR. Staff members from HSD’s 

BEMR project and the Office of Information Systems 

(OIS) have been working together to develop a 

strategy for wireless connectivity to improve BEMR 

documentation capability while providing care in 

special housing units, during institution lockdowns, 

and in the event of disruptions in land-line Internet 

services. 

• HSD continues to expand the teleradiology program to 

additional BOP sites. All newly constructed facilities 

are fitted with digital radiology equipment, providing 

staff with teleradiology capability at activation. During 

FY09, 84 sites at 68 institutions transmitted a total of 

75,090 images to teleradiologists for interpretation. 

Comparing costs related to previously using filmbased systems to costs associated with the digital 

systems, the BOP saved in excess of $334,000 during 

FY09 alone. Digital systems have the added advantage 

of producing images that can be manipulated to 

enhance the size and clarity of the image, thus 

enabling improved diagnostic results. Additional 

equipment will be installed in FY10, along with 

infrastructure upgrades to allow for such installation at 

some of the BOP’s older institutions. 

• HSD also continues to move forward with the 

expansion of telehealth services. During FY09, HSD 

identified and filled a number of positions with 

psychiatrists designated to participate in the 

telepsychiatry initiative. By year’s end, 11 

psychiatrists had provided services to 25 sites (their 

own home institution, plus 14 additional sites); and 28 

more sites with the need for psychiatric consultation 

services are expected to come on line in FY10. This 

system uses the BOP network to establish 

videoconferences between the inmate, his/her primary 

care provider, and the telepsychiatrist. The 

telepsychiatrist can observe the inmate’s behavior, 

conduct an assessment of mental status, and provide 

treatment recommendations, which can then be 

accomplished at the parent facility. This arrangement 

can be used to provide timely intervention and 

treatment recommendations when inmates appear to be 

decompensating, thereby reducing the potential need 

for inpatient hospitalization. 

• The Bureau continues its use of the automated Victim 

Notification System (VNS) to enable victims of crime 

to monitor relevant, accurate information (e.g., 

offenders, projected release date); the VNS empowers 

victims and enhances their safety. 

• Victim Impact Panels and Victim Awareness Groups 

are conducted as part of the inmate release preparation 

curriculum. Inmates hear from victims’ first-hand 

accounts of how crime has affected their lives. These 

activities are designed to increase inmate awareness of 

the individual and societal costs of crime, 

acknowledgement of personal responsibility, understanding of how their behavior has affected others’ 

lives, and promote change in future behavior.

• During FY09, in excess of 516.4 million hits were 

recorded for the BOP’s public website, which saw 

more than 17 million unique visitors. NIC hosted one 

million unique visitors to its website. 

Numerous improvements were made to the agency’s 

public website during FY09: for example, 

> speed of the site (and specifically that of the Inmate 

Locator tool and other database-driven applications 

that feed the site) was improved by upgrading the 

servers; 

> the ability to search locations by security level was 

added; 
20

> the site was optimized by streamlining the code and 

reducing the size of images being downloaded to 

users’ browsers; and 

> monitoring software was installed to alert the BOP 

to issues with the public site. 

During FY09, the Bureau’s Medical Director 

continued to issue and update Clinical Practice 

Guidelines (CPGs), providing the latest information on 

the prevention, detection, and treatment of several 

diseases. Guidelines are based on nationally accepted 

standards of care and cover a broad range of topics, 

including medical management of exposures (HIV, 

HBC, HCV, human bites, and sexual assaults), 

methicillin-resistant staphylococcus aureus (MRSA), 

hepatitis C and cirrhosis, lipid disorders, varicella 

zoster virus, and preventive health care. The agency’s 

pandemic influenza plan modules – on surveillance 

and infection control, antiviral medications and 

vaccines, health care delivery, and care for the 

deceased – were issued and updated as indicated. In 

addition to being readily available in-house via the 

agency’s Intranet, the CPGs and modules are available 

to State and local corrections agencies and the public 

on the BOP’s public website, as well as through NIC’s 

website. 

• FY09 saw significant improvements to the agency’s 

Intranet (called Sallyport), including the same last two 

enhancements that were described above for the public 

website (installing monitoring software and 

streamlining code/reducing image size). Database 

applications that feed Sallyport – e.g., Staff Directory; 

Policy and Forms; the Labels and Addresses tool; Staff 

Feedback; and three sections of Staff News – were 

upgraded. Archived BOP policies dating back to the 

early 1990s are now searchable through the Bureau’s 

Google search appliance. Sallyport provides staff, to 

the degree possible, with real-time news, information, 

and guidance. 

• For emergency situations in which immediate search 

for missing children is warranted to maximize the 

chances of a safe recovery, DOJ’s Office of Justice 

Programs receives and forwards Amber Alerts to all 

DOJ components. The BOP re-distributes these 

messages to all agency staff through its Intranet, noting 

the geographic area from which the alert was initiated. 

Staff is encouraged to review these alerts and assist 

law enforcement in recovering these vulnerable 

victims. 

Goal 5: 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. 

Many factors significantly affect recidivism, including 

the availability of employment and the influence of 

family and peers. Prisons affect recidivism by helping 

inmates acquire work skills, gain an education, and 

undergo substance abuse treatment, all of which are 

related to a crime-free return to society. Research by the 

BOP and others confirms inmate programs can be 

effective in reducing recidivism. The benefits of inmate 

programs (e.g., residential drug abuse treatment, Federal 

Prison Industries, education, and vocational training), 

have been calculated, through rigorous analysis by the 

Washington State Institute for Public Policy (2001). 

Depending on the type of program, the savings range 

from as much as $3.87 to $7.13 for every dollar spent, a 

result of lowering costs for arrest, conviction, 

incarceration, and supervision, and through avoidance of 

future victimization. 

Inmate Skills Development 

Through the Inmate Skills Development (ISD) initiative, 

currently being implemented at all Federal prisons, the 

BOP is refining its approach to managing inmates’ 

reentry needs to ensure that inmates are provided 

appropriate programs in the most effective order, thereby 

increasing the likelihood of a successful reintegration 

into society following release from prison. This initiative 
21

meets the requirements of the Second Chance Act 

(Section 231) to establish a federal prisoner reentry 

strategy that includes assessing inmates’ skills and 

deficiencies and designing programs for addressing the 

inmates’ needs. BOP personnel work with each inmate to 

develop an individualized program plan that will guide 

that specific inmate’s efforts to address his/her 

deficiencies. The plan may include any of the numerous 

programming options available at every Federal prison to 

address the needs (e.g., physical, mental, emotional) of 

the BOP’s inmate population. Keeping inmates 

constructively occupied (e.g., by structuring their use of 

leisure time) has the additional benefit of minimizing the 

potential for disruption of institution operations. 

The ISD Branch, established in 2003, coordinates the 

BOP’s reentry and skills development initiatives across 

divisions and provides a centralized point of contact for 

collaborating with public and private sector agencies. 

• The Inmate Skills Development System (ISDS) was 

activated BOP-wide in 2008. This web-based tool 

helps assess the strengths and weaknesses of offenders, 

generate an individualized skills development plan for 

each inmate, select programming appropriate to 

identified needs, and track progress. The 

implementation process involves loading data for each 

inmate into the ISDS. The focus has been, first, on 

loading all information on initial commitments, 

followed by gradually loading the data for inmates 

releasing within the next four years as they cycle 

through the team process, until the remaining 

population has been loaded. It is expected that more 

than 70 percent of the inmate population will have 

been loaded into the ISDS by the end of calendar year 

2009. 

• In response to the Second Chance Act and in support 

of the BOP’s reentry efforts, volunteers and mentors 

have been given expanded access to the inmate 

population; these services are important to facilitating 

a smooth reintegration into society. 

• NIC, the Office of Probation and Pretrial Services

(OPPS), and the BOP jointly conducted Offender 

Workforce Development (OWD) training for staff 

from the sponsoring agencies and community partners 

from various geographic locations. Tools and 

resources to enhance career opportunities for releasing 

ex-offenders were provided during these sessions. 

Currently, 72 BOP staff members are trained OWD 

Specialists and 18 certified instructors are located 

across the regions. 

• Inmate Skills Development & Reentry Coordinators 

(ISDRC) at each institution received facilitator training 

and curriculum materials to conduct Offender Employment Specialist (OES) training in collaboration with 

their local partners. Local partnerships may include 

representatives from the BOP institution (including 

staff from multiple disciplines), local offices of other 

government agencies, faith-based and community 

organizations, community colleges and technical 

schools, one-stop centers, agencies serving veterans, 

social organizations, and others. To date, about 100 

BOP facilities have conducted this training, which 

supports partnerships by focusing on developing 

strategies and resources to address issues affecting 

career development and reentry success. 

• Each BOP site is designing reentry web pages on the 

agency’s Intranet that include three pieces of 

information: partnership representatives and their 

contact information; a program catalog for each site 

(e.g., listing all available institution programs or 

national programs under Central Office oversight); and 

a list of activities underway and resources. Significant 

progress was made during FY09 (i.e., 74 institutions 

had designed their pages) and full compliance is 

expected by the end of FY10. 

• Several collaborative efforts are ongoing, such as those 

with the: 

> NOWDP, which now also includes the Department 

of Health and Human Services and the Office of 

Child Support Enforcement; 
22

> Office of the Vice President, which held a series of 

meetings on barriers prisoners face, special needs 

populations, and how Federal agencies can assist in 

overcoming these challenges; 

> District of Columbia’s Criminal Justice 

Coordinating Council, on reentry initiatives for 

releasing DC ex-offenders; 

> Office of Child Support Enforcement, for the 

purpose of facilitating supportive family 

relationships and promoting feasible accommodations for child support obligations; 

> Department of Veterans Affairs, to coordinate 

resources for incarcerated veterans releasing to the 

community; and 

> Department of Education, to enhance educational 

opportunities for inmates. 

Federal Prison Industries (FPI) 

FPI, known widely by its trade name UNICOR, is one of 

the BOP’s most important correctional programs. At the 

end of FY09, FPI was providing job skills training and 

work experience to almost 19,000 inmates – primarily 

medium and high security – in Federal prisons around 

the country. The range of training opportunities provided 

at individual sites was extensive: e.g., at FCC Forrest 

City, training was provided for 57 distinct job positions 

covering such areas as production technology; quality 

assurance; shipping, receiving, and assembly; 

maintenance and repair; inventory and tool management; 

and office technology. During FY09 at that site alone, 

UNICOR issued 88 factory cross-training certifications. 

FPI focuses on enhancing work readiness for serious 

offenders – those at the greatest risk for recidivating. 

More than 75 percent of inmates who work in FPI have 

been convicted of serious offenses, including drug 

trafficking, weapons, robbery, and other violent offenses. 

Many inmates in FPI have not held a job previously. 

Rigorous research has confirmed that inmates who 

participate in the program gain valuable skills and 

training, resulting in substantial reductions in the rate of 

recidivism. Specifically, FPI participants are 24 percent 

less likely to recidivate for as much as 12 years 

following release and 14 percent more likely to be 

employed one year after release from prison than their 

non-participating counterparts. FPI also contributes 

substantially to the safe and orderly operation of Federal 

prisons. Research has demonstrated that inmates in FPI 

are less likely to be involved in misconduct while 

incarcerated, as compared to other inmates. 

While FPI manufactures products and performs services, 

the program’s real output is inmates who are more likely 

to return to society as law-abiding, tax-paying citizens 

because of the job skills training and work experience 

they received in FPI. Through its various factories and 

business groups, FPI teaches inmates a basic work ethic 

and marketable job skills, which in turn help inmates 

develop a sense of pride in their work performance and 

output. Inmates who work in FPI and who have courtordered fines, family support, and victim restitution must 

contribute 50 percent of their earnings toward these 

obligations. 

The program is entirely self-sustaining and does not 

receive appropriated funds for its operations. As a result, 

the BOP can direct its resources to other programming 

that helps inmates prepare for a successful reentry. FPI 

reinvests its earnings in the expansion of existing 

factories and product lines, staff to supervise inmates at 

those sites, and expanded employment opportunities for 

inmates. FPI’s total sales for FY09 were $885.3 million, 

compared to $854.3 million in FY08. 

Unfortunately, the continued slow economy and more 

restrictive legislation enacted over the last several years 

directly affecting UNICOR, have further limited the 

number of inmates FPI could train and employ at one 

time. The total number of inmates employed in FPI 

dropped from 21,836 in FY08 to 18,972 (or 16 percent of 

the BOP’s population) in FY09. To bring its capacity in 

line with changes in customer demand, FPI had to 

reorganize and downsize its operations, which affected 

17 different factories in FY09. At the end of FY09, FPI 

operated 101 factories. 
23

Substantial incentives exist for inmates to participate in 

this program, the most important being the opportunity to 

earn a relatively high wage of up to $1.26 per hour (this 

compares to other institution job assignments where the 

maximum is .40 per hour). Additionally, employers in 

the community receive incentives to hire inmates who 

worked in FPI (for a minimum of six months) through 

the UNICOR Federal Bonding Program, which provides 

theft insurance (up to $5,000) to employers who hire exFederal offenders. This insurance, available at no cost to 

the employers or to the employees for the initial six 

months of employment, is renewable by the employer at 

commercial rates. In the event of theft of money or 

property, this insurance will reimburse the employer up 

to the bond value. Inmates must seek coverage under the 

program within one year after release. 

Occupational/Vocational Training

Occupational and vocational training (OT and VT, 

respectively) programs are provided at institutions based 

on the needs of the inmates, general labor market 

conditions, and institution labor force needs. OT 

programs provide inmates with marketable skills to 

increase the likelihood of successful post-release 

employment. Having viable career or work options – 

ones that allow inmates to legally support themselves 

and their families – is critical to their becoming lawabiding citizens. Vocational/ occupational training 

targeting projected job market growth areas helps 

inmates secure and maintain employment. Not 

surprisingly, research has found that inmates who 

participate in VT or OT are 33 percent less likely to 

recidivate than similar inmates who did not participate in 

these programs. Apprenticeships and on-the-job training, 

available to inmates through these training programs, 

UNICOR, and institution job assignments, are important 

contributors to work readiness for inmates nearing 

release. 

On average per month, across the BOP, almost 12,000 

inmates (or 7 percent of the inmate population) were 

actively involved in OT, including in the various 

apprenticeship programs. During FY09, more than 

14,700 inmates completed at least one vocational 

program. The U.S. Department of Labor (DOL) Bureau 

of Apprenticeship and Training issued 765 certificates 

documenting competency and successful completion. 

Examples of the range of OT/VT programs provided at 

BOP institutions are provided below:

• FCI Ray Brook continued to provide two 

comprehensive VT programs – one in electronics and 

one leading to a Credentialed Alcohol Substance 

Abuse Counselor (CASAC), the latter sponsored 

through a local community Substance Abuse and 

Treatment Center. During 2009, the electronics 

program graduated 27 inmates, while CASAC 

graduated 20. Enrollments were also quite encouraging 

with 25 in CASAC, 73 in exploratory electronics, and 

12 in marketable electronics. The FCI also expanded 

inmate programming by offering two innovative 

apprenticeships in quality control. 

• The FCC Coleman Culinary Arts program is a 

combination of hands-on training and textbook study. 

Inmates are introduced to occupations involving food 

preparation and service. The program addresses career 

maturity skills, safety and sanitation, organization of 

food preparation, menu planning and recipe selection, 

food purchasing, and opportunities in the food service 

industry. Students participate in Food Service one day 

per week to acquire the practical skills and knowledge 

required to enter this industry. By helping participants 

understand what the industry’s management wants and 

needs from its workforce, students can develop into 

better employees. 

Upon successful completion, participants earn six 

certifications from the National Restaurant 

Association: i.e., ServeSafe Sanitation, Controlling 

Food Cost in Food Service, Human Resources 

Management and Supervision, Nutrition, Food 

Production, and Hospitality Marketing Management. 

Students may qualify for positions at the midmanagement level in quantity food preparation and 

service for private, commercial, and institutional 

establishments; perform as a cook responsible for 
24

preparation of all foods served in an eating 

establishment; coordinate the work of the kitchen staff; 

and conduct chef and kitchen management duties, such 

as purchasing and coordinating food preparation, 

hiring, training, scheduling, and supervising staff. In 

FY09, 143 participants successfully completed the 

program. 

• The VT section of FCI Talladega’s Education Department offers the Contren Learning Series for various 

construction trades (e.g., carpentry, masonry, and 

welding). In FY09, the VT section applied to become 

an accredited sponsor through the National Center for 

Construction Education and Research (NCCER), a notfor-profit education foundation that strives to address a 

critical workforce shortage facing construction. VT 

programs are divided into three levels of expertise: 

helper, basic, and advanced. The student must 

successfully complete both areas of the Contren 

Curriculum – the performance and written evaluation – 

with at least 70 percent accuracy to receive credit for 

the course from NCCER. Completion of NCCER’s 

“industry-driven standardized craft training programs” 

results in the award of credentials that are honored by 

the industry. 

• The FCI Talladega Education Department established 

the Career Readiness Certificate Program, an 

education and workforce development opportunity 

through the Alabama OWD. Career Readiness 

Certificates are recognized by employers and 

education entities nationwide as validating that a 

person has certain essential skills commonplace in 

today’s workforce: i.e., finding task-specific 

information, reading for instructions and directions, 

and working with figures. These skills apply across a 

wide range of jobs and are valuable to employers. 

To be certified, inmates must pass three sections of the 

ACT WorkKeys Exam: Reading for Information, 

Locating Information, and Applied Mathematics. The 

Alabama OWD issues Career Readiness Certificates at 

three levels – gold, silver, and bronze – depending on 

an inmate’s scores on the exam. 

• FCI Dublin offers instruction on both computer 

graphics (i.e., Photoshop, Illustrator, and After Effects) 

and business applications (Office XP), as well as 

training leading to a Certified Forklift Operator’s 

License. Apprenticeships are available in bakery, 

dental assistant, and carpentry fields. During the FY, 

two inmates were certified with DOL upon completion 

of apprenticeship programs; and the institution 

achieved an impressive 371 VT/OT and 30 technical 

occupational completions. As of the end of FY09, 

more than 200 inmates were enrolled in a vocational 

program.

• In FY09, FCC Lompoc established a VT program 

based on its highly successful garden program, to 

instruct camp inmates on growing vegetables using 

hydroponics. An existing greenhouse was refurbished 

for this purpose. 

• In February 2009, the FDC Miami Education Department implemented an apprenticeship program for 

housekeeping for its designated inmate population. 

This 2000-hour program sponsored by DOL’s Office 

of Apprenticeship in Jacksonville, FL, provides 

inmates an opportunity to earn certification from that 

office. 

Education 

The BOP’s programs that address educational 

deficiencies range from Adult Basic Education to high 

school level classes. Inmates who do not have a high 

school diploma or a General Educational Development 

(GED) certificate must participate in the literacy program 

for a minimum of 240 hours or until they obtain the 

GED. Because basic literacy skills – reading and writing 

– make it possible for ex-offenders to read and complete 

job applications, understand instruction manuals, and 

communicate with prospective employers and coworkers, educational programs play a significant role in 

enhancing an inmate’s potential for success in life after 
25

prison. In fact, inmates who participate in educational 

programs while in the BOP are 16 percent less likely to 

recidivate after release, as compared to their nonparticipating peers. 

During FY09, on average, 14 percent of the inmate 

population (or 23,977 inmates) were enrolled in the 

literacy program every month, and almost 6,000 inmates 

successfully completed their GEDs. Inmate involvement 

in education has remained relatively stable; 35 percent of 

the inmate population was enrolled in one or more 

education programs or classes at the end of the fiscal 

year. 

Most BOP facilities have parenting programs that 

provide inmates with opportunities to learn about 

children, child development, and family skills. Examples 

include the Reading is Fundamental (RIF) program, 

which strives to develop and deliver literacy programs 

that encourage young children to read regularly; Hope 

House, a Washington DC-based non-profit organization 

that continues to offer the Father to Child Reading 

Program at FCI Cumberland; and “Family Literacy,” a 

program that allows incarcerated mothers to read via 

videotape to their children. 

Substance Abuse Programs 

The BOP is required by statute to provide substance 

abuse treatment for eligible inmates (18 U.S.C. 

§3621(e)). Twenty years ago, the Bureau implemented a 

comprehensive drug abuse treatment strategy; this 

program has operated continuously since then, growing 

and changing with treatment advances of the times. The 

BOP’s substance abuse strategy can best be described as 

a treatment continuum with four components: 

• Drug Abuse Education covers not only the basics 

regarding substance use and its effects, but also 

identifies inmates with a further need for programming 

and refers offenders for appropriate treatment. 

• Nonresidential Drug Abuse Treatment is for inmates 

who have short sentences, those who may not meet the 

criteria for the Residential Drug Abuse Program 

(RDAP) or are awaiting placement in RDAP. 

Nonresidential treatment is a 12-week, cognitive 

behavioral therapy (CBT) treatment program 

conducted primarily in groups. It provides strategies to 

improve rational thinking, help inmates identify issues 

related to their criminal lifestyles, build communication skills, and become familiar with both 

institution and community adjustment techniques. 

• RDAP programs operate in 62 BOP institutions for the 

30-40 percent of the inmate population who have a 

moderate to serious substance abuse problem. Inmates 

in these programs are housed together in a separate 

unit of the prison that is reserved for drug treatment, 

which consists of intensive half-day programming, five 

days a week. The remainder of the day is spent in 

education, work skills training, and/or other inmate 

programming. RDAP follows the CBT model of 

treatment wrapped into a modified therapeutic 

community model where inmates learn what it is like 

living in a pro-social community. 

Upon completion of this portion of the treatment 

which lasts nine months, aftercare services are 

provided to the inmate while he/she is in the general 

population of the prison, and later at the residential 

reentry center (RRC). The program is open to all 

offenders diagnosed with a moderate to severe 

substance abuse problem (using the DSM criteria) who 

are able to complete all components of the program. A 

recent (March 19, 2009) BOP regulation adds 

treatment in a community corrections facility as a 

mandatory component of the program. 

A rigorous evaluation of RDAP demonstrated convincingly that offenders who participated in residential 

drug abuse treatment were 16 percent less likely to be 

re-arrested and to have their supervision revoked 3 

years after release, compared to inmates who did not 

receive such treatment. This reduction in recidivism is 

coupled with a 15 percent reduction in drug use for 

treated subjects.
26

The Violent Crime Control and Law Enforcement Act 

of 1994 (VCCLEA) provided some inmates with a 

significant incentive to participate in RDAP: certain 

non-violent inmates with a need for substance abuse 

treatment who volunteer for the program are eligible to 

be released early (up to 12 months) from prison. 

Implementation of this provision resulted in a 

substantial increase in demand for treatment, giving 

rise to substantial waiting lists at all RDAP sites. The 

BOP prioritizes treatment to ensure inmates receive 

treatment toward the end of their sentence, closest to 

the time when they are likely to be faced with 

opportunities for drug use in the community. This 

strategy is supported by research findings regarding 

optimal treatment strategies. The BOP reviews inmates 

for placement in RDAP approximately 36 months prior 

to release. This schedule provides sufficient time for 

inmates to complete the program (including the 6 

months in an RRC) and earn an early release of 7-8 

months, on average. 

Over the past eight months, the BOP has reduced the 

RDAP waiting list from 7,600 inmates to 6,200 

inmates. The reduction is attributable to an expansion 

of drug program capacity to allow treatment of an 

additional 2,000 inmates. Additionally, BOP policy 

has changed, which provides for adding new 

participants as others drop out, are expelled, or 

otherwise leave the program. This allows RDAPs to 

remain at capacity at all times. The retroactive 

application of the reduction in crack sentencing 

guidelines further reduced the list, as hundreds of 

inmates who released early had been awaiting 

treatment. 

Finally, the BOP is developing a shorter version of 

RDAP targeting offenders who are at reduced risk for 

reoffending and relapse. High risk, drug dependent 

offenders will be referred for the nine-month program 

and low risk substance abusers will be referred for a 

six-month program. Research supports this approach 

and suggests it will improve the success rate for both 

high- and low-risk inmates. 

The cumulative effects of all these efforts will be that 

the BOP will be able to treat more inmates earlier in 

their terms of incarceration, thereby allowing for 

increased sentence reductions (the demonstrated 

reduction in recidivism suggests that there is no 

increased risk to public safety by virtue of these early 

releases). The cost savings generated from the early 

releases, in turn, can be used to further expand 

program offerings and treat more inmates. 

• The Community Transition Drug Abuse Treatment 

(TDAT) requirement – i.e., the continuation of drug 

abuse treatment upon transfer to an RRC – is a critical 

component of the program, as this period is the most 

vulnerable time for an inmate to relapse into drug use 

and/or criminal behavior. Research demonstrates that 

continued treatment and supervision is an essential 

element in the inmate’s treatment success. 

The primary responsibility of Regional TDAT staff is 

to monitor an inmate’s treatment progress during 

his/her stay in the RRC. This level of clinical oversight 

ensures each inmate receives a level of treatment and 

management similar to that provided in a Bureau 

institution. 

Regional TDAT staff members have developed a 

complex network of community-based contract 

providers to deliver treatment to Bureau inmates 

residing in an RRC or on home confinement. The 

approximately 400 contractors are licensed and 

certified professionals – e.g., certified addictions 

counselors, social workers, professional counselors, 

psychiatrists, and medical doctors. Regional TDAT 

personnel work closely with U.S. Probation to 

establish a continuum of treatment as the inmate leaves 

Bureau custody and moves to supervised release under 

U.S. Probation. 

During FY09, 30,775 inmates participated in a drug 

abuse education course; 14,613 inmates received 

nonresidential treatment; 18,732 inmates participated in 

RDAP; and 16,123 participated in TDAT. Of those 
27

inmates parti-cipating in RDAP, 84 percent successfully 

completed the program. 

As a result of their successfully completing RDAP, 

during FY09, 4,518 inmates received an early release 

that averaged 7.53 months. Since implementation of the 

early release incentive, 37,136 inmates have been 

released early; a total of 218,572 inmates have 

participated in RDAP. In FY09, the BOP was able to 

meet the demand for services and all eligible inmates 

received RDAP before their release from BOP custody. 

Religious Programs and Services

During FY09, BOP chaplains, assisted by more than 

7,700 contractors and volunteers, provided a broad range 

of religious services and programs to accommodate the 

practices of 32 distinct faith traditions represented within 

the inmate population (e.g., Asatru, Jewish, Moorish 

Science Temple of America, Muslim, Nation of Islam, 

Native American, Protestant, Rastafarian, Roman 

Catholic). Worship services for adherents of those faith 

groups made up approximately half of all religious 

programming opportunities. 

The BOP operates the Life Connections Program (LCP), 

an 18-month residential, multi-faith reentry program 

designed to assist inmates with the personal 

transformation many of them need to become lawabiding citizens. Participants address critical areas of 

their lives in the context of their personal faith or value 

system. Each day is equally split into LCP classes/ 

sessions and work; programming also takes place in the 

evening and on weekends. Inmates in LCP are connected 

with mentors and with a faith-based or community 

organization at their release destination to improve 

community reintegration. LCPs operate at FCIs Milan 

and Petersburg, USPs Leavenworth and Terre Haute, and 

FMC Carswell. LCPs are open to inmates of all religious 

faiths and inmates with no religious leanings. To date, 

1,123 inmates have graduated from the program. 

Evaluation by the BOP’s Office of Research and 

Evaluation (ORE) has determined that participation in 

LCP significantly lowers the potential for inmates 

engaging in serious forms of institutional misconduct 

while participating. An evaluation of the impact of LCPs 

on recidivism is underway. 

Future goals for LCP include implementing a new 

curriculum for community mentoring organizations and 

developing an aftercare program to reinforce the changes 

made during an inmate’s initial participation. 

Thresholds is a faith-based, nonresidential program that 

addresses the reentry needs of inmates not eligible for 

LCP participation – i.e., primarily those with less than 

two years remaining on their sentence. The program is 

taught and facilitated by Chaplains and mentors, who 

meet with inmates for approximately 1.5-2 hours per 

week for 6 to 9 months. Initially implemented at FMC 

Carswell in 2005-06, it was expanded across the BOP in 

late 2007 and is now offered at 30 institutions. More 

than 1,000 inmates have participated or are currently 

engaged in the program, and the BOP plans to expand 

the number of sites offering this program to at least 50 by 

the end of FY2010. 

Specialized Programs and Services 

During FY09, BOP forensic psychologists completed 

1,201 court-ordered forensic evaluations. BOP 

Psychology Services departments around the country 

conducted 346,799 mental health assessments/ 

evaluations, 40,809 individual sessions, and 1,234 crisis 

counseling sessions. Psychologists also attended to the 

needs of offenders in special housing units, conducting 

monthly status reviews. 

The BOP continues to develop and operate specialized 

treatment programs using evidence-based, cognitivebehavioral interventions that focus on improving 

inmates’ emotional and behavioral responses to difficult 

situations and emphasizing life skills and pro-social 

values development. These programs are designed to 

address a variety of issues, including cognitive deficits 

and mental illness, as well as to facilitate inmates’ 

adjustment during incarceration and upon release to the 
28

community. Brief descriptions of some of the 

programming opportunities follow: 

• The Bureau Rehabilitation and Values Enhancement 

(BRAVE) Program, which operates at FCI Beckley, is 

designed to improve the institutional adjustment of 

young male, medium security level offenders serving 

their first significant term (five years or more) of 

Federal incarceration. BOP research has demonstrated 

that as a group, medium security inmates, 30 years of 

age or younger, have the greatest difficulty adapting to 

institution rules.

• The Skills Program, operating at FCC Coleman 

(Medium), is designed to improve life skills of inmates 

with cognitive and social learning deficits. This sixmonth program begins with an assessment of their 

educational needs, learning problems, and level of 

social functioning. The inmates participate in activities 

designed to increase educational levels, strengthen 

social skills, and improve their ability to adjust to a 

correctional environment satisfactorily. An evaluation 

of the program indicates that it increases the likelihood 

of completing GEDs, participating in the Inmate 

Financial Responsibility Program (IFRP), and 

receiving positive work reports and evaluations, while 

reducing the number of incident reports for misconduct 

that participants receive. 

• The Step Down Program, operating at FCI Danbury 

and FCC Butner (Medium), offers intensive residential 

mental health care to inmates with severe mental 

illness, thereby reducing the need for inpatient 

treatment. 

• The Challenge Program targets high-risk offenders 

with histories of substance abuse and/or mental illness. 

In FY09, this program was expanded to operate at all 

15 penitentiaries. High security inmates receive at 

least nine months of treatment that may include 

substance abuse and/or individual treatment, 

management for mental illness, and/or treatment for a 

dual disorder. 

• The Resolve Program provides psycho-educational and 

group counseling to female offenders with a history of 

trauma-related mental illness. This program now 

operates at 10 facilities that house female inmates. 

• The Habilitation (HAB) Program serves high security 

level, low functioning inmates who cannot adapt to a 

penitentiary environment, but who may have the 

ability to function well at medium security institutions. 

Many HAB candidates are considered to be at risk of 

predation for various reasons, including their smaller 

size, mental illness, and criminal history. Program 

candidates with a history of predatory violence or 

disruptive institutional behaviors are excluded from 

consideration for the program. Once accepted, 

participants are required to attend psycho-educational 

groups designed to facilitate successful adjustment to 

medium security facilities. Individual therapy is 

available to participants on an as needed basis. The 

program currently operates at the medium security 

facility at FCC Butner. HAB graduates who have 

maintained favorable adjustment are transferred to 

other medium security level institutions.

• “Doing Time with the Right Mind,” implemented at 

the medium security facility at FCI Florence, is a twophase, inmate-facilitated program that helps inmates 

serve their terms of incarceration in a positive manner. 

The program emphasizes self-discovery, identifying 

strengths and weaknesses, acknowledging one’s 

victims, coping with feelings, self-respect, and earning 

the respect of others. During each of the 12 weeks that 

make up the first phase, group sessions focus on race 

and race-related perceptions, respect, family, selfappraisal, uncontrol-lable issues, and personal 

development. Each group consists of 40 inmates, who 

meet once a week for a 2-hour session. There are 

presently two classes in session. The second phase of 

the program lasts eight weeks and addresses prison 

politics, personal leadership, proven principles, and 

goal-setting. In FY09, 162 inmates had completed 

phase one and 85 completed the entire program. The 

program has been a resounding success, with more 
29

than 200 inmates requesting placement in future 

classes. There has been a reduction in incident reports 

for those inmates who have completed the program.

• FCI Herlong has established a self-study/journal 

program for inmates in the special housing unit. 

Overseen by a psychologist, the program strives to 

decrease idle time, while teaching inmates how to 

change their negative, criminal thinking.

Sex Offender Treatment: The Adam Walsh Child 

Protection and Safety Act of 2006 (referred to as “the 

Adam Walsh Act”) affected the BOP by requiring sex 

offender registration, the establishment of sex offender 

management and treatment programs in each Bureau 

region, and the civil commitment of certain sex offenders 

as “sexually dangerous persons.” Although the BOP 

already offered programming to its population of sex 

offenders, expansion of management and treatment 

services was necessary to achieve compliance with the 

law. 

• On average, the number of sex offenders, per month, 

in the BOP equals 10.3 percent of the inmate 

population. Approximately 75 percent of those sex 

offenders meet the statutory definition in the Adam 

Walsh Act of “engaging or attempting to engage in 

sexually violent conduct or child molestation,” which 

is required for certification as a sexually dangerous 

person (SDP). 

• To address the unique and difficult challenges 

associated with sex offenses, the BOP has established 

Sex Offender Management Program (SOMP) sites in 

each region, as mandated by the Adam Walsh Act. 

These sites provide treatment and specialized 

correctional management services to inmates who 

meet the admission criteria. The primary goal of the 

SOMPs is to help sex offenders manage their behavior 

to reduce the incidence of sexual re-offending. The 

program adheres to the philosophy that criminal sexual 

behavior can be managed effectively in most cases 

through intensive supervision and appropriate, 

comprehensive treatment. 

SOMP comprises the following program components: 

> Treatment: all SOMP institutions offer either the 

high- intensity residential (SOTP-R) or the moderate 

intensity nonresidential Sex Offender Treatment 

Program (SOTP-NR). 

> Specialized management: SOMP institutions may 

impose correctional management plans (CMP) on sex 

offenders who engage in risk-relevant behavior. 

Risk-relevant behavior refers to conduct related to a 

sex offender’s history that indicates a risk of future 

sexual offending upon release (e.g., collecting sexual 

pictures of children, attempting to contact potential 

child victims). 

For each participant, the goals of the SOTP are to: 

> decrease the risk of sexual re-offending; 

> increase resiliency and improve quality of life, both 

in prison and after release; 

> build healthy, rewarding, and meaningful 

relationships; and 

> develop a new sense of meaning and purpose in life. 

FMC Devens offers the high intensity SOTP-R in a 

residential, therapeutic community setting. The 

remaining SOMP sites (FCI Marianna, USP Marion, 

FCC Petersburg, FCI Seagoville, and FCC Tucson) 

offer the moderate intensity SOTP-NR. Treatment 

volunteers are assigned to the appropriate program 

based upon their individual risk classification. At the 

end of FY09, 674 sex offenders were housed at the 

low security male SOTP-NR at FCI Seagoville, 

making up 41 percent of the inmate population. 

• To meet the civil commitment mandates of the Adam 

Walsh Act, the Sex Offender Certification Review 

Branch (SOCRB) in Central Office initiates review of 

sex offenders 18 months from their projected release 

dates. This allows sufficient time to determine whether 

civil commitment should be recommended and to 

complete all legal proceedings prior to the projected 

release date. During FY09, the SOCRB completed 
30

more than 6,400 case reviews. A total of 13 cases were 

certified by the Panel and filed with the court, and 2 

inmates were committed under Title 18 United States 

Code Section 4248. 

FCI Butner operates the BOP’s Commitment and 

Treatment Program, which holds certified, postsentence persons and civilly committed sex offenders 

who are transferred to Butner for treatment. 

In Support of Inmate Transition... 

• TRULINCS provides inmates with computer access to 

perform routine daily functions and limited use of 

electronic messaging to communicate with friends and 

family. TRULINCS has been implemented at more 

than 50 percent of BOP facilities. 

• The Bureau’s Inmate Transition Branch (ITB) 

continued to manage release-related programming. It 

expanded and improved the format of job fairs held for 

inmates releasing to the community, and coordinated 

82 mock job fairs across the BOP during FY09. 

Approximately 5,330 inmates and about 785 company 

recruiters, employers, representatives from community 

organizations, and local agency staff participated. 

Mock job fairs serve various functions: they allow 

inmates to practice interviewing; get their resumes 

critiqued; and obtain constructive feedback so they can 

improve their performance, thereby increasing the 

likelihood of finding employment. Business volunteers 

have a chance to get to know the inmates and what 

they offer; including business representatives in this 

process help improve employers’ comfort level with 

hiring ex-offenders. In fact, some inmates have 

obtained employment through contacts made at mock 

fob fairs. In locations where community corrections 

contractors and RRCs are in close proximity to BOP 

facilities, they are encouraged to become involved in 

inmate mock job fairs. 

• Employment Resource Centers (ERCs) are available at 

all main BOP institutions (and at most camps), 

providing inmates access to career and work-related 

materials. Specifically, ERCs help inmates explore 

career options, prepare for job searches, write resumes 

and cover letters, and compile all documentation 

required by employers who may hire them. This 

resource is designed to enhance an inmate’s job 

readiness and ability to integrate successfully into the 

workforce upon release. For example, at FCI Phoenix, 

offender reentry services are available through this 

center, which not only has numerous printed resources 

available for inmate use, but also various job-related 

videos for viewing by inmates. 

• Two pilots were underway during FY09 and 

continuing into FY10: a demonstration project entitled 

“My Own Business Proposal” at FCI Terminal Island; 

and the second – a VT course provided by the 

Alchemy Corporation under contract at USP 

Leavenworth.

• Volunteers play a significant role in pre-release 

activities and contribute to reducing the potential for 

recidivism in releasing inmates. They can provide 

constructive and reality-based feedback and serve as 

role models who can reinforce the pro-social values so 

many of the inmates lack, but are critical for reentry 

success. In some cases, volunteers may be an inmate’s 

only support system and link to society. All BOP 

institutions are encouraged to recruit volunteers who 

support the positive personal development of inmates. 

• Institution Community Relations Boards (CRBs) are 

an important resource for the Bureau with regard to 

reentry. They share with institutions what the 

community has available for releasing inmates and 

liaison with businesses and the community at large in 

arranging work activities for BOP inmates. 

Community service projects are conducted in 

cooperation with local municipalities and community 

and faith-based organizations. These projects provide 

inmates an opportunity to learn and practice work 

skills, while contributing back to the community in 

positive ways. 
31

• By volunteering for community service and public 

works projects, inmates further exercise personal 

control and responsibility for strengthening many of 

their own skill sets. At the end of FY09, ITB reported 

that 255 public works and 44 community service 

projects, and 211 community service programs done in 

conjunction with inmate OT programs were underway 

across the BOP.

• Elderly Offender Pilot Program: The Second 

Chance Act of 2007, Section 231(g), Elderly and 

Family Reunification for Certain Non-Violent 

Offenders Pilot Program, directs the BOP to conduct a 

pilot program to determine the effectiveness of 

removing certain elderly offenders from BOP facilities 

and placing them on home detention until the 

expiration of their prison terms. As of September 30, 

2009, 13 inmates were on home detention as a result of 

their acceptance into this pilot program, and 35 more 

cases were pending final arrangements. 

Residential Reentry Centers (RRCs) 

Each year the BOP releases approximately 50,000 

inmates back to U.S. communities; and another 20,000 

offenders are either deported through the U.S. 

Immigration and Customs Enforcement (ICE) or 

transferred to State and local authorities for criminal 

proceedings or to serve a sentence. Most inmates 

(approximately 80 percent) who are released to U.S. 

communities are transferred to an RRC (also known as 

halfway house) to serve the last few months of their 

sentence in a structured setting in the community prior to 

completing their Federal sentence. Many of these 

inmates are transferred to home detention during the last 

portion of their RRC stay. 

RRCs provide a structured, supervised environment and 

the types of support services the ex-offender needs (e.g., 

job placement and assistance in finding employment, 

counseling) to facilitate a smooth transition into the 

community. They make it possible for ex-offenders to 

establish positive ties to the community gradually, while 

correctional staff supervises their activities during this 

important readjustment phase. 

Inmates who are released through RRCs are more likely 

to be gainfully employed and therefore less likely to 

recidivate as compared to inmates who are released from 

a prison directly to the community. 

• In FY09, BOP community corrections field offices 

received and processed 41,763 referrals for RRC 

placement from both BOP institutions and U.S. 

Probation. 

• In FY09, 29,572 inmates were transferred to RRCs: 

89.7 percent successfully completed the RRC program, 

2.5 percent failed via escape, 7.7 percent failed for 

some other reason, and 16 (or 0.08 percent) died 

during the RRC placement. 

• Of all inmates who transferred to an RRC before 

release from custody, 124 (0.6 percent) went directly 

from an institution to home detention, and 6,706 (33.4 

percent) went to an RRC followed by home detention. 

Goal 6: Building Partnerships 

The BOP will continue to seek opportunities for 

expanding the involvement of community, and local, 

State, and Federal agencies, in improving the 

effectiveness of the services it provides to offenders and 

constituent agencies. The active participation by BOP 

staff to improve partnerships will allow the BOP to carry 

out its mission within the criminal justice system and to 

remain responsive to other agencies and the public. The 

BOP will develop partnerships to focus the shared 

responsibility for the establishment of a supportive 

environment promoting the reintegration of offenders 

into the community. 

• To serve the needs of the diverse faith groups 

represented in BOP facilities, Religious Services at the 

institutions rely heavily on the 233 contractors and 

about 7,500 volunteers to augment services by BOP 

Chaplaincy staff. 
32

As of September 2009, the Life Connections Program 

(LCP) was supported by 1,036 mentors and partnered 

with almost 1,100 communities and faith-based 

organizations across the country, providing a support 

system to assist inmates in achieving a successful 

reentry into the community following release. A total 

of 182 mentors participated during the incarceration 

phase of the LCP.

• At FCC Florence, about 15 partnerships have been 

established, including with parenting organizations and 

such agencies as the USPO, AARP Worksearch 

Program; Denver Workforce Center; Colorado AIDS 

Project, and The Empowerment Program. 

• FCI Greenville’s partnership with “Dress for Success” 

ensures inmates nearing release are provided with 

clothing appropriate for the transition to the 

community, and specifically those needed for job 

interviews.

• In addition to having a close working relationship with 

the BOP’s Sacramento Community Corrections Office,

FCI Herlong established partnerships with Lassen 

Community College, several U.S. Probation Offices, 

the Social Security Administration, Veteran Affairs, 

Nevada Career Information Systems, and Alliance for 

Workforce Development. It also partnered with 

numerous local employers and local job placement 

agencies, including My Journey Home, Nevada Job 

Connect, Sacramento Works, and Bristlecone Family 

Treatment Services. 

• FCC Lompoc works closely with the Veterans 

Administration (VA), resulting in the completion of 

more than 75 VA eligibility applications, of which 54 

inmate applicants were found eligible for VA 

programs (including for VA health care upon release 

from custody). Incarcerated Veterans Reentry 

Specialists and the FCC’s ISD Coordinator hold 

meetings with the inmate veterans throughout the FCC 

once every four months to provide up-to-date 

information about VA programs and to assist them in 

completing applications for VA eligibility. 

During FY09, a strong working relationship was 

established with the State of California’s Employment 

Development Department. Information is shared on 

employment barriers and ways to break through them, 

the Federal Bonding Program, and the Work 

Opportunity Tax Credit. 

• FDC Philadelphia established a community reentry 

partnership with the Our Place organization located in 

Washington, DC. Our Place was recently funded by 

the Federal Government to provide case management 

services to 80 incarcerated female inmates currently 

housed in Federal facilities and expected to release to 

the DC area within the next year. The FDC has 

identified 15 female inmates at that site who will be 

teamed by Unit Management, Psychology, and 

Education Departments in conjunction with Our Place 

case managers, as part of this process. The ISDS will 

be used for planning, tracking, and informationsharing purposes. 

• FCI Greenville and its FPC were awarded the 

Commander’s Award for Public Service by Colonel 

Thomas O’Hara, Jr., Commander of the St. Louis 

District of the Army Corps of Engineers. The award 

recognized the facility’s long-term partnership with the 

Army Corps of Engineers at Carlyle Lake, and the 

various benefits it yields. By way of this public service 

project that serves the military, inmate participants 

complete unfunded work, thereby helping to preserve 

and enhance public lands, and maintain facilities and 

natural resources. 

Through this public service partnership: 

> inmates learn valuable job skills and acquire a sound 

work ethic, an appreciation for nature, and a sense 

of personal responsibility for the care of the 

environment; 

> the institution benefits from having inmates 

constructively occupied in activities that help them 

prepare for release; 
33

> the Government achieves a cost avoidance of about 

$250,000 per year, which allows those funds to be 

used in other areas; and 

> the public benefits by having inmates betterprepared for release to their local communities, as 

this reduces the potential for recidivism, further 

victimization, and future costs to taxpayers. 

The FCI was awarded the “Greenville Service Award” 

for the outreach service provided to the Bond County 

Beautification Project, which maintains the grounds 

for the Greenville courthouse. 

• FCI Dublin’s community service and public works 

projects support, e.g., the National Park Service and 

U.S. Army in the Parks Reserve Training Forces Area 

(RTFA), Clothes for Kids (18 inmate participants 

created 86 clothing items), Quilts for Kids (12 inmates 

created 141 projects), and the Choices program for 

troubled youth. 

• FCI Edgefield’s Wake-Up Juvenile Awareness 

Program was recognized by the District Director of the 

Georgia Department of Juvenile Justice for its efforts 

to divert troubled youth from entering the adult prison 

system and its positive impact on local communities. 

• FCI Herlong’s relationship with its long-established 

and active CRB resulted in the implementation of 

several community service projects. In all, inmate 

volunteers performed more than 6,600 service hours in 

support of the local community. 

• FCI Danbury’s Psychology Services collaborated with 

the University of Hartford in implementing a doctoral 

program/practicum placement for doctoral level 

students within the institution. This partnership 

provides training for future psychologists, as well as 

additional services for inmates. 

Health Services entered into a partnership with the notfor-profit organization College Health Services Corps, 

which provides preventative and educational classes 

for inmates. Also, Health Services has agreements with 

the University of Connecticut School of Pharmacy, 

Yale University School of Nurse Practitioner, and 

Kings College School for Physician Assistant that 

allow medical students the opportunity to perform 

clinical rotations in a correctional environment, while 

supplementing services for the inmate population.

• FMC Rochester provides medical students and 

residents at Mayo Clinic opportunities for psychiatric 

rotations. These rotations in the Psychiatry Department 

have been very popular among the Clinic’s residents, 

as they are able to observe and evaluate many unique 

forensic cases that typically are unavailable to 

psychiatric residents. Residents and students also 

receive instruction from FMC staff on a broad 

spectrum of issues ranging from schizophrenia to the 

incidence of dementia in the prison setting. In turn, 

medical students and residents actively support the 

BOP’s mission by providing services. 

• BOP staff members across the country honor the trust 

bestowed upon them by the public, not only through 

their diligent efforts at work, but by directly supporting 

and contributing generously to their communities. 

They participate in numerous local charitable activities 

and community service, including food and school 

supply drives, crime prevention programs, and the 

Combined Federal Campaign (CFC); tutor and mentor 

children and at-risk youth; and much more. 

Technical Assistance 

• During FY09, NIC’s Information Center generated 

5,500 responses to requests for its services. In 

addition, a total of 266 responses were generated by 

NIC to technical assistance requests. Of those, 30 were 

processed through the Prisons Division, 34 through the 

Academy Division (plus another 57 via phone or email consultation that were not included in the above 

total), 89 through the Community Corrections 

Division, 76 through the Jails Division, 14 through the 

Transition and Offender Workforce Development 
34

Division (TOWDD), and 14 through the Women’s 

Offender Initiative. NIC also provided technical 

assistance on PREA specifically to the New 

Hampshire, Washington State, and Tennessee 

Departments of Corrections, as well as the New York 

State Sheriff’s Association. 

• NIC’s TOWDD continued its support of other U.S. 

correctional systems by: 

> providing technical assistance to States through the 

“Transition from Prison to Community” (TPC) 

initiative. The TPC model encourages strategic 

changes to reduce recidivism and future 

victimization; enhance public safety; and improve 

the lives of members of the community at large, 

victims, and offenders. This model is in place in 

eight States – Oregon, Missouri, Michigan, North 

Dakota, Rhode Island, New York, Georgia, and 

Indiana. 

> developing and testing, in collaboration with the 

Urban Institute, the Transition from Jail to 

Community (TJC) model designed to improve longterm reintegration outcomes for individuals 

returning to their communities from county jails. 

Local jurisdictions in Denver County, CO; Douglas 

County, KS; Orange County, CA; Kent County, MI; 

Lacrosse County, WI; and Davidson County, TN are 

implementing this model. 

> publishing an information bulletin entitled “Creating 

a Workforce Development Culture to Reduce 

Reincarceration” that reviewed Vermont DOC’s 

workforce development program and reported its 

results. Funded by the U.S. Department of 

Education’s Office of Vocational and Adult 

Education, Vermont’s program used a researchbased correctional strategy to teach social and workrelated skills to offenders, with the ultimate goal of 

reducing recidivism. This innovative program 

achieved 20 and 37 percent reductions in recidivism 

during the evaluation period for male and female 

participants, respectively. By understanding the 

expectations, social rules, values, and norms that 

guide proper behavior, program participants were 

better prepared to enter the labor workforce. 

• Two of the Inmate Transition Branch’s (ITB) training 

videos – The Road to Success and One Step at a Time 

– have been well-received; the ITB continues to 

provide copies in response to the numerous requests it 

receives. The videos demonstrate the realities exoffenders face during their transition to the 

community; and show BOP staff, inmates, and 

community agencies providing the support needed for 

a successful reentry.

Training Programs 

• Staff members in the ISD Branch and NIC joined with 

Federal partners in conducting presentations and 

workshops designed to heighten awareness of 

collaborative efforts in the areas of offender workforce 

and skills development. Audiences included 

representatives from OPPS, the U.S. Sentencing 

Commission, Homeless Veterans, RRCs, and other 

correctional, government, and community agencies. 

Both the ISD Branch and NIC’s TOWDD continue 

their ongoing participation in the National Offender 

Workforce Development Partnership (NOWDP), a 

nationwide initiative designed to enhance opportunities 

for career-oriented employment for releasing 

offenders, as well as to reduce barriers to employment 

of ex-offenders. 

NIC co-sponsored the 2009 Defendant Offender 

Workforce Development (DOWD) Conference, hosted 

by the OPPS, Western District of Pennsylvania, in 

collaboration with the BOP, AOUSC, OPPS (national), 

DOL, and the National Career Development 

Association. More than 650 attendees took part in 

hands-on training opportunities in workforce 

development techniques, explored potential new 

partnerships, and accessed the multiple resources 

available on site. 

• NIC supports the work of local and state departments 

of corrections and jails throughout the United States 

and its territories. During FY09, 2,509 State and local 

corrections personnel received training via traditional 
35

instructor-led methods, 17,379 participants viewed 

remote broadcasts, and 4,749 e-learning course 

completions were recorded. 

• During FY09, NIC’s TOWDD focused significant 

effort on participating, developing, and expanding 

training opportunities to maximize the skill level of 

those working on OWD and employment issues. 

Examples include: 

> collaboration with NIC’s Academy Division and the 

National Correctional Industries Association 

(NCIA) to develop strategies to facilitate 

contributions by correctional industries to the 

national reentry initiative. To that end, a blended, 

competency-based training curriculum is being 

developed for admin-strators of correctional 

industries that will include the use of assessments, 

evidence-based practices, and risk reduction with 

OWD. This train-the-trainer curriculum will be 

based on results from a validated job task analysis 

(DACUM) of correctional industries administrators. 

> work on developing a professionally endorsed and 

certified, competency-based, train-the-trainer curriculum for Offender Employment Retention

Specialists, also to be based on the results of a 

validated job task analysis of that position. 

> provision of the 180-hour Offender Workforce 

Development Specialist (OWDS) training-fortrainers course in collaboration with the National 

Career Development Association (NCDA). Multidisciplinary teams of trainees receive competencybased instruction to increase their skills in assisting 

offenders in finding and retaining employment. 

• During FY09, NIC granted 33 state/local cooperative 

agreement awards supporting training activities. As an 

example, approximately 600 State and local 

corrections staff members were trained in matters 

related to the Women’s Offender Initiative via six 

technical assistance events and two cooperative 

agreements, which included on-site and webinar 

events.

• NIC conducts two training programs for DOC 

directors: “New Directors’ Training” (NDT) and “All 

Directors’ Training” (ADT). Depending on the number 

of new appointees, NDT may be conducted annually or 

biannually. This program is conducted in a peer 

training format with a 1:2 ratio of new to experienced 

directors. Typically, 35 directors participate in the 

annual ADT, which is for current state directors of 

corrections with responsibility for state prisons (and 

community corrections operations in some cases). 

• Correctional Leadership for Women is offered twice a 

year. In FY09, 23 participants took the first class and 

24 the second. Even though this class usually has BOP 

participants, there were none this year. This is a 

middle-manager leadership program modeled after the 

Executive Program. 

Goal 7: Counter-Terrorism

The BOP will provide for public safety and security by 

focusing on the prevention, disruption, and response to 

terrorist activities.

As of September 30, 2009, the BOP housed 216 

individuals with a history of or nexus to international 

terrorism (IT) and 123 individuals with a history of or 

nexus to domestic terrorism (DT). The agency’s 

approach to managing these offenders is comprehensive, 

involving: 

• the use of sound correctional practices in each BOP 

facility 

• the use of an objective classification system, which is 

critical to managing any inmate population safely 

• designation to and placement of inmates at the most 

appropriate facility given security needs (e.g., the most 

dangerous and sophisticated terrorists are housed at the 

BOP’s most secure facility under the most restrictive 

conditions) 

• well-coordinated inmate transfers 

• close monitoring of the inmate population, particularly 

those identified as high risk, and 100 percent 

monitoring of all communications (general 
36

correspondence and social telephone calls) of inmates 

placed on mail or telephone monitoring restriction 

• intelligence gathering, analysis, and well-coordinated 

information-sharing with all levels of law enforcement 

and correctional staff to identify threats to institution 

security and reduce crime in the community 

> As a member of the National Joint Terrorism Task 

Force (NJTTF), the BOP receives alerts from other 

NJTTF agencies on an ongoing basis, as well as 

information available on any person entering BOP 

institutions who may be tied to terrorist 

organizations. Locally, FBI Joint Terrorism Task 

Forces (JTTFs) facilitate this process for the BOP’s 

individual institutions. 

> The BOP actively participates and supports the 

Correctional Intelligence Initiative (CII), a project of 

the NJTTF tasked with facilitating coordination on 

terrorism-related matters among all JTTFs and all 

U.S. correctional systems (Federal, State, local, 

territorial, etc.). 

> The BOP intelligence unit has staff detailed to the 

FBI’s Counterterrorism and Violent Crimes Major 

Offenders Centers and the National Drug 

Intelligence Center. It also operates the Sacramento 

Intelligence Unit in Sacramento, CA with 

intelligence officers working with the Safe Streets 

Task Forces in numerous metropolitan areas. 

• compliance with three ACA standards that require 

liaison with JTTFs on matters with a terrorism nexus, 

and specifically vetting/screening protocols for 

contractors and volunteers 

• close oversight of the activities of and services 

provided by contractors and volunteers 

> Like many other correctional agencies, the BOP 

relies on citizen volunteers and contractors to 

supplement the services the agency provides. The 

BOP must carefully screen each person before 

granting access, then provide the requisite ongoing 

supervision for any volunteer or contractor 

authorized to enter an institution. The sheer volume 

of volunteers and contractors in the agency’s 

resource pool (e.g., during FY09, nearly 10,100 

citizens volunteered four or more times) makes this 

a challenging task. In part because the bulk of 

volunteers and contractors directly support the work 

of the Religious Services department, BOP 

chaplains play a critical role in scrutinizing and 

supervising them. 

• careful scrutiny by the Warden of requests to approve 

any inmate organization (the Warden must ensure 

adequate supervision to prevent the misuse of 

organizations for recruitment or other illicit purposes), 

and last but not least, 

• staff training on, e.g., identifying “red flags” or 

indicators of potential recruitment and radicalization 

activities. 

To date, recruitment and radicalization of inmates in the 

BOP has not been a significant problem. There have 

been no indications of organized recruitment efforts, nor 

has there been evidence of wide-spread attempts at 

radicalization and recruitment. However, the need for 

vigilance is ongoing, as pockets of concern must be 

quickly identified and managed. To that end, executive 

staff at BOP institutions ensures institution staff has 

effective monitoring capabilities and receives the 

supervision, oversight, and guidance to implement and 

consistently follow management strategies. 

Counter-Terrorism Unit (CTU) 

Established in October 2006, the Bureau’s CTU in 

Martinsburg, WV, serves as an extension of the BOP’s 

Intelligence Branch. The CTU assists the agency in 

identifying, developing, and implementing policies, 

programs, and protocols that apply in national security 

matters (such as cases classified as IT or DT) by: 

• identifying and validating inmate involvement in 

terrorist activities; 

• coordinating foreign language translation services and 

managing the contract that provides these services for 

all BOP facilities; 

• monitoring and analyzing terrorist inmate communications, and producing intelligence products; 

• developing and providing relevant counter-terrorism 

training; and 

• actively collaborating with other correctional agencies, 

law enforcement, and the intelligence community. 
37

The CTU’s accomplishments during FY09 include: 

• identifying individuals with a history of or nexus to 

international and domestic terrorism; 

• processing numerous requests from the FBI, including 

632 for BOP information, 343 for BOP content in 

compliance with the Fisher Memo (which allows the 

BOP to provide content of inmate telephone 

conversations to the FBI without a court order or other 

legal process), and 376 for BOP transactional data; 

• processing on average 5,000 separate pieces of inmate 

communications (in more than 40 languages and 

dialects) each month; 

• identifying and analyzing a vast amount of valuable 

information culled from monitoring inmate communications, and integrating the analysis into an 

intelligence product disseminated to DOJ components 

and State and local law enforcement agencies (in 

FY09, CTU’s staff produced 25 intelligence 

summaries); 

• providing corrections-specific instruction on terrorism 

as part of BOP or DOJ training meetings: Investigative 

and Intelligence Training, Regional Special 

Investigative Services (SIS) Training, National 

Captains’ Training, and the FBI’s NJTTF CII 

conference; and 

• presenting two specialized courses on international and 

domestic terrorism to a total of 90 BOP SIS 

technicians. 

> These 40-hour classes substantially expanded the 

scope of instruction beyond that typically provided 

via the Investigative and Intelligence Training 

course. The audience was exposed to and took part 

in in-depth presentations and discussions on the CII, 

religious extremism, domestic and international 

terrorism, documents examination, crypt analysis, 

correctional legal issues, and case studies of the 

sovereign movement. 

In all, 19 BOP staff members are assigned to the CTU, 

two of whom are Trust Fund employees who directly 

support the CTU mission. One full- and one part-time 

FBI intelligence analysts are assigned to the unit. 

Interagency intelligence sharing continues to generate 

positive results in such areas as gang activity and 

terrorism. As a result, non-BOP staffing is expected to 

increase in the future, as other DOJ agencies co-locate 

intelligence analysts from their respective components to 

the CTU to support its mission. 

Some inmates require (as a result of their current offense 

of conviction, offense conduct, or other verified 

information) increased monitoring of communications 

with persons in the community to ensure the safe, secure, 

and orderly running of BOP facilities, and to protect the 

public. The BOP’s Communications Management Units 

(CMUs) at FCC Terre Haute and USP Marion serve that 

purpose. CMUs are open units that operate separately 

from the general population of the main institution. 

Operational procedures reduce inmates’ ability to 

circumvent existing mail and telephone monitoring 

procedures. The CTU provides oversight of monitoring 

efforts. 

Types of inmates who may be housed in CMUs include 

those: 

• with a history of or nexus to international or domestic 

terrorism; 

• convicted of sex offenses who repeatedly attempt to 

contact their victims; 

• who attempt to coordinate illegal activities via 

approved communication methods while incarcerated; 

and 

• those who have received extensive disciplinary actions 

due to their continued misuse/abuse of approved 

communication methods. 

All staff participates in the Annual Refresher Training 

class “Supervision of Offenders,” which covers issues 

related to the management of terrorist offenders. 

To promote sharing of what is working well and lessons 

learned (e.g., identification of warning flags and 

appropriate response by staff), during FY09, BOP staff, 

including the Director, provided remarks during national 

and international corrections training conferences on 

terrorism-related issues.   
38

The Federal Bureau of Prisons (BOP) operates 

correctional facilities across the country. To successfully 

manage these facilities requires administrative, policy, 

training, program review, and other support functions 

that are carried out by the BOP’s Central Office, 

regional offices, Grand Prairie Office Complex, training 

centers, and community corrections management offices.

Central Office

The BOP’s headquarters, or Central Office, is located at 

320 First Street NW, Washington, DC 20534, and it 

includes the following components: 

Administration Division (ADM): develops and 

administers the BOP’s budget, oversees financial 

manage-ment, and is responsible for the agency’s 

capacity planning, site selection, construction and 

acquisition of new BOP institutions, and facilities 

management programs. 

Correctional Programs Division (CPD): develops 

activities and programs designed to help inmates acquire 

the skills necessary to facilitate successful reintegration 

into their communities upon release and to ensure 

institution security, safety of staff and inmates, and 

orderly institution operations. Programs include 

psychology and religious services, drug abuse treatment, 

programs for special needs offenders and females, and 

case management. CPD provides national policy 

direction for correctional services, intelligence gathering 

and counter-terrorism activities, emergency preparedness, the Federal Witness Security Program, notification 

of release-related activities to crime victims, designations 

and sentence computation, inmate transportation, the 

inmate disciplinary process, and the coordination of 

transfer of inmates to and from other countries. CPD has 

responsibility for various functions related to contract 

residential reentry centers (RRCs), community 

corrections field offices, federally sentenced juveniles, 

community-based drug treatment, and liaisons with the 

U.S. Marshals Service and Immigration and Customs 

Enforcement. Division staff provides direct oversight to 

field staff that monitors contract compliance and 

coordinates the BOP’s privatization management 

efforts. 

Health Services Division (HSD): manages the BOP’s 

health care programs, ensuring that Federal inmates 

receive essential medical, dental, and psychiatric 

services. HSD is responsible for the BOP’s safety, 

environmental, and food services programs. 

Human Resource Management Division (HRMD): is 

responsible for recruitment, selection, training, and 

development of BOP staff; employee pay and position 

management; security and background investigations; 

labor/management relations; equal employment 

opportunity services; and diversity management. 

Industries, Education, and Vocational Training 

(IEVT): oversees Federal Prison Industries, also known 

by its trade name UNICOR, a wholly owned 

Government corporation that provides employment and 

training opportunities for inmates confined in Federal 

correctional facilities. IEVT manages the BOP’s 

education, vocational training, inmate transition, and 

leisure time programs. 

Information, Policy, and Public Affairs (IPPA): 

manages the BOP’s information and security 

technologies (including mission critical systems, wide 

area network, and public and internal websites); research 

and evaluation programs; communications and archives, 

public affairs, and legislative affairs offices; and policy 

development. 

Office of General Counsel (OGC): provides legal 

advice, assistance, and representation to agency officials 

in the following areas: legislative, correctional, ethics, 

Freedom of Information Act, and Privacy Act issues; 

equal employment opportunity, labor, real estate and 

environ-mental, and commercial law; administrative and 

discrimination complaints; and inmate litigation. 

Program Review Division (PRD): assesses the strength 

of internal systems of control; provides oversight of BOP 

program performance through strategic planning and the 

internal audit (program review) process; and evaluates 

compliance with laws, regulations, and standards, 

coordinating the BOP’s responses to external audits, 

such as those conducted by the U.S. Government 

Accountability Office (GAO), the Office of the Inspector 

General (OIG), and the American Correctional 

Association (ACA). 

National Institute of Corrections (NIC): provides 

technical assistance, training, and information to State 

and local corrections agencies and to BOP employees; 

BOP Components
39

and operates the NIC Information Center clearinghouse. 

NIC has seven divisions: Jails, Community Corrections, 

Prisons, Academy, Offender Workforce Development, 

Financial Management, and Research and Evaluation. 

NIC Headquarters 

320 First Street NW 

Washington, DC 20534 

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

website: www.nicic.gov

NIC Academy/Information Center

National Corrections Academy 

791 N. Chambers Road 

Aurora, CO 80011 

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

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

Regional Offices

The BOP’s six regional offices directly support the 

operations of facilities within their respective geographic 

areas by providing management and technical assistance 

to institution and community corrections personnel; conducting specialized training; providing technical 

assistance to state and local criminal justice agencies; 

and contracting to provide RRC placements for 

offenders. Regional staff includes administrators who are 

subject matter experts in all disciplines represented at the 

institution level. They maintain close contact with institution staff to ensure effective BOP operations. 

Staff Training Centers

Training is integral to BOP staff development. 

Introductory training is conducted at the BOP’s Staff 

Training Academy. Specialized professional training is 

provided at the Management and Specialty Training 

Center. 

Staff Training Academy (STA) 

Federal Law Enforcement Training Center 

Building 21 

Glynco, GA 31524 

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

Management and Specialty Training Center (MSTC) 

National Corrections Academy 

791 N. Chambers Road 

Aurora, CO 80011 

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

Grand Prairie Office Complex

Located in Grand Prairie, TX, the BOP’s Grand Prairie 

Office Complex (GRA) provides consolidated services in 

three functional areas to better serve employees and 

achieve more efficient and cost-effective operations. 

Subject matter expertise is available at GRA in human 

resources, inmate systems, inmate classification and 

designation, and financial management. 

Grand Prairie Office Complex (GRA)

U.S. Armed Forces Reserve Complex 

346 Marine Forces Drive 

Grand Prairie, TX 75051 

Components:

Consolidated Employee Services Center (CESC)

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

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

Designation and Sentence Computation Center 

(DSCC)

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

E-mail address: GRADSC/PolicyCorrespondence&AdminRemedies@bop.gov

Field Acquisition Office (FAO)

972-352-4500 Fax: 972-352-4545 

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

   
40

The BOP operates institutions at five different security 

levels (i.e., minimum, low, medium, high, and administrative). Security levels are distinguished based upon 

such features as the type of inmate housing within the 

institution; the presence of external patrols, towers, 

security barriers, or detection devices; internal security 

features; and the staff-to-inmate ratio. 

Minimum Security: also known as Federal Prison 

Camps (FPCs) are work- and program-oriented facilities 

with dormitory housing, limited or no perimeter fencing, 

and a relatively low staff-to-inmate ratio. Some FPCs are 

located next to military bases, making it possible for 

inmates to help serve the labor needs of the base. A 

number of BOP facilities have a small, minimum 

security camp adjacent to the main facility. Sometimes 

referred to as satellite prison camps (SPCs), these 

provide inmate labor to the main institution and to offsite work programs. 

Low Security Federal Correctional Institutions 

(FCIs): have double-fenced perimeters with electronic 

detection systems, mostly dormitory or cubicle housing, 

and strong work and program components. The staff-toinmate ratio is somewhat higher than that in FPCs. 

Medium Security FCIs: have strengthened (doublefenced with electronic detection systems) perimeters, 

mostly cell-type housing, a wide variety of work and 

treatment programs, a higher staff-to-inmate ratio than 

that in low security FCIs, and greater internal controls. 

High Security United States Penitentiaries (USPs):

have highly secured perimeters featuring walls or 

reinforced fences, multiple- and single-occupant cell 

housing, the highest staff-to-inmate ratio, and close 

control of inmate movement.

Administrative Facilities: have special missions, such 

as the detention of pretrial offenders; the treatment of 

inmates with serious or chronic medical problems; or the 

containment of extremely dangerous, violent, or escapeprone inmates. Administrative facilities include 

Metropolitan Correctional Centers (MCCs), Metropolitan 

Detention Centers (MDCs), Federal Detention Centers 

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

Center for Federal Prisoners (MCFP), the Federal 

Transfer Center (FTC), and the AdministrativeMaximum USP (ADX). 

Federal Correctional Complexes (FCCs): FCCs 

include institutions with different missions and security 

levels located in close proximity, allowing them to share 

services, enable staff to gain experience at institutions of 

many security levels, and enhance emergency 

preparedness by having additional resources readily 

available. 

Satellite Low Security Facilities: FCIs Elkton and 

Jesup each have a small low security satellite facility 

adjacent to the main institution. FCI La Tuna has a low 

security facility affiliated with, but not adjacent to, the 

main institution.

Institution Security Levels
41

FPC Alderson

P.O. Box A

Alderson, WV 24910

304-445-3300

Fax: 304-445-3312

Security Level: Minimum/Female

Judicial District: Southern West Virginia

Region: MXR

Population: 1,136

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

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

FCC Security Levels: Low, Medium, High/Male

Judicial District: Middle Pennsylvania

Region: NER

Population: 3,870

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

PA; 2 miles north of Allenwood, on US Route 15.

FCI Ashland

P.O. Box 888

State Route 716

Ashland, KY

41105-0888

606-928-6414

Security Levels: Low with adjacent Minimum Camp/Male

Judicial District: Eastern Kentucky

Region: MXR

Population: FCI: 1,226 Camp: 277

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

west of US 60.

Bureau Institutions

Note: Population numbers effective 10/02/08.

FCC Allenwood

P.O. Box 3500

White Deer, PA 17887

USP: 570-547-0963

USP Fax: 570-547-9201

Medium: 570-547-7950

Low: 570-547-1990

USP Atlanta

601 McDonough Blvd.,

SE

Atlanta, GA 30315-0182

404-635-5100

Fax: 404-331-2137

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

Judicial District: Northern Georgia

Region: SER

Population: USP: 1,999 Camp: 441

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

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

McDonough Blvd.).

• AAALDERSONSON

AATLANTA

•

Security Levels: High with adjacent Minimum Camp/Male

Judicial District: Eastern California

Region: WXR

Population: USP: 974 Camp: 117

Location: On a portion of the former Castle Air Force Base, about 130 miles

from San Francisco.

USP Atwater

P.O. Box 019001

#1 Federal Way

Atwater, CA 95340

209-386-0257

Fax: 209-386-4635

ATWATER

•

ASASHLAND•

• AALLENWOODD

Security Levels: Low with adjacent Minimum Camp/Male

Judicial District: Western Texas

Region: SCR

Population: FCI: 1,190 Camp: 182

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

Bastrop, off Hwy 95.

FCI Bastrop

P.O. Box 730

1341 Hwy 95 N

Bastrop, TX 78602

512-321-3903

Fax: 512-304-0117

•

BBASTROP

Regions:

MXR Mid-Atlantic

NCR North Central

NER Northeast

SCR South Central

SER Southeast

WXR Western
42

FCI Big Spring

1900 Simler Dr.

Big Spring, TX

79720-7799

432-466-2300

Fax: 432-466-2576

Security Levels: Administrative/ Male, Female

Judicial District: Eastern New York

Region: NER

Population: 2,500

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

New York City.

MDC Brooklyn

P.O. Box 329001

Brooklyn, NY 11232

Phone: 718-840-4200

Fax: 718-840-5005

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: South Carolina

Region: SER

Population: FCI: 1,620 Camp: 124

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

Security Levels: High with adjacent Minimum Camp/Male

Judicial District: Eastern Kentucky

Region: MXR

Population: USP: 1,444 Camp: 109

Location: In Eastern Kentucky, 11 miles south of Inez on Route 3 S; 18 miles

southeast of Paintsville and 15 miles northeast of Prestonburg.

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

Judicial District: Eastern Texas

Region: SCR

Population: 4,462

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

10, take Route 69; exit at Florida Ave.; turn right on West Port Arthur Rd., then

right on Knauth Rd.

FCC Beaumont

P.O. Box 26035

Beaumont, TX 77720-

6035

USP: 409-727-8188

USP Fax: 409-626-3700

Medium: 409-727-0101

Low: 409-727-8172

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: Southern West Virginia

Region: MXR

Population: FCI: 1,811 Camp: 390

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

northwest of Roanoke, VA.

FCI Beckley

P.O. Box 1280

1600 Industrial Park Rd.

Beaver, WV 25813

304-252-9758

Fax: 304-256-4956

• BEAUMONT

• BECKLEY

FCI Bennettsville

696 Muckerman Rd.

Bennettsville, SC

29512

843-454-8200

Fax: 843-454-8219

USP Big Sandy

P.O. Box 2067

Inez, KY 41224

606-433-2400

Fax: 606-433-2596

•

BENNETTSVILLE

BECKLEY

• BIG SANDY

BIG SPRING

•

BIG SPRING

Security Levels: Low with adjacent Minimum Camp/Male

Judicial District: Northern Texas

Region: SCR

Population: FCI: 1,331 Camp: 178

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

Spring, at the intersection of I-20 and U.S. Hwy 80.

BIG SPRING

BROOKLYN

•
43

Security Level: Minimum/Female

Judicial District: Southern Texas

Region: SCR

Population: 920

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

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

FPC Bryan

P.O. Drawer 2197

Bryan, TX 77805-2197

979-823-1879

Fax: 979-775-5681

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

Judicial District: Eastern North Carolina

Region: MXR

Population: 4,445

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

Hill; 5 miles off I-85 on old Hwy 75.

FCC Butner

Old NC Hwy 75

P.O. Box 1600

Butner, NC 27509

FMC: 919-575-3900

FMC Fax: 919-575-4801

Medium I: 919-575-4541

Medium II: 919-575-8000

Low: 919-575-5000

USP Canaan

P.O. Box 400

Waymart, PA 18472

570-488-8000

Fax: 570-488-8130

Security Levels: High with adjacent Minimum Camp/Male

Judicial District: Middle Pennsylvania

Region: NER

Population: USP: 789 Camp: 131

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

Scranton and 134 miles north of Philadelphia

BIG SPRING

BRYAN

•

• BUTNER

• CANAAN

Security Levels: Administrative with adjacent Minimum Camp/Female

Judicial District: Northern Texas

Region: SCR

Population: FMC: 1,520 Camp: 277

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

Base; 1 mile from Hwy 183 and 3 miles from I-30.

Security Level: Administrative/Male, Female

Judicial District: Northern Illinois

Region: NCR

Population: 710

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

Sts.

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

Judicial District: Middle Florida

Region: SER

Population: 7,489

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

State Rd 470 in Sumter County; about 50 miles northwest of Orlando, 60 miles

northeast of Tampa, and 35 miles south of Ocala.

FMC Carswell

P.O. Box 27066

“J” St. - Bldg 000

Fort Worth, TX 76127

817-782-4000

Fax: 817-782-4875

MCC Chicago

71 W Van Buren

Chicago, IL 60605

312-322-0567

Fax: 312-347-4012

FCC Coleman

P.O. Box 1024

Coleman, FL 33521

USPII: 352-689-7000

USPII Fax: 352-689-7012

USPI: 352-689-6000

Medium: 352-689-5000

Low: 352-689-4000

CARSWELL •

• CHICAGO

LOS ANGELES L

• COLEMAN
44

FMC Devens

P.O. Box 880

Ayer, MA 01432

978-796-1000

Fax: 978-796-1118

Security Levels: Administrative with adjacent Minimum Camp/Male

Judicial District: Massachusetts

Region: NER

Population: FMC: 1,099 Camp: 103

Location: In north central Massachusetts, about 39 miles west of Boston and

20 miles north of Worcester on the decommissioned military base of Fort

Devens; off Route 2, exit 37B. Take the first right; institution is 0.5 mile on the

right.

Security Levels: Low/Female; Administrative/Male with adjacent Minimum

Camp/Female

Judicial District: Northern California

Region: WXR

Population: FCI: 1,248 Camp: 313

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

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

FCI Dublin

5701 8th St., Camp Parks

Dublin, CA 94568

925-833-7500

Fax: 925-833-7599

Security Level: Minimum/Male

Judicial District: Minnesota

Region: NCR

Population: 852

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

Hwy 53 at Stebner Rd.

FPC Duluth

P.O. Box 1400

Duluth, MN 55814

218-722-8634

Fax: 218-733-4701

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: South Carolina

Region: SER

Population: FCI: 1,660 Camp: 463

Location: On the South Carolina/Georgia border, northeast of Augusta, approximately 30 miles northeast of I-20 on Hwy 25.

FCI Edgefield

P.O. Box 723

Edgefield, SC 29824

803-637-1500

Fax: 803-637-9840

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: Maryland

Region: MXR

Population: FCI: 1,239 Camp: 298

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

miles south of I-68, off State Route 51 S.

FCI Cumberland

14601 Burbridge Rd., SE

Cumberland, MD

21502-8274

301-784-1000

Fax: 301-784-1008

Security Levels: Low with adjacent Minimum Camp/Female

Judicial District: Connecticut

Region: NER

Population: FCI: 1,210 Camp: 209

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

north of Danbury, on State Route 37.

FCI Danbury

Route 37

Danbury, CT 06811

203-743-6471

Fax: 203-312-5110

CUMBERLAND

•

DANBURY •

DEVENS •

• DUBLIN

DULUTH •

• EDGEFIELD
45

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: Western Oklahoma

Region: SCR

Population: FCI: 1,142 Camp: 251

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

66), proceed 1.5 miles (institution on the right).

FCI El Reno

4205 Hwy 66 W

P.O. Box 1000

El Reno, OK 73036-1000

405-262-4875

Fax: 405-319-7626

EGLIN EL RENO •

Security Levels: Low with satellite Low Facility/Male

Judicial District: Northern Ohio

Region: NER

Population: FCI: 1,873 FSL: 593

Location: In northeastern Ohio, less than an hour from Pittsburgh, Youngstown, and Canton.

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

Judicial District: Colorado

Region: NCR

Population: FCI: 377* Camp: 165

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

*Number to continue to increase following population change.

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: South Carolina

Region: SER

Population: FCI: 1,110 Camp: 279

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

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: New Jersey

Region: NER

Population: FCI: 1,437 Camp: 102

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

City, off State Hwy 55 at 655 Fairton-Millville Rd.

FCC Security Levels: Medium, High, Administrative Maximum with adjacent

Minimum Camp/Male

Judicial District: Colorado

Region: NCR

Population: 3,069

Location: On State Hwy 67, 90 miles south of Denver, 45 miles south of Colorado Springs, and 40 miles west of Pueblo.

FCC Florence

5880 State Hwy 67

Florence, CO 81226

ADX: 719-784-9464

ADX Fax: 719-784-5290

USP: 719-784-9454

FCI: 719-784-9100

FCI Fairton

655 Fairton-Milville Rd.

P.O. Box 280

Fairton, NJ 08320

856-453-1177

Fax: 856-453-4186

FCI Estill

P.O. Box 699

Estill, SC 29918

803-625-4607

Fax: 803-625-5635

FCI Englewood

9595 W Quincy Ave.

Littleton, CO 80123

303-985-1566

Fax: 303-763-2553

FCI Elkton

P.O. Box 129

Lisbon, OH 44432

330-420-6200

Fax: 330-420-6436

ELKTON

•

ENGLEWOOD •

ESTILL

•

FAIRTON •

FLORENCE

•
46

MDC Guaynabo

P.O. Box 2008

Cataño, Puerto Rico

00963-2008

787-749-4480

Fax: 787-775-7824

Security Level: Administrative/Male, Female

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

Region: SER

Population: 1,481

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

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

Judicial District: Eastern Arkansas

Region: SCR

Population: 3,838

Location: In eastern Arkansas, between Little Rock (85 miles east) and Memphis (45 miles west), near I-40.

FCI Fort Dix

5756 Hartford Rd.

P.O. Box 38

Fort Dix, NJ 08640

609-723-1100

Fax: 609-724-7557

Security Levels: Low with adjacent Minimum Camp/Male

Judicial District: New Jersey

Region: NER

Population: FCI: 3,676 Camp: 419

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

FCC Forrest City

P.O. Box 7000

Forrest City, AR 72336

Medium: 870-494-4200

Med. Fax: 870-494-4496

Low: 870-630-6000

Security Level: Low/Male

Judicial District: Northern Texas

Region: SCR

Population: 1,741

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

east of I-35.

FCI Fort Worth

3150 Horton Rd.

Fort Worth, TX

76119-5996

817-534-8400

Fax: 817-413-3350

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: Northern West Virginia

Region: MXR

Population: FCI: 1,767 Camp: 121

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

miles from Pittsburgh, PA.

FCI Gilmer

P.O. Box 5000

201 FCI Ln.

Glenville, WV

26351-9500

304-462-0395

Fax: 304-462-0396

FORREST CITY

•

FORT DIX •

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

Judicial District: Southern Illinois

Region: NCR

Population: FCI: 1,212 Camp: 302

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

Springfield, IL.

FCI Greenville

P.O. Box 4000

Greenville, IL 66246

618-664-6200

Fax: 618-664-6372

FORT WORTH

•

GILMER •

GREENVILLE

•

GUAYNABO

•
47

USP Hazelton

1640 Sky View Dr.

P.O. Box 450

Bruceton Mills, WV

26525

304-379-5000

Fax: 304-379-5039

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

Facility (SFF) Low/Female

Judicial District: Northern District of West Virginia

Region: MXR

Population: USP: 1,560 Camp: 118 SFF: 751

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

Bruceton Mills, about 35 minutes from Morgantown; 45 minutes from

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

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: Eastern California

Region: WXR

Population: FCI: 945 Camp: 119

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

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

FCI Herlong

P.O. Box 900

Herlong, CA 96113

530-827-8000

Fax: 530-827-8024

FDC Honolulu

P.O. Box 30547

351 Elliott Street

Honolulu, HI 96820

808-838-4200

Fax: 808-838-4507

Security Level: Administrative/Male, Female

Judicial District: Hawaii

Region: WXR

Population: 657

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

AAHAZELTONSON •

HERLONG

Security Level: Administrative/Male, Female; Low (work cadre)/Male

Judicial District: Southern Texas

Region: SCR

Population: 835

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

Avenues.

FDC Houston

1200 Texas Ave.

P.O. Box 526245

Houston, TX 77002

713-221-5400

Fax: 713-229-4200 • HOUSTON

•

• HONOLULU

Security Levels: Medium with satellite Low Facility and adjacent Minimum

Camp/Male

Judicial District: Southern Georgia

Region: SER

Population: FCI: 1,170 FSL: 593 Camp: 147

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

FCI Jesup

2600 Hwy 301 S

Jesup, GA 31599

912-427-0870

Fax: 912-427-1125

• JESUPUP

FCI La Tuna

8500 Doniphan

P.O. Box 1000

Anthony, NM-TX 88021

915-791-9000

Fax: 915-791-9128

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

Male

Judicial District: Western Texas

Region: SCR

Population: FCI: 1,021 FSL: 318 Camp: 281

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

El Paso, off I-10 on State Hwy 20.

• LA TUNA
48

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: Kansas

Region: NCR

Population: USP: 1,921 Camp: 415

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

USP Leavenworth

P.O. Box 1000

Leavenworth, KS 66048

913-682-8700

Fax: 913-578-1010

USP Lee

P.O. Box 900

Jonesville, VA

24263-0900

276-546-0150

Fax: 276-546-9116

Security Levels: High with adjacent Minimum Camp/Male

Judicial District: Western Virginia

Region: MXR

Population: USP: 1,483 Camp: 117

Location: 8 miles east of Jonesville, off US 58 at the intersection of State

Route 638.

• LEAVENWORTH

•

LEE

Security Levels: High (Special Management Unit) with adjacent Minimum

Camp/Male

Judicial District: Middle Pennsylvania

Region: NER

Population: USP: 1,552 Camp: 531

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

of Washington, DC; 170 miles west of Philadelphia; 6 miles south of I-80 and

2 miles off US Route 15.

USP Lewisburg

2400 Robert F. Miller Dr.

Lewisburg, PA 17837

570-523-1251

Fax: 570-522-7745

• LELEWISBURG

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

Judicial District: Eastern Kentucky

Region: MXR

Population: FMC: 1,620 Camp: 290

Location: 7 miles north of Lexington on US Hwy 421.

FMC Lexington

3301 Leestown Rd.

Lexington, KY 40511

859-255-6812

Fax: 859-253-8821

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

Judicial District: Central California

Region: WXR

Population: 3,715

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

Force Base.

FCC Lompoc

3901 Klein Blvd.

Lompoc, CA 93436

USP: 805-735-2771

Low: 805-736-4154

Fax: 805-736-1292

Security Levels: Low with adjacent Minimum Camp/Male

Judicial District: Western Pennsylvania

Region: NER

Population: FCI: 1,269 Camp: 152

Location: In southwest Pennsylvania between Altoona and Johnstown, 90

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

Turnpike via Route 220.

FCI Loretto

P.O. Box 1000

Loretto, PA 15940

814-472-4140

Fax: 814-471-1660

LEXINGTON •

•

LOMPOC

LOS ANGELES L

• LORETTO
49

FCI Marianna

3625 FCI Rd.

Marianna, FL 32446

850-526-2313

Fax: 850-718-2014

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

Judicial District: Northern Florida

Region: SER

Population: FCI: 1,250 Camp: 267

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

north of the town of Marianna, off Hwy 167.

USP Marion

4500 Prison Rd.

P.O. Box 2000

Marion, IL 62959

618-964-1441

Fax: 618-964-2058

Security Levels: Medium (including Communications Management Unit) with

adjacent Minimum Camp/Male

Judicial District: Southern Illinois

Region: NCR

Population: USP: 896 Camp: 307

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

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

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: Eastern Kentucky

Region: MXR

Population: USP: 1,601 Camp: 126

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

27.

USP McCreary

330 Federal Way

Pine Knot, KY 42635

606-354-7000

Fax: 606-654-7190

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: Western Pennsylvania

Region: NER

Population: FCI: 1,304 Camp: 282

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 US Route 219.

FCI McKean

P.O. Box 5000

Bradford, PA 16701

814-362-8900

Fax: 814-363-6822

FCI Manchester

P.O. Box 3000

Manchester, KY 40962

606-598-1900

Fax: 606-599-4115

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: Eastern Kentucky

Region: MXR

Population: FCI: 1,190 Camp: 410

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

Hal Rogers Pkwy; on Route 8 (Fox Hollow Rd.), off State Hwy 421.

Security Level: Administrative/Male, Female

Judicial District: Central California

Region: WXR

Population: 1,055

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

the corner of Alameda and Aliso Streets.

MDC Los Angeles

535 N Alameda St.

Los Angeles, CA 90012

213-485-0439

Fax: 213-253-9510

• LLOS ANGELES

MANCHESTER

•

• MARIANNA

•

 MARION

• MCCREARY

MCKEAN •
50

Security Levels: Medium with satellite Minimum Camp/Male

Judicial District: Western Tennessee

Region: MXR

Population: FCI: 1,218 Camp: 300

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

and Sycamore View Rd.

FCI Memphis

1101 John A. Denie Rd.

Memphis, TN 38134

901-372-2269

Fax: 901-384-5462

•

IMEMPHIS

Security Levels: Low with adjacent Minimum Camp/Male

Judicial District: Southern Florida

Region: SER

Population: FCI: 1,084 Camp: 398

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

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

Security Level: Administrative/Male, Female

Judicial District: Southern Florida

Region: SER

Population: 1,659

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

corner of NE 4th St. and N Miami Ave.

Security Levels: Low, Administrative/Male

Judicial District: Eastern Michigan

Region: NCR

Population: 1,463

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

of Milan, off US 23 (exit 27).

Security Level: Minimum/Male

Judicial District: Middle Alabama

Region: SER

Population: 860

Location: On Maxwell Air Force Base, off I-65 and I-85.

Security Level: Minimum/Male

Judicial District: Northern West Virginia

Region: MXR

Population: 1,032

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

off State Hwy 857 (Greenbag Rd.).

FCI Miami

15801 SW 137th Ave.

Miami, FL 33177

305-259-2100

Fax: 305-259-2160

FDC Miami

33 NE 4th St.

Miami, FL 33132

305-982-1277

Fax: 305-536-7368

FCI Milan

E Arkona Rd.

P.O. Box 9999

Milan, MI 48160

734-439-1511

Fax: 734-439-5535

FPC Montgomery

Maxwell Air Force Base

Montgomery, AL 36112

334-293-2100

Fax: 334-293-2326

FCI Morgantown

P.O. Box 1000

Morgantown, WV

26507-1000

304-296-4416

Fax: 304-284-3600

• IMIAMI

• IMIAMI

• MILAN

•

MONTGOMERY

• MORGANTOWN
51

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

Judicial District: Central Illinois

Region: NCR

Population: FCI: 1,215 Camp: 311

Location: On Route 29 S in Pekin, about 10 miles south of Peoria, 170 miles

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

FCI Pekin

P.O. Box 7000

Pekin, IL 61555-7000

309-346-8588

Fax: 309-477-4685

• PPEKIN

Security Level: Administrative/Male, Female

Judicial District: Southern New York

Region: NER

Population: 759

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

street from the Federal courthouse.

MCC New York

150 Park Row

New York, NY 10007

646-836-6300

Fax: 646-836-7751

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

High Security Special Management Unit

Judicial District: Western Louisiana

Region: SCR

Population: 2,066

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

Lake Charles, off State Hwy 165 on Whatley Rd.

FCC Oakdale

P.O. Box 5050

Oakdale, LA 71463

FCI: 318-335-4070

Fax: 318-215-2688

FDC: 318-335-4466

• NEW YORK

•

OAKDALE

•

FTC Oklahoma

City

P.O. Box 898802

7410 S. MacArthur Blvd.

Oklahoma City, OK

73189

405-682-4075

Fax: 405-680-4203

Security Level: Administrative/Male, Female

Judicial District: Western Oklahoma

Region: SCR

Population: 1,550

Location: 3 miles west of I-44 and 4 miles south of I-40.

FCI Otisville

P.O. Box 600

Otisville, NY 10963

845-386-6700

Fax: 845-386-6727

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: Southern New York

Region: NER

Population: FCI: 1,106 Camp: 110

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

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

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: Western Wisconsin

Region: NCR

Population: FCI: 1,077 Camp: 201

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

intersection of County Rd. G and Elk Ave.

FCI Oxford

P.O. Box 500

Oxford, WI 53952-0500

608-584-5511

Fax: 608-584-6371

•

OOXFORD

• OKLAHOMA CITY

• OTISVILLE
52

FCC Petersburg

P.O. Box 90026

Petersburg, VA 23804

Medium: 804-504-7200

Med. Fax: 804-504-7204

Low: 804-733-7881

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

Judicial District: Eastern Virginia

Region: MXR

Population: 3,540

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

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

Security Levels: Administrative/Male, Female

Judicial District: Eastern Pennsylvania

Region: NER

Population: 1,116

Location: Philadelphia city center.

FDC Philadelphia

P.O. Box 572

Philadelphia, PA 19106

215-521-4000

Fax: 215-521-7220

FCI Phoenix

37900 N 45th Ave.

Phoenix, AZ 85086

623-465-9757

Fax: 623-465-5199

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

Judicial District: Arizona

Region: WXR

Population: FCI: 948 Camp: 287

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

Security Level: Minimum/Male

Judicial District: Northern Florida

Region: SER

Population: 689

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

Field, off I-10.

FPC Pensacola

110 Raby Ave.

Pensacola, FL

32509-5127

850-457-1911

Fax: 850-458-7291

PPENSACOLA

•

• PETERSBURG

• PHILADELPHIA

• PPHOENIX

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

Judicial District: Western Louisiana

Region: SCR

Population: USP: 1,305 FCI: activating Camp: 189

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

miles north of Alexandria.

Security Level: Medium/Male

Judicial District: Northern New York

Region: NER

Population: 1,236

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

and Saranac Lake, off Route 86.

FCC Pollock

1000 Airbase Rd.

P.O. Box 1000

Pollock, LA 71467

USP: 318-561-5300

USP Fax: 318-561-5391

Medium: 318-765-4400

FCI Ray Brook

P.O. Box 300

128 Ray Brook Rd.

Ray Brook, NY 12977

518-897-4000

Fax: 518-897-4216

PPOLLOCK •

•

RAY BROOK
53

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

Judicial District: Northern Texas

Region: SCR

Population: 1,904 Camp: 159

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

FCI Seagoville

2113 N Hwy 175

Seagoville, TX 75159

972-287-2911

Fax: 972-287-5466

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: Middle Pennsylvania

Region: NER

Population: FCI: 1,299 Camp: 292

Location: 100 miles northwest of Philadelphia, 46 miles northeast of Harrisburg; west of I-81 off State Hwy 901.

FCI Schuylkill

Route 901 & I-81

P.O. Box 700

Minersville, PA 17954

570-544-7100

Fax: 570-544-7224

FCI Sandstone

P.O. Box 999

Sandstone, MN 55072

320-245-2262

Fax: 320-245-0385

Security Level: Low/Male

Judicial District: Minnesota

Region: NCR

Population: 1,241

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

Duluth, off I-35. Take Sandstone exit, follow Hwy 23 to Route 123 east; institution is 2 miles from the intersection.

• SSANDSTONEAE

• SCHUYLKILL

• SEAGOVILLE

Security Level: Administrative/Male

Judicial District: Minnesota

Region: NCR

Population: 905

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

off Fourth St.

FMC Rochester

P.O. Box 4600

2110 E. Center St.

Rochester, MN

55903-4600

507-287-0674

Fax: 507-424-7600

FCI Safford

P.O. Box 820

Safford, AZ 85548

928-428-6600

Fax: 928-348-1331

Security Level: Low/Male

Judicial District: Arizona

Region: WXR

Population: 848

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

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

Security Level: Administrative/Male, Female

Judicial District: Southern California

Region: WXR

Population: 1,116

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

MCC San Diego

808 Union St.

San Diego, CA

92101-6078

619-232-4311

Fax: 619-595-0390

• ROCHESTER

•

ASAFFORD

•

SAN DIEGO
54

Security Level: Administrative/Male, Female

Judicial District: Western Washington

Region: WXR

Population: 899

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

I-5 (200th St. exit).

FDC SeaTac

2425 S 200th St.

SeaTac, WA

98198-1091

206-870-5700

Fax: 206-870-5717

FCI Sheridan

27072 Ballston Rd.

P.O. Box 8000

Sheridan, OR

97378-9601

503-843-4442

Fax: 503-843-6645

Security Levels: Medium, Administrative with adjacent Minimum Camp/Male

Judicial District: Oregon

Region: WXR

Population: FCI: 1,400 Camp: 480

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

on Ballston Rd.

• SEATAC

•

SHERIDAN

Security Level: Administrative/Male

Judicial District: Western Missouri

Region: NCR

Population: 1,111

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

Security Levels: Medium with adjacent Minimum Camp/Male; High

Security Special Management Unit

Judicial District: Northern Alabama

Region: SER

Population: FCI: 808 Camp: 357

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

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

Security Levels: Low/Female, Administrative/Male

Judicial District: Northern Florida

Region: SER

Population: 1,275

Location: 3 miles east of downtown Tallahassee, on Hwy 319 at its intersection with Park Ave. and Conner Blvd.

Security Level: Low/Male

Judicial District: Central California

Region: WXR

Population: 1,079

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

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

Thomas Bridge to the Ferry St. exit.

MCFP Springfield

P.O. Box 4000

1900 W Sunshine

Springfield, MO

65801-4000

417-862-7041

Fax: 417-837-1717

FCI Talladega

565 E Renfroe Rd.

Talladega, AL 35160

256-315-4100

Fax: 256-315-4495

FCI Tallahassee

501 Capital Cir. NE

Tallahassee, FL

32301-3572

850-878-2173

Fax: 850-216-1299

FCI Terminal

Island

1299 Seaside Ave.

Terminal Island, CA

90731

310-831-8961

Fax: 310-732-5335

• SPRINGFIELD

• TALLADEGA

• TALLAHASSEE

•

TERMINAL ISLAND
55

FCI Texarkana

P.O. Box 9500

Texarkana, TX 75505

903-838-4587

Fax: 903-223-4417

Security Levels: Low with adjacent Minimum Camp/Male

Judicial District: Eastern Texas

Region: SCR

Population: FCI: 1,381 Camp: 338

Location: In northeast Texas near the Arkansas border, 175 miles east of Dallas, 70 miles north of Shreveport, LA; off Route 59 S on Leopard Dr.

• TEXARKANA

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: Southern Texas

Region: SCR

Population: FCI: 1,014 Camp: 310

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

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

across from Choke Canyon Lake.

FCI Three Rivers

P.O. Box 4000

Three Rivers, TX

78071

361-786-3576

Fax: 361-786-5051

FCC Tucson

9300 S Wilmot Rd.

Tucson, AZ 85756

USP: 520-663-5000

USP Fax: 520-664-5024

Medium: 520-574-7100

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

Administrative/Male, Female

Judicial District: Arizona

Region: WXR

Population: 1,558

Location: In southern Arizona, 10 miles southeast of Tucson, near I-10 and

Wilmot Rd.

FCC Victorville

P.O. Box 5400

Adelanto, CA 92301

USP: 760-530-5000

USP Fax: 760-530-5103

Medium I: 760-246-2400

Medium II: 760-530-5700

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

Female

Judicial District: Central California

Region: WXR

Population: 4,750

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

Angeles, on I-15.

FCI Waseca

1000 University Dr., SW

P.O. Box 1731

Waseca, MN 56093

507-835-8972

Fax: 507-837-4547

Security Level: Low/Female

Judicial District: Minnesota

Region: NCR

Population: 964

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

miles west of Owatonna on State Hwy 57.

•

WASECAA

•

THREE RIVERS

VICTORVILLE VICTORVILLE •

TTUCSON

VICTORVILLE

•

FCC Terre Haute

4700 Bureau Rd. S

Terre Haute, IN 47802

USP: 812-244-4400

USP Fax: 812-244-4791

Medium: 812-238-1531

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

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

Judicial District: Southern Indiana

Region: NCR

Population: 3,424

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

miles west of Indianapolis on I-70.

THREE RIVERS

• TERRE HAUTE
56

FPC Yankton

1016 Douglas Ave.

Yankton, SD 57078

605-665-3262

Fax: 605-668-1113

Security Level: Minimum/Male

Judicial District: South Dakota

Region: NCR

Population: 797

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

and 85 miles southwest of Sioux Falls, SD; off US Hwy 81.

FCI Williamsburg

P.O. Box 340

Salters, SC 29590

843-387-9400

Fax: 843-387-6961

Security Levels: Medium with adjacent Minimum Camp/Male

Judicial District: South Carolina

Region: SER

Population: FCI: 1,614 Camp: 129

Location: In Williamsburg County, off Hwy 521.

FCC Yazoo City

P.O. Box 5666

2225 Haley Barbour

Pkwy.

Yazoo City, MS 39194

Medium: 662-716-1020

Med. Fax: 662-716-1036

Low: 662-751-4800

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

Judicial District: Southern Mississippi

Region: SER

Population: 3,313

Location: 36 miles north of Jackson, MS, off Hwy 49.

BIG SPRING

•

WILLIAMSBURG •

• YANKTON

•

YAZOO CITY
57

3

All numbers from Quick Facts as of 10/02/08. Percentages may not add to 100 due to rounding.

Inmates by Security Level

Minimum: 16.7%

Low: 38.2%

Medium: 29.7%

High: 11.0%

Unclassified4: 4.3%

4

Not yet assigned a security level.

Inmates by Gender

Male: 93.4%

Female: 6.6%

Inmates by Race

White: 57.4%

Black: 39.0%

Native American: 1.8%

Asian: 1.8%

Ethnicity Hispanic: 32.6%

Average Inmate Age: 38

Citizenship

United States: 73.3%

Mexico: 17.8%

Colombia: 1.3%

Cuba: 0.9%

Dominican Republic: 1.4%

Other/Unknown: 5.3%

FY 2009 Statistics

Sentence Imposed

Less than 1 year: 1.9%

1-3 years: 12.4%

3-5 years: 14.7%

5-10 years: 29.8%

10-15 years: 19.9%

15-20 years: 8.6%

More than 20 years: 9.6%

Life: 3.1%

Death: 51

Types of Offenses

Drug Offenses: 51.8%

Weapons, Explosives, Arson: 15.1%

Immigration: 11.3%

Robbery: 4.5%

Burglary, Larceny, Property Offenses: 3.5%

Extortion, Fraud, Bribery: 4.9%

Homicide, Aggravated Assault, and Kidnapping: 2.8%

Miscellaneous: 1.0%

Sex Offenses: 3.8%

Banking & Insurance, Counterfeit, Embezzlement: 0.4%

Courts or Corrections: 0.3%

Continuing Criminal Enterprise: 0.3%

National Security: 0.0%

Staff Breakdown

Staff by Gender

Male: 72.4% Female: 27.6%

Staff by Race/Ethnicity

White (Non-Hispanic): 63.9%

African American: 21.2%

Hispanic: 11.4%

Asian: 2.1%

Native Anerican: 1.5%

Total inmate population: 208,759

Inmates in BOP institutions: 172,423

Inmates in privately-managed, state or local secure facilities1

: 36,336

Inmates in RRCs2: 8,842

2 Includes inmates housed in facilities under contract with the BOP or with a government that has an Intergovernmental Agreement

(IGA) with the BOP.

3 Includes inmates housed in residential reentry centers (RRCs) and on home confinement.

Inmate Population3
Published annually by:

Federal Bureau of Prisons

U.S. Department of Justice

Eric H. Holder, Jr., Attorney General

Harley G. Lappin, Director

Federal Bureau of Prisons

320 First Street, NW

Washington, DC 20534

202-307-3198

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

public business required by law and the Department of

Justice.

Cover design by:

Office of Communications and Archives

Printed by:

Federal Prison Industries

Internet Access to Information

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

information about each of its institutions, offices, and

training centers, as well as abbreviated contact information

for privately-operated, secured facilities housing inmates

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

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

a specific facility.
U.S. Department of Justice

Federal Bureau of Prisons

Washington, D.C. 20534

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