Through activities such as group coun-
seling, the Values Program promotes
pro-social values and reinforce positive
behaviors to improve relationships and
enhance adjustment to the community.
This program is in operation at FCI
Greenville, Illinois; FCI Beaumont
(Medium), Texas; and at the main institu-
tion (Medium) and the satellite camp at
FCI Marianna, Florida.

TM Other innovative programs that dem-
onstrate the broad range of Bureau pro-
gramming options are the following:

FCI Coleman’s (Low) Focused Re-entry
Exemplifies Excellence (FREE) program
is designed to assist inmates in the tran-
sition from living confined to living free
in society. Course criteria were developed
by BOP psychologists and unit manage-
ment staff working in collaboration with
the U.S. Probation Service.

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

@ During FY04, BOP chaplains, assisted
by about 8,500 contractors and volun-
teers, provided more than 290,000 reli-
gious services programs for inmates.
Approximately half of these were worship

services for adherents of the 31 faith

groups represented among BOP inmates,
while the balance consisted of a wide
range of programs and other services,
such as counseling. Religious practices
of various faith groups (¢.g., the Asatru,
Muslim, Jewish, Moorish Science Temple
of America, Nation of Islam, Native Ameri-
can, Protestant, Rastafarian, Roman
Catholic, and others) were accommo-
dated. Seminars and retreats were spon-
sored by Buddhists, Cursillo, Islamic
groups, Kairos, Koinonia, Marriage
Enrichment groups, Prison Fellowship,
and Yokefellows. Other events included
revivals, Alternatives to Violence semi-
nars, and choral and other musical pre-

sentations.

As part of mandatory training for staff,
chaplains prepared specialized training on
religious beliefs and practices to be pre-
sented to all staff in 2005. In addition, 25
chaplains successfully completed a 36-
hour training program for new chaplains.
The Religious Services Branch also pro-
vided specialty training on inmate beliefs
and practices for all Captains.

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

This branch also initiated two programs
to enhance inmate management and pro-
tect against radicalization hy other
inmates. A centralized library database
has been developed to catalog print and
audio-video materials appropriate for pur-
chase and use in a correctional setting.
Additionally, BOP chaplains have pre-
pared video and print media instructional
materials for use in institutions where
community resources are not available to

assist in religious instruction.

Five Life Connections Programs (LCP)
are operational across the country. These
pilot re-entry programs are provided in
partnership with various faith communi-
ties nationwide. Faith groups at the
inmates’ release destinations are asked
to volunteer as support groups for inmate
participants upon release. Designed to
reduce recidivism, this program is being
evaluated for effectiveness.

During FY04, approximately 3,600 inmates
participated in the Religious Diet Program
which accommodates the divtary needs

of various faith groups.

On July 2, 2004, the BOP entered into a
partnership agreement with the Federal
Deposit Insurance Corporation (FDIC)
that allows the Bureau’s participation in
their Money Smart Alliance Program. The
BOP uses this program to promote finan-
cial education, asset building, and self-
sufficiency to help inmates prepare for a
successful return to society. The pro-
gram, available in English, Spanish, Chi-
nese, Korean, and Vietnamese, is free of
charge. FCI Coleman Low was the first

19


40

ADX Florence
P.O. Box 8500

Florence, Colorado 81226
719-784-9464

Fax: 719-784-5290

North Central Region

FCI Florence
P.O. Box 6500.

Florence, Colorado 81226
719-784-9100

Fax: 719-784-9504

North Central Region

USP Florence
P.O. Box 7500

Florence, Colorado 81226
719-784-9454

Fax: 719-784-5150

North Central Region

FCI Forrest City
(Low)

P.O. Box 7000

Forrest City, Arkansas 72336
870-630-6000

Fax: 870-630-6250

South Central Region

FCI Forrest City
(Medium)

P.O. Box 3000

Forrest City, Arkansas 72336
870-494-4200

Fax: 870-494-4496

South Central Region

Security level: Administrative
Maximum/Male
Judicial District: Colorado

Population: 392
FCC Staff: 944

(adjacent Minimum/Male Camp)
Judicial District: Colorado

Population: FCI: 1,325 Camp: 496
FCC Staff: See ADX Florence.

Security level: High/Male
Judicial District: Colorado

Population: 976
Staff: See ADX Florence.

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

Population: FCI: 2,014 Camp: 286
Staff: 442 (includes Forrest City
Medium)

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

Location: See ADX Florence.

Location: See ADX Florence.

Location: In eastern Arkansas,
between Little Rock and
Memphis, TN and near Interstate
40. The area is served by air and
rail in Memphis, and Forrest City
is directly served by commercial
bus lines.

Security level: Medium/Male
Judicial District: Eastern
Arkansas

Population: FCI: 263
Staff: 442 (includes Forrest City
Low)

See FCI Forest City


36

FCI Butner
(Medium)

P.O. Box 1000

Butner, North Carolina
27509

919-575-4541

Fax: 919-575-6341
Mid-Adantic Region

FMC Butner
P.O. Box 1500

Butner, North Carolina
27509

919-575-3900

Fax: 919-575-4801
Mid-Atlantic Region

FMC Carswell
P.O. Box 27066

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

Fax: 817-782-4875

South Central Region

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

Fax: 312-322-1120
North Central Region

FCC Coleman
(Administrative)
846 NE. 54th Terrace
Coleman, Florida
33521-1029

352-689-5000

Fax: 352-689-3013
Southeast Region

trative/Male

(adjacent Minimum/Male Camp)
Judicial District: Eastern

North Carolina

Population: FCI: 825 Camp: 324
FCC Staff: See FCI Butner (Low).

Security level: Administrative/
Male

Judicial District: Eastern
North Carolina

Population: 854
FCC Staff: See FCI Butner (Low).

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

Judicial District: Northern Texas

Population: FMC: 1,142 Camp: 255
Staff: 420

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

Population: 720
Staff: 218

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

FCC Staff: 984

Location: see FCI Butner (Low).

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

cial bus lines.

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

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


USP McCreary
P.O. Box 3000

Pine Knot, Kentucky
42635

606-354-7000

Fax: 606-654-7190
Mid-Atlantic Region

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

814-362-8900

Fax: 814-363-6822

Northeast Region

FCI Memphis

1101 John A. Denie Road
Memphis, Tennessee 38134-
7650

901-372-2269

Fax: 901-380-2462
Mid-Atlantic Region

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

Fax: 305-259-2160
Southeast Region

P.O. Box 019118

33N.E. 4th Street

Miami, Florida 33101-9118
305-577-0010

Fax: 305-536-7368
Southeast Region

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

Population: 1237 Camp: 123
Staff: 323

: Medium/Male
(adjacent MinimunyMale Camp)
Judicial District: Western
Pennsylvania

Population: FCI: 1,337 Camp: 348
Staff: 298

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

Population: FCI: 1,328 Camp: 301
Staff: 324

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

Population: FCI: 1,199 Camp: 272
Staff: 287

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

Population: 1,599
Staff: 299

Location: In the southern part
of Kentucky. Off Interstate 75
via State Highway 9? or US 27
The area is served by the
Lexington Bluegrass Airport
and the McGhee Tyson Airport
in Knoxville.

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

Location: In the northeast

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

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

Location: East of Miami Interna-

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

45


through which Federal prosecutors and
law enforcement officials can notify the
agency regarding “inmates of greatest
concern” so that the agency can provide
extra scrutiny of these offenders’ tele-
phone calls, mail, visiting, and financial

transactions.

@ The Bureau’s intelligence staff continue
to work with other Federal, state, and
local law enforcement staff to identify
threats to institution security and reduce
crime in the community. The BOP main-
tains an Intelligence Section in Central
Office, as well as the Sacramento Intelli-
gence Unit in Sacramento, California, with
intelligence officers working with the Safe
Streets Task Forces in numerous metro-
politan areas.

Correctional
Leadership and
Effective Public
Administration

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

TM The Bureau uses monitoring teams to
review its secure adult contract facilities
and large intergovernmental agreement
facilities semiannually. In FY04, 15 con-

tract facility monitorings were conducted

to assess contractor performance.

@ InFY04, for the sixth consecutive year,
the BOP received an unqualified (or
“clean”) opinion on its Audited Finan-
cial Statements. This accomplishment is
evidence of the agency’s commitment to
improving financial performance and
accountability.

@ InFY04, $9.6 million in court-ordered
obligations was collected from inmates
through the Inmate Financial Responsi-
bility Program (IFRP). The IFRP requires
inmates to make payments from their trust
fund account (including institution earn-
ings) to satisfy court-ordered fines, resti-
tution, child support, and other monetary
judgements. Most of the funds were dis-
tributed through DOJ’s Crime Victims
Fund as direct compensation to victims
for losses resulting from crime, or to vic-

tims assistance and support groups.

@ In FY04, the BOP continued to serve
victims of crime through the Victim/
Witness Notification Program. Victims
and witnesses enrolled in the program are
informed of changes in the status of the
inmate-perpetrators, including the date
and location of initial incarceration and
release status (such as a parole decision,
community corrections center placement,
or expiration of sentence). Through Sep-
tember 2004, the BOP monitored 15,645
inmates, with more than 67,000 identified
victims or witnesses.

The Bureau uses the automated Victim
Notification System (VNS) that was imple-

mented nationwide in FY02 and operates
on DOJ’s intranet. VNS links the FBI, the
Executive Office for United States Attor-
neys, the United States Postal Inspection
Services, and the BOP, allowing these
agencies to share victim information. The
system, which contains the names of all
victims of Federal crime, has been
designed to improve the accuracy of vic-
tim information and the efficiency with
which notifications are made. Addition-
ally, VNS offers each victim easy access
to inmate information through an auto-
mated telephone system. By accessing
the VNS call center, the victim can retrieve
the location of the inmate, scheduled
parole hearing dates, a halfway house
placement date, and the inmate’s pro-
jected release date.

The BOP conducts Victim Impact Panels
and Victim Awareness Groups as part of
the inmate release preparation curriculum.
The programs are designed to increase
inmates’ awareness of the individual and
social costs of crime. Inmates hear vic-
tims’ first-hand accounts of how crime
has affected their lives. These panels
stress personal responsibility and the
consequences of criminal behavior from
the victims’ perspective. These activi-
ties are expected to help offenders recog-
nize the impact their behavior has on oth-

ers’ lives and change future behavior.

@ In FY04, 37 institutions received ini-
tial accreditation or reaccreditation from
the American Correctional Association
(ACA). ACA accreditation provides
external certification that Federal prisons

provide decent living conditions, offer

13


Community Corrections

ommunity Corrections is an
integral component of the
Bureau's correctional programs.
Community corrections staff develop and
administer contracts for community-based
correctional programs and serve as the
Bureau’s local liaison with the Federal
courts, U.S. Marshals Service, state and
local corrections, and a variety of com-

munity groups.

The Bureau contracts with community
corrections centers (CCCs), also known
as halfway houses, to provide assistance
to inmates who are nearing release from
prison. CCCs provide a structured,
supervised environment and support in
job placement, counseling, and other ser-
vices. They allow inmates to gradually
rebuild their ties to the community and
facilitate the supervision of offender
activities by contract staff during this
readjustment phase. An important com-
ponent of the CCC program is transitional
drug abuse treatment for inmates who
have completed residential substance
abuse treatment while confined at a
Bureau institution.

Some Federal inmates are placed on home
confinement for a brief period at the end
of their prison terms. Thcy serve this
portion of their sentences at home under
strict schedules and curfew requirements.
Some CCCs enhance the accountability
of inmates on home confinement through
electronic monitoring.

Approximately 45 percent of Federal
offenders in community-based programs
are housed in comprehensive sanctions
centers, which are similar to CCCs but
have a more structured system for grant-
ing offenders gradual access to the com-
munity. They also require inmates to par-
ticipate in more programs and formally
involve the U.S. Probation Office in the
release planning process.

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

confinement of some Federal inmates.

The Bureau’s community corrections
program is administered by Correctional
Programs Division staff in Central Office,
community corrections regional adminis-
trators and regional management teams
in each of the Bureau’s six regional
offices, and the employees of 28 commu-
nity corrections management (CCM) field
offices throughout the country. The field
offices are responsible for all community
corrections activities within their
assigned judicial districts.

Atlanta CCM Office

715 McDonough Blvd., SE
Atlanta, GA 30315

404-635-5673, Fax: 404-730-9785
Districts: Georgia, South Carolina

Baltimore CCM Office

10010 Junction Drive, Suite 101-N
Annapolis Junction, MD 20701
301-317-3142, Fax: 301-317-3138

Fax DC: 301-317-3184

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

Boston CCM Office

JFK Federal Building, Suite 2200
Boston, MA 02203

617-565-4293, Fax: 617-565-4297
Districts: Massachusetts, Vermont, Con-
necticut, Maine, Rhode Island, New
Hampshire

Chicago CCM Office

200 West Adams, Suite 2915
Chicago, IL 60606

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

Cincinnati CCM Office

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

Dallas CCM Office

4211 Cedar Springs Road, Suite 100
Dallas, TX 75219

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

Denver CCM Office

721 19th Street, Suite 412
Denver, CO 80202
303-844-5179, Fax: 303-844-6189
District: Colorado

SS


FCI Victorville |

(Medium)
P.O. Box 5300

Adelanto, California 92301
760-246-2400

Fax: 760-246-2621

Western Region

FCI Victorville Il

(Medium)

PO. Box 5700

‘Adelanto, California 92301
760-530-5700

Fax: 760-530-5706

Western Region

USP Victorville
P.O. Box 5500

Adelanto, California 92301
760-530-5000

Fax: 760-530-5103

Western Region

FCI Waseca

P.O. Box 1731

1000 University Drive, SW.
P.O. Box 1731

Waseca, Minnesota 56093
507-835-8972

Fax: 507-837-4547

North Central Region

FCI
Williamsburg
P.O. Box 340

Salters, SC 29590
843-387-9400,

Fax: 843-387-6961

South East Region

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

Judicial District: Central
California

Population: FCI: 1,720 Camp: 282
Staff: 343

Security Level: Medium/Male
Judicial District: Central
California

Population: FCI: 0*
Staff: 42

*activating

Security Level: High/Male
Judicial District: Central
California

Population: FCI: 407
Staff: 263

Security Level: Low/Male
Judicial District: Minnesota

Population: 1,035
Staff: 223

Security Level: Medium/Male
(adjacent Minimum/Male camp)
Judicial District: South Carolina

Population: FCI: 305 Camp: 19
Staff: 104

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

Location: See FCI Victorville 1
(Medium).

Location: See FCI Victorville
(Medium).

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

Location: In Williamsburg
County off Highway 521 in
Salters, South Carolina.

53


Citizenship

11.8%
. 17.0%

United States .
Mexico
Colombia
Dominican Republic ...

1.9%

Type of Commitments

US. Code ... ws 94.3%
D.C. Superior Court . 3.2%
Parole Violation 1.0%

1.3%

Probation Violation .. .
0.2%

State, Territorial .....

Median Months Expected to Be Served

All offenses
Drug offenses

Burgulary, larceny, and property offenses ..
Extortion, fraud, and bribery
Homicide, aggravated assault, kidnapping
Weapons, explosives, arson...
Banking and insurance, counterfeit, embezzelment offenses
Immigration
Courts or corrections
National security
Continuing criminal enterprise .
Sex offenses.

Inmate Security Level

Low ...
Medium

High ....

20.5%

36.2%
30.3%
. 13.0%

59


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

Alberto R. Gonzales, Attorney General
Harley G Lappin, Director

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

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

Enriqueta Tercilla, Chief
Office of Communications and Archives

Office of Communications and Archives
Federal Bureau of Prisons

320 First Street, NW

Washington, DC 20534

202-307-3163

Bureau of Prisons website: www.bop.gov.

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

Printed by:
Information, Policy, and Public Affairs Division
Documents Section


° aI

HM

ame

ra

FPC Seymour

Johnson

Caller Box 8004
Goldsboro, North Carolina
27533-8004

919-735-9711

Fax: 919-735-0169
Mid-Atlantic Region

FCI Sheridan
P.O. Box 8000

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

Fax: 503-843-3408
Western Region

MCFP
Springfield

P.O. Box 4000

1900 West Sunshine
Springfield, Missouri 65801-
4000

417-862-7041
Fax: 417-837-1711
North Central Region

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

Population: 617
Staff: 81

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

Population: FCI: 1,589 Camp: 507
Staff: 352

Security Level: Administrative/
Male

Judicial District: Western
Missouri

Population: 1,217
Staff: 615

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

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

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

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

Fax: 256-315-4495
Southeast Region

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

850-878-2173

Fax: 850-216-1299
Southeast Region

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

Population: FCI: 1,088 Camp: 346
Staff: 308

: Low/Female,
:/Male
Judicial District: Northern Florida

Population: 1,459
Staff: 300

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

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

51


TM@ NIC continues to provide information
about effective correctional practices to
the National Conference of State Legisla-
tures and the Council of State Govern-

ments at their annual meetings.

M@NIC’s Community Corrections/Prisons
Division continued to work with Georgia,
Kansas, Rhode Island, and New Jersey
through a cooperative agreement with the
Center for Effective Public Policy on the
“Policy Driven Responses to Parole Vio-
lations” initiative. The resulting publica-
tion, Parole Violations Revisited: A Hand-
book on Strengthening Parole Practices
for Public Safety and Successful Transi-
tion to the Community, will be available
inFY0S.

@ NIC continued its “Transition From
Prison to the Community Initiative”
(TPCI) in partnership with Abt Associ-
ates, Inc. This provides support and tech-
nical assistance to participating jurisdic-
tions (as of February 2004, Oregon, Mis-
souri, Rhode Island, Michigan, North
Dakota, Indiana, Georgia, and New York),
including a reentry “weblog” moderated
by Abt Associates.

@ In FY04, NIC continued its commitment
to provide education on effective
offender management in the community.
In February, it aired a three-hour broad-
cast, Implementing Effective Correc-
tional Management of Offenders in the
Community, that was viewed by approxi-
mately 8,730 criminal justice profession-
als. In June, NIC conducted a training
program, Effective Interventions: The
Role of the Administration, that focused

on whether the intended outcomes of
managing offenders in the community are
consistent with evidence-based practices.
Italso published four documents in FY04
regarding evidence-based practices.

@ During FY04, NIC’s Office of Correc-
tional Job Training and Placement
(OCITP) provided Offender Workforce
Development Specialist (OWDS) training
to 59 corrections professionals. This
increased the skill level of offender
workforce practitioners and provided
instruction enabling participants to train
other offender employment service pro-

viders.

@ NIC continued to work with tribal offi-
cials in the planning, design, construc-
tion, and transition to new detention
facilities built on tribal lands. Assistance
included site visits to 23 tribes to help
with various design issues, participation
in various informational and training meet-
ings, and development of materials to help
tribal leaders make planning decisions.

@ NIC continued its “Children of Prison-
ers” initiative in FY04, This cooperative
agreement, which ended in September
2004, established the Federal Resource
Center for Children of Prisoners (operated
by the Child Welfare League of America),
to provide support and services to chil-
dren of incarcerated parents.

@ BOP and NIC staff provided technical
assistance site visits to the Ministry of
Justice in Colombia and correctional sys-
tems of five U.S. commonwealths/territo-

ries, including American Samoa. Repre-

sentatives from 41 foreign countries
received briefings and assistance from
BOP and NIC personnel in the United
States, and toured various Federal, state,
and local institutions.

TM@ During FY04, the Bureau continued to
maintain community relations boards
(CRBs) at most of its institutions. CRBs
provide support and facilitate communi-
cation between the facility and the local
community, advancing public awareness
and an understanding of issues at BOP
institutions.

TM@ Several BOP institutions hosted and
provided tours for Members of Congress,
Federal judges, and a variety of other dig-
nitaries, community leaders, and law
enforcement officials.

TM@ During the FY, BOP institutions con-
tinued to involve state, local, and other
Federal law enforcement agencies in joint
training activities. These efforts are
mutually-beneficial in that they enhance
information flow, interagency coordina-
tion, and emergency preparedness.

TM During FY04, anumber of BOP institu-
tions hosted law enforcement seminars
that brought together representatives
from Federal, state, and local law enforce-
ment and criminal justice agencies to dis-
cuss a variety of issues, such as institu-
tion and community security, emergency

preparedness, and gang management.

@ Bureau staff continued to be involved
in a variety of volunteer programs and

23


FCI Fort Dix

P.O. Box 38

Fort Dix, New Jersey 08640
609-723-1100

Fax: 609-723-6847
Northeast Region

FMC Fort Worth
3150 Horton Road

Fort Worth, Texas 76119-
5996

817-534-8400

Fax: 817-413-3350

South Central Region

FCI Gilmer

P.O. Box 5000

I 201 FCI Lane
Glenville, West Virginia
26351-9500

2 304-462-0395

Fax: 304-462-0396
Mid-Atlantic Region

FCI Greenville
P.O. Box 4000

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

Fax: 618-664-6372

North Central Region

MDC Guaynabo
P.O. Box 2146

San Juan, Puerto Rico
00922-2146

787-749-4480,

Fax: 787-775-7824
Southeast Region

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

Population: FCI: 4,165 Camp: 421
Staff: 635

Security level: Administrative/
Male
Judicial District: Northern Texas

Population: 1,744
Staff: 363

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

Population: FCI: 1,579 Camp: 128
Staff: 307

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

Population: FCI: 1,289 Camp: 336
Staff: 289

Security level: Administrative/
Male/Female

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

Population: 1,047
Staff: 257

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

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

In central West

Locatio1
Virginia, 85 miles northeast of
Charleston and 150 miles from
Pittsburgh, Pennsylvania. The
area is served by Pittsburgh
International Airport and Yeager
Regional Airport.

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

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

41


This page intentionally left blank.


34

FCI Beaumont
(Low)

3 5560 Knauth Road
Beaumont, Texas 77720
409-727-8172
a Fax: 409-626-3500

South Central Region

FCI Beaumont
HH (Medium)
} .'4 5830 Knauth Road

Beaumont, Texas 77720
409-727-0101

Fax: 409-720-5000
South Central Region

6200 Knauth Road
Beaumont, Texas 77720
J 409-727-8188

Fax: 409-626-3700
South Central Region

Lod (| USP Beaumont

FCI Beckley
P.O. Box 1280

Beaver, West Virginia
25813

304-252-9758

Fax: 304-256-4956
Mid-Atlantic Region

FCI Bennettsville
P.O. Box 52020

Bennettsville, South Carolina
29512

843-454-8200

Fax: 843-454-8219

Southeast Region

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

Population: FCI: 1892 Camp: 518
FCC Staff: See FCC Beaumont
(Administrative).

Security Level: Medium/Male
Judicial District: Eastern Texas

Population: 1,833
FCC Staff: See FCC Beaumont
(Administrative).

Security Level: High/Male
Judicial District: Eastern Texas

Population: USP: 1,468
FCC Staff: See FCC Beaumont
(Administrative).

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

West Virginia

Population: FCI: 1,824 Camp: 389
Staff: 359

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

Population: FCI: 0 Camp: 46
Staff: 23

Location: See FCC Beaumont
(Administrative).

(Administrative).

Location: See FCC Beaumont
(Administrative).

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

Location: In Marlboro County
(off Highway 9) 86 miles from
Myrtle Beach. This arca is
served by Florence Regional
Airport (31 miles) and Douglass
International in Charlotte, North
Carolina (89 miles).


20

BOP institution to use the program,
where it was successfully incorporated
into their Focused Ke-entry Exemplifies
Excellence (FREE) program.

TM The Special Management Unit (SMU)
program at FCI Oakdale, Louisiana, is an
18-month intensive four-level program
designed for inmates who participated in
or have a leadership role in a geographi-
cal group or gang-related institutional
incident or disturbance. The program is
designed to help inmates develop the
skills necessary to successfully reinte-
grate into an institution’s general popu-
lation (including how to interact appro-
priately with rival gang members). The
SMU wing includes a medical examina-
tion room, satellite feeding area, rooms
for instruction, and indoor and outdoor
recreation areas. A total of 149 inmates
have participated in the SMU since
November 2001, and 45 have success-
fully completed the program and trans-
ferred to general population institutions.

@ In FY04, the Bureau continued to
assess and adjust its health care delivery
system so as to provide medical care to
inmates in the most effective and efficient
manner, This included expanded imple-
mentation of primary care provider teams
(PCPTs). This concept involves each
inmate being assigned to a medical team
that has responsibility for managing that
specific inmate’s health care needs.
PCPTs are designed to enhance continu-
ity of care, promote preventive health
care, and reduce duplication of services.
The Bureau also continued to identify and

treat mentally ill offenders at the most
appropriate therapeutic level.

TM@ During the FY, the BOP continued its
TeleHealth program to improve health
care delivery and reduce costs. Tele-
Health uses telecommunications tech-
nologies to exchange health information
and provide health care services to
inmates within BOP facilities. TeleHealth
enables a medical professional to diag-
nose and treat patients from remote loca-
tions. The BOP uses TeleHealth to con-
nect institutions with community health
care providers, as well as to connect BOP
facilities with each other. Additionally,
TeleHealth improves security (especially
at high security institutions) because an
inmate does not leave the confines of an
institution to receive an examination and

evaluation.

During FY04, the BOP entered into an
interagency agreement with Walter Reed
Army Medical Center (WRAMC) to pro-
vide digital x-ray interpretations to BOP
institutions. Five institutions in the Mid-
Atlantic Region were the first to test the
process. Plans are being developed to
bring additional institutions online as
WRAMC’s capabilities increase. Some
benefits that have been realized include
24-hour access to x-ray interpretations,
reduced duplication of x-rays, and cost
savings.

Building Partnerships
The BOP will continue to seek opportu-

nities for expanding the involvement of
community and local, state, and Federal

agencies, in improving the effectiveness
of the services it provides to offenders
and constituent agencies. The active
participation by BOP staff to improve
partnerships will allow the BOP to carry
out its mission within the criminal jus-
tice system and to remain responsive to
other agencies and the public. The BOP
will develop partnerships to focus the
shared responsibility for the establish-
ment of a supportive environment pro-
moting the reintegration of offenders into
the community.

TM@ The BOP participates in, among other
things, the Criminal Justice Coordinating
Council, which coordinates efforts
among criminal justice entities and ser-
vice providers to identify offenders
returning to the D.C. area and link them

with appropriate community resources.

TM The Inmate Skills Development (ISD)
Branch represents the BOP at Federal
Executive Partners meetings, chaired by
DOJ’s Bureau of Justice Assistance.
Members include staff from the Depart-
ments of Labor, Energy, Health and
Human Services, Housing and Urban
Development, and Veterans Affairs; the
Social Security Administration; the Urban
Institute; the National Institute of Cor-
rections; the National Institute of Justice,
and other related agencies. The Partners
are developing assistance for and moni-
toring of the status of the Serious and
Violent Offender Reentry Initiative.
Additionally, they are working to iden-
tify methods for sharing information and
develop communication protocols

between agencies and community


Objective 2.10

Develop and culauce Labor Management
Relations (LMR) in the Bureau of Prisons
with improved training initiatives.

Security and Facility
Management

Objective 3.01

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

trol principles.
Objective 3.02

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

Objective 3.03

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

Objective 3.04

Decrease toxic chemical use and hazard-
ous waste generation.

Correctional
Leadership and
Effective Public
Administration

Objective 4.01

The BOP will continue to focus on reduc-
ing costs by utilizing the most efficient
and cost-effective methods to perform
every task, This will be accomplished by
reducing costs and ensuring good
resource management for all functions
and programs. We will be able to accom-
plish this through continued emphasis on
financial planning, analyzing workload
and staffing requirements, using consoli-
dated and shared services, increasing the
use of technology, and refining the pro-
cesses of the BOP.

Objective 4.05

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

Objective 4.07

Minimize the number of annual work-
related injuries and subsequent costs.
Through continued safety training, inves-
tigation of injuries and management of
work-related injury cases, it is expected
that the BOP injury rates will not increase.

Objective 4.08

Ensure information is protected and con-
trolled through education and compli-

ance with applicable security regulations
and policy.

Objective 4.09

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

Objective 4.10

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

Objective 4.11

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

victim/witness program policies.
Inmate Programs
and Services

Objective 5.01

Provide productive work, education,
occupational training, and recreational


22

internal processes), that will serve as its

blueprint for the next three to five years.

TM During FY04, NIC’s Information Cen-
ter responded to 9,627 requests from cor-
rections policymakers, managers, line
staff, students, media, and other individu-
als interested in a broad range of correc-
tional topics. Nearly 39,200 documents,
tapes, CDs, and DVDs were distributed.
More than 600,000 customers visited
NIC’s website during FY04, accessing
about 40,000 online documents.

TM@ During FY04, NIC’s Information Cen-
ter hosted 29 listservs that provided
e-mail networking for its core constitu-
ents sharing common interests or respon-
sibilities, such as correctional trainers,
large jail administrators, and jail inspec-
tors. Some temporary listservs were cre-
ated to support NIC training or current
initiatives.

TM To bring its customers the most perti-
nent information on major correctional
issues, NIC’s Jails Division published the
Self-Audit Instrument for Administrators
of Direct Supervision Jails, which helps
administrators assess their direct super-
vision operation, and The Resource
Manual for Transition to a New Facility,
which will be available for distribution in
2005.

@ NIC’s Jails Division continues to link
157 of the nation’s largest jail systems -
each with an average daily population of
more than 1,000 inmates - via its Large
Jail Network (LIN) Exchange. InFY04, it
conducted two meetings with the LIN.

@InFY04, NIC published Effective Prison
Mental Health Services: Guidelines To
Expand and Improve Treatment aud Cor-
rectional Health Care: Addressing the
Needs of Elderly, Chronically Ill, and
Terminally Ill Inmates. In addition, NIC‘s
Jails Division continued to work with the
National Center on Institutions and
Alternatives to produce the “Jail Suicide/
Mental Health Update” newsletter, which
is distributed quarterly to more than 2,000
subscribers.

@ Under a cooperative agreement with
the Council of State Governments’ East-
ern Regional Conference, NIC continues
to provide technical assistance to 13
jurisdictions (representing urban and
tural jails, prisons, and community cor-
rections facilities) on an initiative that
encourages policy-driven approaches to
treating offenders with mental illnesses.

TM In FY04, NIC expanded the knowledge
base on managing special populations by
adding five documents to the prison clas-
sification series: Developing Gender-
Specific Classification Instruments for
Women Offenders; Prisoner Intake Sys-
tems: Assessing Needs and Classifying
Offenders; Classification of High-Risk
and Special Management Prisoners: A
National Assessment of Current Prac-
tices; Objective Prison Classification: A
Guide for Correctional Agencies; and
Enhancing Prison Classification Sys-
tems: The Emerging Role of Management
Information Systems. NIC also aired a
three-hour broadcast, Classification of
High-Risk Offenders, to address the
needs of this population. Approximately

3,390 viewers at 133 locations viewed the

broadcast.

@ Work continues under a cooperative
agreement awarded by NIC’s Community
Corrections/Prisons Division to the Uni-
versity of Cincinnati to construct and vali-
date gender-responsive risk and needs
assessment tools and protocols for
women offenders and pre-trial defen-
dants, Ultimately, this work will support
classification decisions in community and
custody settings, including those made
at pre-trial, jail intake, probation, prison,
and parole stages.

®@ InFY04, NIC provided training to five
agencies and two professional organiza-
tions on Staff Sexual Misconduct with
Inmates. Recipients included the New
York City Department of Corrections and
agencies in California, Indiana, and Mis-
sissippi. NIC also funded the develop-
ment of a policy guide and training pro-
gram to address this same type of mis-
conduct in community supervision set-
tings.

@ NIC continued to provide technical
assistance to states considering new leg-
islation (the Interstate Compact for Adult
Offender Supervision) that provides
statutory authority for regulating the
transfer of adult parole and probation
supervisees across state boundaries. To
date, 49 states and Puerto Rico have
enacted the new compact into law. In
2004, the Interstate Compact Commission
invited NIC to participate in its annual
meetings as an ex-officio member.


FCI Big Sandy
P.O. Box 2068

Inez, Kentucky

41224

606-433-2400

Fax: 606-433-2577
Mid-Atlantic Region

BIG SPRING

FCI Big Spring
1900 Simler Avenue

Big Spring, Texas
79720-7799

915-263-6699

Fax: 915-268-6860

South Central Region

MDC Brooklyn
80 29th Street

Brooklyn, New York 11232
Phone: 718-840-4200

Fax: 718-840-5005
Northeast Region

FPC Bryan

P.O. Box 2197

1100 Ursuline

Bryan, Texas 77805-2197
979-823-1879

Fax: 979-775-5681

South Central Region

FCI Butner (Low)
P.O. Box 999

Butner, North Carolina

27509

919-575-5000

Fax: 919-575-5023
Mid-Adantic Region

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

Population: FCI: 950 Camp: 126
Staff: 428,

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

Population: FCI: 1,632 Camp: 146
Staff 261

Security level: Administrative/

Male/Female
Judicial District: Eastern
‘New York

Population: 2,614
Staff: 511

Security level: Minimum/Female
Judicial District: Southern Texas

Population: FPC: 955
Staff: 147

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

Population: 1,440
FCC Staff 1,004

Location: In Eastern Kentucky,

located 11 miles south of Inez
on Rt. 3 South, 18 miles north of
Paintsville, and 15 miles
northeast of Prestonburg. The
area is served by airports in
Huntington, West Virginia;
Lexington, Kentucky; and
Charleston, West Virginia.

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

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

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

Location: Near the 2 Research
Triangle area of Durham,
Raleigh, and Chapel Hill, 5 miles
off Interstate 85 on old High-
way 75. The area is served by
the Raleigh-Durham Airport,
Amtrak, and commercial bus
lines.

35


working on community improvement

projects.

TM@ To reduce the number of inmates who
return to drug abuse and criminal behav-
ior following release, the Bureau offers a
comprehensive substance abuse treat-
ment program that includes the Residen-
tial Drug Abuse Program (RDAP), drug
abuse education, a number of non-
residential programs, and community tran-
sition programs.

The Bureau operates RDAPs at 55 of its
institutions for the 34 percent of Federal
inmates who have a moderate to serious
drug abuse problem. Participants are
housed in a separate unit reserved for
drug abuse treatment. The residential pro-
gram provides half-day intensive treat-
ment programming, five days per week.
The remainder of each day is spent in edu-
cation, work skills training, and other pro-
grams. RDAPs are typically 9 months in
length and provide a minimum of 500
hours of treatment. Treatment is
cognitively-based, focuses on the
inmate’s behavior and criminal thinking,
and targets drug-using behaviors. Upon
RDAP completion, aftercare services are
provided in general population and com-
munity corrections centers (CCCs) to
ensure an effective transition from the

institution program to the community.

To estimate the demand for treatment for
a substance use disorder, the Bureau ana-
lyzed a portion of data that were collected
as part of a study of the prevalence of
mental health conditions in the inmate
population. These data characterize

samples of inmates from admissions
cohorts during FYs 2002 and 2003. Over
2,500 presentence investigation reports
were screened to ascertain the frequency
of inmates with a drug use disorder (a
reference to a medical diagnosis of a drug
use disorder or an offender’s self report
of drug use that met the criteria for a drug
use disorder). The findings extrapolated
from these data indicate that approxi-
mately 40 percent of inmates entering
Bureau custody during FY's 2002 and 2003
met the criteria for a substance use disor-
der.

Research confirms that inmates who com-
plete RDAP are less likely to be
re-arrested and less likely to use drugs
than similar non-participant offenders.

In FY04, the BOP provided residential
drug abuse treatment to 18,278 inmates.
An additional 13,014 inmates participated
in non-residential drug treatment pro-
grams and 16,517 participated in transi-
tional drug abuse treatment at CCCs. Dur-
ing FYU4, 22,105 inmates participated ina
drug abuse education course.

During FY04, BOP psychologists con-
ducted 273,599 mental health intake
assessments and evaluations on offend-
ers committed to BOP facilities. To meet
the mental health needs of offenders, psy-
chologists provided approximately 61,400
sessions of individual therapy and crisis
counseling. As part of the BOP’s efforts
to prevent inmate suicide, 4,101 suicide
risk assessments and 1,739 suicide
watches were conducted. Psychologists
also attended to the needs of offenders

in special housing units and completed
99,145 monthly reviews of inmates con-

fined in such units.

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

CODE is a unit-based, cognitive behav-
ioral treatment program designed to
improve institutional adjustment of peni-
tentiary inmates. Designed for those who
could benefit from living in an enhanced
therapeutic environment, this program
addresses psychological distress, men-
tal illness, cognitive deficits, specific
behavioral problems (¢.g., poor social
skills, impulsivity), and risk of victimiza-
tion. CODE programs were offered at all
high security institutions in FY04 and had
2,579 inmates enrolled at the end of the
FY. In FY0S, the CODE program will
expand to include a drug abuse treatment
component.

E-CODE is an intensive, multi-phase
treatment program for maximum custody
inmates. The program is designed to
effectively manage and treat violent and
predatory inmates housed at USP Marion,
Illinois. It focuses on teaching inmates


Personnel

Personnel, September 21, 2004 ...

Gender

Male
Female

Race/Ethnicity

African American ..
Hispanic ....

Education

Iligh school...
Technical school

Some college ..
Bachelor’s degre
Some graduate work .....
Master’s degree

PhD. ...
Other advanced professional degree

Age

18-24...

+ 1.2%
++ 8.1%

25-29 ....

30-34 17.5%
35.39... 24.7%
40-44 23.3%
45-49

50-55 .....
56 and over.

61


Level evaluation at all institutions. STA.
completed online testing of 1,726 IF stu-
dents. Of the students tested, 97 per-
cent passed the exam with an average
score of 83.4 percent. STA has integrated
online testing into the Introduction to
Correctional Techniques (ICT) program.
To date, Exam I has been administered to
1,061 students. Of those tested, 97 per-
cent passed with a median score of 86.2
percent. The median score of Exam II is
88.7 percent. The median score for both
exams is 87.6 percent, with no significant
change from the prior testing method.
STA has replaced the student evaluation
system with an online module that pro-
vides the Executive Staff easy access to
student comments and ratings, allowing
them to evaluate the ICT program in a
more timely fashion. The IF/ICT test,
student demographics, and Level I data
(e.g., scores) are being analyzed by STA.
staff, Benefits of implementation of the
eZ.exam for both IF and ICT include
instant feedback to students on test
scores and questions they answered in-
correctly.

STA has fully integrated the electronic
workbook into the ICT program. Students
participating in ICT training are issued
laptops and instructional manuals on a
CD (versus printed format) upon arrival
at STA. After completing the program,
students return the laptop and are
allowed to keep the electronic manual,
realizing a cost savings of $49.50 per stu-
dent. STA also developed a new IF elec-
tronic manual and is in the process of
integrating it into the IF program. Begin-
ning in FYOS, institutions will be issued

a set of printed training manuals and elec-
tronic workbooks. The printed materials
will be reuseable and will be updated
periodically through the Bureau’s
intranet. The electronic manual will be
given to students. By using this elec-
tronic format, STA anticipates a cost sav-
ings of $52,284 in FY0S anda continued
savings of $100,800 in duplication costs
in each year that follows.

STA has leveraged the current technol-
ogy by adding instructional training
films to student laptops, and is adding
two additional training films to the cur-
rent configuration. Two computer-based
training modules in different stages of
development are targeted to replace cur-
rent self-study modules. Feedback from
students and instructors has been
extremely favorable.

@ In concert with Presidential e-gov ini-
tiatives, staff from the Training and Staff
Development Branch and the Office of
Systems Development are making addi-
tional advances in the automation of train-
ing practices. The BOP deployed its first
web-based application for Employee Ser-
vices Department (ESD) staff (the Train-
ing Management System) to more effi-
ciently manage the training needs for
Bureau staff. Implementation team mem-
bers:

V Transferred archived training data to
provide significantly improved access to
ESD staff and registered users;

V Continued expansion of the Learning
Catalog, which identifies training offer-

ings provided by the BOP, other govern-

ment agencies, and select vendors;

V Developed reports that will enable ESD
staff to review completed training for all
staff (important for the verification of man-
datory training standards);

\ Created curriculum and provided train-
ing via classroom instruction and CEN-
TRA to users across the agency;

\_ Provided continuous technical and
troubleshooting help-desk support to
users through the transition; and

V Began the work necessary to convert
the large, recently-received National
Finance Center (NFC) data load. This
involves course comparison analysis and
data cleansing to ensure an accurate, com-
prehensive database.

TM The Leadership Enhancement and
Development (LEAD) program is in its
third year. LEAD provides training and
developmental activities linked to lead-
ership competencies identified as neces-
sary for staff to be effective at the high-
est levels of the Bureau. During FY04, 46
participants completed all mandatory
requirements and graduated from the
LEAD program.

The program has a unique three-phase
structure. Phase I programming is suited
to those at the GS 9, 11, and 12 levels;
Phase II is designed for GS 13, 14, and 15
(non-CEO) participants; and Phase III fits
the needs of GS 15 CEOs and Senior
Executive Service (SES)-level staff. All


32

FPC Alderson
P.O. BoxA

Glen Ray Road
Alderson, West Virginia
24910

304-445-2901

Fax: 304-445-7736
Mid-Atlantic Region

FCI Allenwood
(Low)

P.O. Box 1500

White Deer,
Pennsylvania 17887
570-547-1990

Fax: 570-547-0342
Northeast Region

FCI Allenwood
(Medium)

P.O. Box 2500

White Deer,

Pennsylvania 17887
570-547-7950

Fax: 570-547-7751
Northeast Region

FPC Allenwood
P.O. Box L000

1049 Allenwood Camp Lane
Montgomery,

Pennsylvania 17752
570-547-1641

Fax: 570-547-7687

Northeast Region

USP Allenwood
P.O. Box 3500

White Deer,

Pennsylvania 17887
570-547-0963

Fax: 570-547-9201

Northeast Region

Security level: Minimum/Female

Judicial District: Southern
West Virginia

Population: 1,040
Staff: 168

Security level: Low/Male
Judicial District: Middle
Pennsylvania

Population: 1,387
Staff: 232

Security level: Medium/Male
Judicial District: Middle
Pennsylvania

Population: 1,425
Staff: 294

Security level: Minimum/Male
Judicial District: Middle
Pennsylvania

Population: 235
Staff: 45

Security level: High/Male
Judicial District: Middle
Pennsylvania

Population: 1,136
Staff: 355

Location: In the foothills of the
Allegheney Mountains, 270
miles southwest of Washington,
DC, 12 miles south of Inter-state

64, off State Highway 3. The area

is served by airports in Lewis-
burg and Beckley, as well as
Roanoke, Virginia. Its also
served by Amtrak and commer-

cial.bus.lines.............2...

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

Location: See FCI Allenwood

(Low).

Location: 200 miles north of

Washington, DC, and 7 miles
south of Williamsport, Pennsyl-
vania. The area is served by the
Williamport-Lycoming County
Airport and commercial bus
lines.

Location: See FCI Allenwood
(Low).


Bureau of Prisons Offices

hile the primary business of
the Bureau of Prisons is
operating correctional
facilities, certain administrative, policy
development, training, technical assis-
tance, and program review functions are
carried out by the Central Office, six
regional offices, and the BOP’s training
centers.

Central Office

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

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

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

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

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

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

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

The Information, Policy, and Public
Affairs Division is responsible for the
management and security of the Bureau’s
information resources (including SEN-
TRY, BOPNet, Sallyport, and the Bureau’s
intra- and internet sites), research and
evaluation programs, security technol-
ogy programs, public affairs, legislative
affairs, and policy management.

The Office of General Counsel provides
legal advice, assistance, and representa-
tion to Bureau officials in the areas of
legislative and correctional issues, com-
mercial law, inmate administrative com-
plaints and litigation, ethics issues, equal
employment opportunity law, Freedom of
Information Act and Privacy Act issues,
labor law, and real estate and environ-
mental law.

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

29


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

programs.

Our talented, professional, well-trained,
and diverse staff reflect the Bureau’s
culture and treat each other fairly. Staff
work in an environment free from discrimi-
nation. A positive working relationship
exists where employees maintain respect
for one another. The workplace is safe,
and staff perform their duties without fear
of injury or assault. Staff maintain high
cthical standards in their day-to-day
activities. Staff are satisfied with their
jobs, career opportunities, recognition,
and quality of leadership.

Customer Service Plan

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

Customer Service
Standards

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

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

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

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

V Initial designation: 30 days.

Death: 30 days.

V Parole hearing: 30 days prior to

the hearing.

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

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

Transfer to a halfway house:
upon acceptance by the halfway

house.

Compassionate release: during
consideration.

Escape: immediately.


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.

Cultural Anchors/
Core Values

@ Bureau Family

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

TM@ Sound Correctional
Management

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

@ Correctional Workers First

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

TM@ Promotes Integrity

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

resources.
TM@ Recognizes the Dignity of All

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

punishment.
TM@ Career Service Orientation

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

@ Community Relations

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

TM@ High Standards

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

Vision Statement

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

realized when...

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


self-discipline, the value of conforming
to pro-social norms, and how to change
negative thoughts and behaviors that
lead to incarceration-related problems.

The Bureau Responsibility and Values
Enhancement (BRAVE) program is
designed for young male offenders who
are serving their first significant term of
Federal incarceration (5 years or more).
This program secks to improve inmate
adjustment by increasing participants’
responsibility for their own behavior, pro-
viding basic skills to assist them in
responding more appropriately and effec-
tively to their environment, and prevent-
ing misconduct. BRAVE is operational at
FCIs Beckley, West Virginia; Cumberland,
Maryland, and Terminal Island, Califor-
nia.

The Skills Program at FCI Coleman
(Medium), Florida, is for inmates with
cognitive and social learning needs.
Qualified inmates are transferred to the
facility for this 12-18 month program that
begins with an assessment of their edu-
cational needs, learning problems, and
level of social functioning. Inmates par-
ticipate in activities designed to increase
education levels, strengthen social skills,
and improve their ability to satisfactorily
adjust to a correctional environment. Ini-
tial program data indicates that skills pro-
gramming increases participants’ ability
to complete their GEDs, and may reduce
the number of incident reports partici-
pants receive.

The Sex Offender Treatment Program
(SOTP) offered at FCI Butner, North Caro-

lina, is an intensive, residential therapeu-
tic program for male sex offenders. The
SOTP has been in operation since 1990
but underwent significant program
enhancements in 1997. The program’s
goal is to to reduce sexual recidivism by
helping sexual offenders manage their
deviance. To accomplish this, the SOTP
provides psychoeducational programs
and group work, group and individual
psychotherapy, and release planning.

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

The Axis II program at the Medical Cen-
ter for Federal Prisoners (MCFP) in
Springfield, Missouri, was implemented
to treat high security inmates with long-
standing psychological difficultics char-
acterized by high rates of self-injurious
behaviors, emotional vulnerabilities,
relational problems, and low stress toler-
ance. Axis II is a residential treatment
program that provides participants with
skills to cease or limit their self-
destructive behaviors, better regulate and
manage their emotional reactions, and
increase interpersonal effectiveness.

Upon program completion, inmates are
typically transferred back to a peniten-
tiary, where trained staff arc available to
help them maintain treatment gains and
adapt their new skills to that environment.

Recognizing that female offenders
present somewhat different issues com-
pared to male offenders, the BOP contin-
ues to provide a mandatory training
course for staff working with female
offenders. This course presents a com:
prehensive overview of factors that
affect the behavior of female offenders in
custody, including emotional concerns,
family relationships, health or physical
concerns, and trauma and/or abuse
issues.

Research and experience with female
offenders have revealed that many incar-
cerated women experience mental health
and behavioral problems as a result of
sexual, physical, or emotional trauma that
occurred prior to incarceration. Trauma
is often associated with having led a crimi-
nal, often substance-abusing, lifestyle.
The BOP continues to develop special
programs to meet the needs of female
offenders.

To address the nceds of femalc offenders
with a history of trauma, the Bureau imple-
mented Trauma Treatment Programs at
all stand-alone female facilities and at
many satellite camps housing females.
These programs are designed to treat
trauma symptoms and assist female
inmates in developing the skills neces-
sary for independence and sound
decision-making.


Human Resource
Management

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

organization.

BH During FY04, the Office of Executive
Workforce Planning (OEWP) redesigned
two BOP strategic plan objectives to
ensure that hard-to-fill and high-turnover
positions can be easily identified. The
primary focus is to develop recruitment
and retention strategies and measure the
success of these strategies. The Office
has also identified locations where the
BOP is underrepresented with respect to
minority group employment and devel-
oped strategies to remove barriers to
achieving full representation. The human
capital plan is currently being developed
to identify skill shortages in core job
series to ensure the right people will be in
the right positions when needed.

OEWP also focuses on the following:
1. monitoring turnover in leadership
positions to ensure staff are being devel-
oped to move into these positions;

2. evaluating the effectiveness of human
resource programs (e.g., Physical Abili-
ties Testing, Pre-employment Interview
Process, Mentoring, and T-4-T Diversity
Management) in guiding management
decision-making; and

3. implementing new technology to
improve hiring, retention, and the overall
effectiveness of human resource func-
tions. This includes enhancing the auto-

mated online application systems (BOP-
HIRES and BOP-CAREERS), converting
two major Executive Staff personnel sys-
tems to web applications, and develop-
ing content related to the Human
Resource Management Division for the
Bureau's inter- and intranets.

TM The BOP hired 2,054 new employees
in FY04 to keep pace with the activation
of new facilities that will confine the
expanding inmate population. This
brought the total BOP staff complement
to 35,023 at the end of the FY.

TM During the FY, 1,976 employees
attended the Introduction to Correctional
Techniques (ICT) course at the Staff
Training Academy (STA) in Glynco, Geor-
gia, and 865 completed specialty train-
ing in security-related functions con-
ducted at various institutions, the STA,
and the Florida Army National Guard
facility. The Management and Specialty
Training Center (MSTC) in Aurora, Colo-
rado, conducted 114 residential classses,
2 workgroups, and 6 off-site classes, and
hosted 4 non-Bureau-related courses.
MSTC provided onsite training for 2,921
participants.

TM MSTC is in the process of creating
and deploying online distance learning
courses for the Bureau. It has evaluated
all Correctional Services courses and is
identifying those that could be success-
fully converted into an eLearning envi-
ronment. The Bureau specifically con-
verted three courses (Inmate System
Manager, Lieutenant, and Training for
Trainers) into distance learning formats,

substantially reducing or entirely elimi-
nating staff travel and per diem costs.
For example, conversion of Lieutenants’
Training alone realized a 40 percent
reduction in residential training at MSTC
in FYs 2003 and 2004; and converting the
Investigative Intelligence course yielded
a33 percent reduction in MSTC’s related
residential training in FY 2004. The Cross
Development Series was issued to the
field on a CD-ROM and is also acces-
sible on the intranet. Conversion of this
series to a distance learning format
resulted in a cost savings of approxi-
mately $100,000 in FY04.

MSTC converted all paper-based MSTC
exams, including Cross Development
and certification exams, to online deliv-
ery via eZ.exam. More than 9,000 staff
have completed in excess of 32,000
exams on eZ.exam since it was imple-
mented in June 2003.

MSTC also implemented the Electronic
Subject Matter Expert (eESME) on the
Bureau's intranet. The eSME is an elec-
tronic resource that provides guidance
and support on individual subjects, It
includes reference information, guided
instructions and/or tutorials, subject mat-
ter advice, and hints on how to perform a
task more efficiently. The first eSME
topic deployed on the intranet dealt with
the Armory. Series on Correctional Ser-
vices and Labor Management Relations
were subsequently introduced.

WEffective November 1, 2003, STA imple-
mented eZ.exam as the mechanism for
Institution Familiarization (IF) testing and


24

activities in the community. The Bureau
also participated in the Connect America
network, a partnership initiative of the
Points of Light Foundation with more
than 100 national organizations as affili-
ates. Staff supported and participated in
activities of faith-based and community
organizations, community-based crime
prevention and drug intervention pro-
grams, and blood drives. Staffalso served
as mentors and tutors in public schools
across the country, generously supported
the Combined Federal Campaign, and col-
lected donations (c.g., toiletries, food) for
the homeless and others in need.

TM@ The Bureau’s inmate volunteer pro-
grams include community service efforts
conducted in cooperation with local
organizations. Carefully-selected inmates
speak to students, juvenile offenders,
drug treatment program participants, and
community group members to give them.
a first-hand understanding of the consc-
quences of drug use and crime. Other
inmate volunteer services included reno-
vating dilapidated buildings; repairing
bicycles; designing hats from scrap
material for terminally-ill children; collect-
ing tabs from soda cans for recycling and
donation to a Ronald McDonald House;
knitting and crocheting dolls and blan-
kets for disadvantaged children or the eld-
erly; and maintaining roadsides, parks,
and other public grounds.

Counter-Terrorism

The BOP will provide for public safety
and security by focusing on the

prevention, disruption, and response to

terrorist activities.

@ The Bureau works closely with others
in DOJ in the fight against terrorism. The
BOP is responsible for the confinement
of individuals who are detained for or con-
victed of terrorism-related offenses. The
Bureau shares intelligence information
with other DOJ components and relevant
task forces to ensure a coordinated
approach to dealing with terrorism. For
example, the BOP closely tracks every
inmate with known or suspected ties to
terrorist organizations and monitors all
their phone calls and correspondence.
Intelligence regarding these inmates is
both received from and provided to rel-
evant task forces, Federal agencies, and

state and local law enforcement.

TM The agency has intelligence staff
detailed to both the Counterterrorism and
Violent Crimes Major Offenders Centers
at FBI headquarters, as well as to the
National Drug Intelligence Center. In
addition to identifying the activities of
inmates coming into or already in BOP
custody, intelligence officers maintain
active relationships with the FBI’s Joint
Terrorism Task Forces throughout the
country, The BOP is also a member of the
National Joint Terrorism Task Force.
These interagency collaborative efforts
and intelligence sharing have yielded
valuable information on gang activity and
drug trafficking, as well as terrorism.

TM@ The BOP’s crisis management training
programs (“Executive Critical Incident
Management” and “Critical Incident

Response”) continued for both institu-
tion executive staff and crisis management
team leaders (SORT, DCT, HNT, CST, and
Captains). This included training specifi-
cally on the management of terrorists
within a correctional environment.

@ Regional crisis management training
was held in the Southeast Region in April
2004 at Fort McClellan, Alabama, in con-
junction with the Department of Home-
land Security (DHS). This was the first
crisis management training held jointly by
the Bureau and another: department.
About 300 Bureau staff and 200 DHS staff
participated. The training covered a wide
variety of topics and provided Bureau staff
with the skills necessary to identify weap-
ons of mass destruction and deal with
mass casualties. Additionally, it provided
an opportunity to learn the principles of
triage and practice decontaminating per-

sons.

In addition to classroom training, the sce-
narios used depictions of actual events
that have occurred in the Bureau within
the last 18 months. Advanced technol-
ogy was used to simulate surveillance
cameras and radio communications on
institution grounds, providing direct
information to the Command Center.
Simulations made it possible for incident
commanders to practice making informed
decisions. Information learned is being
incorporated into everyday institution
operations.


U.S. Department of Justice
Federal Bureau of Prisons

State of the Bureau 2004

_felease preparation. -

| os

accomplishments and goals


mE

FCI Oakdale
P.O. Box 5050

Oakdale, Louisiana 71463
318-335-4070

Fax: 318-215-2547

South Central Region

FDC Oakdale
P.O. Box 5060

Oakdale, Louisiana 71463
318-335-4466

Fax: 318-215-2046

South Central Region

FTC Oklahoma
City

P.O. Box 898802

7410 South MacArthur Blvd.
Oklahoma City, Oklahoma
73189-8802

405-682-4075

Fax: 405-680-4055

South Central Region

FCI Otisville
P.O. Box 600

Otisville, New York 10963
845-386-5855

Fax: 845-386-1527
Northeast Region

FCI Oxford
Box 500

Oxford, Wisconsin
53952-0500
608-584-5511

Fax: 608-584-6371
North Central Region

Security Level: Medium/Male
Judicial District: Western
Louisiana

Population: 1,297
FCC Staff: 519

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

Judicial District: Western
Louisiana

Population: FDC: 755 Camp: 141
FCC Staff: See FCI Oakdale.

Security Level: Administrative/
Male/Female

Judicial District: Western
Oklahoma

Population: 1,241
Staff: 289

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

New York

Population: FCI: 1,074 Camp: 125
Staff: 304

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

Population: FCI: 1,130 Camp: 214
Staff: 299

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

Location: See FCI Oakdale.

Location: 3 miles west of
Interstate 44 and 4 miles south
of Interstate 40. Located at and
served by the Will Rogers
World Airport. Also served by
commercial bus lines.

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

Location: In central Wisconsin,
60 miles north of Madison. Off
1-39 at the intersection of
County Road G and Elk Avenue.
The area is served by Dane
County Regional Airport, and
commercial bus service in
Portage and Wisconsin Dells.


internships, cooperative agreements,

etc.).

@ The BOP participated in joint ven-
tures with other DOJ components with
respect to commemorative month events,
including Black History, Asian American/
Pacific Islander Heritage, Women’s His-
tory, Hispanic Heritage, Disability Aware-
ness, and Native American Heritage
Months.
enhance Bureau staff’s awareness of

Such functions continue to

important contributions made by these

groups.

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

TM@ The Bureau has been working dili-
gently with DOJ’s Justice Management
Division (JMD) Equal Employment
Opportunity (EEO) staff regarding imple-
mentation and reporting procedures for
EEOC Management Directive 715
(MD715). Inaccordance with MD715, the
Bureau will identify barriers that preclude
the hiring and advancement of women,
minorities, disabled veterans, and other
persons with disabilities. Training with
EEOC staff has been scheduled for all key
Affirmative Employment staff within the
Bureau - - the focus will be on the identi-
fication of barriers to equal employment
opportunities and documentation. Train-
ing will subsequently be provided to spe-
cial emphasis program managers during
annual national training meetings.

@ The Bureau held its national Affirma-
tive Action training meetings in conjunc-
tion with related national organizations,
such as the National Association of
Blacks in Criminal Justice (NABCJ), the
League of United Latin American Citizens
(LULAC), Women Working in Correc-
tions and Criminal Justice (WWICC)),
and the Federal Asian Pacific American
Council (FAPAC). Training for special
emphasis program managers is accom-
plished through these partnerships.
Instructors from the U.S. Department of
Agriculture Graduate School (USDA) and
OPM’s training centers address relevant
topics, such as career development, bar-
rier analysis, recruitment, and diversity
management. The BOP continues to train
staff on diversity management issues on.
an annual basis and provides bi-annual
Diversity Training for Trainers at MSTC.

TM The Labor Management Relations
Branch (LMR) continu
sharing teleconferences for institution

its information-

executive staff, managers, and supervi-
sors. This training is conducted region-
ally at least twice each year and has
proven to be an effective strategy for dis-
cussing related issues and concerns.

During the fiscal year, Labor Manage-
ment Relations (LMR) staff provided
training to managers and supervisors at
11 institutions. Staff also provided train-
ing during numerous meetings, includ-
ing Wardens’ training, New Wardens’
training, Leadership Forums, Activation
Training, Regional Wardens’ meetings,
Supervisors of Education Training,
Superintendent of Industries training,

New Associate Wardens’ training, and
Civil Treatment training.

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

@ The Security and Background Investi-
gation Section (SBIS) favorably adjudi-
cated 2,582 initial investigations; 5,288
reinvestigations; and 872 contractor
investigations during FY04. Specialists
and technical staff are assigned respon-
sibilities for specific regions and institu-
tions, a process that enhances rapport
between Employee Services Departments
and SBIS.

TM@ SBIS staff provided Pre-Employment
Security Training to 30 newly-assigned
Employee Services Specialists at MSTC.
SBIS also provided routine updates via
e-mail to field offices about recurrent
issues, new issues, and operation
enhancements. Central Office Financial
Management, Privatization, Personnel
Security, and Information Security staff
worked closely with DOJ to implement
security-related changes for contractors
and volunteers.

@ The Mid-Atlantic Region continues to
utilize its Regional Expansion Recruitment
Task Force to help communities prepare


participants receive a 360-degree Lead-
ership Competency Assessment. Phase
I participants attended the Leaders’
Influencing, Negotiating, and Communi-
cating Skills (LINCS) training, as well as
the Leadership Forum. The Training and
Staff Development Branch (TSDB) con-
tinues to provide participants with a
range of classes from selected course pro-
viders, including the National Institute
of Corrections (NIC), the Office of Per-
sonnel Management (OPM), Aspen
Institute, and the Center for Creative
Leadership.

TM TSDB continues to provide New War-
dens’ and New Associate Wardens’
Training. Representatives from the Cen-
tral Office divisions provide job-specific
training to these audiences. Participants
also benefit from presentations by the
Director and other members of the
Executive Staff on current Bureau trends

and initiatives.

TSDB and the Office of General Coun-
sel are working jointly to coordinate and
provide Civil Treatment for Managers
Training for Associate Wardens. Numer-
ous training sessions are scheduled
regionally and in Central Office.

TM During FY04, the BOP continued to
streamline several human resource func-
tions and provide assistance to Employee
Services Department staff at institutions.
Using existing resources, a special
projects group was established to
develop comprehensive national credit-
ing plans. This eases the burden on field
offices for developing plans, improves

the overall qualification analysis of
applicants, and facilitates the automation
of merit promotion processes.

TM BOP-HIRES, the internet-based hiring
system implemented in 2001 for Correc-
tional Officer and hard-to-fill category
positions, continues to be a successful
tool for recruiting and maintaining inven-
tories of qualified applicants, and for
instantaneously referring applicants to
BOP facilities to fill vacant positions.
Since its inception, more than 170,000
individuals have applied for correctional
officer positions, of which approximately
60 percent were found qualified

Also in FY04, inventories for medical
officer, clinical psychologist, physician’s
assistant, and nurse practitioner posi-
tions increased by more than 900 quali-
fied applicants. Since implementation,
more than 9,000 qualified medical profes-
sionals have used this process to apply
for employment consideration with the
BOP.

@ The Bureau utilizes a Student Loan
Repayment Program for newly-appointed
or current employees. This program pro-
vides repayments for qualifying Federal
student loans. Six clinical psychologists
and one medical officer have been
approved to receive program benefits.
Absent this incentive, the Bureau would
have had difficulty recruiting and retain-
ing these employees.

In 2003, as a recruitment and retention
incentive, DOJ implemented an Attorney
Student Loan Repayment Program

(ASLRP) to provide repayments for quali-
fied Federal student loans to DOJ attor-
neys inFY04. To date, a total of six BOP
attorneys have been selected for partici-
pation.

@ As a cost savings initiative, the BOP
began using the National Finance
Center’s Employee Self-Service, a web-
based application that allows staff to ini-
tiate their own payroll data changes elec-
tronically. Previously, the BOP used
Employee Express, which involved a
reimbursable agreement with OPM.

@ The BOP has an Ombudsman pro-
gram that provides a confidential and
neutral resource for staff to informally
resolve work-related issues or problems.
To enhance awareness of the program,
during FY04, the Office of the Ombuds-
man established an informational web
page on the intranet that explains the
program’s mission and objectives. The
page has increased awareness of the
Ombudsman’s role in facilitating informal
resolution of work-related issues and
concerns. In addition, to alleviate confi-
dentiality concerns for some staff, the
Ombudsman works from home one day a
week to accommodate staff who prefer
to not discuss their issues or concerns

via government telephones.

MA large agency recruitment brochure is
in the final stages of production. Once
completed, the Bureau will forward it to
colleges and universities throughout the
nation. This will inform students of edu-
cational excellence initiatives and pro-
grams sponsored by the Bureau (student


60

Statistics by Inmate Security Level*

MIN. LOW. MED HIGH WIDE

Sentence Imposed (% of Population)**

wee 2.5% ose 0.8%
+ 16.7% .. 10.9%

2.0%
14.5%

+ 18.3% 2. 14.5% .....7.5% .. 16.1%
.- 28.8% .. 29.6%.. 22.4% ..29.0% *
«17.9% .. 17.8%... 15.5% ..17.6%
we 8.1% .. 10.8% .. 10.7% «... 8.5%
wee 7.2% 13.4%.
0.5%

5-10 years ..
10-15 years
15-20 years
Over 20 years ....

Life sentence ..... 2.2%..

Offense (% of Population)

44.7%... 26.2% ..54.5%
we 9.1% ., 21.5% .... 5.9%
6.7% ...5.2%
1.0% 5%
$ « 14.9% 3%
19.4%. 20.6% ..12.1%
+ 16.4%.....9.1% ..14.5%

Drug offenses ...
Robbery .....
Property offenses ...
Extortion, bribery, fraud .
Homicide, aggravated assault, kidnapping
Arms, explosives, arson ....
All others ..

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

** Does not include inmates sentenced to death.


USP Lee

P.O. Box 900

Jonesville, VA 24263-0900
276-546-0150

Fax: 276-546-9116
Mid-Atlantic Region

USP Lewisburg
2400 Robert F. Miller Drive
Lewisburg, Pennsylvania
17837

570-523-1251

Fax: 570-522-7745
Northeast Region

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

Fax: 859-253-8821
Mid-Atlantic Region

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

Fax: 805-736-7163
Western Region

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

Fax: 805-736-1292
Western Region

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

Population: USP: 1,453 Camp: 119
Staff 387

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

Population: USP: 1,224 Camp: 462
Staff: 510

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

Judicial District: Eastern
Kentucky

Population: FMC: 2,094 Camp: 282
Staff: 502

Security level: Low/Male
Judicial District: Central
California

Population: FCI: 1,629
FCC Staff: 671

High/Male
(adjacent MinimunyMale Camp)
Judicial District: Central California

Population: USP: 1,388 Camp: 291
FCC Staff: See FCI Lompoc.

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

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

Location: Seven miles north of
Lexington on U.S. Highway 421.
The area is served by Blue
Grass Field Airport and
commercial bus service.

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

Location: See FCI Lompoc.

43


Bureau of Prisons Facilities

his section provides a brief pro-
file of each Bureau institution
as of September 30, 2004.

Security Level

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

Minimum Security

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

Low Security

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

Medium Security

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

to-inmate ratio than low security FCIs,
and even greater internal controls.

High Security

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

Administrative

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

Correctional Complexes

The Bureau operates several Federal Cor-
rectional Complexes (FCCs). At FCCs,
institutions with different missions and
security levels are located in close prox-
imity to one another. FCCs increase
efficiency through the sharing of services,
enable staff to gain experience at institu-
tions of many security levels, and
enhance emergency preparedness by
having additional resources within close
proximity.

Satellite Camps

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

Satellite Low Security
Fa ies

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

Population

Population refers to the total number of
inmates housed at the institution as of
September 30, 2004.

Staff

Staff refers to the number of staff
employed as of September 30, 2004. For
FCCs, only the total number of staff for
the entire Complex is provided with no
breakdown by institution.

31


48

FCI Pekin

P.O. Box 7000

Pekin, Illinois
61555-7000
309-346-8588

Fax: 309-477-4685
North Central Region

FPC Pensacola
110 Raby Avenue

Pensacola, Florida
32509-5127

a) 850-457-1911

Fax: 850-458-7295
Southeast Region

FCI Petersburg
(Low)

P.O. Box 90026
Petersburg, Virginia

23804

804-733-7881

Fax: 804-863-1510
Mid-Atlantic Region

FCI Petersburg
(Medium)

P.O. Box 90042,

Petersburg, Virginia

23804

804-504-7200

Fax: 804-504-7204
Mid-Atlantic Region

| FDC Philadelphia
P.O. Box 572
Philadelphia, Pennsylvania
19106
215-521-4000
Fax: 215-521-7220

Northeast Region

Security Level: Medium/Male
(adjacent MinimunyFemale

Camp)
Judicial District: Central Illinois

Population: FCI: 1,261 Camp: 295
Statt: 284

Security Level: Minimum/Male
Judicial District: Northern
Florida

Population: 0*
Staff: 80

*due to hurricane damage

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

Population: FCI: 1,204 Camp: 362
FCC Staff: 566

Security Level: Medium/Male
Judicial District: Eastern Virginia

Population: FCI: 1,906
FCC Staff: See FCI Petersburg
(Low).

Security Level: Administrative/
Male/Female

Judicial District: Eastern Penn-
sylvania

Population: 1,150
Staff 256

Location: Located on Route 29
South in Pekin, approximately 10
miles south of Peoria, 170 miles
southwest of Chicago, and 170
miles northeast of St. Louis. The
area is served by the Greater
Peoria Regional Airport, Amtrak,
and commercial bus service to
Peoria.

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

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

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

commercial bus lines.

Location: In downtown Phila-
delphia. The area is served by
Philadelphia International Air-
port, Amtrak, and commerical
bus lines.


30

coordinates the Bureau’s response to
audits conducted by the U.S. General
Accounting Office (GAO) and the Office
of the Inspector General (OIG), as well as
the American Correctional Association’s
accreditation of Bureau institutions.

The National Institute of Corrections
(NIC) provides technical assistance, train-
ing, and information to state and local cor-
rectional agencies throughout the coun-
try. NIC has six divisions or offices (Jails,
Prisons, Community Corrections, Acad-
emy, Special Projects, and the Office of
Correctional Job Training and Placement),
and it operates a clearinghouse known
as the NIC Information Center. NIC pro-
vides training to state and local correc-
tional personnel and to Bureau employ-
ees at its Academy in Longmont, Colo-
rado.

NIC Headquarters

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

320 First Street, NW

Washington, DC 20534

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

NIC Jails Division/Academy
1960 Industrial Circle
Longmont, Colorado 80501
800-995-6429 Fax: 303-682-0469

NIC Information Center

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

Regional Offices

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

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

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

Mid-Atlantic Regional Office

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

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

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

Northeast Regional Office

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

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

Southeast Regional Office
3800 Camp Creek Parkway, SW
Building 2000

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

Western Regional Office

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

Staff Training Centers

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

Staff Training Academy

Federal Law Enforcement Training Center
Building 21

Glynco, Georgia 31524

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

Management and Specialty Training
Center

791 Chambers Road

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


Fiscal Year 2004: The Year in Review

Introduction

he Federal Bureau of Prisons

(BOP) uses a strategic planning

approach to management, that
both reflects the President’s Management
Agenda and is tied to the Department of
Justice’s (DOJ) objectives. Strategic plan-
ning is driven by the BOP’s Mission and
Vision Statements, which are supported
by seven broad correctional goals. Each
goal is, in turn, supported by dynamic,
specific objectives that are created to help
the agency achieve various milestones.
The Bureau’s Executive Staff holds regu-
lar planning sessions to ensure that the
agency’s strategic goals continue to
reflect the vision and mission of a mod-
ern correctional system, and the chal-
lenges confronting the Bureau both now
and for years to come.

The following is an overview of the
Burcau’s FY04 accomplishments, arranged
according to the Bureau’s seven national
goals.

Population
Management

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

TM During FY04, the Bureau’s inmate
population increased by 4.3 percent, from
172,499 to 179,895. Of this total, 152,518
were housed in faci

BOP, 19,024 were confined in secure,
privately-managed facilities and secure
facilities operated by state and local yov-
ernments, and 8,353 were housed in con-
tract halfway houses or were under home
confinement.

@ Approximately 17,800 inmates were
confined in privately-managed, secure
facilities. These contract facilities help
the Bureau manage its population and
are especially useful for meeting the
needs of specialized populations such
as low security, sentenced criminal
aliens.

TM Through its ongoing construction
and expansion program, the Bureau
added 3,344 beds to new and existing
Federal prisons. The Bureau’s total
crowding rate increased from 39 to 41
percent above capacity during FY04.
(Crowding at high and medium security
institulions was significantly higher at

49 and 62 percent, respectively.)

@ Three new Federal prisons (for which
construction had been completed previ-
ously) began accepting inmates during
FY04: United States Penitentiaries (USP)
at Big Sandy and McCreary, Kentucky
and Victorville, California. Nine other
facilities began the activation process
during FY 04: three USPs in Hazelton,
West Virginia; Canaan, Pennsylvania;
and Terre Haute, Indiana; and Federal
Correctional Institutions (FCI) at Forrest
City, Arkansas; Victorville, California;
Yazoo City, Mississippi; Herlong, Cali-
fornia; and Williamsburg County and
Bennettsville, South Carolina.

HAs of September 30, 2004, the Bureau
had 14 facilities in various stages of the
planning, design, and construction pro-
cess. Of these, 2 were high security
USPs, 9 were medium security FCls, and
3 were secure facilities for female inmates.

TM The BOP actively encourages non-
citizen inmates to apply for international
treaty transfers to their native countries.
This allows foreign national inmates to
serve their prison terms in facilities nearer
their families while, at the same time,
reducing the U.S. Government’s cost of

housing non-citizen offenders.

In FY04, under the auspices of the
Department of Justice (DOJ) Prisoner
Exchange Program, the BOP worked with
the Office of Enforcement Operations
and the U.S. Marshals Service (USMS)
to return 274 foreign inmates from BOP
facilities to 9 different countries and 115
American citizens from foreign prisons
to the United States. Transferred inmates
will complete their sentences in their
native countries.

@ At the end of FY04, there were 8,353
offenders in community corrections cen-
ters (CCCs) and on home confinement.
More than 30,000 inmates were referred
to CCCs from institutions during FY04;
about 90 percent successfully completed
the program. About 25 percent partici-
pated in the home confinement program
during their CCC placement.


resources with the end goal of helping
offenders transition back into their com-
munities.

During FY04, the ISD Branch participated
on numerous committees and workgroups
with representatives from other govern-
mental agencies (e.g., the Departments of
Labor and Education, U.S. Probation Ser-
vices, U.S. Parole Commission, and
Office of Child Support Enforcement) to
improve communication and data shar-
ing and facilitate the successful imple-
mentation of inmate skills development
and reentry initiatives.

TM Law enforcement and prosecutorial ini-
tiatives continued to create a need for
bedspace for unsentenced prisoners and
detainees. The BOP currently operates
12 detention centers that confine prima-
tily USMS prisoners. At the close of FY04,
16 other BOP facilities also provided bed-
space for the USMS.

At the end of the FY, the BOP housed
approximately 24 percent of the USMS’
average daily population. The Bureau
also confined approximately 1,300 crimi-
nal alien detainees who are the responsi-
bility of the Bureau of Immigration and
‘Customs Enforcement (ICE).

TM The Institution Hearing Program (IHP)
continues to help reduce the number of
non-U.S. citizen inmates detained after
service of their sentence. At the end of
FY04, 14 BOP facilities (including con-
tracted facilities where low security
inmates are housed) functioned as IHP

sites. Seventeen additional sites facili-

tate IHP releases for inmates who have
completed the IHP process. At facilities
with IHPs, ICE staff work onsite, review-
ing files and administratively completing
many of the cases. The Executive Office
for Immigration Review conducts hear-
ings as needed, either in person or by
video conferencing. At the end of the FY,
the total number of beds provided by the
BOP for inmates in the IHP was 18,463.
This includes 6,929 beds for inmates par-
ticipating in hearings at hearing sites, The
remaining THP beds are allocated for
inmates who will be deportated upon

completion of their sentences,

TM@ The BOP, USMS, and ICE continue to
work together through the Justice Pris-
oner and Alien Transportation System
(JPATS) to ensure the safe and efficient
transportation of prisoners between the
courts and institutions, and on interna-
tional deportation flights. Through
JPATS, an interagency network of bus/
van routes and airlift flights, the BOP,
USMS, and ICE managed 289,923 pris-
oner movements in FY04.

TM The Inmate Systems Management
Branch began the process of consolidat-
ing sentence computations and commu-
nity corrections designation functions
into one location. This will streamline and
standardize these processes, thereby
achieving greater efficiency and a uniform
interpretation of policy and procedures.

@ During FY04, the National Institute of
Corrections (NIC) provided training to
11,901 executives, trainers, and special-
ists working in state and local corrections.

More than 43,000 corrections profession-
als and others nationwide viewed NIC’s
satellite broadcasts and training pro-
grams. These broadcasts were on topics
such as classification of high-risk offend-
ers, staff wellness, the Prison Rape Elimi-
nation Act, and managing offenders in
the community. Over 2,100 corrections
professionals also completed e-learning
courses through NIC’s e-Learning Cen-
ter.

TM@ NIC awarded 48 cooperative agree-
ments to support a variety of projects that
will advance state and local corrections
and corrections overseas. NIC also pro-
vided 359 responses to technical assis-
tance requests from state and local cor-

rections agencies.

@ In FY04, NIC adopted a systemic
approach to addressing the mandates of
the Prison Rape Elimination Act. Focus
groups were held at several conferences,
including national conferences spon-
sored by the American Correctional,
American Jail, American Probation and
Parole, and the National Sheriffs Asso-
ciations. NIC also undertook several
activities designed to disseminate infor-
mation about the Act to the field and
gather input on the perspectives of cor-
rections practitioners.

TM To improve operations, NIC imple-
mented an institute-wide strategic plan-
ning initiative in FY04. It created an
enterprise-level balanced scorecard
within a framework of four objectives
(budget, customers, human capital, and

21


FY 2004 Statistical Data

Federal Inmates

Total, September 30, 2004
In Bureau Institutions ...
In Contract Facilities* ...

179,288
152,023
.. 27,265

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

Sentenced ..... . 88.9%

Unsentenced...

Inmate Characteristics (All Facilities)

Average Age

Gender

Male... . 93.2%

Female ..... 6.8%
Race

White ..... 56.5%
Black 40.2%
Other + 3.3%
Ethnicity

Hispanic ........ssccsssssessssssssseesesssessunsssesnnsssssnssstsisessssussssssusssssessseeeeeese sesscsenreee 32.1%
Non-Hispanic .... 67.9%



38

FMC Devens

P.O. Box 880

Ayer, Massachusetts 01432
978-796-1000

Fax: 978-796-1118
Northeast Region

DUBLIN

FCI Dublin

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

Fax: 925-833-7555

Western Region

FPC Duluth

6902 Airport Road

P.O. Box 1400

Duluth, Minnesota 55814
218-722-8634

Fax: 218-733-4701

North Central Region

FCI Edgefield
501 Gary Hill Road

P.O. Box 723

Edgefield, South Carolina
29824

803-637-1500

Fax: 803-637-9840

Southeast Region

FPC Eglin
P.O. Box 600

Eglin AFB, Florida 32542-7606
850-882-8522,

Fax: 850-729-8190

Southeast Region

Security level: Administrative/
Male (adjacent Minimuny/Male

Judicial District: Massachusetts

Population: FMC: 1,129 Camp: 128
Staff 457

Administrative/Male (adjacent
Minimum/Female Camp)
Judicial District: Northern
California

Population: FCI: 1,147 Camp: 272
Staff: 263

Security level: Minimum/Male
Judicial District: Minnesota

Population: 874
Staff: 96

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

Population: FCI: 1,774 Camp: 495
Staff: 356

Security level: Minimum/Male
Judicial District: Northern Florida

Population: 275
Staff: 123

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

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

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

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

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


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

Fax: 405-262-6266

South Central Region

FCI Elkton
8730 Scroggs Road
P.O. Box 89

Elkton, Ohio 44415
330-424-7448

Fax: 330-424-7075
Northeast Region

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

Fax: 303-763-2553

North Central Region

FCI Estill

100 Prison Road

P.O. Box 699

Estill, South Carolina 29918
803-625-4607

Fax: 803-625-5635
Southeast Region

FCI Fairton

P.O. Box 280

Fairton, New Jersey 08320
856-453-1177

Fax: 856-453-4186
Northeast Region

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

Population: FCI: 1372 Camp: 231
Staff: 337

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

Population: FCI: 1,899 FSL: 568
Staff: 336

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

Judicial District: Colorado

Population: FCI: 919 Camp: 112
Staff: 312

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

Population: FCI: 1,256 Camp: 261
Staff 294

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

Population: FCI: 1,390 Camp: 123
Staff: 330

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

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

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

Location: In Hampton County,
off State Road 321, about 3
miles south of Estill. The area is
served by air and rail in
Savannah, Georgia, and
Charleston, South Carolina.

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

39


54

FPC Yankton
Box 680

Yankton, South Dakota
57078

605-665-3262

Fax: 605-668-1113
North Central Region

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

Yazoo City, Mississippi
39194

662-751-4800

Fax: 662-751-4859

Security Level: Minimum/Male
Judicial District: South Dakota

Population: 758
Staff: 106

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

Population: FCI: 2,900 Camp: 134
Staff: 290

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

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


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

Objective 5.02

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

Objective 5.03

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

Objective 5.04

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

objectives.
Objective 5.05

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

treatment participation. Provide program
completers (who are otherwise eligible)
with quality drug abuse treatment when
transferred to a community corrections
center (CCC).

Objective 5.07

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

Objective 5.09

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

community.
Objective 5.10

Ensure reasonable accommodations

exist for all recognized faith groups.
Objective 5.11

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

Objective 5.12

Develop a multifaceted approach that
incapacitates inmate gang leaders in the
BOP and reduces the negative influence
of violent, predatory, and gang-affiliated
populations in Bureau institutions. The
strategy will include program opportuni-
ties for disruptive, violent, and gang-
affiliated populations that reduce violent,
predatory behavior by emphasizing pro-

social values and self-discipline.
Objective 5.15

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

Objective 5.16

Design, implement, and evaluate quality,
cost-effective correctional behavior
management and treatment programs for
inmates that effect positive change,
improve mental health, and assist

offender reentry into the community.

Objective 5.17

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

27


St. Louis CCM Office

The Robert A. Young Building
1222 Spruce Street, Suite 6.10177
St. Louis, MO 63103

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

Salt Lake City CCM Office

324 South State Street, Suite 228

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

San Antonio CCM Office

727 East Durango Blvd., Suite B-138

San Antonio, TX 78206

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

District: Eastern/Western Texas (Austin,
San Antonio, and Waco)

Seattle CCM Office

915 Second Avenue, Suite 3150
Jackson Federal Building

Seattle, WA 98174

206-220-6593, Fax: 206-220-6591
Districts: Alaska, Oregon, Idaho,
Western/Eastern Washington

57


Message from the Director

ext year the Federal Bureau of Prisons cel-

ebrates its 75" anniversary as the nation’s

corrections agency. When I joined the agency
20 years ago, it was just beginning a period of unprec-
edented growth and expansion, driven by new Federal sen-
tencing laws and the war on drugs. Because of its long-
standing tradition of pursuit of excellence, the Bureau was
able to continue its role as a correctional innovator, while
quadrupling in size and adding dozens of new institutions.
We did all this without jeopardizing public safety. Just as
important, we maintained our focus on finding and using
strategies to ensure releasing inmates leave our prisons
with the skills they need to successfully reenter and
become a functioning part of their communities.

As has been so often the case in the past, our operating
environment in 2004 was challenging and often difficult.
The wars in Iraq and on terrorism remained at center stage,
and these wartime pressures affected the agency in sev-
eral ways.

Many Bureau staff across the nation were directly affected.
Since the start of our current conflicts in Iraq and Afghani-
stan, more than 1,200 Bureau staff have been called to
military duty, and almost 400 remain on active duty.

Like many other domestic Federal agencies, the Bureau
experienced significant budgetary challenges, largely as a
result of the need for increased spending on national
security and counter-terrorism. As we approach our 75"
anniversary, we are again reinventing ourselves as we have
done many times in the past, restructuring operations and
programs to make them optimally effective and efficient.
And our staff have played a critical part in this process,
responding with the creativity, flexibility, and dedication
to service that characterizes Bureau employees.

Despite our fiscal realities, in Fiscal Year 2004, we contin-
ued to activate new facilities to help us deal with our popu-
lation increases. Any institution opening is the culmina-
tion of a massive amount of work. To open the number
activated this year demonstrates the highest degree of
organizational skill,

Corrections work is challenging and sometimes danger-
ous; we can all be thankful that no Bureau staff died or
suffered life-threatening injuries in the line of duty in 2004.
The fact that staff carry out their work as well as they do is
a tribute to their skills and professionalism.

We work hard at being good neighbors in the communi-
ties where our institutions and offices are located. In
extraordinary ways this past year, Bureau staff demon-
strated their spirit of generosity and caring. Once-in-a-
decadg-crises -- such as the trio of hurricanes that hit
Florida in rapid succession, causing the temporary clo-
sure of three institutions and the transfer of thousands of
inmates - - showed that spirit at its finest, as staff trom
around the nation came to the devastated areas to pro-
vide emergency care to colleagues and hard-hit civilians.

The investment in new corrections facilities would mean
little without the finest employees to staff them. No reader
of this State of the Bureau can fail to be impressed by the
extraordinary range of activities that our staff perform.
They are correctional officers, teachers, psychologists,
skilled craftspeople, factory managers, accountants, and
too many other occupations to name. Every day, Bureau
staff make a difference in the lives of inmates, confining
them safely and securely and working hard to inake sure
they reenter the community with the skills and new per-
spectives needed to remain crime-free. Every day, Bureau
staff show that they are the best in the business.

Major anniversaries are a time for looking ahead as well as
back. We know the future will continue to bring change,
not all of it expected or even welcome, as we have seen
since 2001. Our Forward Thinking initiative will help us
envision a range of possible futures, as well as “road maps”
to move us in the preferred direction.

Whatever the future brings, the Bureau’s success requires
promotion of our cultural values and core ideologies, as
well as constant attention to sound correctional basics.
That will be as true 75 years from now as it was 75 years

ago, or today. i 9
) *
Harley, ippin


FCI Milan

P.O. Box 9999

Arkona Road.

Milan, Michigan 48160
734-439-1511

Fax: 734-439-0949
North Central Region

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

Fax: 334-293-2326

Southeast Region

FCI Morgantown
Greenbag Road

P.O. Box 1000

Morgantown, West Virginia
26507-1000

304-296-4416

Fax: 304-284-3613
Mid-Atlantic Region

FPC Nellis
C.S.4500

North Las Vegas, Nevada
89036-4500

702-644-5001

Fax: 702-643-2303
Western Region

MCC New York
150 Park Row

New York, New York 10007
646-836-6300,

Fax: 646-836-7751
Northeast Region

tive/Male
Judicial District: Eastern
Michigan

Population: 1,509
Staff: 341

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

Population: 885
Staff 111

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

Population: 1,125
Staff: 171

Security Level: Minimum/Male
Judicial District: Nevada

Population: 661
Staff: 82

Security Level: Administrative/
Male/Female

Judicial District: Southern
‘New York

Population: 901
Staff: 260

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

Location: On Maxwell Air Force
Base, off Interstates 65 and 85.
The area is served by Montgom-
ery Regional Airport, Dannelly
Field and commercial bus lines.

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

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

Location: In downtown Manhat-
tan, adjacent to Foley Square
and across the street from the
Federal courthouse. The area is
served by LaGuardia, Kennedy,
and Newark Airports; Amtrak,
and commercial bus lines.


44

FCI Loretto
P.O.Box 1000

Loretto, Pennsylvania 15940
814-472-4140

Fax: 814-472-6046
Northeast Region

MDC Los

Angeles

535 N. Alameda Street

Los Angeles, California 90012
213-485-0439

Fax: 213-253-9520

Western Region

FCI Manchester
P.O. Box 3000

Manchester, Kentucky 40962
606-598-1900

Fax: 606-599-4115
Mid-Atlantic Kegion

FCI Marianna
3625 FCI Road.
Marianna, Florida 32446
850-526-2313

Fax: 850-718-2014
Southeast Region

USP Marion
4500 Prison Road
P.O. Box 2000
Marion, Illinois 62959
618-964-1441

Fax: 618-964-2058

North Central Region

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

Population: FCI: 1,270 Camp: 146
Staff: 230

Security level: Administrative/
Male/Female

Judicial District: Central Califor-
nia .

Population: 1,042
Staff: 261

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

Population: FCI: 1,177 Camp: 487
Staff. 311

Security level: Medium/Male
(adjacent Minimum/Female

)
Judicial District: Northern
Florida

Population: FCI: 0* Camp: 0*
Staff: 337

*due to hurricane damage

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

Population: USP: 389 Camp: 416
Staff: 357

Location: In southwest Pennsyl-
vania between Altoona and

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

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

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

Tennessee.

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

Location: 300 miles from
Chicago, 120 miles from St.
Louis, 9 miles south of Marion.
Off 1-57 via Highway 148 north,
east on Little Grassy Road.
The area is served by the
Williamson County Airport.


adequate programs and services, and
accommodate inmates’ constitutional
rights by ensuring compliance with more
than 480 standards developed by correc-
tions professionals. At the end of FY04,
95 institutions maintained accreditation
status, and another 15 were pursuing

accreditation.

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

During FY04, a total of 446 program
reviews were conducted in institutions,
community corrections offices, regional
offices, and Central Office to assess pro-
gram performance and compliance with
established policies and procedures. The
program review process allows the BOP
to assess and evaluate efforts geared
toward the accomplishment of the
agency’s mission.

The BOP conducted 33 Institution Char-
acter Profiles in FY04. Institution Char-

acter Profiles, which are derived from
interviews of staff, inmates, non-BOP law
enforcement officials, and citizens, pro-
vide administrators with feedback on
perceptions about the management,
security, safety, and community presence
of each institution.

TM During FY04, 26 audits were initiated
by the General Accounting Office or
DOJ’s Office of the Inspector General, 26
audits were successfully closed, and 27
remained active at the close of the year.
Through successful resolution of these
audits, the BOP demonstrated that it con-
tinues to perform its public administra-
tion functions in an effective and fiscally-
responsible manner.

@ During FY04, the BOP continued to
provide information to the public through
its website (www.bop.gov) on the
internet. During this period, the BOP’s
website was accessed by more than 1.66

million different visitors.

Almost all BOP Program Statements
(policies) are posted on the Bureau’s
website, providing the public with faster,
easier access, while reducing costs to the
agency associated with responding to
individual Freedom of Information Act
(FOIA) requests. The website also con-
tains a FOIA request form, which allows
citizens to transmit requests electroni-
cally.

TM The Inmate Locator is available on the
Bureau’s website, providing information
on the location of specific inmates.
Website availability of this information
has significantly reduced Freedom of

Information Act (FOIA) requests to the
Bureau. The requests received now rep-
resent more complex, time-consuming

requests for documentation.

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

@ The BOP worked closely with the Joint
Commission on Accreditation of Health-
care Organizations (JCAHO) concerning
accreditation of health care delivery
throughout the BOP. During FY04, 17
BOP institutions were surveyed under
the new JCAHO non-numeric scoring
system, implemented on January 1, 2004.
Also in FY04, 20 BOP JCAHO-accredited
institutions underwent a new JCAHO pro-
cedure called a Periodic Performance
Review (PPR), a required self-assessment
through which each institution conducts
an internal review ofall applicable JCAHO
standards.

= The Bureau continues to actively
explore strategies that could potentially


56

Detroit CCM Office

211 Fort Street, Suite 620, 6th Floor
Detroit, MI 48226

313-226-6186, Fax: 313-226-7327
Districts: Eastern/Western Michigan,
Northern Indiana

El Paso CCM Office

4849 North Mesa Street, Suite 208

El Paso, TX 79912

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

Houston CCM Office

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

Kansas City CCM Office
Gateway Complex, Tower IT
400 State Avenue, 8th Floor
Kansas City, KS 66101-2405
913-551-1117, Fax: 913-551-1120
Districts: Northern/Southern Iowa,

Kansas, Nebraska, Western Missouri

Long Beach CCM Office

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

Miami CCM Office

401 North Miami Avenue

Miami, FL 33128-1830

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

Minneapolis/St. Paul CCM Office

300 South 4th Street, Suite 1210
Minneapolis, MN 55415

612-664-5560, Fax: 612-664-5569
Districts: North Dakota, South Dakota,
Minnesota

Montgomery CCM Office

2350 Fairlane Drive, Suite 110
Montgomery, AL 36116

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

Nashville CCM Office

801 Broadway, Room 599

Nashville, TN 37203

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

New Orleans CCM Office
Hale Boggs Building

501 Magazinc Strect, Suite 1211
New Orleans, LA 70130
504-589-2371, Fax: 504-589-2378
Districts: Louisiana, Arkansas

New York CCM Office

26 Federal Plaza, Room 36-110

New York, NY 10278

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

Orlando CCM Office

3659 Maguire Blvd., Suite 100
Orlando, FL 32803
407-648-6324, Fax: 407-648-6058
District: Middle Florida

Philadelphia CCM Office

U.S. Customs House, 7th Floor

Second and Chestnut Streets
Philadelphia, PA 19106

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

Phoenix CCM Office

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

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

Pittsburgh CCM Office

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

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

Western Pennsylvania

Raleigh CCM Office

310 New Bern Avenue, Room 325
Ralcigh, NC 27601

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

Sacramento CCM Office

501 I Street, Suite 9-400

Sacramento, CA 95814

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


62

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At the end of FY04, FPI employed 19,337
inmates, representing roughly 18 percent
of the sentenced, medically-able Federal
inmate population. Inmates who work in
FPI and have court-ordered fines, victim
restitution, and family support must con-
tribute 50 percent of their earnings
toward these obligations. During FY04,
inmates who worked in FPI contributed
over $2.8 million of their earnings toward

meeting their financial obligations.

Research has shown that inmates who
participate in the FPI program are less
likely to revert to criminal behavior and
are more likely to be gainfully employed
following release from prison. The Post-
Release Employment Project study com-
pared inmates who worked in prison
industries with similar inmates who did
not participate in FPI. The research found
that inmates who worked in FPI were sig-
nificantly less likely to recidivate than
inmates who did not participate. Inmates
who participate in FPI were also less likely
to engage in prison misconduct. In addi-
tion, minority groups at greatest risk for
recidivism benefitted more from industrial
work participation and vocational train-
ing than their non-minority counterparts.

@ Inmate involvement in education pro-
grams remained steady during FY04. At
year’s end, 35 percent of the inmate popu-
lation was enrolled in one or more educa-
tion programs on any given day. The par-
ticipation rate for female inmates was 46
percent. BOP research has found that in-
mates who participate in education pro-
grams are 16 percent less likely to recidi-
vate than non-participating offenders.

General Educational Development (GED)
program enrollments continued to
increase in FY04. In September 2004,
nearly 22,000 students were enrolled in
the GED program. A total of 5,978 inmates
completed their GED in FY04,

TM Occupational training programs pro-
vide inmates with marketable skills to
increase their chances of successful
post-release employment. BOP research
has found that inmates who participated
in vocational training or apprenticeship
training programs while incarcerated were
significantly less likely to recidivate than
inmates who did not participate in these
programs. In FY04, the Bureau provided
or supported approximately 375 occupa-
tional training programs, 640 apprentice-
ship programs, and 158 advanced occu-
pational education programs for inmates.
On any given day, more than 10,000
inmates were actively participating in
occupational training/apprenticeship
programs. During the FY, inmates com-
pleted more than 10,000 occupational
training courses.

TM@ Providing educational services to
inmates with special learning problems
or disabilities remains a high priority for
the Bureau. The Burcau continued to
train qualified teachers in diagnostic
assessment and methods for accommo-
dating inmates with disabilities. As part
of the special learning needs effort, the
Bureau also emphasized and increased
special GED test accommodation
requests, resulting in 169 accommoda-
tions in FY04.

TM Most BOP facilities have parenting pro-
grams that provide inmates with oppor-
tunities to learn about children, child
development, and family skills. Designed
to develop and deliver programs to
encourage young children to read regu-
larly, the Reading is Fundamental (RIF)
program is now available at 14 BOP facil
ties. The children of inmate participants
at these facilities receive as many as three
books during the year from RIF. In addi-
tion to the RIF program, Hope House, a
Washington, DC-based non-profit orga-
nization, continued the reading program
at FCIs Cumberland, Maryland; Danbury,
Connecticut; and Petersburg, Virginia. In

this program, inmates read children’s
books into a tape recorder. The tape, a
signed book, and a picture of the inmate
are mailed home to the inmate’s child,
allowing parents to read to their children
via the recording.

TM During FY04, the BOP’s Volunteer Man-
agement Branch merged with the Inmate
Placement Program Branch to become the
Inmate Transition Branch (ITB). Under
the ITB’s general supervision, BOP insti-
tutions conducted 74 mock job fairs in
FY04. Approximately 3,000 Federal pris-
oners and almost 1,300 employers, com-
munity organizations, and agency repre-
sentatives participated in the mock job
fairs. The ITB also reported about 5,000
inmates participated in public works
projects and community service pro-
grams, including activities such as con-
structing housing for the poor with Habi-
tat for Humanity, training dogs to work
as service animals for individuals with dis-
abilities, translating books into braille, and


This page intentionally left blank.


FCI Coleman
(Low)

—S 846 NE. 54th Terrace
Coleman, Florida

a 33521-1021
352-689-4000

Fax: 352-330-0259
Southeast Region

FCI Coleman
(Medium)

846 NE. 54th Terrace
P.O. Box 1022
Coleman, Florida
33521-1022
352-689-5000

Fax: 352-330-0552
Southeast Region

USP Coleman

846 NE. 54th Terrace
Coleman, Florida 33521-1023
352-689-6000,

Fax: 352-689-6012
Southeast Region

FCI Cumberland
14601 Burbridge Road, SE.
Cumberland, Maryland
21502-8274

301-784-1000

Fax: 301-784-1008
Mid-Atlantic Region

Judicial District: Middle Florida

Population: 2,339
FCC Staff: See FCC Coleman
(Administrative).

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

Judicial District: Middle Florida

Population: FCI: 1,779 Camp: 756
FCC Staff: See FCC Coleman
(Administrative).

Security level: High/Male
Judicial District: Middle Florida

Population: 1,624
FCC Staff: See FCC Coleman
(Administrative).

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

Population: FCI: 1,183 Camp: 289
Staff: 288

Location: see FCC Coleman
(Administrative).

Location: see FCC Coleman
(Administrative).

Location: see FCC Coleman
(Administrative).

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

FC! Danbury
Route 37

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

Fax: 203-312-5110

Northeast Region

Security level: Low/Female
(adjacent Minimum/Female

Camp)
Judicial District: Connecticut

Population: FCI: 1,157 Camp: 180
Staff 249

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

37


Strategic Planning Objectives for FY 2005

Introduction

his section lists the national

objectives that support the

Bureau’s mission and long-term
strategic goals. Each office or facility
within the Bureau (Central Office, regional
offices, institutions, training centers, and
community corrections offices) supports
these national goals and objectives with
their own action plans, steps, and perfor-
mance measures.

Population
Management

Objective 1.01

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

Objective 1.02

Continue development of six new facili-
ties for which construction is expected to
be completed by FY 2007. This action
will result in adding 6,784 beds in rated
capacity, once facili
will continue pursuing development of
additional facility sites, consistent with
our Long-Range Construction Plan. Suc-
cessful completion of this objective

ies are activated. We

directly supports the overall goal of
reducing the BOP’s systemwide crowd-
ing to a range of 30 percent by 2010.

Objective 1.03

Design and implement a 5-year evalua-
tion of the cost effectiveness and opera-
tional success of the private prison
operations at the Taft correctional facili-
ties, a 3-year evaluation of the private
medical services provided at the

Beaumont facilities, and a 1-year study
of the cost effectiveness and feasibility
of private sector and governmental
operation of prisons at all security levels,
including a review of relevant literature

and related legal issues.
Objective 1.05

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

Minimum: 85 percent

Low: 75 percent
Medium: 70 percent
High: 65 percent

Human Resource
Management

Objective 2.01

Increase diversity at targeted BOP duty
stations by developing and measuring
recruitment and retention strategies.

Objective 2.02

Design and implementa recruitment strat-
egy to staff hard-to-fill positions and a
retention strategy for positions with high
turnover rates.

Objective 2.03

Strengthen the Bureau’s professional
work environment to further eliminate all
forms of harassment, discrimination, and
workplace violence, with the eventual
goal of obtaining a 25 percent reduction
in the number of sustained complaints.

Objective 2.04

Implement strategies to provide optimal
Human Resource (HR) and Employee
Development (ED) service in a more effi-
cient manner (i.e., reduce HR and ED staff
numbers and improve the HR/ED-to-staff
ratio) and implement the use of technol-

ogy to further improve service to staff.
Objective 2.05

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

institution operations.

Objective 2.09

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

25


‘ext year will see a momentous anniversary for

the Federal Bureau of Prisons--75 years of ser-
vice to America. Since the birth of an integrated Fed-
eral curectious system in 1930, the Burcau has carned and
sustained a reputation of which it can justly be proud, that of a

national leader in every aspect of corrections.

As it has been since September 11, 2001, the primary focus of
the Department of Justice during Fiscal Year 2004 remained the
war on terrorism. In this unrelenting effort, every Bureau
employee has an important professional role to play. The Bureau
has integrated an explicit fucus un preventing, disrupting, and

responding to potential terrorist activities into every aspect of

its national planning. You will find some examples in this State
of the Bureau report.

The fact that we experienced another year without a terrorist
incident on American soil is in part due to the combined hard
work and resolve of all Justice personnel, including Bureau staff
who confine convicted terrorists and detain suspected terrorists
and who work every day with the full spectrum of Federal,
state, and local law enforcement agencies to help keep America
safe. Because of the extraordinary nature of this conflict--
unlike any other war America has ever fought--Federal law
enforcement personnel, like other first responders in our nation’s
police, fire, and emergency medical departments, must train and
prepare themselves to be on the “front lines” of any potential
future terrorist attack. Our citizens can be confident the Bureau

is prepared

The creation of the Department of Homeland Security, the
largest government reorganization of modern times, has meant
the Bureau has had new partners to work with and new relation
ships to forge. Any reorganization of this scale is a difficult and
complicated process, but the tradition of good management at

the Bureau has meant that vital information has been shared and

transactions processed with no disruption, helping once again

to ensure citizen safety.

The extraordinary level of effort demanded by anti-terrorist
activities does not mean any lessening of the pace of the Bureau’s
other activities, of course. Our nation’s anti-crime strategies
met with continued success in Fiscal Year 2004, and a great deal
of that success is due to the Bureau’s ability to incapacitate
career criminals safely, while providing a wide range of program
opportunities--from work programs to education to drug treat-
ment--for inmates to learn from as they prepare to reenter
socicty. Despite the many changes our nation and justice
system have gone through since 1930, the Bureau’s core mis-
sion has remained constant: simply put, inmate confinement
and release preparation.

When Hurricane Ivan slammed into the southeast coast in Sep-
tember, the value of the BOP’s long-standing investment in
emergency planning became apparent. Despite major damage
tu several facilitics, thousands of inmates were evacuated with-
out a hitch and staff across the nation pitched in to support
their colleagues. In an example of intergovernmental coopera-
tion at its finest, at the request of the Department of Health and
Human Services, BOP staff from as far away as Massachusetts
and Missouri were sent to Florida to help evacuate several hun-

dred people from nursing homes and assisted living centers.

The Federal Bureau of Prisons is made up of approximately
35,000 dedicated staff, each of whom helps to protect the citi-
zens of our country. I look forward to working with Director
Lappin to ensure the continued smooth operation of this
important component of the Justice Department, and I encour-

age all citi

ens to learn about the Bureau’s accomplishments.

fA

Alberto R. Gonzales


PHOENDY

as

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

623-465-9757

Fax: 623-465-5199
Western Region

USP Pollock
P.O. Box 1000

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

Fax: 318-561-5344

South Central Region

FCI Ray Brook
P.O. Box 300

Old Ray Brook Road

Ray Brook, New York 12977
518-891-5400

Fax: 518-891-7334.

Northeast Region

FMC Rochester
P.O. Box 4600

2110 East Center Street
Rochester, Minnesota
55903-4600

518-897-4000

Fax: 518-897-4216

North Central Region

FCI Safford
P.O. Box 820
Safford, Arizona 85548
928-428-6600.

Fax: 928-348-1331
Western Region

Security Level: Medium/Male

Security Level: “Medium/Male
(adjacent Minimum/Female

Camp)
Judicial District: Arizona

Population: FCI: 1,253 Camp: 278
Staff: 330

Security Level: High/Male
(adjacent Minimum/Male Camp)
Judicial District: Western Louisi-
ana

Population: USP: 1,323 Camp: 115
Staff: 396

Judicial District: Northern
New York

Population: 1,220
Staff: 256

Security Level: Administrative/
Male
Judicial District: Minnesota

Population: 804
Staff: 437

Judicial District: Arizona

Population: 738
Staff: 171

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

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

Location: In upstate New York,
midway between the villages of
Lake Placid and Saranac Lake.
Off Route 86. The area is served
by the Adirondack and Albany

Airports; the airport in Montreal,

Canada;and the Burlington,
Vermont, Airport; Amtrak in
Plattsburgh and Albany; and
commercial bus lines.

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

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

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

49


| FCI Ashland

P.O. Box 888

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

Fax: 606-928-1854
Mid-Atlantic Region

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

Population: FCI: 1,190 Camp: 294
Staff: 299

northeastern Kentucky, 125
miles east of Lexington and 5
miles southwest of the city of
Ashland. Off State Route 716,
1 mile west of U.S. 60.

USP Atlanta

601 McDonough Blvd., SE.
Atlanta, Georgia 303 15-0182
404-635-5100

Fax: 404-331-2137
Southeast Region

USP Atwater

P.O. Box 019000

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

Fax: 209-386-4665
Western Region

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

Judicial District: Northern Georgia

Population: USP: 2,094 Camp: 494
Staff: 654

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

Population: USP: 1,513 Camp: 131
Staff: 356

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

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

FCI Bastrop
Box 730

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

Fax: 512-304-0117
South Central Region

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

Population: FCI: 1,312 Camp: 163
Staff: 253

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

FCC Beaumont
(Administrative)
5430 Knauth Road
Beaumont, Texas 77720
409-727-8187

Fax: 409-626-3401

South Central Region

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

FCC Staff: 885

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

commercial bus lines.

33


42

FDC Honolulu
351 Elliot Street

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

Fax: 808-838-4510
Western Region

FDC Houston
1200 Texas Avenue

P.O. Box 526245

Houston, Texas 77052-6245
713-221-5400

Fax: 713-229-4200

South Central Region

FCI Jesup

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

Fax: 912-427-1125
Southeast Region

Security level: Administrative/
Male/Female
Judicial District: Hawaii

Population: 612
Staff: 200

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

Population: 916
Staff: 245

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

Population: FCI: 1,146 FSL: 604
Camp: 130
Staff: 345

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

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

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

SLATUNA

LEAVENWORTH «

FCI La Tuna

P.O. Box 1000

8500 Doniphan

Anthony, New Mexico-Texas
88021

915-886-6600

Fax: 915-886-6858

South Central Region

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

Fax: 913-682-0041

North Central Region

Security level: Low/Male

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

Population: FCI: 1,261 FSL:441
Camp: 200
Staff: 370

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

Population: USP: 1,742 Camp: 533
Staff 496

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

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


28

Institution Pharmacy System (CIPS), and
the SENTRY SMD/MDS database.

Objective 5.18

Establish and implement a telehealth net-
work in the BOP that will provide the nec-
essary telecommunications infrastruc-
ture, equipment, and training to all BOP

institutions.

Building Partnerships
Objective 6.01

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

legislative initiatives.
Objective 6.02

Engage community resources in the
reintegration of offenders into the com-
munity through expansion of current
institution volunteer programs, as well as

draw upon new, nontraditional services.

Objective 6.04

The Federal Bureau of Prisons and the
‘National Institute of Corrections will work

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

Counter-Terrorism

Objective 7.01

The BOP will identify and appropriately
manage inmates and detainees with a
history of international terrorist activities

and ties to radical groups.
Objective 7.02

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

Objective 7.03

The detection, deterrence, and response
to terrorist acts continue to play a
pertinent role in the Annual Training
curricula lesson plans. For FY 2005,
“Managing Inmates During National
Security Emergencies” and “Use of Race”
have been added to the Annual Training
curricula. All Bureau of Prisons staff will
receive training at the national and local
levels.

Objective 7.04

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


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

Security and Facility
Management

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

environmental requirements.

TM Despite managing an average daily
population of 179,288 inmates, there were
no major disturbances at any BOP insti-
tution, and no staff member lost his or
her life in the line of duty during FY04,

TM During FY04, the Bureau continued its
practice of conducting after-action
reviews following any security breakdown
and implementing corrective actions nec-
essary to help prevent future security
problems. A heightened emphasis on
staff supervision and communication,
enhanced intelligence-gathering, and the
increased use of closed-circuit cameras
and video recording improved inmate
monitoring. BOP facilities maintained
arrangements with state and local law
enforcement agencies and other emer-
gency services in support of the BOP’s

mission.

While prevention has an enormous
impact on the safety and security of BOP
institutions, preparation for actual emer-
gencies is also critical. The BOP contin-

ues to take a proactive approach to crisis

management through training programs
designed for its Special Operations
Response Teams (SORTs), Disturbance
Control Teams (DCTs), Crisis Support
Teams (CSTs), and Hostage Negotiation
Teams (HNTs). Additionally, the BOP
continued the instruction of Tactical Team
leaders with several sessions of the Tac-
tical Leadership Development Program.
BOP facilities also conducted prepared-
ness exercises under mock emergency
situations to test the effectiveness of their
emergency plans, staff response, and
interagency cooperation.

TM Use of the Rapid Start software
adopted from the FBI in FY 2001 has
enhanced management of emergency situ-
ations, communications, and information
exchange with the FBI.

TM The agency realigned its SORT/HNT
program to make it more efficient. SORTs
and HNTs are now placed at select insti-
tutions and provide coverage via land or
air for other institutions within a 500-mile
radius. A national “First Responder” train-
ing plan was developed to help staff pro-
vide a controlled, optimally effective, ini-
tial response to hostage and other criti-
cal incidents within a correctional setting.
This will be taught to linc staff during
Institution Refamiliarization Training and
annually during refresher training.

@ The Bureau has a well-designed urine
surveillance program to detect, deter, and
control illegal drug use in Federal pris-
ons. In FY04, of 92,085 inmates randomly
tested, less than | percent had a positive
result.

TM@ The Bureau continues to use ion spec-
trometry devices at 58 institutions. The
devices have proven to be useful in pre

venting drug introduction into BOP
facilities. The majority of the high and
administrative security level facilities
have the new model of the ion spectrom-
etry equipment that detects the presence
of narcotics and has an extended range
of contraband detection (including the
explosive triacetone triperoxide or TATP,
Barbitals, and Amphetamine Sulfate).
This easier-to-use device is a desktop
model that can be carried like a small suit-
case. Persons, vehicles, packages, mail,
containers, identification cards, and driv-
ers’ licenses can all be tested for the pres-

ence of narcotics.

TM@ During FY04, the Bureau continued its
efforts to prevent inmates from engaging
in criminal activities while incarcerated,
with a major focus on reducing inmate
telephone abuse. Anew inmate telephone
system (INTRUDER) enhances security
by improving monitoring capabilities and
providing numerous administrative con-
trols over inmate telephone calls. It also
reduces the cost of telephone service for

inmates.

The BOP records all inmate telephone
calls placed from inmate phone lines,
except for phone calls to inmates’ attor-
neys; inmates must submit a written
request demonstrating the need for such
acall. The Bureau randomly monitors
social telephone calls, paying particular
attention to inmates who have a high like-
lihood of abusing their telephone privi-
leges. The BOP has a process in place


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50

‘SAN DIEGO

SEAGOVILLE

ISEATAC.

oo

L resi

MCC San Diego
808 Union Street

San Diego, California 92101-
6078

619-232-4311

Fax: 619-595-0390

Western Region

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

Fax: 320-245-0385

North Central Region

FCI Schuylkill
P.O, Box 700

Minersville, Pennsylvania
17954

570-544-7100

Fax: 570-544-7224
Northeast Region

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

Fax: 972-287-5466

South Central Region

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

Fax: 206-870-5717
Western Region

Security Level: Administrative/
Male/Female

Judicial District: Southern
California

Population: 956
Staff: 248,

Security Level: Low/Male
Judicial District: Minnesota

Population: 913
Staff: 225

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

Population: FCI: 1,271 Camp: 316
Staff: 311

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

Judicial District: Northern Texas

Population: 1,891 Camp: 172
Staff: 310

Security Level: Administrative/
Male/Female

Judicial District: Western
Washington

Population: 970
Staff: 243

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

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

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

Location: 11 miles southeast of
Dallas, off Highway 1/5 (Hawn
Freeway). The area is served by
the Dallas-Fort Worth Interna-
tional Airport, Amtrak in Dallas
and Fort Worth, and commercial
bus lines,

Location: 12 miles south of
Seattle, and 16 miles north of
Tacoma, | mile west of Interstate
5 (200th Street exit). The SeaTac
International Airport is 1 mile
from the facility. Amtrak and
commercial bus lines also serve
the area. The street address is
2425 South 200th Street.


52

FCI Terminal
Island

1299 Seaside Avenue
Terminal Island, California
90731

310-831-8961

Fax: 310-732-5335
Western Region

USP Terre Haute
Highway 63 South

Terre Haute, Indiana 47808
812-238-1531

Fax: 812-238-9873

North Central Region

FCI Texarkana
P.O. Box 9500

Texarkana, Texas 75505
903-838-4587

Fax: 903-223-4417

South Central Region

—t FCI Three Rivers
i P.O, Box 4000
‘ Three Rivers, Texas 78071
rurerrae 361-786-3576

Fax: 361-786-5069
South Central Region

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

Fax: 520-574-4206
Western Region

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

Population: 1,076
Staff: 297

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

Judicial District: Southern Indiana

Population: USP: 1,295 Camp: 437
Staff: 474

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

Population: FCI: 1,478 Camp: 378
Staff 290

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

Population: FCI: 1,263 Camp: 341
Staff: 302

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

Population: 853
Staff: 213

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

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

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

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

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


yield cost reductions while simulta-
neously improving inmate services. For
example, an electronic law library pilot was
authorized for all newly-activating insti-
tutions. Reducing the need to establish
and maintain separate libraries within
institutions, purchase hard-bound mate-
rials, and allocate staff time to audit
libraries and manage inmate requests for
library materials is expected to yield cost
savings and provide space that can be
designated for other educational pro-
grams.

The Bureau also successfully imple-
mented CENTRA, a conferencing soft-
ware application that has significantly
expanded distance learning options avail-
able to staff, while eliminating training-
related travel expenses. In FY04 the BOP
Medical Director conducted regular
monthly CENTRA conferences for insti-
tution clinical directors. CENTRA con-
ferences were also conducted, gencrally
on a bi-monthly basis, for other medical
specialties. Continuing Medical Educa-
tion (CME) credits were given to those
who attended the training. CME credits

are required for clinicians to maintain their

licences and certifications.

@ The Office of General Counsel com-
pleted its reengineering of field legal ser-
vices. All 23 Consolidated Legal Centers
(CLCs) have been activated. Through
CLCs, legal staff are able to deliver legal
services more efficiently. As a result of
this restructuring, 22 staff positions have
been saved.

TM Leadership in corrections includes
acknowledging and dealing with prob-

lems. With the BOP’s rapid growth, there
are more inexperienced staff in the
agency's workforce than in the past. All
staff are advised of and are expected to
know the laws, regulations, and BOP poli-
cies guiding their conduct. Still, a very
small number become involved in miscon-
duct.

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

Federal law expressly criminalizes sexual
activity between correctional workers and
inmates in Federal prisons and establishes
penalties for those who engage in this
type of behavior. BOP policy prohibits
staff members from showing partiality

toward or becoming emotionally, physi-
cally, financially, or sexually involved with
inmates. Although only a minute portion
of the approximately 35,000 staff who work
for the BOP have ever been involved in
this type of behavior, it is an issue the
BOP takes very seriously. Whenever an
allegation of staff misconduct is made,
the BOP investigates the matter promptly,
vigorously, and thoroughly. Criminal
prosecution and/or administrative action
is taken where appropriate.

During FY04, 11 allegations of sexual
abuse of inmates were sustained. Two
involved female BOP employees, one
involved a male BOP employee, one
involved a contract staff member work-
ing in a BOP facility, five involved staff

working in privatized facilities, and two
involved staff at institutions housing Fed-
eral inmates under Intergovernmental
Agreements (IGAs). Two employees with
sustained allegations pled guilty to crimi-
nal violations. All those against whom
charges were sustained resigned or were
terminated from employment.

Inmate Programs
and Services

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

TM@ One of the Bureau of Prisons’ most
important correctional programs is Fed-
eral Prison Industries (FPI). FPI’s mis-
sion is to: (1) employ and provide job
skills aining to as many inmates as pos-
sible to help them prepare for a produc-
tive, crime-free return to the community
after release; (2) contribute to the safety
and security of Federal prisons by keep-
ing inmates constructively occupied; (3)
produce market-priced, high-quality
goods and services for sale to the Fed-
eral Government; (4) operate in a self-
sustaining manner; and (5) minimize any
negative impact on private business and
labor.

FPI operated 102 factories in FY04, gen-
erating sales of $802 million (up from $667
million during FY03). FPI’s increase in
sales was driven by increased demand
for military items supplied by FPI’s elec-
tronics and textiles business groups.

15