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Crime rates in the United States have been dropping

significantly for more than 6 years. While

criminologists tell us that this trend is due to many

factors, surely one of the most important is the hard work and

dedication of thousands of law enforcement officers across the

Nation. These brave and dedicated men and women, representing Federal, State, local, and tribal law enforcement agencies, have made enormous strides—in basic police work, investigation technologies and techniques, sharing of information among agencies, gathering and preserving evidence to

ensure successful prosecutions, and incarcerating dangerous

and violent offenders.

While I am extremely proud of all of these enforcement

efforts, I am equally proud of our efforts to head off future

criminality by breaking the cycles of crime and violence.

We are striving to eliminate the child abuse, spouse abuse,

and hate crimes that not only cause terrible suffering, but

teach children that violence is a way to solve problems. We

are providing alternatives to the gangs that inculcate our

youth into a subculture of drugs and violence. We are

enhancing drug treatment efforts. We have created and

expanded programs that target those individuals most atrisk for crime. And, through the national background check

system, we are continuing our efforts to keep firearms out

of the hands of criminals.

The Federal Bureau of Prisons (BOP) plays a vital role in

Federal law enforcement, not only by incarcerating offenders, but also by helping to break the cycle of crime. First

and foremost, the BOP protects public safety by ensuring

that Federal offenders serve their sentences. Through

imprisonment, the BOP helps deter criminal activity by

showing actual, as well as potential offenders the consequences

of crime. To help break the cycle of crime, the BOP provides a

range of education and self-improvement programs to help

inmates adopt a crime-free lifestyle when they return to the

community.

For example, the BOP offers education, vocational training, and prison industries programs to build offenders’

knowledge and skills and increase the chances that they

will find and keep legitimate employment in the community after release. Sound research has shown that these

programs significantly reduce recidivism. Research also

shows that they help prison staff operate safe and secure

institutions, because inmates participating in such programs

are much less likely to be involved in serious misconduct.

Message from the Attorney General

In addition, the BOP offers a variety of programs to help inmates develop the social and family skills they need to break

the cycle of violence in their personal lives. These include anger management programs to help inmates find appropriate

ways to express themselves and deal with problems, parenting

programs to teach male and female inmates appropriate ways

to raise and interact with their children, and counseling programs to help inmates avoid the relationships and lifestyles

that may have contributed to their criminal activity.

One initiative I want to highlight is the BOP’s residential

substance abuse treatment program. The BOP operates 42

residential substance abuse treatment programs. These are

designed to help offenders with moderate to serious substance

abuse histories break their dependence on drugs or alcohol,

which in turn will help to break the cycle of drug use and crime.

Preliminary data from a long-term study conducted by the

Bureau with the support of the National Institute on Drug Abuse

shows that released inmates who participated in the residential drug abuse program were substantially less likely to be rearrested or take illegal drugs than inmates who did not

undergo residential treatment. Specifically, Federal inmates

who underwent treatment were 73 percent less likely to be

re-arrested in the first 6 months after release than untreated

inmates. Inmates who received treatment were also 44 percent

less likely than those who had not received treatment to be

detected for drug use within the first 6 months of their release.

The findings are especially encouraging because the first

6 months of an offender’s release to the community may be

the time at which he or she is most likely to resume a criminal

or drug abusing lifestyle. The findings suggest that drug abuse

treatment assists inmates during this period of reintegration

into the community.

These are just some examples of what BOP staff are doing

to preserve public safety, both while offenders are in prison

and after they return to the community. The employees of

the BOP—the officers, secretaries, counselors, teachers,

work supervisors, health care professionals, and the many

others—deserve our thanks and our praise for the work they

perform every day to ensure that our communities are safe

and to break the cycle of crime.

Janet Reno
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The State of the Bureau: Accomplishments and

Goals provides the reader with a review of the

Bureau of Prisons’ major accomplishments during fiscal year 1998 and our goals and objectives for fiscal year 1999.

It also provides an overview of our facilities and some general

data on our inmate population and our staff. As in past years,

the State of the Bureau begins purposefully with our mission

statement and our core values.

Our mission statement relates, in as concise a way as possible, what we do in the Bureau of Prisons. All of our accomplishments over the last year, and all of our goals and

objectives for the future, are related to our mission. Our core

values provide a further understanding of who we are. They

represent the fundamental values to which we, as an agency,

historically have been committed. Our goals and objectives

are also related to how we expect the Bureau to function in the

future.

This year, we add our vision statement to the State of the

Bureau. The vision statement will serve as a constant reminder

of the need to move forward, toward what we aspire to become as an organization. It is designed to help us challenge

ourselves to strive for a level of accomplishment that is currently out of reach, but that we know we can and should pursue. The Bureau’s vision includes eliminating violence, predatory behavior, gang activity, and inmate use of drugs and weapons in our facilities; creating a respectful, safe, ethical, and

discrimination-free work environment for staff; being the best

value provider of efficient, safe, and humane correctional services and programs in America; and being regarded as a model

of outstanding public administration.

Part of our mission is to operate safe, secure institutions.

The accomplishments related to the security part of our

mission include the things we need to have happen, such

as prison construction, as well as those things we want to

prevent from happening, such as inmate violence. In 1998, we

completed the year without any escapes from our secure institutions, without any major disturbances, without any lifethreatening injuries or fatalities to our staff in the line of duty,

Message from the Director

and with significantly fewer inmate assaults. The absence of

problems related to public safety and to the safety of staff and

inmates was created through a lot of hard work from our employees, and it was accomplished while our inmate population was growing faster than at any time in our history. The

safety and security that prevailed at our institutions is attributable to the consistently outstanding work and professionalism of the employees of the Bureau of Prisons.

It is through the professionalism and hard work of our staff

and the major accomplishments I have just noted that we

earn the trust and confidence of the public. We further that

public trust and confidence by providing inmates with a range

of appropriate work, education, vocational training, substance

abuse treatment and other life skills programs while they are

in our custody. The vast majority of Federal prisoners will

return to the community at some point. We provide programs

to help inmates develop the personal and work-related skills

they will need to return to the community as productive, lawabiding citizens. This is the second major component of our

mission—providing inmates with opportunities for self-improvement. The State of the Bureau provides a more detailed

description of all of our goals and accomplishments.

Another way that we earn public trust is by keeping the

public informed about our programs, services, and operations. We accomplish this by providing accurate and informative responses to inquiries from the Congress, the media, and

other constituencies; by sponsoring community relations

boards at our institutions, by inviting volunteers into our prisons, by organizing facility tours, and by updating and enhancing our Internet website. Through all of these means, and

through this publication, we invite the American people to

become better acquainted with the Federal Bureau of Prisons.

Kathleen Hawk Sawyer
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Mission Statement

The Federal Bureau of Prisons protects

society by confining offenders in the controlled environments of prisons and community-based facilities that are safe, humane, cost-efficient, and appropriately

secure, and that provide work and other

self-improvement opportunities to assist

offenders in becoming law-abiding

citizens.

Cultural Anchors/Core

Values

 Bureau Family

The Bureau of Prisons recognizes that

staff are the most valuable resource in accomplishing its mission, and is committed to the personal welfare and professional development of each employee. A

concept of “family” is encouraged

through healthy, supportive relationships

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

development and accomplishment of organizational objectives.

 Sound Correctional Management

The Bureau of Prisons maintains effective security and control of its institutions

utilizing the least restrictive means necessary, thus providing the essential foundation for sound correctional management programs.

 Correctional Workers First

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

requires a mutual responsibility for maintaining safe and secure institutions and

for modeling society’s mainstream values and norms.

 Promotes Integrity

The Bureau of Prisons firmly adheres to

a set of values that promotes honesty and

integrity in the professional efforts of its

staff to ensure public confidence in the

Bureau’s prudent use of its allocated resources.

 Recognizes the Dignity of All

Recognizing the inherent dignity of all

human beings and their potential for

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

them opportunities for self-improvement

to facilitate their successful re-entry into

the community. The Bureau further recognizes that offenders are incarcerated as

punishment, not for punishment.

 Career Service Orientation

The Bureau of Prisons is a career-oriented service, which has enjoyed a consistent management philosophy and a

continuity of leadership, enabling it to

evolve as a stable, professional leader in

the field of corrections.

Bureau of Prisons Fundamentals

 Community Relations

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

and works cooperatively with other law

enforcement agencies, the courts, and

other components of government.

 High Standards

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

discipline, which promote a physically

and emotionally sound environment for

both staff and inmates.

Vision Statement

The Federal Bureau of Prisons, judged

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

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

in America. This vision will be realized

when...

The Bureau provides for public safety by

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

ensures the physical safety of all inmates

through a controlled environment which

meets each inmate’s need for security

through the elimination of violence,

predatory behavior, gang activity, drug

use, and inmate weapons. Through the

provision of health care, mental, spiritual,

educational, vocational and work programs, inmates are well prepared for a
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productive and crime free return to

society. The Bureau is a model of costefficient correctional operations and

programs.

Our talented, professional, well trained,

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

in an environment free from discrimination. A positive working relationship exists where employees maintain respect

for one another. The workplace is safe,

and staff perform their duties without fear

of injury or assault. Staff maintain high

ethical standards in their day-to-day activities. Staff are satisfied with their jobs,

career opportunities, recognition, and

quality of leadership.

Customer Service Plan

President Clinton signed Executive

Order 12862 “Setting Customer Service

Standards” on September 11, 1993. This

order required each agency to develop

service standards in order to carry out

the principles of the National Performance Review.

Customer Service

Standards

The Federal Bureau of Prisons protects

society by confining offenders in the

controlled environments of prisons and

community-based facilities that are safe,

humane, cost-efficient, and appropriately

secure. Committed to maintaining a

healthy partnership with the community,

the BOP will:

 In the event of an inmate escape from

a Federal institution, notify Federal and

local law enforcement officials immediately and furnish them with the details

of the escape and the identity of the

escapee.

 At least 5 days prior to releasing an

inmate with prior convictions for a drug

trafficking crime or a crime of violence,

notify the State and local law enforcement officials of jurisdiction.

 Notify the victim/witness of the following inmate activities within the specified time frames:

Initial designation: 30 days.

Death: 30 days.

Parole hearing: 60 days prior

to the hearing.

Release to the community:

60 days prior.

Furlough: as early as possible

before the actual furlough

date (by phone if necessary).

Transfer to a halfway house:

upon acceptance at the

halfway house with the

acceptance date.
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FY 1998: The Year in Review

Introduction

The Federal Bureau of Prisons (BOP)

uses a strategic planning approach to

management. Strategic planning is driven

by the BOP’s Mission and Vision Statements, which are supported by six broad

correctional goals. Each of the six goals

is supported by specific objectives. The

Bureau’s Executive Staff holds quarterly

planning sessions to review the

organization’s progress toward meeting

its annual goals and objectives. The planning sessions ensure that the agency’s

strategic goals continue to meet the needs

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

the challenges confronting the Bureau.

The BOP’s current strategic plan reflects

major issues that face the agency, both

today and for years to come.

The following is an overview of the

Bureau’s FY 1998 accomplishments,

arranged according to the Bureau’s six national goals.

Population Management

The BOP will proactively manage its

offender population to ensure safe and secure operations.

At the end of FY 1998, the Bureau’s

inmate population was 122,316. Of this

total, 108,207 were housed in BOP facilities, and 14,109 were housed in contract correctional and detention facilities.

Through its ongoing construction and

expansion program, the Bureau added

3,029 beds at facilities it operates, for a

total rated capacity of 86,051. However,

the growth of the inmate population outpaced the increase in bedspace, and the

BOP’s crowding rate increased for the

first time in several years. The overall

crowding rate increased by 4 percent

from 22 percent to 26 percent during FY

1998. (Crowding at the high- and

medium- security institutions was significantly higher at 56 percent and 48 percent, respectively.)

The majority of new BOP bedspace was

added through the construction and opening of satellite camps in Beaumont,

Texas; Coleman, Florida; and Edgefield,

South Carolina; and through the continued activation of the Federal Correctional

Institution (FCI) in Yazoo City, Mississippi; FCI Elkton, Ohio; FCI Forrest City,

Arkansas; the United States Penitentiary

(USP) in Beaumont, Texas; the Federal

Detention Center (FDC) in SeaTac,

Washington; and the Federal Medical

Center (FMC) in Carswell, Texas.

Also activated were 2,048 beds at the

Correctional Institution in Taft, California, which is owned by the BOP but

managed by a private contractor.

There were 19 facilities under some

phase of development at the Fiscal Year’s

end; these will provide an additional

21,163 beds by the year 2003.

Construction continues at: FMC Butner,

North Carolina; FDC’s in Brooklyn, New

York; Philadelphia, Pennsylvania; and

Houston, Texas; and an FCI in

Victorville, California.

Other projects include: FMC Devens,

Massachusetts; FCI Beaumont, Texas;

FCI Edgefield, South Carolina; USP Pollock, Louisiana; FCI Petersburg, Virginia;

USP Coleman, Florida; USP Lee County,

Virginia; FDC Hawaii; USP Atwater (formerly Castle AFB), California; FCI

Glenville, West Virginia; USP McCreary

County, Kentucky; USP Canaan, Pennsylvania; USP Big Sandy, Kentucky; and

an FCI in South Carolina.

 During FY 1998, the BOP continued

its efforts to comply with the National

Capital Revitalization and SelfGovernment Improvement Act of 1997.

Part of this statute mandates that all DC

Code felony offenders sentenced to a

term of imprisonment (approximately

7,000 individuals) be transferred from

facilities operated by the District of

Columbia Department of Corrections

(DC DOC) to correctional facilities

operated or contracted for by the BOP

by December 31, 2001.

During FY 1998, the BOP accepted 173

female inmates, 40 minimum-security

male inmates, 201 low-security male inmates, and 30 special management cases

from the DC DOC. The BOP agreed to

confine 200 high-security inmates until

DC DOC’s contract beds in Virginia
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Department of Corrections facilities become available. Including approximately

450 DC offenders the BOP previously

agreed to accept at the request of the DC

DOC, the BOP has accepted more than

900 DC offenders into its custody since

August 1997.

During FY 1998, the BOP initiated the

process of procuring 2,200 private sector beds to house a portion of the DC

felony offender population. The

National Capital Revitalization and

Self-Government Improvement Act of

1997 stipulates that the BOP must house

at least 2,000 of the DC sentenced felony

population in private contract facilities by

December 31, 1999.

 The BOP has actively encouraged noncitizen 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,

decreasing the U.S. Government’s cost

of housing noncitizen offenders.

In FY 1998, 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 to

return 208 foreign inmates from BOP

facilities to 12 different countries and 47

American citizens from foreign prisons

to the United States. Transferred inmates

will complete their sentences in their native countries.

 The number of offenders in community corrections centers increased from

6,250 at the end of FY 1997 to 6,765 at

the end of FY 1998, an increase of 8 percent. During FY 1998, more than 75 percent of all BOP releases (some 21,000

offenders) went through communitybased transitional programs; approximately 90 percent completed the programs successfully.

Human Resource

Management

The BOP will have a competent and

representative workforce meeting the

organization’s needs up to and beyond

the year 2000.

 To keep pace with its ever-expanding

inmate population and adequately staff

new facilities, the BOP hired more than

2,500 new employees in FY 1998, bringing the total staff complement to 32,602

by year’s end.

 During the fiscal year, 2,044 employees completed the Introduction to Correctional Techniques course at the Staff

Training Academy in Glynco, Georgia;

10,008 completed courses at the Management and Speciality Training Center in

Aurora, Colorado; 758 completed

courses at the Staff Training Academy in

Artesia, New Mexico; and 30,114 completed Annual Refresher training at their

offices or institutions.

 The BOP established a Diversity Management Workgroup in FY 1998 to determine the best method of providing staff

with a greater understanding of the benefits of a diverse workforce. The BOP’s

specialty training objectives, policies, and

procedures were adjusted to institutionalize diversity management as a core

principle of effective correctional management. Each institution now has a certified diversity management instructor.

 The BOP continues to work diligently

to support the Welfare-to-Work Program.

Ninety-eight percent of FY 1998 Welfare-to-Work positions have been filled.

 In FY 1998, the BOP created a new

position for full-time ombudsman. This

person will manage an informal, confidential process through which employees can explore resolutions to work related concerns.

 In accordance with the National

Capital Revitalization and SelfGovernment Improvement Act of 1997,

the BOP established a Priority Consideration Program for DC Department of

Corrections (DC DOC) employees who

will be displaced as a result of the transfer of DC Code felons to the custody of

the BOP. Under this program, the BOP

will give DC DOC employees priority

consideration for BOP vacancies, as long

as they meet the same standards as other

new hires.

 In FY 1998, the BOP established a Human Resource Automation Section to

select, customize, and maintain human

resource software that will automate and
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significantly streamline essential personnel tasks. The software is expected to

improve customer service while decreasing the demands on human resource

professionals to complete routine, paper

intensive tasks.

 During the fiscal year, the BOP was

tasked with providing clear, relevant information to its more than 4,800 employees who were eligible to transfer from

the Civil Service Retirement System

(CSRS) to the Federal Employees Retirement System (FERS) during an open season mandated by Congress. Two national

training sessions were held for human

resource professionals; these staff returned to their institutions and held local

training sessions so that eligible staff

could make an informed decision regarding the transfer. More than 12 percent of

eligible staff elected to transfer from

CSRS to FERS. This was well above the

governmentwide average of 1 percent.

 The BOP’s Management Preference

Profile System (MPPS), an automated

system developed in-house, continued to

provide the Bureau’s Executive Staff with

a “BOP resume” on 4,000 mid-level and

upper-level employees (grades 12 and

above). This unique system provides the

BOP’s Executive Staff with ready access

to position histories, mobility preferences, position preferences, performance

evaluations, and other personnel data so

that informed decisions can be made

when selecting senior agency staff.

Security and Facility

Management

The BOP will maintain its facilities in

operationally sound conditions and in

compliance with security, safety, and

environmental requirements.

 During FY 1998, the BOP’s total inmate population grew by more than

10,000 inmates—the largest 1-year increase in the history of the agency. Despite this fact, there were no escapes from

secure (low-, medium-, high-, and administrative-security) BOP institutions during the year, there were no major disturbances at any of the BOP’s institutions,

and no staff suffered life-threatening injuries or lost their lives in the line of duty.

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

The rate per 5,000 inmates has dropped

from 16.2 in 1982, to 2.3 in 1987, to 0.2

in 1992 to zero in 1997 and 1998. The

significant reduction of escapes is the

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

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

detection systems, modified patrol

patterns, improved key and tool control,

increased staff training, and made countless other modifications to increase

security and protect the safety of staff,

inmates, and the general public.

 While prevention has an enormous impact on the safety and security of BOP

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

management through training programs

for its Special Operations Response

Teams (SORT’s), Disturbance Control

Teams (DCT’s), and Hostage Negotiation

Teams (HNT’s).

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

intensive, week-long crisis management

maneuvers and training were held in each

of the Bureau’s 6 regions, involving all

53 SORT’s and 69 HNT’s. During these

training exercises, wardens, associate

wardens, captains, and SORT and HNT

leaders received training in command and

control operations during a crisis situation. All DCT’s received training and

certification at their respective

institutions.

The BOP maintains a Memorandum of

Understanding with the Federal Bureau

of Investigation (FBI) concerning hostage situations or other criminal actions

that require FBI presence at a BOP institution. In October 1997, the BOP and FBI

conducted a mock emergency exercise

involving an escape attempt/hostage situation at the Federal Correctional Complex in Florence, Colorado. During the

40-hour mock exercise, BOP and FBI

intelligence experts, hostage negotiators,

and tactical staff managed the situation

and brought it to a successful resolution.

State and local law enforcement agencies

also participated in this training.
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 Utilizing a $1.6 million grant from the

Office of National Drug Control Policy

(ONDCP), the BOP purchased and began pilot testing 28 ion spectrometry drug

detection systems at various Federal prisons in 1998. The BOP uses this equipment to test for trace amounts of drugs

(on visitors’ hands, clothing, or possessions), which would indicate recent handling or use of illegal drugs. Those who

test positive are not permitted to visit inmates. During a small-scale pilot at two

institutions, approximately 4,000 visitors

were tested, and about 200 tested positive. An additional 450 potential visitors

departed the institutions without being

tested upon learning that the device was

in use. The National Institute of Corrections is awarding an additional $4.4 million in ONDCP funds to State departments of corrections to demonstrate a

variety of drug interdiction strategies.

 During FY 1998, the Bureau enhanced

its efforts to prevent inmates from continuing their criminal activities while incarcerated. A major focus was placed on

reducing inmate telephone abuse.

The BOP records all inmate telephone

calls (except those protected by attorneyclient privilege) for institution security

purposes. This can result in law enforcement officials gaining access to intelligence and/or evidence of criminal activity. The BOP dramatically increased its

monitoring of inmate telephone calls,

especially for inmates whose criminal

backgrounds suggest the potential to conduct criminal activity over the phone. The

BOP formalized a process through which

law enforcement agencies may request

transactional data (time and date, number called, duration of the call, etc.) on

inmate telephone calls. The BOP also

formalized a process through which Federal prosecutors and law enforcement

officials can notify the BOP regarding

“inmates of greatest concern,” so that the

BOP can provide extra scrutiny of these

offenders’ telephone calls and mail.

In FY 1998, the BOP created two new

disciplinary offenses: one for using telephones for criminal activity, and one for

serious, but noncriminal abuses of the

telephones. The BOP is currently developing rules language for implementation.

 In response to a BOP request, Congress provided funding for 22 additional

BOP intelligence positions in its FY 1998

appropriation. This will allow the BOP

to establish two-person intelligence

teams to work with Safe Streets Task

Forces in nine metropolitan areas, to

assign two positions to the Intelligence

Section in the Bureau’s Central Office,

one position to the interagency Sacramento Intelligence Unit in California,

and one position to the FBI’s

Counterterrorism Section.

The permanent intelligence liaison position in the FBI Counterterrorism Center

at FBI Headquarters provides a means of

identifying the capabilities and backgrounds of terrorists coming into BOP

custody, and more effectively deter their

continued activity once incarcerated.

Through its Sacramento Intelligence

Unit, the BOP provides continuing support to and liaison with Federal, State,

and local law enforcement and correctional agencies, with a special focus on

prison and street gang activities.

The BOP also maintains a position at the

National Drug Intelligence Center, which

provides a similar focus on drug cartels,

street-level drug trafficking organizations, and gangs that use drug distribution as a primary criminal enterprise.

These interagency efforts will greatly

improve the BOP’s ability to identify the

capabilities and backgrounds of inmates

coming into BOP custody, while also

providing liaison with Federal, State, and

local law enforcement staff in support of

their efforts to fight crime.

During FY 1998, the Bureau conducted

several national training events for BOP

intelligence staff and other law enforcement personnel.

Correctional Leadership

and Effective Public

Administration

The BOP will manage its operations and

resources in a competent and effective

manner which encourages creativity and

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

maintaining the basics of correctional

management. The BOP continually

strives toward improvements in its effective use of resources and its efficient delivery of services.
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 During FY 1998, 18 General Accounting Office (GAO) or DOJ Office of Inspector General (OIG) audits were initiated, and 15 were successfully closed.

A total of 38 GAO or OIG audits were

active during FY 1998. Through successful resolution of these audits, the BOP

demonstrated that it continues to function at acceptable levels of fiscal

responsibility and effective public

administration.

The BOP conducted 25 Institution Character Profiles in FY 1998. Institution

Character Profiles, which are derived

from interviews of staff, inmates, nonBOP law enforcement officials, and citizens, provide administrators with feedback on constituents’ perceptions about

the management, safety, and community

presence of each institution.

During FY 1998, a total of 485 program

reviews (internal audits) were conducted

to assess program performance and compliance with established policies and procedures in community corrections offices, institutions, regional offices, and

the Central Office. The program review

process allows each division to evaluate

its progress toward the accomplishment

of the BOP’s mission.

 In FY 1998, 27 institutions received

initial accreditation or reaccreditation

from the American Correctional Association (ACA). ACA accreditation provides

external certification that Federal prisons

provide decent living conditions, offer

adequate programs and services, and accommodate inmates’ constitutional

rights, by ensuring compliance with more

than 450 adult correctional standards

developed by corrections professionals.

Currently, 66 institutions maintain accreditation status, and another 16 are

pursuing accreditation.

 In FY 1998, the BOP continued to

serve victims of crime through Victim/

Witness notification. Under the Victim/

Witness program, certain inmates are

identified as potential ongoing threats to

specific victims or witnesses in the community. In order to protect their safety,

the BOP keeps these victims and/or witnesses informed about significant

changes in these inmates’ incarceration

status, such as the date and location of

initial incarceration, and any release

plans, such as a parole decision, a community corrections center placement, or

an expiration of sentence. Through September 1998, the BOP monitored 3,959

inmates, with a total of 12,659 identified

victims.

 The BOP has initiated victim awareness pilot projects at community-based

comprehensive sanctions centers in Baltimore, Maryland, and Tampa, Florida.

These programs use a variety of techniques, including discussions with panels of crime victims, to help offenders

understand the enormous impact that

crime has on individual victims and the

community at large.

 In FY 1998, nearly $5.9 million in

court ordered obligations was collected

from inmates through the Inmate Financial Responsibility Program. The majority of these funds are distributed, through

U.S. Attorney’s Offices and the Department of Justice’s Crime Victims Fund, to

victim assistance and support groups or

as direct compensation to victims for

losses resulting from crimes.

 During FY 1998, the BOP made significant progress in its efforts to make its

policies available to the public via the

Internet. Almost all BOP Program Statements (policies) are posted on the BOP

website, providing the public with faster,

easier access to important information,

and reducing costs associated with responding to individual Freedom of Information Act (FOIA) requests. The FOIA/

Policy section of the BOP website also

contains an electronic FOIA request

form. By using this form, individuals can

transmit their FOIA requests instantly

and at no cost.

 The BOP provides essential medical,

dental, and mental health care to all inmates in Federal prisons. In FY 1998,

there were 1.1 million medical encounters between inmate patients and BOP or

contract health care professionals.

The care provided in BOP institutions is

consistent with community standards. In

FY 1998, 3 BOP institutions received

initial accreditation from the Joint Commission on Accreditation of Healthcare

Organizations (JCAHO), bringing the

total number of JCAHO accredited facilities to 90.

 Over the past 3 years, the BOP has

participated in a cooperative effort with
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the National Institute of Justice’s Office

of Science and Technology, the Department of Defense’s Advanced Research

Projects Agency, and the Veterans Administration (VA) Hospital in Lexington,

Kentucky, to study telemedicine technology as a means of reducing costs and

enhancing security by reducing the need

to transport inmates to community

healthcare facilities.

During the pilot, inmates at FCI

Allenwood (Medium), USP Allenwood,

USP Lewisburg, and FMC Lexington received medical consultations from specialists at the VA Hospital in Lexington.

These consultations were carried out

remotely, using videoconferencing

technology. During the demonstration

period, 1,321 consultations were

conducted.

Independent researchers who studied this

pilot program found that 35 trips to local

specialists were avoided; 13 to 14 transfers by air charter were averted; the initial financial commitment for equipment

and telephone lines was recovered

during the pilot program; and monthly

savings would presumably accrue thereafter (particularly in psychiatric and

dermatology consulting). Based on the

results of this demonstration, the BOP

will study the feasibility of implementing telemedicine more broadly.

 By the end of FY 1998, more than

9,600 community volunteers were working in BOP institutions and contract community corrections centers. Community

volunteers augment BOP programs by

teaching literacy skills, providing spiritual guidance, sponsoring music and art

programs, and modeling mainstream

community values.

Realizing that volunteerism is a two-way

street, BOP staff spend thousands of

hours volunteering in the communities

that host BOP institutions. BOP staff are

involved in literacy campaigns, church

activities, blood drives, little league,

scouting, food and clothing drives, efforts

to help young people avoid drugs and

crime, and many other charitable and

community service activities in their

home communities. Through the Combined Federal Campaign, BOP staff give

hundreds of thousands of dollars each

year to local, national, and international

charities.

Inmates also participate in volunteer programs, such as quilting, crocheting, and

knitting items to donate to hospital and

rehabilitation facilities; and designing,

building, and donating toys to needy children. By working with national organizations, such as Habitat for Humanity,

offenders build or repair homes for families and senior citizens with limited

incomes.

Inmate Programs and

Services

The BOP provides services and programs

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

 Federal law requires all sentenced inmates in Bureau custody to work (with

the exception of those who for security,

educational, or medical reasons are unable to do so). One of the Bureau’s most

important correctional programs is Federal Prison Industries (FPI), a whollyowned Government corporation that produces goods and services for sale primarily to the U.S. Government. Inmates who

work in prison industries factories learn

marketable job skills, develop a strong

work ethic, and are less likely to engage

in prison misconduct. Research has demonstrated that inmates who were employed by FPI are less likely to revert to

criminal behavior after release.

During FY 1998, FPI employed approximately 20,000 inmates, representing

about 25 percent of the sentenced Federal inmate population that is eligible to

work in prison industries. The Post

Release Employment Project (PREP), a

12-year comprehensive study of the long

term impact of prison industries and vocational training, found that FPI training

programs improve institution behavior,

lower recidivism rates, and increase jobrelated success for prisoners after their

release. Specifically, the study found that

inmates who worked in industries were

24 percent less likely to recidivate and

inmates who participated in vocational

training were 33 percent less likely to

recidivate within 8 to 12 years after

release.

During FY 1998, FPI activated five new

factories at the following locations to

keep pace with the population growth and
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to keep inmates productively occupied:

FCI Edgefield, FCI Elkton, FCI Waseca,

FMC Carswell, and the Correctional Institution at Taft, California. This brought

the total number of factories to 101. Initial figures for FY 1998 show that FPI’s

net sales reached $534 million, compared

to $512 million for FY 1997 and $495

million for FY 1996.

FPI continues to offer its diverse line of

products and services to Federal Government customers. By employing as many

inmates as possible, FPI contributes significantly to the safety and stability in

BOP institutions. At the same time,

through product diversity and other

measures, it strives to minimize any

undue adverse impact on private sector

businesses.

 During FY 1998, BOP inmates spent

more than 11 million classroom hours in

such programs as literacy, occupational

and vocational training, English-as-aSecond-Language, parenting, health promotion/disease prevention, release readiness, and adult continuing education. On

a typical day, approximately 35 percent

of the inmate population is involved in

one or more of the programs listed above.

The Bureau has had a 40-percent increase

in GED enrollments since August 1997.

In November 1997, the Bureau implemented provisions in the Violent Crime

Control and Law Enforcement Act and

the Prison Litigation Reform Act. These

two laws make good conduct time awards

for inmates without a high school diploma or GED credential contingent

upon enrollment and satisfactory

progress in the GED program. In August

1997, 9,971 inmates, or 11 percent of the

designated inmate population, were

enrolled in the GED program. As of

December 1998, 13,987 inmates, or 14

percent of the designated inmate population, were enrolled.

 The BOP’s Inmate Placement Program

coordinated mock job fairs in 14 different Federal prisons during FY 1998.

More than 550 inmates and 213 volunteers (company recruiters and other community agencies) participated. To date,

roughly 1,200 Federal prisoners and

more than 300 community partners have

been involved in the mock job fairs since

the program’s establishment in October

1996.

 Approximately 30 percent of Federal

inmates have histories of moderate to

severe drug abuse. In order to reduce the

number of inmates who return to drug

abuse and criminal lifestyles upon release, the Bureau operates drug treatment

programs for inmates who need them.

Included are residential programs (where

inmates live in housing units devoted to

drug treatment activities), a variety of

nonresidential programs (for inmates in

the general population), and aftercare

programs.

During FY 1998, the BOP provided residential drug abuse treatment to 10,006

inmates, for a total of 38,402 inmates

since 1990. An interim report from an

ongoing evaluation of BOP residential

drug abuse treatment showed that individuals who completed residential treatment were 73 percent less likely to be

arrested for a new offense and 44 percent less likely to test positive for drug

use during the first 6 months after release.

Approximately 37 percent of all inmates

in BOP contract community corrections

centers are enrolled in transitional drug

abuse treatment programs. A total of

6,951 inmates participated in community-based drug treatment programs during FY 1998; this represents a 31 percent increase over the FY 1997 figure of

5,315.

 Encouraged by the positive results

from the evaluation of its residential drug

abuse treatment programs, the Bureau

designed three new unit-based programs

for special inmate populations. The

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

treatment programs to reduce criminal

thinking and behavior, was carried over

as the foundation for changing criminal

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

long sentences. A special program was

also designed in recognition of the need

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

new program was developed with an assessment and evaluation component to

ensure the program meets the goals of

promoting positive behavior change in

the most cost-effective manner.

The CODE (Challenge, Opportunity,

Discipline, and Ethics) program for highsecurity offenders targets the reduction
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of antisocial attitudes and behaviors, and

emphasizes the values of respect for self

and others, responsibility for personal

actions, honesty in relationships, and tolerance. CODE programs have been activated at USP Atlanta, USP Beaumont,

USP Florence, USP Leavenworth, and

USP Lompoc.

In May 1997, the BOP approved the

implementation of a program designed

for young male offenders who are serving their first significant term of Federal

incarceration (5 years or more). The

Bureau’s evaluation of the inmates involved in the October 1995 disturbances

indicated that most of them were from

this younger offender group. The BOP

devised a strategy for introducing a structured program to these offenders at the

earliest stage of incarceration, in order

to enhance the management of these inmates. The program’s activities are designed to bring about a significant increase in the quantity and quality of interactions between staff and inmates,

with the goal of strengthening the ability

of staff to have a positive influence over

the inmates. Housed at the Federal Correctional Institution in Beckley, West Virginia, this initiative is known as the

BRAVE (Beckley Responsibility and

Values Enhancement) program.

The Federal Correctional Institution for

medium-security inmates in Coleman,

Florida, will administer the Skills Building Program for inmates who have cognitive and social learning needs. Inmates

from institutions throughout the Southeast Region can transfer to Coleman for

this 6-month program that is designed to

assess inmates’ educational needs, learning problems, and level of social functioning, and to develop appropriate strategies to meet those needs. The goals of

the program are to increase each

participant’s education level, strengthen

his social skills, and improve his ability

to satisfactorily adjust to a correctional

environment.

 During FY 1998, 240 chaplains, assisted by approximately 8,000 contractors and volunteers, provided more than

86,000 religious services programs for

inmates. Approximately half of these

were worship services for adherents of

the 31 faith groups represented among

BOP inmates. Regular activities include

Protestant services, Catholic Mass, Islamic and Nation of Islam Jumah Prayer,

Native American sweat lodge ceremonies, Jewish Sabbath services, and various services and rituals prescribed for

other religious groups. Seminars and retreats (for inmates of all faiths) include

weekend Prison Fellowship seminars,

Christian retreats, Islamic seminars,

parenting classes, marriage enrichment

workshops, revivals, Yokefellow gatherings, Cursillos, and choir presentations.

During the year, all supervisory chaplains

in the BOP received at least 32 hours of

training on inmate religious beliefs and

practices, and participated in 6 hours of

training in professional ethics.

 The number of female offenders in the

BOP’s inmate population continues to

increase. Recognizing that women offenders have different social, psychological, educational, family, and health care

needs, the BOP continues to design and

implement special programs for women

offenders. An agency plan, issued in July

1998, disseminated the BOP philosophy

on managing female offenders.

The “Bridge” Program at the Federal

Correctional Institution in Danbury,

Connecticut, is a residential program that

helps female inmates with histories of

chronic sexual, physical, or emotional

abuse overcome trauma and learn ways

to avoid future victimization. The

SHARE (Sharing Hope About Recovery

Experiences) Program at the Federal

Medical Center in Carswell, Texas, enables female offenders with histories of

substance abuse, domestic violence, or

sexual assault to interact with young “at

risk” women in the community. By sharing their experiences, the inmates try to

help the youths avoid similar mistakes

and cope with trauma in their lives. FMC

Carswell also has implemented a 72-bed

residential program called CHANGE

(Choosing Healthy Alternatives and New

Growth Experiences). In this program,

incarcerated women explore such issues

as childhood abuse, domestic violence,

sexuality, spirituality, stress management,

and wellness.

The Federal Correctional Institution in

Tallahassee, Florida, has a multi-faceted

approach to the treatment of victims of

domestic violence, physical abuse, and/

or sexual abuse, recognizing the diverse

needs of women who have been victimized by others. A 9-month, nonresiden-
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15

tial program for female offenders who

have a history of physical, emotional, or

sexual trauma is being developed at the

Federal Correctional Institution in

Dublin, California. The New Pathways

Program will address coexisting disorders such as substance abuse and trauma,

as well as other issues such as incest, eating disorders, and domestic violence.

 All Bureau facilities have parenting

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

child development, and family skills.

Children’s centers, adjacent to visiting

rooms, provide a warm, child-centered

setting, where inmates can spend part of

their visiting time working to strengthen

their relationships with their children.

Video-to-Child programs allow inmates

to videotape themselves reading books

or telling stories and send the tapes to

their children.

 Federal law expressly criminalizes

sexual activity between correctional

workers and inmates in Federal prisons,

and it establishes harsh penalties for those

who engage in this type of behavior. BOP

policy prohibits staff members from

showing partiality toward or becoming

emotionally, physically, sexually, or

financially involved with inmates.

Although only a handful of the more than

30,000 people who work for the BOP

have ever been involved in sexual activity with inmates, it is an issue that the

BOP takes very seriously.

The BOP has zero tolerance for sexual

abuse of inmates. Those who abuse inmates are prosecuted vigorously. During

fiscal year 1998, 14 Bureau staff were

prosecuted for sexual abuse of inmates.

Thirteen of them were convicted.

During FY 1998, the BOP issued a revised policy on Sexual Abuse/Assault

Prevention and Intervention. This policy

provides guidance to help prevent sexual

assaults on inmates by inmates or staff,

and it addresses the safety and treatment

of inmates who have been sexually

assaulted.

During the fiscal year, an agency plan on

sexual abuse/assault prevention and intervention was issued, and all staff received training on the issue of sexual

abuse during annual refresher training.

A pre-service training program was

implemented at the Staff Training Academy in Glynco, Georgia, to ensure all

new staff are fully aware of their duties

and responsibilities related to this issue.

Staff who would be directly involved in

responding after an allegation has been

made received specialized training on

implementing the national policy.

The Bureau is also educating inmates

about sexual abuse/assault. All inmates

have received a pamphlet about sexual

abuse, and all receive information about

sexual assault during the Admission and

Orientation Program. Inmates are taught

that sexual contact between staff and inmates is illegal, that there are procedures

for reporting an assault, and that they will

be safeguarded against reprisals from

staff or inmates. They also learn about

the process they will go through once a

report is made.

Through training, prompt intervention,

and prosecution, the Bureau hopes to

eradicate all sexual misconduct by its

staff.

Building Partnerships

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

community, and local, State, and Federal

agencies, in improving the effectiveness

of the services it provides to offenders and

constituent agencies. The active

participation by BOP staff to improve

partnerships will allow the BOP to carry

out its mission within the criminal justice system and to remain responsive to

other agencies and the public. The BOP

will develop partnerships to focus the

shared responsibility for the establishment of a supportive environment promoting the reintegration of offenders into

the community.

 During the past decade, the Federal

detainee population has experienced unprecedented growth. To help provide for

detention needs of the U.S. Marshals Service (USMS) and other Federal law enforcement agencies, the BOP operated 10

detention centers and 20 other facilities

with designated jail bedspace for USMS

prisoners. During FY 1998, the BOP

housed approximately 10,000 USMS

prisoners each day in these facilities.

The BOP also assisted the Immigration

and Naturalization Service (INS) in housing some of its criminal alien detainees.

During FY 1998, the BOP housed approximately 1,000 Mariel Cuban detain-
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ees in its facilities, providing substance

abuse treatment and release programming

for detainees with release notices. An

additional 900 non-Mariel INS detainees

who require secure confinement were

also housed in BOP facilities. Finally, the

BOP accepted an additional 30 nonreturnable criminal aliens who had engaged

in significant disruptive behavior in INS

facilities.

 In March 1996, the Director of the

BOP, the Commissioner of INS, and the

Director of the Executive Office for Immigration Review (EOIR) signed a

memorandum of understanding that

implemented the Enhanced Institutional

Hearing Program (IHP). This program is

designed to provide deportation hearings

to criminal aliens while they are still serving their Federal sentences, thus avoiding the need for costly post-sentence detention.

By the end of FY 1998, the BOP had activated 15 IHP hearing sites (to provide

space for INS and EOIR administrators

and judges to perform hearings) and an

additional 13 IHP release sites (to facilitate transfer of deportable aliens to INS

custody) in BOP facilities around the

Nation.

 During FY 1998, the BOP’s Associate General Counsel for Criminal Litigation supported the prosecution of several

inmates who committed crimes while in

Federal correctional facilities. During the

year, the U.S. Attorney’s Office for the

Middle District of Pennsylvania successfully prosecuted inmate David Hammer

for the 1996 murder of a fellow inmate.

Inmate Hammer received the death sentence and is currently awaiting execution.

Also during the fiscal year, staff from the

United States Penitentiary in Lompoc,

California, helped the U.S. Attorney’s

Office for the Central District of

California secure the indictment of

inmate Roy Green, who allegedly

murdered Senior Officer Specialist

Scott J. Williams and assaulted four other

staff members at USP Lompoc in April

of 1997. The Attorney General has authorized the pursuit of the death penalty

in this case.

 During FY 1998, the National Institute of Corrections (NIC) continued to

assist Federal, State, and local correctional agencies in improving their management, operations, programs, and services. During FY 1998, NIC provided

training to 15,685 executives, managers,

trainers, and specialists working in adult

corrections, and conducted five satellite

videoconferences on different correctional topics, which were viewed by approximately 59,000 criminal justice professionals and others nationwide. NIC

also provided technical assistance in response to 472 requests from State and

local adult corrections agencies in all 50

States, the District of Columbia, Puerto

Rico, American Samoa, Guam, and the

Northern Mariana Islands. The NIC

Information Center responded to 8,358

requests for information from corrections

practitioners, policymakers, judges, legislators, and others from throughout the

U.S. and abroad.

NIC also became a partner with several

other Federal agencies via interagency

agreements during FY 1998. The Office

of Justice Programs (OJP) transferred

$650,000 to NIC to assist OJP applicants

and grantees in the areas of correctional

facility construction/expansion, residential substance abuse programs, and boot

camps. The Office of Juvenile Justice and

Delinquency Prevention transferred

$450,000 to NIC to enable the NIC

Academy to provide training and technical assistance to 654 juvenile justice

practitioners.

 NIC’s Office of Correctional Job Training and Placement provided three training programs for 88 offender employment specialists, most of whom work at

the State and local levels, and workshops

at three national professional conferences

for 75 practitioners. It entered into an

interagency agreement with the Department of Labor’s National Occupational

Information Coordinating Committee

to develop a training program for

vocational counselors who work with

offenders.
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ties for seven new facilities, which are

expected to add 3,934 beds in rated

capacity between FY-2001 and FY-2002.

Objective 1.03

Design and implement a 5-year

evaluation of the cost effectiveness and

operational success of the private prison

operations at the Taft correctional facilities, a 3-year evaluation of the private

medical services provided at the Beaumont facilities, and a 1-year study of the

cost effectiveness and feasibility of private sector and governmental operation

of prisons at all security levels, including a review of relevant literature and

related legal issues.

Objective 1.04

Increase the use of cost effective community based placements (1) by expanding the network of comprehensive sanction centers to include one in each CCM

office and to pursue additional comprehensive sanctions centers if requested by

Federal Probation or the courts, and

(2) by maintaining 20 percent of the overall community corrections center population on home confinement.

Objective 1.05

Within budgetary resources, make maximum use of community corrections bed

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

using target utilization rates for institutions of at least the following:

Minimum - 80 percent

Low - 70 percent

Medium - 65 percent

Objective 1.06

Unless there is a compelling reason to

the contrary in a particular case, all juveniles in BOP custody sentenced on or

after June 1, 1998, shall be housed within

250 miles of their families by September

30, 2000, in facilities that provide appropriate rehabilitative programs. In addition, absent a compelling reason to the

contrary in a particular case, all juveniles

in BOP custody shall, whenever possible,

serve the final portion of their incarceration in community-based facilities within

75 miles of their intended place of residence.

In order to phase in the 250-mile requirement, 50 percent of juveniles in BOP

custody shall be housed within 250 miles

of their families by September 30, 1998,

and 75 percent of such juveniles shall

be housed within 250 miles of their

families by September 30, 1999. The 75-

mile requirement shall take effect

immediately.

A “compelling reason” shall include a

determination by the sentencing court or

by BOP that the interests of justice or of

the juvenile would be better served by

housing the juvenile farther from his or

her family or, in the case of the 75-mile

requirement, in a non-community-based

facility.

Strategic Planning Objectives for FY 1999

Introduction

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

strategic goals. The Bureau’s Executive

Staff reviews these objectives and modifies them as necessary. Each level of

management (the Central Office, regional

offices, training centers, and institutions)

has its own set of local plans and action

steps in support of these goals and

objectives.

Below is a list of the national objectives

that support the Bureau’s six goals:

Population Management

Objective 1.01

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

5,077 beds in rated capacity.

Objective 1.02

Part 1 - Continue construction of six new

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

and which will add 4,320 beds in rated

capacity.

Part 2 - Complete design, bidding, and

award of contracts to begin the major

construction of two new facilities, which

are expected to be completed and begin

activation in FY-2000. This will add

1,088 beds in rated capacity.

Part 3 - Continue or begin environmental review, design, or construction activi-
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Human Resource

Management

Objective 2.01

Administer a recruitment program which

focuses on the objectives identified in the

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

positions.

Objective 2.02

Monitor management (institution department head) vacancies for all disciplines

to ensure sufficient pools of qualified staff

are available to fill managerial positions.

Objective 2.03

Establish, educate, and maintain a diverse

workforce at every level of the agency

that works together in harmony and is

able to communicate with and effectively

manage a demographically diverse inmate population.

Objective 2.05

Evaluate, develop/modify, and deliver

training programs to meet the evolving

organizational needs of the agency.

Objective 2.06

Implement Executive Order 12871,

Labor Management Partnership, at all

Bureau of Prisons facilities in accordance

with guidelines established by the

National Partnership Council.

Objective 2.08

Eliminate all instances of sexual harassment and inappropriate staff sexual

behavior from the workplace.

Security and Facility

Management

	



Increase staff and inmate awareness of

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

of infectious diseases.

Objective 3.02

This objective involves ongoing efforts

either to complete projects for which

funds already have been allocated or to

complete already identified Life Safety

recommendations. The two initiatives are

being pursued as one objective because

they need to be viewed as being equally

important.

A) During FY-99, complete at least 90

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

regions previously had indicated would

be completed prior to or by the end of

FY-97.

B) Increase the completion rate to 99

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

Objective 3.03

Maintain an effective Crisis Management

Program through the training of all Bureau of Prisons staff.

Objective 3.04

Increase staff and inmate involvement in

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

chemical spill prevention by enhancing

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

the implementation of environmental

regulations and prevention of potential

violations.

	


The Bureau will seek compliance with

applicable disability laws and regulations

by ensuring physical accessibility to

Bureau facilities and programs in all new

construction projects and in renovation

projects at existing institutions; by use

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

training of new and current employees

to enhance staff recognition and response

to disability issues; and by increasing the

completion rate to 50 percent at each facility for all accessibility projects funded

prior to the end of FY-97.

Correctional Leadership

and Effective Public

Administration

Objective 4.01

The Bureau of Prisons will continue to

focus on reducing costs by utilizing the

most efficient and cost effective methods

to perform every task. This will be accomplished by reducing costs and ensuring good resource management for all

functions and programs. We will be able

to accomplish this through continued

emphasis on financial planning, analyz-
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19

ing workload and staffing requirements,

using consolidated and shared services,

increasing the use of technology, and

refining the processes of the Bureau of

Prisons.

Objective 4.04

Establish an automated mechanism to

account for the number of inmate transfers as well as the transportation costs

associated with those inmate transfers.

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

By December 2000, reduce yearly

Bureau Workers’ Compensation chargeback costs by enhancing the Workers’

Compensation Program through policy

development and implementation,

training, and case management.

Objective 4.08

Ensure information is protected and controlled through education and compliance

with applicable security regulations and

policy.

Objective 4.09

The Federal Bureau of Prisons will strive

to maintain the highest integrity and ethical standards for its workforce. Through

increased training, appropriate discipline

and prosecution, and a thorough review

of operational procedures, sustained misconduct will be reduced for FY-99.

Objective 4.10

Eliminate the introduction of drugs and

drug paraphernalia into BOP institutions

through the use of programs, technology,

and administrative and legal sanctions.

Objective 4.11

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

rights and interests of crime victims/witnesses in the community and among correctional staff and their families. Provide

victims/witnesses with information

regarding the Bureau’s programs and

policies.

Inmate Programs and

Services

Objective 5.01

Provide productive work, education,

occupational training and recreational

activities which prepare inmates for

employment opportunities and a successful reintegration upon release, and have

a clear correctional management purpose

which minimizes inmate idleness.

Increase the participation of inmates in

community service to foster good community relations and decrease inmate

idleness.

Objective 5.02

Ensure community based transitional

drug services are available for 100 percent of the residential/unit based drug

treatment graduates. The quality of these

services shall be closely monitored and

evaluated.

Objective 5.03

Implement an Inmate Health Promotion

and Disease Prevention Program as an

integral component of health services by

encouraging inmate responsibility for

personal health care.

Objective 5.04

Provide for an efficient and effective plan

of health care delivery in the Federal

Bureau of Prisons utilizing system-wide

approaches that incorporate restructuring and innovative strategies such as

telemedicine, electronic health records,

and pre-certification.

Objective 5.05

In FY-99, provide residential drug abuse

treatment to all inmates with a substance

abuse problem (as defined by the Bureau

of Prisons) who volunteer for treatment.

Encourage treatment participation.

Objective 5.07

Implement the BOP’s agency plan on the

management of female offenders.
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Objective 5.09

Develop and implement plans to address

the special program needs of physically

disabled, chronically ill, mentally ill,

geriatric, and hospice patients.

Objective 5.10

Ensure reasonable opportunities exist for

all recognized faith groups.

Objective 5.11

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

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

Objective 5.12

Develop and implement a centralized

and integrated “deganging” program to

be initiated throughout the BOP during

FY-99.

Objective 5.14

“Revitalize” unit management through a

return to basics in various areas, including the initial classification and program

review of inmates; establishment of

meaningful programs for inmates; and

daily interaction/communication with the

inmate population.

Objective 5.15

Develop a strategy to activate FMC’s

Butner and Devens, with an anticipated

additional inpatient capacity up to 782

beds. With the activation of FMC’s

Butner and Devens, implement a plan

for inpatient/outpatient stratification

throughout the Bureau of Prisons.

Building Partnerships

Objective 6.01

Recognizing the cost and scarcity of

prison capacity as a resource, the BOP

will attempt to learn, as early as possible,

about Federal law enforcement initiatives

in order to estimate their impact on the

Federal prison population. Additionally,

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

on prison resources of law enforcement

and legislative initiatives.

Objective 6.02

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

upon new, non-traditional services.

Objective 6.04

The Federal Bureau of Prisons and the

National Institute of Corrections will

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

and local criminal justice/correctional

agencies and organizations. This cooperative effort would enhance systematic

processes to keep abreast of emerging

trends/issues, innovations, and changes

in corrections and related fields.
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While the primary business of

the Bureau of Prisons is

operating correctional facilities, certain administrative, support,

and policy functions are carried out by

the Central Office, six regional offices,

and two training centers.

Central Office

The Bureau of Prisons, which is a component of the U.S. Department of Justice,

has its headquarters, or Central Office, at

320 First Street N.W., Washington, DC

20534. The Central Office is divided into

9 divisions and the National Institute

of Corrections.

The Administration Division develops

and administers the Bureau’s budget,

oversees financial management, and is

responsible for the Bureau’s capacity

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

Bureau institutions, and facilities management programs.

The Community Corrections and Detention Division is responsible for the confinement of selected Federal offenders

in contract facilities, including community-based programs, detention centers,

juvenile facilities, State prisons, and local jails. The Division is responsible for

coordinating the implementation of the

Bureau’s newly-acquired responsibility

for confining sentenced felony offenders from the District of Columbia. The

Division’s National Office of Citizen Participation promotes and coordinates programs for citizen, inmate, and staff

volunteerism in Bureau institutions and

local communities.

The Correctional Programs Division

manages the correctional services and

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

services, counseling programs, drug

treatment programs, programs for special

needs offenders, inmate records management and sentence computation, and

Federal Witness Protection Program

implementation.

The Health Services Division manages

the health care programs of the Bureau

and ensures that Federal inmates receive

essential medical, dental, and psychiatric services. It is also responsible for the

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

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

staff members, as well as employee pay

and position management, security and

background investigations, labor/management relations, diversity management, and

equal employment opportunity services.

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

trade name UNICOR. UNICOR is a

wholly owned Government corporation

that provides employment and training

opportunities for inmates confined in

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

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

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

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

congressional affairs, and policy review.

The Office of General Counsel provides

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

legislation regarding correctional issues,

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

equal employment opportunity law, Freedom of Information Act and Privacy Act

issues, and labor law.

The Program Review Division provides

review oversight for all programs and

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

reviews to measure performance and

evaluate the strength of internal control

systems and compliance with laws, regulations, and standards.

Regional Offices

The Bureau of Prisons has six regional

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

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

Bureau of Prisons Offices
22

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areas as human resource management,

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

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

community corrections. The staff maintain close contact with institution staff

in all facets of Bureau operations.

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

and local criminal justice agencies; and

contract with community agencies to

provide offender placement in community corrections centers.

The following is a list of the six regional

offices and their addresses.

Mid-Atlantic Regional Office

10010 Junction Drive, Suite 100-N

Annapolis Junction, Maryland 20701

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

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. Customs House, 7th Floor

2nd and Chestnut Streets

Philadelphia, Pennsylvania 19106

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

South Central Regional Office

4211 Cedar Springs Road, Suite 300

Dallas, Texas 75219

214-767-9700 Fax: 214-767-5059

Southeast Regional Office

3800 Camp Creek Parkway, SW.

Building 2000

Atlanta, Georgia 30331-5099

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

Western Regional Office

7950 Dublin Boulevard, 3rd Floor

Dublin, California 94568

925-803-4700 Fax: 925-803-4809

Staff Training Centers

Staff training is an integral part of Bureau of Prisons staff development. Introductory training is conducted at the

Bureau’s Staff Training Academy in

Glynco, Georgia; specialized professional training is conducted at the Management and Specialty Training Center

in Aurora, Colorado, as well as the Staff

Training Academy’s Specialty Training

Center in Artesia, New Mexico.

National Institute of

Corrections

The National Institute of Corrections

(NIC) provides technical assistance,

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

country. NIC has four divisions (Jails,

Prisons, Community Corrections, and

Academy) and it operates a clearinghouse

known as the NIC Information Center.

NIC provides training to State and local

correctional personnel and to Bureau

employees at its Academy in Longmont,

Colorado.

NIC Headquarters

Prisons Division/Community

Corrections Division

320 First Street, NW.

Washington, DC 20534

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

NIC Jails Division/Academy

1960 Industrial Circle, Suite A

Longmont, Colorado 80501

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

NIC Information Center

1860 Industrial Circle, Suite A

Longmont, Colorado 80501

800-995-6429 Fax: 303-682-0558
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23

This section provides a brief profile of each of the 94 institutions

that the Bureau operated as of September 30, 1998 (92 of those institutions

housed inmates; the other 2 provided

shared services to correctional complexes).

A number of categories of information are

provided for each currently operating facility.

Security Level

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

broad spectrum of offenders in an appropriate manner. Security levels are based

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

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

groups—minimum, low, medium, high,

and administrative.

Minimum-Security

Minimum-security institutions, also

known as Federal Prison Camps (FPC’s),

have dormitory housing, a relatively low

staff-to-inmate ratio, and no fences. These

institutions are work- and program-oriented, and many are located adjacent to

larger institutions or on military bases,

where inmates help serve the labor needs

of the larger institution or the base.

Low-Security

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

strong work and program components.

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

facilities.

Medium-Security

Medium-security FCI’s have strengthened

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

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

High-Security

High-security institutions, also known

as United States Penitentiaries (USP’s),

have highly secure perimeters (featuring

walls or reinforced fences), multiple- and

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

Administrative

Administrative facilities are institutions

with special missions, such as the detention of noncitizen or pretrial offenders,

the treatment of inmates with serious or

chronic medical problems, or the containment of extremely dangerous, violent, or escape prone inmates. Administrative facilities include Metropolitan

Correctional Centers (MCC’s), Metropolitan Detention Centers (MDC’s), Federal Detention Centers (FDC’s), and Federal Medical Centers (FMC’s), as well as

the Medical Center for Federal Prisoners

(MCFP) and the AdministrativeMaximum (ADX) U.S. Penitentiary in

Florence, Colorado. Administrative facilities are capable of holding inmates in

all security categories.

Correctional Complexes

A number of BOP institutions are parts

of Federal Correctional Complexes

(FCC’s). At FCC’s, which the Bureau

began constructing in the late 1980’s,

institutions with several different missions and security levels are located in

close proximity to one another. With

institutions grouped in this way, FCC’s

increase cost-efficiency through the sharing of services, enable staff to gain experience at institutions of many security

levels, and enhance emergency preparedness by having additional staff and resources close by.

Some FCC’s—such as FCC Allenwood,

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

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

services much more extensively; they

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

center. They view all of their staff as

employees of the complex, rather than

employees of the component institutions, and staff rotate between posts at

each of these facilities.

Capacity

Capacity refers to the number of inmates

the institution is designed to hold.

Population

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

September 30, 1998.

Staff

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

30, 1998.

For more information on a particular

facility, contact that facility or the

Bureau of Prisons Office of Public

Affairs at 202-307-3198.

Bureau of Prisons Facilities
·ÿALDERSON

·ÿCUMBERLAND

·ÿPETERSBURG

·ÿBECKLEY

ASHLAND ÿ·

LEXINGTON ÿ·

MANCHESTER ÿ·

MORGANTOWN ÿ·

LORETTO ÿ·

SCHUYLKILL ÿ·

LEWISBURG ÿ·

McKEAN ÿ·

·ÿALLENWOOD

·ÿFORT DIX

·ÿFAIRTON

·ÿNEW YORK AND BROOKL

·ÿDANBURY OTISVILLE ÿ·

·ÿRAYBROOK

MILAN ·

SEYMOUR JOHNSON ÿ·

BUTNER ÿ·

ESTILL ÿ·

JESUP ÿ·

ATLANTA ÿ·

·ÿCOLEMAN

CHICAGO ÿ·

DULUTH ÿ·

GREENVILLE ÿ·

GU

·ÿEGLIN ·ÿTALLAHASSEE ·ÿMARIANNA

MARION ÿ·

·ÿMEMPHIS

MIAMI ÿ·

MONTGOMERY ÿ·

·ÿOXFORD

·ÿTALLADEGA

TERRE HAUTE ÿ·

·ÿPEKIN

SANDSTONE ÿ·

WASECA ÿ·

·ÿSPRINGFIELD

·ÿROCHESTER

·ÿYANKTON

LEAVENWORTH ÿ·

·ÿFLORENCE

·ÿENGLEWOOD

·ÿOKLAHOMA

 CITY EL RENO ÿ·

·ÿNELLIS

·ÿSHERIDAN

FORT WORTH AND CARSWELL ÿ··ÿSEAGOVILLE

TEXARKANA ÿ·

THREE RIVERS ÿ·

·ÿTUCSON

·ÿSAN DIEGO

·ÿSAFFORD

·ÿPHOENIX

·ÿLOS ANGELES

·ÿEL PASO

·ÿDUBLIN

BRYAN ÿ·

·ÿBORON

·ÿBIG SPRING

BASTROP ÿ·

OAKDALE ÿ·

·

·ÿTERMINAL ISLAND

·ÿLA TUNA

PENSACOLA ÿ·

BEAUMONT ÿ·

ELKTON ÿ·

FORREST ·

CITY

YAZOO CITY ·

·ÿSEATAC

·ÿEDGEFIELD

·ÿDEVENS
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25

FPC Alderson

Glen Ray Road, Box B

Alderson, West Virginia

24910

304-445-2901

Fax: 304-445-2675

Mid-Atlantic Region

Security level: Minimum/Female.

Judicial District: Southern

West Virginia.

Capacity: 838.

Population: 803.

Staff: 181.

Location: In the foothills of the

Allegheney Mountains, 270 miles

southwest of Washington, DC, 12

miles south of Interstate 64, off

State Highway 3. The area is

served by airports in Lewisburg

and Beckley, as well as Roanoke,

Virginia. It is also served by

Amtrak and commercial bus lines.

FPC Allenwood

P.O. Box 1000

Route 15

Montgomery,

Pennsylvania 17752

540-547-1641

Fax: 540-547-1504

Northeast Region

Security level: Minimum/Male.

Judicial District: Middle

Pennsylvania.

Capacity: 567.

Population: 711.

Staff: 120.

Location: 200 miles north of

Washington, DC, and 7 miles

south of Williamsport, Pennsylvania. The area is served by

the Williamport-Lycoming

County Airport and commercial bus lines.

FCI Allenwood

(Low)

P.O. Box 1500

White Deer,

Pennsylvania 17887

540-547-1990

Fax: 540-547-0342

Northeast Region

Security level: Low/Male.

Judicial District: Middle

Pennsylvania.

Capacity: 992.

Population: 1,299.

Staff: 227.

Location: 197 miles north of

Washington, DC, and 11 miles

south of Williamsport, Pennsylvania, 2 miles north of

Allenwood, on State Highway

15. The area is served by the

Williamsport-Lycoming County

Airport and commercial bus

lines.

FCI Allenwood

(Medium)

P.O. Box 2500

White Deer,

Pennsylvania 17887

540-547-7950

Fax: 540-547-7751

Northeast Region

Security level: Medium/Male.

Judicial District: Middle

Pennsylvania.

Capacity: 839.

Population: 1,049.

Staff: 302.

Location: See FCI Allenwood

(Low).

USP Allenwood

P.O. Box 3500

White Deer,

Pennsylvania 17887

540-547-0963

Fax: 540-547-0983

Northeast Region

Security level: High/Male.

Judicial District: Middle

Pennsylvania.

Capacity: 640.

Population: 1,007.

Staff: 368.

Location: See FCI Allenwood

(Low).

ALLENWOOD •

• ALDERSON

ALLENWOOD •

ALLENWOOD •

ALLENWOOD •
26

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FCI Ashland

P.O. Box 888

Ashland, Kentucky

41105-0888

606-928-6414

Fax: 700-358-8552

Mid-Atlantic Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern Kentucky.

Capacity: FCI: 662, Camp: 296.

Population: FCI: 1,014, Camp: 286.

Staff: 326.

USP Atlanta

601 McDonough Blvd., S.E.

Atlanta, Georgia 30315-0182

404-635-5100

Fax: 404-331-2137

Southeast Region

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

Male Camp).

Judicial District: Northern

Georgia.

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

Population: USP: 2,152, Camp: 384.

Staff: 724.

Location: In the highlands of

northeastern Kentucky, 125

miles east of Lexington and 5

miles southwest of Ashland. Off

State Route 716, 1 mile west of

U.S. 60.

Location: In the southeast

quarter of Atlanta, at the

junction of Boulevard and

McDonough Boulevard. Off

Interstate 20 (Exit 26) or

Interstate 285 (Exit 39).

Atlanta is served by the

Hartsfield International

Airport, Amtrak, and commercial bus lines.

FCI Bastrop

Box 730

Highway 95

Bastrop, Texas 78602

512-321-3903

Fax: 512-304-0117

South Central Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Western Texas.

Capacity: FCI: 793, Camp: 122.

Population: FCI: 1,091, Camp: 133.

Staff: 266.

Location: 30 miles southeast of

Austin, 8 miles south of Elgin,

and 8 miles north of Bastrop.

Off Highway 95. The area is

served by the Robert Mueller

Municipal Airport in Austin

(27 miles from the facility).

BASTROP •

ASHLAND •

• ATLANTA

FCI Beaumont

(Low)

P.O. Box 26025

Beaumont, Texas 77720

409-727-8172

Fax: 409-626-3500

South Central Region

BEAUMONT •

Security Level: Low/Male.

Judicial District: Eastern Texas.

Capacity: 1,536.

Population: 1,585.

Staff: 193.

Location: In the southeast

Texas Gulf coast, about an hour

away from Houston. Off U.S. 10.

The street address is: Route 4,

Box 5000, Hebert Road, 77705.

Beaumont is served by the

Beaumont Port Arthur regional

airport, Amtrak, and commercial

bus lines.

Location: See FCC Beaumont

(Administrative).

FCC Beaumont

(Administrative)

P.O. Box 26015

Beaumont, Texas 77720

409-727-8187

Fax: 409-626-3401

South Central Region

FCC Beaumont’s administrative

facility provides various administrative services to the Beaumont

Complex.

Staff: 208.

BEAUMONT •
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27

FPC Boron

P.O. Box 500

Boron, California 93596

760-762-5161

Fax: 760-762-6230

Western Region

Security Level: Minimum/Male.

Judicial District: Central

California.

Capacity: 324.

Population: 318.

Staff: 108.

Location: In the Mojave Desert,

37 miles west of Barstow and 75

miles north of San Bernardino.

On State Highway 395, 6 miles

north of Kramer Junction. The

area is served by airports in

Ontario/San Bernardino and

Los Angeles, as well as Amtrak

and commercial bus lines.

MDC Brooklyn

100 29th Street

Brooklyn, New York 11232

Phone: 718-832-1039

Fax: 718-832-4225

Northeast Region

Security level: Administrative/

Male/Female.

Judicial District: Eastern

New York.

Capacity: 564.

Population: 1,195.

Staff: 301.

Location: In the Sunset Park

section of Brooklyn, one of the

five boroughs of New York

City. Brooklyn is served by

LaGuardia, Kennedy, and

Newark Airports; Amtrak

(Pennsylvania Station); and

commercial bus lines (42nd

Street Port Authority).

BROOKLYN •

BORON •

FCI Beckley

P.O. Box 1280

Beaver, West Virginia

25813

304-252-9758

Fax: 304-256-4955

Mid-Atlantic Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

West Virginia.

Capacity: FCI: 1,152, Camp: 192.

Population: FCI: 1,354, Camp: 196.

Staff: 415.

Location: The City of Beckley

is approximately 51 miles

southeast of Charleston, West

Virginia; and 136 miles northeast

of Roanoke, Virginia. The

institution’s street address is 1600

Industrial Park Road. The area is

served by airports in Charleston

and Beckley, and by Amtrak, and

commercial bus lines.

FCI Big Spring

1900 Simler Avenue

Big Spring, Texas

79720-7799

915-263-6699

Fax: 915-268-6860

South Central Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Northern Texas

Capacity: FCI: 468, Camp: 144.

Population: FCI: 915, Camp: 154.

Staff: 255.

Location: Midway between

Dallas and El Paso, on the

southwest edge of Big Spring.

At the intersection of Interstate

20 and U.S. Highway 80. The

area is served by Midland/

Odessa Airport, a small municipal airport, and commercial bus

lines.

• BIG SPRING

• ATLANTA BECKLEY

USP Beaumont

(and Camp)

P.O. Box 26035

Beaumont, Texas 77720

409-727-8188

Fax: 409-626-3700

South Central Region

BEAUMONT •

Security Level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern Texas.

Capacity: USP: 960, FPC: 256.

Population: USP: 1,444, FPC 357.

Staff: 288.

Location: See FCC Beaumont

(Administrative).
28

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FMC Carswell

P.O. Box 27066

“J” Street, Building 3000

Fort Worth, Texas 76127

817-782-4000

Fax: 817-782-4875

South Central Region

Security level: Administrative/

Female (adjacent Minimum/

Female Camp).

Judicial District: Northern Texas.

Capacity: FMC: 716, Camp: 148.

Population: FMC: 680, Camp: 192.

Staff: 426.

Location: In the northeast corner

of the Naval Air Station, Joint

Reserve Base, 1 mile from

Highway 183 and 3 miles from

Interstate 30. The area is served

by Dallas-Fort Worth Airport,

the Fort Worth Transportation

Authority, Amtrak, and commercial bus lines.

MCC Chicago

71 West Van Buren

Chicago, Illinois 60605

312-322-0567

Fax: 312-322-0565

North Central Region

Security level: Administrative/

Male/Female.

Judicial District: Northern

Illinois.

Capacity: 411.

Population: 734.

Staff: 222.

Location: In downtown Chicago, at the intersection of Clark

and Van Buren Streets. Chicago

is served by Midway and

O’Hare Airports, Amtrak, and

commercial bus lines.

• CARSWELL

• CHICAGO

FCI Butner

(Medium)

P.O. Box 1000

Butner, North Carolina

27509

919-575-4541

Fax: 919-575-6341

Mid-Atlantic Region

FCI Butner (Low)

P.O. Box 999

Butner, North Carolina

27509

919-575-5000

Fax: 919-575-5023

Mid-Atlantic Region

Security level: Medium/

Administrative/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern

North Carolina.

Capacity: FCI: 513, Camp: 296.

Population: FCI: 769, Camp: 261.

Staff: 387.

Location: Near the Research

Triangle area of Durham,

Raleigh, and Chapel Hill, 5

miles off Interstate 85 on old

Highway 75. The area is

served by the Raleigh-Durham

Airport, Amtrak, and commercial bus lines.

Location: see FCI Butner

(Low).

Security level: Low/Male.

Judicial District: Eastern

North Carolina.

Capacity: 992.

Population: 1,198.

Staff: 244.

BUTNER •

BUTNER •

FPC Bryan

P.O. Box 2197

1100 Ursuline

Bryan, Texas 777805-2197

409-823-1879

Fax: 409-775-5681

South Central Region

Security level: Minimum/Female

(adjacent Minimum/Female

Intensive Confinement Center).

Judicial District: Southern Texas.

Capacity: FPC: 720, ICC: 82.

Population: FPC: 678, ICC: 112.

Staff: 158.

Location: 95 miles north of

Houston and 165 miles south of

Dallas. In the town of Bryan at

the intersection of Ursuline

Avenue and 23d Street. The

area is served by Easterwood

Airport in College Station, as

well as by commercial bus

lines.

BRYAN •
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29

FCI Danbury

Route 37

33 1/2 Pembroke Road

Danbury, Connecticut

06811-3099

203-743-6471

Fax: 203-312-5110

Northeast Region

Security level: Low/Female

(adjacent Minimum/Female

Camp).

Judicial District: Connecticut.

Capacity: FCI: 508, Camp: 178.

Population: FCI: 998, Camp: 173.

Staff: 297.

Location: In southwestern

Connecticut, 70 miles from New

York City, 3 miles north of

Danbury on State Route 37.

The area is served by

Westchester County Airport (45

minutes away), New York City

airports (90 minutes away), and

commerical bus lines.

• DANBURY

FCI Cumberland

14601 Burbridge Road, S.E.

Cumberland, Maryland

21502-8771

301-784-1000

Fax: 301-784-1008

Mid-Atlantic Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Maryland.

Capacity: FCI: 768, Camp: 256.

Population: FCI: 1,011, Camp: 260.

Staff: 328.

Location: In western Maryland,

130 miles northwest of Washington, DC, 6 miles south of

Interstate 68, off State Route 51

South. The area is served by the

Cumberland regional airport,

Amtrak, and commercial bus

lines.

FCC Coleman

(Medium)

846 N.E. 54th Terrace

Coleman, Florida

33521-8997

352-330-3200

Fax: 352-330-0552

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Female

Camp).

Judicial District: Middle Florida.

Capacity: Medium: 1,146,

Camp: 384.

Population: Medium: 1,616,

Camp: 334.

Staff: 278.

CUMBERLAND •

Location: see FCC Coleman

(Administrative).

COLEMAN •

FCC Coleman

(Low)

846 N.E. 54th Terrace

Coleman, Florida

33521-8999

352-330-3100

Fax: 352-330-0259

Southeast Region

Security level: Low/Male.

Judicial District: Middle

Florida.

Capacity: 1,536.

Population: 1,660.

Staff: 217.

Location: In central Florida,

approximately 50 miles northwest of Orlando, 60 miles

northeast of Tampa, and 35

miles south of Ocala. The

Complex is located south of the

town of Coleman, off Highway

301 on State Road 470 in

Sumter County.

COLEMAN •

COLEMAN •

FCC Coleman

(Administrative)

846 N.E. 54th Terrace

Coleman, Florida

33521-8999

352-330-3003

Fax: 352-330-0653

Southeast Region

Location: see FCC Coleman

(Administrative).

FCC Coleman’s administrative

facility provides various administrative services to the Coleman

Federal Correctional Complex.

These include a centralized

business office, personnel office,

training center, and warehouse,

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

Staff: 232.
30

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FPC Duluth

6902 Airport Road

P.O. Box 1400

Duluth, Minnesota 55814

218-722-8634

Fax: 218-733-4701

North Central Region

Security level: Minimum/Male.

Judicial District: Minnesota.

Capacity: 881.

Population: 553.

Staff: 112.

Location: On the southwestern

tip of Lake Superior, halfway

between Minneapolis-St. Paul

and the U.S.-Canadian border.

7 miles north of Duluth, off

Highway 53 at Stebner Road.

The area is served by Duluth

International Airport and

commerical bus lines.

DULUTH •

FCI Dublin

8th Street—Camp Parks

Dublin, California 95468

925-833-7500

Fax: 925-833-7599

Western Region

Security level: Low/Female and

Administrative/Male (adjacent

Minimum/Female Camp).

Judicial District: Northern

California.

Capacity: FCI: 810, Camp: 299.

Population: FCI: 1,078, Camp: 297.

Staff: 280.

Location: 20 miles southeast of

Oakland. Off Interstate 580

(Hopyard/Dougherty Road exit,

proceed east to the Camp Parks

Army Base). The area is served

by the San Francisco and

Oakland airports and by

commercial bus lines.

• DUBLIN

FCI Edgefield

501 Gary Hill Road

P.O. Box 723

Edgefield, South Carolina

29824

803-637-1500

Fax: 803-637-9840

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Male

Camp).

Judicial District: South Carolina.

Capacity: FCI: 0,* Camp: 256.

Population: FCI: 0, Camp: 224.

Staff: 333.

Location: On the border of

South Carolina and Georgia,

northeast of Augusta. The FCI

is located approximately 30

miles northeast of I-20, on

Highway 25. The area is

served by airports in Augusta,

Georgia, and Columbia, South

Carolina, and by commerical

bus lines.

FPC Eglin

Federal Prison Camp

P.O. Box 600

Eglin AFB, Florida 32542-

7606

850-882-8522

Fax: 850-729-8261

Southeast Region

Security level: Minimum/Male.

Judicial District: Northern

Florida.

Capacity: 800.

Population: 828.

Staff: 132.

Location: In the Florida

panhandle, 65 miles east of

Pensacola, on Eglin Air Force

Base. The area is served by

Okaloosa County Air Terminal,

Pensacola Regional Airport, and

commerical bus lines.

FPC El Paso

P.O. Box 16300

SSG Sims Road, Bldg. 11636

El Paso, Texas 79906-0300

915-566-1271

Fax: 915-724-3432

South Central Region

Security level: Minimum/Male.

Judicial District: Western Texas.

Capacity: 308.

Population: 197.

Staff: 72.

Location: On Fort Bliss, about

15 miles northeast of downtown

El Paso via Interstate 54. The

city of El Paso is located on the

southwest border of Texas near

New Mexico and Mexico. The

area is served by El Paso

International Airport, Amtrak,

and commercial bus lines.

• EGLIN

• EL PASO

• EDGEFIELD

* This facility is currently being activated. When fully operational, FCI Edgefield will have a

capacity of 1,152, and the Camp will have a capacity of 512.
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31

FCI Estill

100 Prison Road

P.O. Box 699

Estill, South Carolina 29918

803-625-4607

Fax: 803-625-3139

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: South Carolina.

Capacity: FCI: 768, Camp: 256.

Population: FCI: 964, Camp: 243.

Staff: 313.

Location: In Hampton County,

off State Road 321, about 3

miles south of Estill. The area is

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

South Carolina. The area is

served directly by commercial

bus service.

FCI Fairton

P.O.Box 280

Fairton, New Jersey 08320

609-453-1177

Fax: 609-453-4015

Northeast Region

Security level: Medium/

Administrative/Male (adjacent

Minimum/Male Camp).

Judicial District: New Jersey.

Capacity: FCI: 751, Camp: 65.

Population: FCI: 1,106, Camp: 73.

Staff: 376.

Location: In New Jersey. 50 miles

southeast of Philadelphia and 40

miles west of Atlantic City. Off

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

by airports in Philadelphia, Atlantic

City, and Millville; Amtrak in

Philadelphia and Atlantic City; and

commercial bus service.

• ESTILL

FAIRTON •

FCI Elkton

8730 Scroggs Road

P.O. Box 89

Elkton, Ohio 44415

330-424-7448

Fax: 330-424-7075

Mid-Atlantic Region

ELKTON •

Security level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Northern Ohio.

Capacity: FCI: 1,536, Camp: 256.

Population: FCI: 1,616, Camp: 265.

Staff: 323.

Location: In Northeastern Ohio,

less than an hour from Pittsburgh, Youngstown, and

Canton. The area is served by

the international airport in

Pittsburgh and regional airports

in Youngstown and Canton,

Amtrak, and commercial bus

lines.

FCI Englewood

9595 West Quincy Avenue

Littleton, Colorado 80123

303-985-1566

Fax: 303-763-2553

North Central Region

Security level: Medium/

Administrative/Male (adjacent

Minimum/Male Camp).

Judicial District: Colorado.

Capacity: FCI: 485, Camp: 111.

Population: FCI: 888, Camp: 100.

Staff: 350.

Location: 15 miles southwest

of Denver, off Interstate 285.

The area is served by the

Denver International Airport,

Amtrak, and commercial bus

lines.

• ENGLEWOOD

FCI El Reno

P.O. Box 1000

Highway 66 West

El Reno, Oklahoma

73036-1000

405-262-4875

Fax: 405-262-6266

South Central Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Western

Oklahoma.

Capacity: FCI: 820, Camp: 216.

Population: FCI: 1,177, Camp: 256.

Staff: 395.

Location: 30 miles west of

Oklahoma City. Off interstate

40 (Country Club exit, 2 miles

north to Sunset Drive, then 2

miles west.) The area is served

by Will Rogers World Airport

in Oklahoma City.

• EL RENO
32

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FORREST CITY

FCI Fort Dix

P.O. Box 38

Fort Dix, New Jersey 08640

609-723-1100

Fax: 609-723-6847

Northeast Region

Security level: Low/Male.

Judicial District: New Jersey.

Capacity: 3,651.

Population: 3,841.

Staff: 628.

Location: In central New

Jersey, approximately 45

minutes west of Philadelphia.

Off Route 68, follow signs for

Fort Dix/McGuire Air Force

Base. The area is served by

Philadelphia International

Airport, Amtrak, and commercial bus lines.

•

FCI Forrest City

P.O. Box 7000

Forrest City, Arkansas

72336

870-630-6000

Fax: 870-630-6250

South Central Region

•

Security level: Low/Male.

Judicial District: Eastern

Arkansas.

Capacity: 1,536.

Population: 1,636.

Staff: 309.

Location: In eastern Arkansas, between Little Rock (85

miles west) and Memphis (45

miles East), and near Interstate

40. The region is served by air

and rail in Memphis, and

Forrest City is directly served

by commercial bus lines.

FCI Florence

P.O. Box 6500

Florence, Colorado 81226

719-784-9100

Fax: 719-784-9504

North Central Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Colorado.

Capacity: FCI: 744, Camp: 512.

Population: FCI: 1,159, Camp: 392.

Staff: 364.

Location: See ADX Florence.

USP Florence

P.O. Box 7500

Florence, Colorado 81226

719-784-9454

Fax: 719-784-5150

North Central Region

Security level: High/Male.

Judicial District: Colorado.

Capacity: 640.

Population: 1,010.

Staff: 315.

Location: See ADX Florence.

• FLORENCE

• FLORENCE

ADX Florence

P.O. Box 8500

Florence, Colorado 81226

719-784-9464

Fax: 719-784-5290

North Central Region

Security level: Administrative/

Male.

Judicial District: Colorado.

Capacity: 490.

Population: 407.

Staff: 377.

Location: The instituion is located

on State Highway 115, 90 miles

south of Denver, 45 miles south of

Colorado Springs, and 35 miles

west of Pueblo. The area is served

by airports in Denver, Colorado

Springs, and Pueblo; Amtrak in

Denver and Colorado Springs; and

commerical bus lines.

• FLORENCE

FORT DIX
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33

FCI La Tuna

P.O. Box 1000

8500 Doniphan

Anthony, New MexicoTexas 88021

915-886-3422

Fax: 915-886-4977

South Central Region

Security level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Western Texas.

Capacity: FCI: 556, Camp: 246.

Population: FCI: 1,097, Camp: 133.

Staff: 295.

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.

•

FCI Jesup

2600 Highway 301 South

Jesup, Georgia 31599

912-427-0870

Fax: 912-427-1125

Southeast Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Georgia.

Capacity: FCI: 744, Camp: 508.

Population: FCI: 1,009, Camp: 448.

Staff: 335.

Location: In southeast Georgia

on Route 301, 65 miles

southwest of Savannah, 40

miles northwest of Brunswick,

and 105 miles northwest of

Jacksonville, Florida. The area

is served by airports in

Jacksonville, Savannah, and

Brunswick and Amtrak.

•

LA TUNA

MDC Guaynabo

P.O. Box 2146

San Juan, Puerto Rico

00922

809-749-4480

Fax: 809-749-4363

Southeast Region

Security level: Administrative/

Male/Female.

Judicial District: Puerto Rico,

U.S. Virgin Islands.

Capacity: 930.

Population: 885.

Staff: 286.

Location: 6 miles west of San

Juan, Puerto Rico, off Highway

22 at the intersection of Roads

165 and 28. The area is served

by San Juan International

Airport.

•

GUAYNABO

FMC Fort Worth

3150 Horton Road

Fort Worth, Texas 76119-

5996

817-534-8400

Fax: 817-413-3350

South Central Region

Security level: Administrative/

Male.

Judicial District: Northern Texas.

Capacity: 1,132.

Population: 1,146.

Staff: 424.

Location: In north central

Texas, in southeast Fort Worth.

North of Interstate 20 and east

of Interstate 35. The area is

served by Dallas/Fort Worth

International Airport, Amtrak,

and commercial bus lines.

FCI Greenville

P.O. Box 4000,

100 U.S. Route 40

Greenville, Illinois 66246

618-664-6200

Fax: 618-664-6372

North Central Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Illinois.

Capacity: FCI: 752, Camp: 256.

Population: FCI: 1,043, Camp: 225.

Staff: 298.

Location: Approximately 43

miles east of downntown St.

Louis, Missouri, and 63 miles

from Springfield, Illinois. The

area is served by airports in St.

Louis, Greenville, and Vandalia;

Amtrak service in Alton and St.

Louis; and commercial bus

service in Vandalia.

• FORT WORTH

GREENVILLE •

JESUP
34

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FCI Lompoc

3600 Guard Road

Lompoc, California 93436

805-736-4154

Fax: 805-736-7163

Western Region

Security level: Low/Male (adjacent

Intensive Confinement Center).

Judicial District: Central

California.

Capacity: FCI: 472; ICC: 200.

Population: FCI: 696; ICC:136.

Staff: 238.

Location: 175 miles northwest

of Los Angeles, adjacent to

Vandenberg Air Force Base. The

area is served by Santa Barbara

Airport (60 miles south), Santa

Maria Airport (25 miles north),

Amtrak, and commercial bus

service.

USP Lompoc

3901 Klein Boulevard

Lompoc, California 93436

805-735-2771

Fax: 805-737-0295

Western Region

Security level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Central California.

Capacity: USP: 1,035, Camp: 276.

Population: USP: 1,640, Camp: 281.

Staff: 504.

• LOMPOC

Location: See FCI Lompoc.

• LOMPOC

USP Lewisburg

R.D. #5

Lewisburg, Pennsylvania

17837

570-523-1251

Fax: 570-524-5805

Northeast Region

Security level: High/Male

(adjacent Minimum/Male Camp &

Intensive Confinement Center).

Judicial District: Middle

Pennsylvania.

Capacity: USP: 678, Camp: 352,

ICC: 240.

Population: USP: 1,012,

Camp: 268, ICC: 150.

Staff: 556.

Location: In rural central

Pennsylvania, outside the town

of Lewisburg, 200 miles north

of Washington, DC, and 170

miles west of Philadelphia. 6

miles south of Interstate 80, 2

miles off U.S. Route 15. The

area is served by Williamsport

Airport.

FMC Lexington

3301 Leestown Road

Lexington, Kentucky 40511

606-255-6812

Fax: 606-253-8821

Mid-Atlantic Region

Security Level: Administrative/

Male (adjacent Minimum/Female

Camp).

Judicial District: Eastern Kentucky.

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

Population: FMC: 1,540, Camp: 225.

Staff: 587.

Location: 7 miles north of

Lexington on U.S. Highway

421. Lexington is served by

Blue Grass Field Airport and

commercial bus service.

LEXINGTON •

LEWISBURG •

USP Leavenworth

1300 Metropolitan

Leavenworth, Kansas 66048

913-682-8700

Fax: 913-682-0041

North Central Region

Security level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Kansas.

Capacity: USP: 1,197. Camp: 414.

Population: USP: 1,733, Camp: 426.

Staff: 530.

Location: 25 miles north of

Kansas City. On Highway 73.

The area is served by Kansas

City International Airport (15

miles from the facility).

• LEAVENWORTH
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35

USP Marion

4500 Prison Road

P.O. Box 2000

Marion, Illinois 62959

618-964-1441

Fax: 618-964-1895

North Central Region

Security level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Illinois.

Capacity: USP: 482, Camp: 310.

Population: USP: 289, Camp:

268.

Staff: 385.

Location: 300 miles from

Chicago, 120 miles from St.

Louis, 9 miles south of

Marion. Off I-57 via Highway

148 north, east on Little Grassy

Road. The area is served by the

Williamson County Airport.

MARION •

FCI Manchester

P.O. Box 3000

Manchester, Kentucky 40962

606-598-1900

Fax: 606-599-4115

Mid-Atlantic Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern

Kentucky.

Capacity: FCI: 756, Camp: 512.

Population: FCI: 1,077, Camp:

328.

Staff: 349.

Location: 75 miles south of

Lexington on Interstate 75, and

20 miles east of London on the

Daniel Boone Parkway. On

Route 8 (Fox Hollow Road),

off State Highway 421. The

area is served by airports in

Lexington and Knoxville,

Tennessee.

FCI Marianna

3625 FCI Road

Marianna, Florida 32446

850-526-2313

Fax: 850-482-6837

Southeast Region

Security level: Medium/Male

(adjacent Minimum/Female

Camp).

Judicial District: Northern Florida.

Capacity: FCI: 805, Camp: 296.

Population: FCI: 1,083, Camp: 237.

Staff: 362.

Location: In the Florida

panhandle, 65 miles west of

Tallahassee and 5 miles north

of the town of Marianna. Off

Highway 167. Marianna is

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

northwest of the facility); and

Panama City (54 miles south).

MANCHESTER •

• MARIANNA

FCI Loretto

P.O. Box 1000

Loretto, Pennsylvania 15940

814-472-4140

Fax: 814-472-6046

Northeast Region

Security level: Low/Male

(adjacent Minimum/Male

Camp).

Judicial District: Western

Pennsylvania.

Capacity: FCI: 473, Camp: 93.

Population: FCI: 734, Camp: 89.

Staff: 217.

Location: In southwest

Pennsylvania between Altoona

and Johnstown, 90 miles east

of Pittsburgh. Off Route 22,

between Interstate 80 and the

Pennsylvania Turnpike via

Route 220. The area is served

by Pittsburgh Airport, Amtrak,

and commercial bus service.

MDC Los Angeles

535 N. Alameda Street

Los Angeles, California

90012

213-485-0439

Fax: 213-253-9520

Western Region

Security level: Administrative/

Male/Female.

Judicial District: Central

California.

Capacity: 728.

Population: 1,053.

Staff: 270.

Location: In downtown Los

Angeles, off the Hollywood

Freeway (Highway 101) on the

corner of Alameda and Aliso

Streets. The area is served by

Los Angeles International

Airport, Amtrak, and commercial bus service.

• LORETTO

• LOS ANGELES
36

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FCI Milan

P.O. Box 9999

Arkona Road

Milan, Michigan 48160

734-439-1511

Fax: 734-439-0949

Mid-Atlantic Region

Security level: Low/Administrative/Male.

Judicial District: Eastern

Michigan.

Capacity: 1,021.

Population: 1,295.

Staff: 388.

Location: 45 miles south of

Detroit and 35 miles north of

Toledo, in the town of Milan.

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

is served by Detroit Metro and

Toledo Express airports,

Amtrak, and commercial bus

lines.

FDC Miami

P.O. Box 019118

33 N.E. 4th Street

Miami, Florida 33101-9118

305-982-1114

Fax: 305-982-1357

Southeast Region

Security level: Administrative/

Male/Female.

Judicial District: Southern

Florida.

Capacity: 1,283.

Population: 1,584.

Staff: 319.

Location: East of Miami

International Airport in

downtown Miami. The institution is located at the corner of

N.E. 4th Street and N. Miami

Avenue. Miami is served by

Miami International Airport,

Amtrak, and commercial bus

lines.

MILAN •

MIAMI •

FCI Memphis

1101 John A. Denie Road

Memphis, Tennessee 38134-

7690

901-372-2269

Fax: 901-380-2462

Mid-Atlantic Region

Security level: Medium/Male

(satellite Minimum/Male Camp).

Judicial District: Western

Tennessee.

Capacity: FCI: 587, Camp: 296.

Population: FCI: 881, Camp: 296.

Staff: 356.

Location: In the northeast

section of Memphis near the

intersection of Interstate 40 and

Sycamore View Road. Memphis

is served by Memphis International Airport, Amtrak, and

commercial bus lines.

• MEMPHIS

FCI Miami

15801 S.W. 137th Ave.

Miami, Florida 33177

305-259-2100

Fax: 305-259-2160

Southeast Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Florida.

Capacity: FCI: 581, Camp: 260.

Population: FCI: 855, Camp: 328.

Staff: 313.

Location: In the southwest

section of Dade county, 30 miles

from downtown Miami. Off the

Florida Turnpike (Homestead

Extension, 152nd Street exit, 2.5

miles to 137th Street [south]).

Miami is served by Miami

International Airport, Amtrak,

and commercial bus lines.

MIAMI •

FCI McKean

P.O. Box 5000

Bradford, Pennsylvania

16701

814-362-8900

Fax: 814-362-3287

Northeast Region

Security level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Western

Pennsylvania.

Capacity: FCI: 784, Camp: 292.

Population: FCI: 1,080, Camp:

247.

Staff: 321.

Location: In northwest Pennsylvania between Bradford and

Kane. 90 miles south of Buffalo.

Off Route 59, 1/4 mile east of

the intersection of State Route

59 and U.S. Route 219. The area

is served by Buffalo Airport and

Bradford Airport.

• MCKEAN
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37

MCC New York

150 Park Row

New York, New York 10007

212-240-9656

Fax: 212-417-7673

Northeast Region

Security Level: Administrative/

Male/Female.

Judicial District: Southern

New York.

Capacity: 507.

Population: 874.

Staff: 302.

Location: In downtown

Manhattan, adjacent to Foley

Square and across the street

from the new Federal courthouse. The area is served by

LaGuardia, Kennedy, and

Newark Airports; Amtrak, and

commercial bus lines.

FCI Oakdale

P.O. Box 5050

Oakdale, Louisiana 71463

318-335-4070

Fax: 318-335-3936

South Central Region

Security Level: Medium/Male.

Judicial District: Western

Louisiana.

Capacity: 820.

Population: 1,304.

Staff: 300.

Location: In central Louisiana,

35 miles south of Alexandria

and 58 miles north of Lake

Charles. Off of State Highway

165 on Whatley Road. The area

is served by Alexandria International Airport (40 miles from the

facility) and by commercial bus

lines.

NEW YORK •

OAKDALE •

FPC Nellis

C.S. 4500

North Las Vegas, Nevada

89036-4500

702-644-5001

Fax: 702-644-7282

Western Region

Security Level: Minimum/Male.

Judicial District: Nevada.

Capacity: 415.

Population: 415.

Staff: 73.

Location: 15 miles from

downtown Las Vegas on Nellis

Air Force Base, Area II. Las

Vegas is served by McCarren

International Airport and

commercial bus lines.

NELLIS •

FPC Montgomery

Maxwell Air Force Base

Montgomery, Alabama 36112

334-293-2100

Fax: 334-293-2274

Southeast Region

Security Level: Minimum/

Male.

Judicial District: Middle

Alabama.

Capacity: 920.

Population: 769.

Staff: 126.

Location: On the bank of the

Alabama River, at Maxwell Air

Force Base. Off Interstates 65

and 85. Montgomery is served

by Montgomery Regional

Airport, Amtrak, and commercial bus lines.

FCI Morgantown

Greenbag Road

P.O. Box 1000

Morgantown, West Virginia

26507-1000

304-296-4416

Fax: 304-284-3613

Mid-Atlantic Region

Security Level: Minimum/Male.

Judicial District: Northern

West Virginia.

Capacity: 935.

Population: 831.

Staff: 199.

Location: In the mountainous

region of north central West

Virginia, on the southern edge

of Morgantown. Off State

Highway 857 (Greenbag

Road). The area is served by

the Morgantown Municipal

Airport and commercial bus

lines.

• MONTGOMERY

• MORGANTOWN
38

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FCI Oxford

Box 500

Oxford, Wisconsin

53952-0500

608-584-5511

Fax: 608-584-6371

North Central Region

Security Level: Medium/Male.

(adjacent Minimum/Male Camp).

Judicial District: Western Wisconsin.

Capacity: FCI: 586, Camp: 156.

Population: FCI: 1,055, Camp: 156.

Staff: 333.

Location: In central Wisconsin,

60 miles north of Madison. Off

U.S. 51 at the intersection of

County Road G and Elk

Avenue. The area is served by

Dane County Regional Airport,

and commercial bus service in

Portage and Wisconsin Dells.

FCI Pekin

P.O. Box 7000

Pekin, Illinois

61555-7000

309-346-8588

Fax: 309-477-4688

North Central Region

Security Level: Medium/Male

(adjacent Minimum/Female

Camp).

Judicial District: Central Illinois.

Capacity: FCI: 752, Camp: 256.

Population: FCI: 1,105, Camp: 273.

Staff: 320.

Location: Located on Route 29

South in Pekin, approximately

10 miles south of Peoria, 180

miles southwest of Chicago,

and 180 miles northeast of St.

Louis. The area is served by the

Greater Peoria Regional

Airport, Amtrak, and commercial bus service to Peoria.

OXFORD •

PEKIN •

FTC Oklahoma

City

P.O. Box 898802

7420 South MacArthur Blvd.

Oklahoma City, Oklahoma

73189-8802

405-682-4075

Fax: 405-680-4041

South Central Region

Security Level: Administrative/

Male/Female.

Judicial District: Western

Oklahoma.

Capacity: 1,053.

Population: 1,268.

Staff: 312.

Location: 3 miles west of

Interstate 44 and 4 miles south

of Interstate 40. Located at and

served by the Will Rogers World

Airport and commercial bus

lines.

• OKLAHOMA CITY

FCI Otisville

P.O. Box 600

Otisville, New York 10963

914-386-5855

Fax: 914-386-9455

Northeast Region

Security Level: Administrative/

Medium/Male (adjacent

Minimum/Male Camp).

Judicial District: Southern

New York.

Capacity: FCI: 665, Camp: 100.

Population: FCI: 1,070, Camp: 93.

Staff: 333.

Location: In southeast New York,

near the Pennsylvania and New

Jersey borders, and 70 miles

northwest of New York City. The

area is served by several airports,

the closest of which is in

Newburgh, New York. Bus and

train service connect Otisville to

New York City.

OTISVILLE •

FDC Oakdale

P.O. Box 5060

Oakdale, Louisiana 71463

318-335-4466

Fax: 318-215-2688

South Central Region

Security Level: Administrative/

Male (adjacent Minimum/Male

Camp).

Judicial District: Western

Louisiana.

Capacity: FDC: 630, Camp: 118.

Population: FDC: 965, Camp: 128.

Staff: 261.

Location: See FCI Oakdale.

OAKDALE •
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39

FCI Ray Brook

P.O. Box 300

Ray Brook, New York

12977

518-891-5400

Fax: 518-891-0011

Northeast Region

Security Level: Medium/Male.

Judicial District: Northern

New York.

Capacity: 780.

Population: 1,075.

Staff: 285.

Location: In the Adirondack

Mountain region of upstate New

York, midway between the villages

of Lake Placid and Saranac Lake.

Off Route 86. The area is served by

the Adirondack Airport, the Albany

Airport, and the Burlington,

Vermont, Airport; Amtrak in

Albany; and commercial bus lines.

FMC Rochester

P.O. Box 4600

2110 East Center Street

Rochester, Minnesota

55903-4600

507-287-0674

Fax: 507-287-9601

North Central Region

Security Level: Administrative/

Male.

Judicial District: Minnesota.

Capacity: 674.

Population: 804.

Staff: 470.

Location: In southeastern

Minnesota, 2 miles east of

downtown Rochester. Off State

Highway 296 (Fourth Street).

The area is served by the

Rochester Airport and commercial bus lines.

RAY BROOK •

ROCHESTER •

FCI Phoenix

37900 N. 45th Avenue

Department 1680

Phoenix, Arizona

85027-7003

602-465-9757

Fax: 602-465-5133

Western Region

Security Level: Medium/Male

(adjacent Minimum/Female

Camp).

Judicial District: Arizona.

Capacity: FCI: 740, Camp: 272.

Population: FCI: 1,126, Camp:

277.

Staff: 346.

Location: 30 miles north of

downtown Phoenix. Off

Interstate 17, Pioneer Road

exit. The area is served by

Phoenix Sky Harbor International Airport, seven regional

airports, Amtrak, and commercial bus lines.

PHOENIX •

FPC Pensacola

110 Raby Avenue

Pensacola, Florida

32509-5127

850-457-1911

Fax: 850-458-7295

Southeast Region

Security Level: Minimum/

Male.

Judicial District: Northern

Florida.

Capacity: 424.

Population: 445.

Staff: 91.

Location: 175 miles west of

Tallahassee and 50 miles east

of Mobile, Alabama, on

Saufley Field. Off Interstate 10.

The area is served by Pensacola

Municipal Airport, Amtrak, and

and commercial bus lines.

FCI Petersburg

P.O. Box 90026

Petersburg, Virginia

23804-0026

804-733-7881

Fax: 804-863-1510

Mid-Atlantic Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern

Virginia.

Capacity: FCI: 828, Camp: 296.

Population: FCI: 1,086, Camp:

292.

Staff: 352.

Location: 25 miles southeast of

Richmond. From Interstate 95,

take Exit 54 (Temple Avenue/

Highway 144), proceed east

approximately 3 miles, then

turn left on River Road. The

area is served by airports in

Petersburg and Richmond,

Amtrak, and commercial bus

lines.

• PENSACOLA

PETERSBURG •
40

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FCI Schuylkill

P.O. Box 700

Minersville, Pennsylvania

17954

570-544-7100

Fax: 570-544-7225

Northeast Region

Security Level: Medium/

Administrative/Male (adjacent

Minimum/Male Camp).

Judicial District: Middle

Pennsylvania.

Capacity: FCI: 729, Camp: 296.

Population: FCI: 1,051, Camp: 286.

Staff: 426.

Location: 100 miles northwest

of Philadelphia and 46 miles

northeast of Harrisburg. West

of Interstate 81, off State

Highway 901. The area is

served by Harrisburg International Airport, Amtrak in

Harrisburg, and commercial

bus lines.

FCI Seagoville

2113 North Highway 175

Seagoville, Texas 75159

972-287-2911

Fax: 972-287-5466

South Central Region

Security Level: Low/Administrative/Male.

Judicial District: Northern Texas.

Capacity: 866.

Population: 1,162.

Staff: 294.

Location: 11 miles southeast of

Dallas, off Highway 175

(Hawn Freeway). The area is

served by the Dallas-Fort

Worth International Airport,

Amtrak in Dallas and Fort

Worth, and commercial bus

lines.

SCHUYLKILL •

SEAGOVILLE •

MCC San Diego

808 Union Street

San Diego, California

92101-6078

619-232-4311

Fax: 619-595-0390

Western Region

Security Level: Administrative/

Male/Female.

Judicial District: Southern

California.

Capacity: 612.

Population: 877.

Staff: 265.

Location: In downtown San

Diego, adjacent to the Federal

courthouse. San Diego is served

by the Lindberg Field Airport,

Amtrak, and commercial bus

lines.

SAN DIEGO •

FCI Sandstone

2300 County Road 29

Sandstone, Minnesota 55072

320-245-2262

Fax: 320-245-0385

North Central Region

Security Level: Low/Male.

Judicial District: Minnesota.

Capacity: 460.

Population: 825.

Staff: 263.

Location: 100 miles northeast

of Minneapolis/St. Paul and 70

miles southwest of Duluth. Off

Interstate 35 (Sandstone exit,

follow Highway 23 to Route

123 east). The institution is 2

miles from the intersection.

The area is served by commercial bus lines.

SANDSTONE •

FCI Safford

P.O. Box 820

Safford, Arizona 85548

520-428-6600

Fax: 520-348-1331

Western Region

Security Level: Low/Male.

Judicial District: Arizona.

Capacity: 421.

Population: 743.

Staff: 173.

Location: In southeastern

Arizona, 127 miles northeast of

Tucson, 165 miles east of

Phoenix. Off Highway 191,

7 miles south of the town of

Safford. The area is served by

airports in Tucson and Phoenix,

Amtrak in Phoenix and Tucson,

and commercial bus lines.

SAFFORD •
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41

FCI Talladega

565 East Renfroe Road

Talladega, Alabama 35160

256-315-4100

Fax: 256-315-4495

Southeast Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Northern

Alabama.

Capacity: FCI: 644, Camp: 296.

Population: FCI: 943, Camp: 381.

Staff: 346.

Location: In the foothills of

northeast Alabama, 50 miles

east of Birmingham and 100

miles west of Atlanta, Georgia.

Off Highway 77 on Renfroe

Road.

TALLADEGA •

MCFP Springfield

P.O. Box 4000

1900 West Sunshine

Springfield, Missouri 65801-

4000

417-862-7041

Fax: 417-837-1711

North Central Region

Security Level: Administrative/

Male.

Judicial District: Western

Missouri.

Capacity: 912.

Population: 1,131.

Staff: 669.

Location: In Springfield, at the

corner of Sunshine Street and

the Kansas Expressway. Off

Interstate 44. The area is served

by the Springfield Municipal

Airport and commercial bus

lines.

• SPRINGFIELD

FPC Seymour

Johnson

Caller Box 8004

Goldsboro, North Carolina

27533-8004

919-735-9711

Fax: 919-735-0169

Mid-Atlantic Region

Security Level: Minimum/Male.

Judicial District: Eastern

North Carolina.

Capacity: 576.

Population: 489.

Staff: 98.

Location: Near Goldsboro,

North Carolina, on Seymour

Johnson Air Force Base. Off

Interstate highways 40 and 95

and U.S. 70. The area is served

by the Raleigh/Durham

International Airport and the

Kinston Airport, Amtrak in

Raleigh and Durham, and

commercial bus lines.

FCI Sheridan

P.O. Box 8000

27072 Ballston Road

Sheridan, Oregon

97378-9601

503-843-4442

Fax: 503-843-3408

Western Region

Security Level: Medium/

Administrative/Male (adjacent

Minimum/Male Camp).

Judicial District: Oregon.

Capacity: FCI: 923, Camp: 512.

Population: FCI: 1,318, Camp:

422.

Staff: 404.

Location: In northwestern

Oregon, in the heart of the

Willamette Valley, 90 minutes

from Portland. Off Highway 18

on Ballston Road. The area is

served by Portland International Airport, Amtrak in

Portland and Salem, and

commercial bus lines.

• SHERIDAN

• SEYMOUR

JOHNSON

• SEATAC

Security Level: Administrative/

Male/Female.

Judicial District: Western Washington.

Capacity: 700.

Population: 729.

Staff: 255.

FDC SeaTac

P.O. Box 13901

Seattle, Washington

98198-1091

206-870-5700

Fax: 206-870-5717

Western Region

Location: 12 miles south of

Seattle, and 16 miles north of

Tacoma, 1 mile west of Interstate

5 (200th Street exit). The SeaTac

International Airport is 1 mile

from the facility. Amtrak and

commercial bus lines also serve

the area. The street address is

2425 South 200th Street.
42

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FCI Three Rivers

P.O. Box 4000

Three Rivers, Texas 78071

512-786-3576

Fax: 512-786-5069

South Central Region

Security Level: Medium/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern Texas.

Capacity: FCI: 784, Camp: 256.

Population: FCI: 1,145, Camp: 301.

Staff: 308.

Location: About 80 miles south

of San Antonio and 73 miles

northwest of Corpus Christi.

On Interstate 37, 9 miles west

of the town of Three Rivers;

near the Choke Canyon

Reservior.

THREE RIVERS •

USP Terre Haute

Highway 63 South

Terre Haute, Indiana 47808

812-238-1531

Fax: 812-238-9873

Mid-Atlantic Region

Security Level: High/Male

(adjacent Minimum/Male Camp).

Judicial District: Southern

Indiana.

Capacity: USP: 741, Camp: 340.

Population: USP: 1,084, Camp: 297.

Staff: 496.

Location: Two miles south of

the City of Terre Haute, which is

70 miles west of Indianapolis on

Interstate 70. The institution is

located on Highway 63. Terre

Haute is served by Hulman

Regional Airport and commercial bus lines.

• TERRE HAUTE

FCI Texarkana

P.O. Box 9500

Texarkana, Texas 75505

903-838-4587

Fax: 903-223-4424

South Central Region

Security Level: Low/Male

(adjacent Minimum/Male Camp).

Judicial District: Eastern Texas.

Capacity: FCI: 747, Camp: 220.

Population: FCI: 1,300, Camp:

313.

Staff: 316.

Location: In northeast Texas

near the Arkansas border, 70

miles north of Shreveport,

Louisiana, and 175 miles east of

Dallas. Off Route 59 south, on

Leopard Drive.

TEXARKANA •

FCI Terminal

Island

1299 Seaside Avenue

Terminal Island, California

90731

310-831-8961

Fax: 310-732-5335

Western Region

Security Level: Medium/Male.

Judicial District: Central

California.

Capacity: 478.

Population: 1,011.

Staff: 317.

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 and Long Beach

Airport, Amtrak, and commercial

bus lines.

• TERMINAL ISLAND

FCI Tallahassee

501 Capital Circle, N.E.

Tallahassee, Florida

32301-3572

850-878-2173

Fax: 850-216-1299

Southeast Region

Security Level: Low/Female,

Administrative/Male.

Judicial District: Northern

Florida.

Capacity: 652.

Population: 933.

Staff: 352.

Location: Three miles east of

downtown Tallahassee. On

Highway 319 at its intersection

with Park Avenue. Tallahassee is

served by Tallahassee Regional

Airport, Amtrak, and commercial bus lines.

TALLAHASSEE •
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43

FCI Tucson

8901 South Wilmot Road

Tucson, Arizona 85706

602-574-7100

Fax: 602-670-5674

Western Region

Security Level: Medium/Male,

Administrative Male/Female.

Judicial District: Arizona.

Capacity: 392.

Population: 760.

Staff: 241.

Location: In southern Arizona, 10 miles southeast of

the city of Tucson, near

Interstate 10 and Wilmot

Road. Tucson is served by

Tucson International Airport,

Amtrak, and commercial bus

lines.

FCI Waseca

P.O. Box 1731

University Drive, S.W.

Waseca, Minnesota 56093

507-835-8972

Fax: 507-837-4558

North Central Region

Security Level: Low/Male.

Judicial District: Minnesota.

Capacity: 425.

Population: 593.

Staff: 222.

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

miles west of Owatonna on

State Highway 57. The area is

served by airports in Minneapolis (75 miles from the

facility) and Rochester (70

miles away).

FPC Yankton

Box 680

Yankton, South Dakota

57078

605-665-3262

Fax: 605-668-1116

North Central Region

Security Level: Minimum/Male.

Judicial District: South Dakota.

Capacity: 655.

Population: 487.

Staff: 107.

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, as well

as Yankton municipal airport.

TUCSON •

WASECA •

YANKTON •

FCI Yazoo City

2225 Haley Barbour

Parkway

P.O. Box 5050

Yazoo City, Mississippi

39194

601-751-4800

Fax: 601-751-4905

Southeast Region

Security Level: Low/Male.

Judicial District: Southern

Mississippi.

Capacity: 1,536.

Population: 1,617.

Staff: 296.

YAZOO CITY •

Location: About 60 miles north

of Jackson, Mississippi, off

highway 49. The area is served

by most major carriers at the

airport in Jackson. Yazoo City

also is served by Amtrak and

commercial bus lines.
44

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45

In the Works

The Bureau of Prisons has undertaken new construction projects

to accommodate the growing

Federal inmate population and reduce

overcrowding in the institutions it

already has open. The following institutions were scheduled to come on line

after September 30, 1998. Please note

that the estimated construction

completion dates supplied below are

projections, not fixed dates. Also, once

construction is completed at a new

institution, that institution does not

immediately begin accepting inmates, as

there are necessary activation and preparatory procedures that must be completed

beforehand.

FDC Brooklyn, New York

Detention

Rated capacity: 1,229.

Estimated construction completion:

December 1999.

FMC Devens, Massachusetts

Medical Center

Rated capacity: 986.

Estimated construction completion:

January 1999.

FPC Forrest City, Arkansas

Mimimum

Rated capacity: 256.

Estimated construction completion:

April 1999.

FDC Houston, Texas

Detention

Rated capacity: 670.

Estimated construction completion:

June 1999.

FDC Philadelphia, Pennsylvania

Detention

Rated capacity: 757.

Estimated construction completion:

November 1999.

FCI Victorville, California

Medium

Rated capacity: 1,152.

Estimated construction completion:

November 1999.

FPC Victorville, California

Minimum (Female)

Rated capacity: 256.

Estimated construction completion:

July 1999.
46

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The Bureau’s Community Corrections and Detention Division

is responsible for the development and implementation of policies and

procedures related to the administration

of approximately 600 community corrections and detention contract facilities

nationwide. The Division is responsible

for the Bureau’s efforts in privatization,

and for coordinating the BOP’s newlyacquired responsibility to confine sentenced felony offenders from the District

of Columbia. Through its National

Office of Citizen Participation, the

Division also is responsible for the

coordination of volunteer programs.

The Division’s Detention Services

Branch develops policies and provides

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

Service prisoners who are housed in BOP

institutions. Because approximately 25

percent of the Bureau’s population are

foreign nationals, the Detention Branch

has been proactive in obtaining contract

bedspace for this group.

In addition to the community corrections

and detention professionals located in

the Bureau’s Central Office in Washington, DC, each of the Bureau’s six regional

offices has a community corrections

regional administrator. Collectively, these

regional administrators oversee 13 management center administrators, and the

activities of 29 Community Corrections

Management (CCM) Offices throughout

the United States.

Each CCM Office has a community

corrections manager, who is responsible

for the development, administration, and

routine oversight of residential and nonresidential services provided through

contractual agreements. Programs and

services are facilitated through contractual agreements with Federal, State,

county, and city Government agencies

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

and long-term detention; juvenile and

adult boarding; and home confinement

programs.

The Bureau of Prisons is also actively

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

and comprehensive sanctions centers.

Atlanta CCM Office

715 McDonough Blvd., SE

Atlanta, GA 30315

404-635-5680, Fax: 404-635-5683

Districts: Northern/Middle/Southern

Georgia, South Carolina

Baltimore-MARO CCM Office

10010 Junction Drive, Suite 101-N

Annapolis Junction, MD 20701

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

Districts: Maryland, Delaware, District of

Columbia, Northern West Virginia,

Eastern Virginia

Boston CCM Office

JFK Federal Building

Suite 2200

Boston, MA 02203

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

Districts: Massachusetts, Vermont,

Connecticut, Maine,

Rhode Island, New Hampshire

Chicago CCM Office

200 W. Adams

Suite 2915

Chicago, IL 60606

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

Districts: Central/Northern Illinois,

Eastern/Western Wisconsin

Cincinnati CCM Office

36 East 7th Street

Suite 2107-A

Cincinnati, OH 45202

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

Districts: Eastern Kentucky, Southern

Indiana, Northern/Southern Ohio

Dallas CCM Office

4211 Cedar Springs Road

Suite 100

Dallas, TX 75219

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

Districts: Oklahoma, Northern Texas

Denver CCM Office

1961 Stout Street, Room 683

Denver, CO 80294

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

District: Colorado

Detroit CCM Office

1850 Federal Bldg.

477 Michigan Avenue

Detroit, MI 48226

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

Districts: Eastern/Western Michigan,

Northern Indiana

El Paso CCM Office

208 Mesa One Building

4849 North Mesa Street

El Paso, TX 79912

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

Districts: New Mexico, Western Texas

(Midland, Pecos, Del Rio, and El Paso

Division)

Houston CCM Office

515 Rusk Street, Room 12016

Houston, TX 77002

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

Districts: Southern/Eastern Texas

Community Corrections
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47

Kansas City CCM Office

U.S. Federal Courthouse

500 State Avenue, Room 237

Kansas City, KS 66101

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

Districts: Northern/Southern Iowa,

Kansas, Nebraska, Western Missouri

Long Beach CCM Office

501 West Ocean Boulevard

Suite 3260

Long Beach, CA 90802-4221

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

District: Central California

Miami CCM Office

401 North Miami Avenue

Miami, FL 33128-1830

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

Districts: Puerto Rico, Virgin Islands,

Southern Florida

Minneapolis/St. Paul CCM Office

300 South 4th Street

Suite 1210, 12th Floor

Minneapolis, MN 55415

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

Districts: North Dakota, South Dakota,

Minnesota

Montgomery CCM Office

P.O. Box 171

15 Lee Street

U.S. Courthouse, Room B-18

Montgomery, AL 36101

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

Districts: Southern/Middle/Northern

Alabama, Southern/Northern

Mississippi, Northern Florida

Nashville CCM Office

Bureau of Prisons

599 U.S. Courthouse

Nashville, TN 37203

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

Districts: Eastern/Middle/Western

Tennessee, Western Kentucky

New Orleans CCM Office

501 Magazine Street, Suite 1211

New Orleans, LA 70130

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

Districts: Louisiana, Arkansas

New York CCM Office

26 Federal Plaza, Room 26-110

New York, NY 10278

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

Districts: Southern New York,

New Jersey

Orlando CCM Office

3659 Maguire Blvd., Suite 100

Orlando, FL 32803

407-648-6055, Fax: 407-648-6050

District: Middle Florida

Philadelphia CCM Office

1880 John F. Kennedy Boulevard

Suite 602

Philadelphia, PA 19103

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

Districts: Eastern/Middle Pennsylvania

Phoenix CCM Office

Suite 425

234 N. Central Ave.

Phoenix, AZ 85004-2212

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

Districts: Southern California, Arizona

Pittsburgh CCM Office

William S. Moorehead Federal Building

1000 Liberty Ave., Room 831

Pittsburgh, PA 15222

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

Districts: Northern/Western New York,

Western Pennsylvania

Raleigh CCM Office

310 New Bern Avenue, Room 325

Raleigh, NC 27611-7743

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

Districts: Southern West Virginia,

Eastern/Middle/Western North Carolina,

Western Virginia

Sacramento CCM Office

Federal Building

650 Capitol Mall, Room 3522

Sacramento, CA 95814

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

District: Eastern California

St. Louis CCM Office

U.S. Federal Courthouse

1114 Market Street

Room 902

St. Louis, MO 63101

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

Districts: Southern Illinois, Eastern

Missouri

Salt Lake City CCM Office

U.S. Courthouse

350 S. Main Street, Room 503

Salt Lake City, UT 84101

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

Districts: Utah, Wyoming, Nevada, Idaho

San Antonio CCM Office

727 E. Durango, Room B-506

San Antonio, TX 78206

210-472-6326, Fax: 210-472-6328

District: Western Texas

San Francisco CCM Office

450 Golden Gate Ave.

P.O. Box 36137

San Francisco, CA 94102

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

Districts: Northern California, Guam,

Hawaii

Seattle CCM Office

3160 Jackson Federal Bldg.

915 Second Ave.

Seattle, WA 98174

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

Districts: Alaska, Oregon,

Western/Eastern Washington, Montana
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49

Statistical Data, FY 1998

General Data

Inmates Under Bureau Jurisdiction

Total, September 30, 1998 ..................................................................................................... 122,316

In Bureau Institutions ............................................................................................................ 108,207

In Contract Facilities* ............................................................................................................. 14,109

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

and prisons; Federal inmates in State and local correctional and detention facilities; and Federal

juvenile offenders in contract facilities.

Sentenced ................................................................................................................................. 89.8%

Unsentenced ............................................................................................................................. 10.2%

Staff to Inmate Ratio .................................................................................................................. 1:3.6

Inmate Characteristics

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

Gender

Male .......................................................................................................................................... 92.5%

Female ........................................................................................................................................ 7.5%

Race

White ........................................................................................................................................ 57.8%

Black......................................................................................................................................... 38.9%

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

Ethnicity

Hispanic .................................................................................................................................... 29.9%

Non-Hispanic ........................................................................................................................... 70.1%
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Citizenship

U.S. ........................................................................................................................................... 72.4%

Mexico ...................................................................................................................................... 12.8%

Colombia .................................................................................................................................... 3.7%

Cuba ............................................................................................................................................ 2.4%

Dominican Republic ................................................................................................................... 2.0%

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

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

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

Type of Commitments

U.S. Code ................................................................................................................................. 96.4%

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

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

DC Superior Court...................................................................................................................... 0.7%

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

Median Months Expected to Be Served

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

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

Robbery .......................................................................................................................................... 99

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

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

Homicide, aggravated assault, kidnapping .................................................................................. 134

Firearms, explosives, arson ............................................................................................................ 68

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

Immigration .................................................................................................................................... 26

Courts or corrections ...................................................................................................................... 26

National security ............................................................................................................................ 78

Continuing criminal enterprise .................................................................................................... 192

Security Level

Minimum .................................................................................................................................. 27.5%

Low ........................................................................................................................................... 35.6%

Medium .................................................................................................................................... 23.3%

High .......................................................................................................................................... 13.7%
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51

Statistics by Inmate Security Level

Sentence Length

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

Sentence Imposed (as % of Population)

Under 1 year ..................................................................... 4.0% .... 1.5% .... 0.4% .... 0.2%

1-3 years ......................................................................... 23.9% .. 14.0% .... 5.7% .... 1.3%

3-5 years ......................................................................... 19.1% .. 16.3% .... 8.7% .... 3.0%

5-10 years ....................................................................... 34.0% .. 32.7% .. 28.8% .. 16.5%

10-15 years ..................................................................... 15.7% .. 21.9% .. 23.0% .. 18.7%

15-20 years ....................................................................... 2.5% .... 7.7% .. 14.9% .. 15.3%

Over 20 years ................................................................... 0.8% .... 5.4% .. 17.7% .. 27.6%

Life sentence .................................................................... 0.1% .... 0.5% ...... .9% .. 17.3%

Offense (as % of Population)

Drug offenses ................................................................. 67.3% .. 63.7% .. 54.8% .. 39.5%

Robbery ............................................................................ 0.9% .... 5.4% .. 13.1% .. 26.2%

Property offenses .............................................................. 7.5% .... 5.1% .... 4.7% .... 6.0%

Extortion, bribery, fraud ................................................ 13.7% .... 3.2% .... 1.8% .... 0.8%

Homicide, aggravated assault, kidnapping ...................... 0.4% .... 1.9% .... 3.4% .... 8.5%

Arms, explosives, arson ................................................... 5.7% .... 6.8% .. 14.3% .. 13.8%

All others .......................................................................... 4.5% .. 13.9% .... 7.9% .... 5.2%

MIN LOW MED HIGH
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Personnel

Personnel, September 30, 1998 ............................................................................................... 32,602

Gender

Male .......................................................................................................................................... 73.1%

Female ...................................................................................................................................... 26.9%

Race/Ethnicity

White ........................................................................................................................................ 66.9%

African American ..................................................................................................................... 19.7%

Hispanic .................................................................................................................................... 10.1%

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

Education

High school .............................................................................................................................. 34.0%

Technical school ......................................................................................................................... 4.4%

Some college ............................................................................................................................ 31.5%

Bachelor’s degree ..................................................................................................................... 19.3%

Some graduate work................................................................................................................... 2.5%

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

Ph.D. ........................................................................................................................................... 1.7%

Advanced professional degree ................................................................................................... 1.8%

Age

18-24 ........................................................................................................................................... 1.6%

25-29 ......................................................................................................................................... 12.3%

30-34 ......................................................................................................................................... 24.4%

35-39 ......................................................................................................................................... 27.4%

40-44 ......................................................................................................................................... 18.8%

45-49 ......................................................................................................................................... 10.2%

50-55 ........................................................................................................................................... 4.5%

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