Skip navigation

State of the Bureau - Core Values of the Bureau Family, DOJ BOP, 2006

Download original document:
Brief thumbnail
This text is machine-read, and may contain errors. Check the original document to verify accuracy.
U.S. Department of Justice
Federal Bureau of Prisons

State of the Bureau 2006
Core Values of the Bureau Family


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

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


We demonstrate uncompromising
ethical conduct
in all our actions.

This page intentionally left blank.


This page intentionally left blank.


Bureau of Prisons Fundamentals
Mission Statement

working relationship exists where employees maintain respect
for one another. The workplace is safe, and staff perform their

The Federal Bureau of Prisons (BOP) protects society by con-

duties without fear of injury or assault. Staff maintain high
ethical standards in their day-to-day activities. Staff are satis-

fining offenders in the controlled environments of prisons and
community-based facilities that are safe, humane, cost-efficient,
and appropriately secure, and that provide work and other selfimprovement opportunities to assist offenders in becoming law-

fied with their jobs, career opportunities, recognition, and quality of leadership.

abiding citizens.

National Strategic Planning Goals

Core Values

The BOP uses a strategic planning approach to management
that both reflects the President’s Management Agenda and is

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

tied to the Department of Justice’s (DOJ) objectives. Strategic
planning is driven by the BOP’s Mission and Vision Statements,

Respect: We embrace diversity and recognize the value and

which are supported by seven broad correctional goals. Each
goal is, in turn, supported by dynamic, specific objectives that

dignity of staff, inmates and the general public.

are created to help the agency achieve various milestones. The
seven national goals are listed below:

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

Population Management: The BOP will proactively manage

Vision Statement

its offender population to ensure safe and secure operations,
and work toward ultimately achieving an overall crowding level
in the range of 30 percent.

The Federal Bureau of Prisons, judged by any standard, is
widely and consistently regarded as a model of outstanding
public administration, and as the best value provider of efficient, safe, and humane correctional services and programs
in America. This vision will be realized when...
The Bureau provides for public safety by assuring that no
escapes and no disturbances occur in its facilities. The Bureau
ensures the physical safety of all inmates through a controlled
environment which meets each inmate’s need for security
through the elimination of violence, predatory behavior, gang
activity, drug use, and inmate weapons. Through the provision
of health care, mental, spiritual, educational, vocational, and
work programs, inmates are well-prepared for a productive and
crime-free return to society. The Bureau is a model of costefficient correctional operations and programs.

Human Resource Management: The BOP will have a
competent, diverse workforce operating within a professional
work environment prepared to meet the current and future needs
of the organization.
Security and Facility Management: The BOP will maintain its
facilities in operationally sound conditions and in compliance
with security, safety, and environmental requirements.
Correctional Leadership and Effective Public Administration:
The BOP will manage its operations and resources in a competent and effective manner which encourages creativity and
innovation in the development of exemplary programs, as well
as excellence in maintaining the basics of correctional management. The BOP continually strives toward improvements in its
effective use of resources and its efficient delivery of services.

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

Inmate Programs and Services: The BOP will provide 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.
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
Counter-Terrorism: The BOP will provide for public safety
and security by focusing on the prevention, disruption, and
response to terrorist activities.


Internal Oversight
In furtherance of the Bureau of Prisons’ mission to incarcerate
offenders in facilities that are safe, secure, humane and cost-

they apply to all Bureau organizational components and sites.
Bureau staff work diligently every day to meet clearly-defined

effective, and to provide offenders with opportunities for selfimprovement, the Bureau has several relevant core ideals that

performance expectations, and their collective efforts have
earned the agency a leadership role in the field of corrections.

are ingrained in the agency’s culture. First, a recognition of
the inherent dignity of all human beings; second, the expecta-

However, that reputation can only be maintained through the
continued dedication to public service, professionalism, and

tion that correctional staff treat inmates fairly and with respect;
and third, the recognition that offenders are incarcerated as

exceptional performance of its staff.

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

Many external audit authorities have ongoing interest in
Bureau operations and programs for the purpose of oversight,

and secure institutions and for modeling society’s mainstream
values and norms to help prepare inmates for a crime-free

including Congress, the Government Accounting Office, and
the Department of Justice’s Office of Inspector General (OIG).

return to the community. These values are repeated to staff
often beginning with the staff training provided to new hires

The Bureau takes its role as steward of the public’s trust very
seriously and welcomes the scrutiny. The agency uses results

and reinforced annually through refresher training.

from these external audits to improve operations.

One of the key factors that contributes to safe and secure
inmate management is direct and effective communication with

The Bureau’s internal systems of checks and balances are
designed to ensure compliance with applicable regulations,

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

laws, policies, and procedures; monitor vital functions and
operations; identify weaknesses and enhancements needed;

questions, proactively preventing potential problems. Unit team
staff members, who work most closely with inmates assigned

promote efficient management practices; determine whether
programs are achieving desired results; and enhance program

to them, have offices in the inmate housing units to provide
ready access, as well as inmate supervision; institution execu-


tive staff, including the Warden and Associate Wardens,
department heads, and unit team members are highly visible

The primary internal system of control is the program review
process, through which the Bureau subjects each of its pro-

throughout the institution and provide coverage of the dining
room during meal times; and key personnel make regular visits

grams or disciplines to a thorough examination by organizationally independent, trained Bureau subject matter experts.

to the Special Housing Unit to provide inmates in disciplinary
segregation with an opportunity to raise problems or issues.

Program review guidelines are specific to each discipline or
department and assess the strengths and weaknesses of a

While laws establish minimum standards of care to which all

particular program or activity and compliance with applicable
policies, regulations, and American Correctional Association

inmates are entitled, the Bureau has always worked to achieve
the highest of standards with respect to inmate management.

(ACA) standards. Of the 428 program reviews conducted in
FY06, 74.3 percent achieved ratings above acceptable (either

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

good or superior). Annually, institution teams review the same
critical functions examined by the program review team to

have very specialized functions such as medical centers or the
Administrative Maximum (the Bureau’s “Supermax”), the

allow the institution to identify and correct any potential weaknesses.

agency remains “one Bureau,” with institutions operating
under the same policies and procedures throughout the coun-

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

try. Agency policies direct the internal systems of control and

management team (the Executive Staff) exercises extensive for-


mal oversight of institution operations and performance. At
its quarterly meetings, it examines the information obtained

ers require notification of either a senior administrator, a Deputy
Assistant Director, or Assistant Director in Central Office. In

through all of the various oversight mechanisms (including
program reviews and others detailed in this section) and care-

this way, senior staff throughout the agency are made aware of
serious incidents (e.g., escape attempts, serious assaults and

fully reviews the performance of all institutions. Every institution undergoes examination annually.

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

One of the most important tools used by management to gather
information about institution operations is the Prison Social
Climate Survey (PSCS). Administered annually since 1988, the

Duty officers contribute to improved institution operations by
reviewing and reporting on programs or incidents as directed

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

by policy, the Warden, and other institution executive staff.
To supplement the shift lieutenant’s daily tour of the entire

they work, and to do so in a way that assures their anonymity.
The survey items cover all aspects of the work environment,

facility, the institution duty officer (IDO) must also visit areas
of major activity or special interest daily. The IDO must visit

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

every area of the institution at least once during the week and
report any significant concerns to the appropriate party imme-

agency’s intranet, and are relied upon by institution executive
staff in identifying areas of concern. The Bureau’s Executive

diately. At the end of the tour of duty, the IDO communicates
findings and activities to the Warden. Managerial coverage at

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

the institution level during non-regular work hours is provided
by an Administrative Duty Officer, who is usually an institution executive staff member.

Institution Character Profiles (ICP), conducted by a regional


team of administrators and the Regional Director, are completed
every several years and provide a great deal of descriptive and

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

subjective information about institution performance. ICPs
include direct observation of institution operations, interviews

to proactively identify and resolve potential issues. Serious
assaults, disturbances and other violent incidents having crimi-

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

nal implications are referred to the Federal Bureau of Investigation for prosecution. Additionally, follow-ups of each such

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

incident, “after-action reviews,” are conducted by senior level
staff from other Bureau sites to examine what occurred leading

ICP, provide a context for identifying prospective issues in
advance of the ICP and for interpreting information obtained

up to the event(s) and offer recommendations as to how to
prevent future problems. Findings are shared with other senior

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

level managers so that lessons learned can benefit the agency
as a whole.

The duty officer program ensures that significant incidents

Staff are required and inmates are encouraged to report inci-

that occur at Bureau facilities (including those affecting
inmates in community programs or contract facilities) are

dents of misconduct or otherwise inappropriate behavior. The
Administrative Remedy Program is the internal grievance pro-

reported to appropriate officials promptly and consistently.
Depending on the seriousness of the event, some incidents

cess through which an inmate may request consideration or
review of any issue related to his/her conditions of confine-

require immediate notification of the Director, while most oth-

ment. An inmate must first present an issue of concern infor-

mally to staff, and staff must attempt to informally resolve the
issue before an inmate submits a formal request for Adminis-

tive Staff regularly review progress toward specified strategic
objectives and action plans. Members of the Executive Staff,

trative Remedy. Per policy, each institution has established
procedures for informally resolving inmate complaints.

including the respective Regional Director and the Director, as
well as Regional and Central Office Administrators, also fre-

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

quently visit and tour the agency’s institutions all around the

his/her safety or well-being would be compromised if the
request became known at the institution, the inmate may sub-

The Bureau relies on close and constant communication among

mit the request directly to the Regional Director. If the request
is determined to be of an emergency nature which threatens

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

the inmate’s immediate health or welfare, the Warden (or
Regional Director) must respond promptly. The program

primary means of communication with all staff and is used
extensively to provide information relevant to operations across

requires timely investigation and response, including redress
as appropriate. During FY06, of the total number of requests

levels. Staff can access agency-wide topics, such as national
policies, employee resources and reference guides, training

for Administrative Remedy answered by institutions (23,104)
inclusive of all security levels, 7.4 percent were granted. Of

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

those appealed to the regional level and answered (14,829), 4.8
percent were granted. Finally, of the total number appealed to

and efficiency, or information specific to the various Bureau
facilities. In addition to ensuring a highly-visible means of

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

communicating organizational processes and training staff, the
ready access to information provided via the intranet makes it

All allegations of staff misconduct, including allegations that

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

a staff member has abused an inmate, are referred to the OIG,
which then refers back to the Bureau’s organizationally inde-

But intranet communications are not simply directed from top

pendent Office of Internal Affairs (OIA) those complaints that
it wants the Bureau to investigate. The OIG also has a hotline

down. The tool also includes a feedback mechanism through
which staff may submit comments, ideas, and recommenda-

available to the public for reporting any Department of Justice
employee they believe has violated their civil rights or civil

tions (anonymously if they so desire) for consideration by the
Executive Staff. This mechanism provides another avenue for

liberties. The Bureau takes all allegations of staff misconduct
very seriously and investigates every allegation thoroughly.

identifying issues and potential concerns.

The agency does not tolerate any type of abuse of inmates.
When allegations of serious abuse are accompanied by cred-

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

ible evidence during the investigation, the staff member is
removed from contact with inmates or placed on administra-

agencies and officials by choice. These voluntary, solicited
reviews supplement internal oversight mechanisms and help

tive leave. When warranted, serious cases of staff misconduct
are referred for criminal prosecution.

the agency improve services and operations. The Bureau
enhances the effective management of its institutions through

The formal oversight processes herein described are supple-

a process of accreditation based on standards approved jointly
by ACA and the Commission on Accreditation for Corrections

mented by a host of other mechanisms that provide additional
checks on Bureau operations and performance. For example,

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

through the strategic planning process, the Bureau’s Execu-

accreditations; 5 institutions were undergoing the process.


Where appropriate, Bureau facilities undergo accreditation
audits by the Joint Commission for Accreditation of Healthcare
Organizations (JCAHO). Currently 98% of eligible institutions
are JCAHO accredited. Eligible institutions do not include the
12 Care Level 1 institutions or recently opened institutions
that have not yet undergone their initial accreditation. Since
Care Level 1 institutions have a “healthy inmate” population, a
decision was made for them to not be JCAHO accredited.
During FY06, two Federal Correctional Complexes (Coleman
and Victorville) received their initial JCAHO accreditation. At
each site, medical operations are consolidated into one department that is responsible for health care services throughout
the complex. Also during FY06, 24 institutions were re-accredited by JCAHO.
In addition to these formal external oversight mechanisms,
Federal judges, Members of Congress, and other law enforcement officials are welcomed to visit and tour Bureau facilities
for a first-hand view of operations, as well as an opportunity to
interact directly with the inmate population.
The Bureau has been well-served by its ongoing strategy of
reevaluating priorities, policies, and procedures to make sure
these are optimally realistic and effective to meet the agency’s
mission. The agency strives to be its own worst critic and to
preserve a strong risk assessment capability. To that end, the
Bureau is pursuing several new initiatives or directions: to
make the program review process even more effective as a
management tool, the Bureau is converting policy and program review guidelines to an outcome-based paradigm that is
expected to further enhance the operational definition of our
mission objectives; and the agency is further enhancing its
automated intelligence systems, as well as staff training capabilities, particularly as these apply to institution intelligence
units. Through critical self-examination, the Bureau is ensuring its readiness to meet future demands on the agency.


Correctional Leadership

Establishing and maintaining core ideologies has been fundamental to the Bureau’s success over the years. Emphasizing

ing success over the course of its history, and particularly
over the past several years: “preserve the core [ideology],

the importance of these values has been particularly critical
over the past couple of years as the agency has had to

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

undergo numerous major changes to reduce costs and live
within the agency’s budget. The Bureau’s core ideologies have

effective communication with inmates) have not changed over
the years. The agency’s leadership has sought to maintain the

helped the agency to maintain consistency, even when faced
with shifting political currents and other external demands,

essence of the BOP’s operations (i.e., performing the basics
well), while at the same time implementing significant organiza-

have kept resources applied to what is essential, and have
anchored the Bureau’s national strategic plans.

tional changes and improvements.
Unifying Staff Effort

The agency’s core ideologies also facilitated the management
of the significant expansion of the Federal inmate population
and the Bureau’s transformation into the largest correctional
system within the U.S. During FY06, the Bureau’s total inmate
population increased by 2.8 percent, reaching 192,584 inmates
by September 30, 2006. Of that number, 162,514 were confined
in Bureau facilities; privately-managed, state, and local secure
facilities housed 22,501; and residential re-entry centers (RRCs)
housed 7,569.
To effectively manage the population growth, the Bureau continued its expansion program, adding 858 beds during FY06.
The Federal Correctional Institution (FCI) - Butner II, NC started
accepting inmates and two activations were underway: the
Secure Female Facility, a unit of the U.S. Penitentiary (USP)
Hazelton, WV, which is expected to start accepting inmates in
November 2006; and USP Tucson, AZ (inmates are expected to
start arriving in January 2007). Seven medium security Federal
Correctional Institutions were in the planning, design or construction process at the end of the FY: Pollock, LA; Mendota,
CA; McDowell County, WV; Berlin, NH; Yazoo City, MS;
Aliceville, AL; and Letcher County, KY. At the end of FY06,
Bureau institutions were at 36 percent above rated capacity
overall, with mediums and highs at 37 and 52 percent, respectively.

Since it was created, the Bureau has had major, comprehensive
goals that have directed staff effort. The focus on professional staff training, the introduction of halfway houses to
assist in community transition, the introduction of the unit
management concept, the development of an automated
inmate accountability system to ensure staff knew where each
inmate was, the development of an objective classification
system, and the creation of a division to conduct internal
reviews of agency processes and functions are but a few
examples of major goals that forever changed the Bureau, and
in many cases, also changed the direction of corrections.
More recently, the substantial fiscal challenges the agency
has faced prompted the implementation of a major agencywide restructing and streamlining effort designed to ensure
the agency’s ability to accomplish its mission, now and into
the future. Bureau leaders and managers actively promoted
openness to new ideas on how to improve the agency’s ability
to maintain safe, secure institutions; enhance operational
effectiveness and cost-efficiency; and increase the likelihood
of successful community re-entry for releasing offenders. In
part as a result of frequent and clear communication with them,
staff understood the challenges the agency was facing and
rose to the occasion by generating viable, innovative solutions and demonstrating remarkable flexibility and loyalty. In

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

the end, the Bureau demonstrated that it is possible to adhere
to a core ideology AND adapt to environmental changes and

Visionary Companies, authors Collins and Porras (1994)
articulate a principle that has been central to the BOP’s ongo-

external demands.


Leadership Development and Succession Planning
The Bureau has worked hard since 1930 to establish and maintain its reputation of excellence and outstanding public service, and has earned a leadership role in the field of corrections. The Bureau continues to promote in its staff qualities
that are consistently present in individuals who have attained
significant professional and personal success: excellence,
respect and integrity.
Positioning the Bureau to succeed under future leaders represents a well-planned, coordinated, deliberate effort on the part
of the agency. And the agency’s approach to staff development starts immediately after a new employee begins working
for the BOP. During FY06, a total of 1,723 participants received
the Bureau’s basic training at the Staff Training Academy (STA)
in Glynco, GA, in addition to institution familiarization training. STA also provided several additional classes in FY06,
including, e.g., Disturbance Control Training and Self-defense
Instructor Training. For FY06, the STA trained 2,247 staff in a
total of 59 classes. Annual Refresher Training is provided at
all Bureau sites to review topics requiring closer attention (e.g.,
new policies and their ramifications or developments relevant
to the field), and further enhance existing skills.
To ensure well-qualified individuals are available to lead the
agency into the future, the Bureau’s Management and Specialty Training Center (MSTC) conducted 82 classes, 4 off-site
classes for agency staff during FY06; and 2,207 participants
received on-site training. A total of 188 participants of the
Bureau’s Leadership Enhancement and Development (LEAD)
program have now completed all requirements and graduated;
and 175 participants continue to work toward program completion. Advanced executive training from various prestigious
centers and higher learning institutions (e.g., Harvard University, the Center for Creative Leadership, Aspen Institute),
supplement and complement that provided by the National
Institute of Corrections (NIC), a component of the Bureau, and
the Office of Personnel Management to ensure appropriate
developmental experiences and challenges. Course work covers such topics as correctional leadership; management and

executive development; strategic leadership and building performance based organizations; and senior managers in government.
To better meet the needs of the corrections field, NIC’s executive developmental programs, which fall under the Leadership
Management Development Initiative (LMDI), are designed for
senior correctional managers working in jails, prisons and community corrections. NIC’s leadership programs at all levels
address personal growth and professional development
issues, as well as strategies for dealing with, for example,
change, technology, multi-generational workforces and organizational transformation. NIC provided targeted, dedicated
programming to 193 Bureau professionals during the FY, and
an additional 44 Bureau participants received developmental
training alongside corrections professionals from state and
local jurisdictions. Another 105 individuals from state and
local jurisdictions participated in the executive developmental
Leadership development training activities were supplemented
by other unique initiatives, such as “Take the Lead,” an innovative program implemented by the Office of General Counsel
(OGC) for Central Office staff. Designed to help staff build
those skills essential for professional and personal success,
this three-session class emphasizes three fundamental qualities needed for effective leadership: excellence, respect, and
integrity. A total of 25 participants from OGC and the Office of
Internal Affairs attended the sessions held from June - August
2006. Because of the very positive feedback received, this
program is expected to be offered again next FY; future sessions may be expanded to include staff in other divisions.
Looking to the Future
The seeds of the future are always planted in the present – the
trick is to identify which will germinate. The BOP is promoting
innovative thinking on the part of its leaders (and prospective
leaders), including the consideration of various potential
future scenarios and how best to prepare for such scenarios;
such thinking enhances the Bureau’s readiness to face the


The “nuts and bolts” aspects of corrections that are the basis
of sound correctional management will never lose their importance. The Bureau will continue to ensure its staff are wellprepared to successfully accomplish the dual components of
its mission.
Collins, James C. and Porras, Jerry I. (1994). Built to last: Successful habits of visionary companies. New York: Harper Business Division/HarperCollins Publishers.


Advances in Corrections

Effective correctional systems have two important components
to their mission – protecting society by incarcerating criminals

“correctional workers first” concept has been essential in
allowing the Bureau to maintain these critical inmate programs

and reducing recidivism for offenders returning to their communities upon release. The basics of sound correctional man-

despite lean budgets.

agement (e.g., close inmate supervision, accountability, and
effective communication with inmates) have not changed over

In 2005, the agency critically evaluated organizational
structures, operations, and services at all Bureau Federal

the years. While the Bureau, on a day-to-day basis, strives to
perform those basics well, the agency’s leadership also actively

Correctional Complexes (FCCs) to identify best practices, make
recommendations regarding standardization across FCCs, and

promotes an openness to new ideas that enhances the agency’s
ability to maintain safe, secure institutions; improves opera-

initiate policy changes as indicated. At FCCs, which became
operational in the Bureau in the mid-1990s, institutions with

tional effectiveness and cost-efficiency; and increases the likelihood of successful community transition for releasing offend-

different missions and security levels are located in close
proximity to one another in order to consolidate and share


basic administrative management and operational services.
The Bureau currently has six complexes that were originally

Staff are key to effective inmate management. Bureau
institution employees are law enforcement officers; as such,

designed and constructed with more than two institutions, and
seven complexes that are the result of facility expansion. FCCs

regardless of the specific discipline in which a staff member
works, all Bureau employees are “correctional workers first.”

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

This means both custody and non-custody staff are
responsible for institution safety and security, inmate

enable staff to gain experience at institutions of many security
levels without the need for transfers to other geographic areas,

supervision, the good order of the institution, and modeling
pro-social values for the inmate population. All staff are

provide a vehicle for career development, and yield cost
reductions for the agency.

expected to be vigilant and attentive to inmate accountability
and security issues, to respond to emergencies, and to


maintain a proficiency in custodial and security matters, as well
as in their particular job specialty. As a result, unlike some
correctional systems, classrooms, work areas, and recreation
areas do not have a correctional officer in addition to the
teacher, work supervisor, or recreation specialist.
Using the “correctional worker first” concept has allowed the
Bureau to operate with a custody staff-to-inmate ratio (1 to
10.1) that is more than double the average (1 to 4.7) of the five
largest state correctional systems. This reduced custody
staffing allows the agency to maintain a substantial pool of
staff who provide inmate programs, through which offenders
gain the critical skills and training necessary for a successful
return to society.
The Bureau’s success in reducing recidivism is due in large
part to the effectiveness of its core inmate programs. And the


A broad variety of technological innovations greatly enhance
the Bureau’s ability to maintain the safety and security of its
institutions. The types of technology used range from closedcircuit television (CCTV) cameras to augment direct staff
supervision of inmates, to radio frequency identification tags
being tested as a means to track inmate files. The Bureau’s
Office of Security Technology (OST) plays a key role in
ensuring the Bureau is using the best technology available to
support our mission. To that end, during FY06, OST continued
researching and evaluating emerging technologies, placing
priority on those designed to ensure or enhance staff and
inmate safety and/or maintain a secure prison environment.
Contraband detection continues to be a major effort for OST.
Because inmates always look for ways to conceal contraband,
Bureau staff must explore and evaluate new technologies to
stop the flow of prohibited items into Federal Prisons. OST has
played an instrumental part in the development and testing of

new body scan x-ray systems, front-entrance cabinet x-ray
systems, walk-through metal detectors (WTMD), and other

During this FY, OST evaluated many other technologies, some
of which (such as intelligent video tracking and suicide

contraband detection technologies.

prevention systems) are expected to save lives, while others
(e.g., personal transportation vehicles and an electronic radio

WTMDs used an entry points and other controlled access
areas at secure Federal facilities must be certified to the latest

frequency identification tracking system) are expected to
facilitate or improve staff performance of their duties.

National Institute of Justice (NIJ) Standard 0601.02, which
requires high immunity to mechanical and electromagnetic

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

interference, excellent discrimination, and a high degree of
sensitivity. The Bureau’s collaboration with the Department

(stun)/lethal electrified fence systems at seven high security
institutions. The system is highly versatile and incorporates

of Defense (their funds and OST’s design) has yielded a
robotic WTMD tester that is used to ensure new systems meet

several new technologies to deliver the highest levels of
system operational robustness. Features include immunity to

NIJ’s standards. The Bureau and several other government
agencies are currently using this equipment to test their

the effects of climate change; compliance with international
safety requirements relating to the deployment of electric


fences; and environmentally-friendly animal deterrence

The Bureau relies heavily on technology to support alcohol
detection and drug interdiction efforts. For example, all secure

Technological developments are significantly improving the

facilities (low security and above) employ the Ion Spectrometry
(IMS) device. These units are used to scan visitors’ clothes,

delivery of health care in correctional facilities. For example,
the Bureau used teleradiology to transmit digital radiographic

identification cards, and other personal items for the presence
of drugs. They can also be used for scanning mail and

images to a team of radiologists who are available 24/7, 365
days a year, and provide interpretations within 2 hours. This

conducting searches throughout an institution.

has several advantages over using traditional film images:
• Films must be transported manually to the radiologist for

Cell phones present a significant problem in prison settings.
Inmates attempt to use cell phones to continue their criminal

reading, which can delay diagnosis by days or weeks,
while teleradiology is time-efficient.

activities from inside prison facilities, intimidate witnesses, and
coordinate escape attempts and other illegal activities. Bureau

• Digital radiographs can be enhanced or enlarged to
provide more precise imaging than film, which assists the

staff confiscate cell phones from inmates through physical
searches. Electronic detection is difficult because cell phones

• Teleradiology reduces problems associated with image

use different protocols and frequencies, and continue to get
smaller, less expensive, and easier for inmates to conceal. OST


degradation of film-based images.
Digital storage of images with appropriate backups and

staff worked extensively with state correctional agencies on
cell phone detection and interdiction. Numerous types of

• Finally, images can be accessed by any physician within

equipment were evaluated and tested in operational
environments; several are expected to be ready for use in the

radiologist in diagnosis.

recovery plans minimizes the risk of lost or damaged films.
the Bureau as needed.

very near future. OST has shared its expertise on cell phone
detection with other correctional jurisdictions via workshops

Teleradiology is currently available in 39 Bureau institutions,
and the agency is moving forward to establish this capability at

held during ACA conferences.

all institutions within five years. Since 2004, approximately
45,000 interpretations have been completed via teleradiology,
resulting in a cost savings of more than $570,000.


The Bureau also relies on the agency’s wide-area network
infrastructure to provide telehealth services, which presently

to community medical settings for services, reduce costs
associated with staffing for these trips, and increase the

consists primarily of psychiatric consultations. A psychiatrist
can observe and interview patients long distance, review prior

availability of on-site ambulatory services throughout the
agency. Community standards of medical care increasingly

treatment, and discuss future treatment and management plans
with providers at an inmate’s assigned institution. Additionally,

involve the use of ambulatory surgical pro-cedures to treat
conditions that previously required inpatient hospitalization;

a psychiatrist in one location can provide consultation
services or training to staff in multiple institutions, thereby

the Bureau’s decision to pilot the use of this resource is
consistent with this shift.

enabling our efficient use of resources.
In conjunction with the President’s e-government initiative,
during FY06, the Bureau continued the development and
implementation of an electronic medical record (BEMR)
system. This system will ultimately incorporate all medical,
psychiatric, psychological, and disability information about
individual inmates that is currently maintained in separate
paper medical records. It will create a complete record of all
health care provided by Bureau practitioners and make the data
available to providers, regardless of where in the Bureau the
inmate is housed. BEMR will enhance continuity of care, as
well as reduce costs since duplication of tests and labwork
will be avoided. Standardization of medical information in a
structured format will allow for analysis of the effectiveness of
treatment regimens and protocols, and digital storage of data
with appropriate backups and recovery plans minimizes the risk
of lost or damaged records due to catastrophic or other events.
BEMR was deployed at 8 institutions by the end of FY06. The
pharmacy module is nearing completion, and deployment is
anticipated in FY08. By the end of FY08, complete deployment
of the current modules of BEMR to all institutions is expected.
During this FY, a mobile surgery unit pilot was approved for a
limited trial in the Bureau’s Southeast Region. This type of unit
is located on a standard 18-wheel truck base, with a trailer that
is expandable to provide space for pre-, intra- and postoperative care. They can be customized for specialty
procedures, e.g., eye surgeries and orthopedics. Designed for
stability and self-contained for power, water, and hazardous
waste disposal, these units will be able to move from institution
to institution to serve a wide area. The Bureau expects this to
enhance public safety by reducing the number of escorted trips


Technology is enhancing the agency’s ability to prepare
inmates for release and re-entry to the community. For example,
the Bureau is demonstrating the Inmate Skills Development
System (ISDS), an automated web-based application that will
integrate the agency’s release preparation efforts. It will be
used to identify an inmate’s strengths and weaknesses (as
these relate to release readiness) and help formulate a plan for
improving deficit areas. By providing inmates with programs
most appropriate to their identified deficit areas, the Bureau
anticipates that they will be better-prepared and more likely to
succeed in the community after release from prison.
Dynamic in nature, the ISDS tool will incorporate information
from a variety of sources, including a structured interview with
the inmate, court documents, and behavioral observations. It
will be administered at the beginning of an inmate’s sentence,
with subsequent updates to the assessment information over
the course of the inmate’s incarceration. Through automation,
the ISDS will effectively streamline the compilation and
generation of various case management reports (including
progress reports and other release forms). It is also expected to
facilitate the allocation of program resources to inmates with
the greatest needs. And finally, the tool is expected to enhance
information sharing and coordination between agencies with
the ultimate goal to create a seamless transition between
incarceration and community.
The classification of inmates based on risk factors, along with
direct staff supervision, physical/architectural features, and
security technologies, is critical to the BOP’s ability to ensure
institution security. The Bureau’s security classification

system is designed, in part, to identify and separate inmates
who have a propensity for violence and abuse from those who
do not. Inmates are housed in institutions in accordance with
their individual security and program needs. The agency’s
classification system is critical to providing a safe environment
for inmates and the staff who supervise them, as well as to
protecting society.
The classification system is evaluated on an ongoing basis to
ensure it accurately reflects changes in the inmate population
that can occur with time. During FY06, the Bureau implemented
several substantial changes to its classification system,
including the incorporation of new scoring items for inmate age
and education level, and adjustment of scoring cut-off points.
Additionally, the agency formalized its practice of continually
assessing the effectiveness of its inmate classification process
by requiring the Inmate Classification Workgroup to annually
report its findings and recommendations to the Director and

Managing releasing inmates in the community
During FY06, the Bureau renamed community corrections
centers (commonly known as halfway houses) as residential
re-entry centers (RRCs). The name was changed to more
specifically communicate the primary objective of halfway
houses – facilitating community re-entry for releasing inmates.
The Bureau uses a network of 250 RRCs to place inmates in the
community during the last part of their sentence just prior to
release. RRCs provide a structured, supervised environment
and release transition services to inmates, including support in
job placement, housing, counseling, and other services. RRCs
enable inmates to gradually rebuild their ties to the community
while under close supervision of staff during this critical
readjustment phase. Research has found that halfway house
participants are more likely to be gainfully employed and less
likely to commit crimes after release, when compared to inmates
who release directly back to the community. The benefits are

Executive Staff.

particularly evident with inmates with extensive criminal

During FY06, the Bureau enhanced its ability to effectively
manage inmate health care by implementing the third phase of

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

the medical classification. Medical status, whether for healthy
inmates or inmates with known medical conditions, is now a
part of the designation process for all inmates; each inmate is
assigned a care level based upon their specific health needs.
The medical classification system relies on the Presentence
Investigation (PSI) report for screening inmates for significant
medical issues. Subsequently, care levels are determined by
clinicians and depend on treatment modalities and inmate
functionality, in addition to diagnostic categories, such as
cancer, diabetes, HIV, and hepatitis. Care levels range from 1
(generally healthy, requiring the least amount of medical
services) to 4 (having the greatest medical needs). Each
Bureau institution also has a care level assignment (1-4 ) that
reflects the medical resources available at that facility and in
the surrounding community. Inmates are designated to insti-

inmates with the greatest re-entry needs are provided an
opportunity for placement in an RRC. Thus, there has been
increased use of RRCs for high and medium security level
inmates. Overall, in FY06, 77.5 percent of eligible inmates
released via RRCs; 75.7 percent of all eligible medium security
inmates and 73.4 percent of eligible high security inmates
released through an RRC, exceeding goals set for utilization of
Managing high-risk inmates in the community is challenging.
Many of these individuals have been separated from their
homes and families for extended periods of time, and have
fewer job skills, more extensive mental health problems, and
higher incidences of behavioral problems, as compared to
other inmates. As a result, the Bureau requires RRCs to
provide more extensive services than they have in the past.

tutions with the resources necessary to adequately manage
their needs. By classifying inmates and institutions, the BOP

The Bureau is piloting a transitional skills program in five RRCs

can better serve the medical needs of the inmates.

across the nation. This nine-week group counseling program
is designed to address the very real barriers inmates encounter

during re-entry. Areas covered include dealing with authority
figures, managing peer pressure, time management, developing
realistic expectations and a support network. All future RRC
contracts are required to provide this program.
Over the last four years, the Bureau developed several
treatment protocols using journals as a tool. These are based
on the most recent research and literature on treatment
programs for a correctional population and are thus
considered to be evidence-based. The Transition Skills
Journal will replace Basic Life Skills Training and will be
used by all Bureau inmates entering RRCs, except those
involved in transitional drug abuse treatment. To ensure
consistency and continuity of care, the 9-10 hour cognitivebehavioral treatment protocol is similar to that used by the
Bureau’s residential drug abuse program (RDAP). The journal
targets nine areas identified by research as being especially
difficult for releasing inmates, ranging from difficulty building
healthy relationships and preparing for negative social
influences, to managing anger and working with authority
figures. Journals are used by staff to facilitate inmate
discussions and interactions.
Inmates incarcerated for sex offenses pose unique challenges
with respect to transitional services. The Bureau is working to
develop a network of a dozen or more qualified communitybased, residential sex offender treatment programs around the
country that can be used when a releasing inmate’s treatment
needs are beyond the capabilities of traditional RRCs.


Results Through Collaboration

The challenges related to community re-entry demand that
partners in the criminal justice system and community

National Disaster Workgroup: OEP developed a workgroup
consisting of representatives from all regions and Central

agencies recognize some basic truths about what will be
needed to succeed. First, no single agency or individual can

Office to develop hurricane procedures and “all hazards”
emergency plans to be used in preparing for, responding to,

do it alone. Many agencies, both Federal and non-Federal,
share some responsibility for ex-offenders. To create a

and recovering from a variety of emergencies.

seamless transition for releasing inmates and achieve optimal
re-entry outcomes requires effective collaboration and

OpsPlanner: OEP and the Office of Information Systems (OIS)
secured approval from the Bureau’s Executive Staff to acquire

communication involving all parties with a stake in the
outcome. It is the Bureau’s responsibility to work with them

the electronic web-based crisis management application called
OpsPlanner, which will provide the agency with the most

and share information effectively throughout the incarceration
process to ensure continuity of those support services the

advantageous solution to crisis management software needs.
Its benefits are numerous:

inmate may need upon leaving the institution and/or residential
re-entry center (RRC). Second, agencies must make full use of

• OpsPlanner is capable of making 1,000 notifications per

available technology and automation to improve data flow
within and across agencies and reduce redundancies. This

(e.g., land lines, cellular phone, BlackBerry, pager, e-mails)
per contact. All BOP facilities can be linked, and one

section provides examples of intra- and interagency
collaboration and the results achieved through these efforts.

facility can activate another’s notification system in the
event of a temporary loss of telecommunications. This will

Collaboration and Bureau Operations

eliminate the need for the Command Caller System, which
can only make notifications.

Intra-agency efforts

hour, including simultaneous notifications to five devices

• OpsPlanner will contain a searchable inventory database
to assist with locating emergency equipment and/or

Pandemic Influenza Plan: Staff from the Bureau’s Office of
Emergency Preparedness (OEP) and Health Services Division

supplies (e.g., generators, mobile field kitchens, vehicles,
portable lighting units).

(HSD) worked closely on implementing a Pandemic Influenza
Plan template for all Bureau facilities. The Plan will not only

• The application will contain profiles of each facility with

identify roles and responsibilities, but also provide direction
regarding infection control procedures; use of vaccines,

local hospitals, airports meeting specific criteria, and
heavy equipment rental locations; staffing complement;

medications, and diagnostics with staff and inmates; and
surveillance and reporting procedures. The associated

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

Communications Plan was developed by HSD in collabortion
with two branches from the Information, Policy, and Public

digital photos and floor plans. Institutions susceptible to
natural disasters (flooding, hurricanes, earthquakes, etc.)

Affairs Division: the Office of Communications and Archives
and the Public Information Office.

• Each facility’s emergency operation and breaching plans

National Incident Management System (NIMS): This system

will be maintained in the system, which can activate the
appropriate plan in the event of a crisis and then generate

is being implemented throughout the Bureau as dictated by
Presidential directives. NIMS integrates existing best practices

and monitor assignments and tasks to be completed. This
application will replace the outdated Rapid Start System.

into a consistent, nationwide approach to domestic incident
management; it applies to all jurisdictions, across levels and

• OpsPlanner will maintain time- and date-stamped log

specific information about local emergency responders;

will be identified.

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

functional disciplines.


eDesignate: During FY06, the Bureau worked closely with the
Office of the Federal Detention Trustee (OFDT), U.S.

Electronic Files (IBM Content Manager): Through a joint
effort with OIS, the Inmate Services Management (ISM)

Probation, the courts and the U.S. Marshals Service (USMS) to
continue implementation of the eDesignate system developed

Branch/DSCC has developed an electronic J&C File utilizing
the IBM Content Manager application. Select Bureau staff will

by OFDT. The eDesignate system automates the designations
process and electronically routes designation materials (Pre-

be able to access the web-based J&C File, which includes the
PSI, Judgment & Commitment Order, USM 129 and the

Sentence Investigative Report [PSI], Judgment in A Criminal
Case [J&C], Statement of Reasons [SOR], USMS 129 and other

Statement of Reasons (SOR). This system will provide access
to information not currently available via existing SENTRY-

designation documents) to agencies involved in the process. It
also produces management reports that enable monitoring of

based applications. DSCC completed testing of the electronic
file from June through August 2006, and the final version of the

the timeliness of transactions and allows the agency to save
documents electronically. The Bureau’s Designation and

application is expected to be completed by November 2006.
This electronic file will only exist if the sentence computation

Sentence Computation Center (DSCC) plans to ultimately
eliminate hard copy files and function completely paperless.

has been calculated by DSCC.
Interagency efforts

By the end of FY06, eDesignate was being used in 33 judicial
districts, and implementation in the remaining judicial districts
is scheduled for completion by the end of calendar year 2007.
Close collaboration with OFTD by Bureau staff at all levels has
contributed to the success of this initiative. Feedback from
Bureau staff at the DSCC and community corrections offices
indicates that the user-friendly eDesignate enables efficient
completion of the designation process. OFDT staff report that
eDesignate has significantly reduced the time between
sentencing and commitment to a Bureau institution, which is
projected to save taxpayers millions of dollars in detention
Automated 106s (Request for Movement): During FY06, the
Bureau collaborated with the USMS, OFDT and DOJ’s Justice
Prisoner and Alien Transportation System (JPATS) to
streamline and automate the movement request process. The
resulting automated application will be integrated into the
eDesignate system. This new process will reduce [1] the
amount of time a prisoner has to spend in a holdover facility
after sentencing until reaching the designated facility and [2]
the time required for staff to manually enter the data to generate
a movement request.


Following Hurricanes Katrina and Rita, staff from the Bureau’s
OEP worked closely with numerous Federal agencies (e.g.,
Federal Bureau of Investigation; USMS; Bureau of Alcohol,
Firearms, and Tobacco) to re-write the Bureau’s response
capabilities under the National Response Plan Emergency
Support Function Thirteen (ESF-13). For example, Federal
deputation procedures were streamlined to enable Bureau staff
to respond to emergencies in a more timely manner.
Additional OEP staff efforts under ESF-13 led to the development of an Institution Evacuation Plan template for all Bureau
facilities and state correctional agencies. The template

• preparation/mitigation: e.g., roles and responsibilities,
workforce preparation, physical site security and
management, transportation;

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

activating crisis management components;
recovery: e.g., returning to normal operations, site
restoration, reconstitution of operations and services,
critically reviewing the incident to identify lessons


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

• logistics: e.g., locating and coordinating movement of Bureau facilities during the FY. Representatives from local
emergency equipment and supplies.
Interagency Collaboration and Community Re-entry
During FY06, Bureau institutions transferred 25,314 inmates to
residential re-entry centers (RRCs). Slightly less than onethird of inmates participating in RRC programs (32.7% or 8,273)
progressed to home confinement prior to release from service
of their sentence, while 25,789 inmates were released from
service of their sentence after successful completion of the
RRC program. At year-end, 8,255 inmates were on home
confinement. To put this in a larger context, the Bureau of
Justice Statistics has reported that, at mid-year 2006, the total
of number of state and Federal prisoners in the U.S. exceeded
2.2 million. Given these numbers and the fact that most
offenders will ultimately release to their communities,
collaborative efforts are key to ensuring a successful re-entry.
Close interagency and intra-agency collaboration should start
much earlier than one might think, i.e., before the offender
arrives at the institution. With respect to the Federal prison
system, the Bureau receives background information in the
form of the Pre-Sentence Investigation conducted by U.S.
Probation and Pretrial Services. USMS officers transporting
detainees or sentenced inmates often provide input regarding
observed behavior that assists staff receiving the inmates.
During incarceration, staff must work together closely in
support of each inmate’s programming to maximize carry-over
of skills. And of course, a major part of re-entry is ensuring
continuity once the inmate leaves the institution and the RRC.
To that end, the Bureau provides inmates with release
preparation opportunities that involve individuals or groups
from the community. During FY06, a total of 3,740 inmates
participated in 230 public works and community service
projects in support of 17 Federal departments and agencies,
and more than 130 state and local agencies and organizations.
Programs and services were supplemented by a very active
contingent of approximately 12,715 citizen volunteers, who
each assisted at Bureau institutions a minimum of four times
during the year. Additionally, 90 mock job fairs were held at

community service agencies, along with 600 employers from
the surrounding areas, volunteered their time to participate.
Their involvement provided 1,800 inmates the opportunity to
practice job interviewing and receive constructive feedback to
help them further improve their performance.
UNICOR’s Federal Bonding Program provides theft insurance to employers who hire Federal offenders. The Inmate
Transition Branch (ITB) started administering this program as
a pilot during FY06. To be eligible, an ex-offender must have
worked in UNICOR for at least six months during incarceration
in a federal correctional institution and seek coverage within
one year after release. Each offender is entitled to coverage for
one job after completing their residence/program at a halfway
house. Employers who hired eligible ex-offenders after February 1, 2006, and those presently hiring may apply (on a standard application form) for the insurance that provides bonding
coverage up to $5,000, at no cost to the employers or to the
employees. The initial bond, paid for by UNICOR, covers the
first six months of employment and is renewable by the
employer at commercial rates. In the event of theft of money or
property, this insurance will reimburse the employer up to the
bond value.
Corrections and treatment research demonstrate treatment
support to offenders entering the community under continued
criminal justice supervision (i.e., transfer to a halfway house,
probation and parole) reduces recidivism; and during FY06,
the Bureau continued to enhance operations or activities on
the re-entry end of the spectrum to achieve this objective.
Correctional systems must ensure continuity of care and
services, particularly for offenders with higher needs. Since
1991, the Bureau has dedicated significant funding and staff
resources to the transition of inmates with histories of
substance abuse, and more recently, to inmates identified as
having a particular treatment or service need, e.g., inmates
with mental illness or health problems.
In addition to coordinating the agency’s skills development
initiatives, the Inmate Skills Development (ISD) Branch also


serves as the Bureau’s point of contact for agencies working to
facilitate inmates’ re-entry. A number of initiatives are under

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

way with several Federal government departments, agencies
and others.

training on a regional basis.
Performance evaluation measures were added to existing

As a member of the National Offender Workforce


appraisal criteria for Chief Executive Officers at each
Bureau component to ensure support of skills and part-

Development Partnership (NOWDP), the Bureau works with
U.S. Probation and Pretrial Services and the Administrative

nership development efforts at their respective sites.

Office of the U.S. Courts, the U.S. Department of Labor, NIC
and the Legal Action Center--National Hire Network to

NIC and the ISD Branch are working closely with the U.S.
Departments of Labor and Veterans Affairs to develop a

enhance career-oriented job opportunities for ex-offenders.
To accomplish this objective, the partnership is engaged in

proposal for a nationwide mapping system that will display
locally-available community resources.

forecasting which occupations are likely to remain in demand
by the private sector, developing criteria for different levels of

The Bureau continues its active participation as a member of

skills needed for industry jobs, and addressing barriers to
offender employment. FY06 saw the Bureau’s involvement in

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

and the completion of various related tasks:
• The ISD Branch and the Bureau’s Federal partners con-

from DC.

ducted various training sessions and workshops on
offender skills development and partnership initiatives at

DC’s Re-Entry Initiative is another example of the type of
interagency collaboration that is needed to create a seamless

the April 2006 2nd Annual Offender Workforce Development Conference, Western Region’s June 2006 commu-

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

nity corrections conference, and the National Coalition
for Homeless Veterans’ meeting, also in June 2006.

includes representatives from the Court Services and Offender
Supervision Agency (CSOSA), DC’s Departments of Health

• A brochure providing guidance on developing and imple- and Mental Health, Unity Healthcare Inc., the East of the River
menting local partnerships targeting offender workforce

Clergy-Police Community Partnership and the Bureau. Since

development, was produced and distributed to all Bureau
institutions, Federal judicial districts and partnering agen-

May 2004, DC’s ReEntry Center has provided one-stop access
to comprehensive services for returning ex-offenders, referred


by various agencies and their families. Availability of

• NIC created and launched a NOWDP section on its public representatives from various DC agencies at this one-stop
website that provides resources, implementation guidance,
and points of contact for partnering agencies.

center, combined with participation from other stakeholders in
the re-entry process, maximizes its effectiveness.

• NIC, the ISD Branch and U.S. Offices of Probation and
Pretrial Services jointly provided offender workforce
development (OWD) training for more than 145 field staff
and local community partners at targeted locations in
Oregon, Texas, Virginia, Delaware and North Carolina.

• Points of contact (i.e., Inmate Skills Development and
Re-entry Coordinators) were established at each Bureau
facility and regional office to support skills development
and partnership re-entry initiatives at those levels. All


Impact on Other Correctional Systems
The Bureau’s collaborative efforts also extend to providing services that support or enhance service delivery in other correctional systems.
In FY06, NIC continued to offer training and technical assistance designed to improve the management and operations of
the Nation’s prisons, jails and community corrections facilities.

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

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

4,324 corrections professionals also completed e-learning
courses via NIC’s online learning center (

community network (, sharing information on
such pertinent topics as pre-trial services, effecting cognitive-

And under an interagency agreement with DOJ’s Office of
Juvenile Justice and Delinquency Prevention (OJJDP), NIC

behavioral change, mental health services, working effectively
with women offenders, managing offender behavior, jail and

provided training to 883 practitioners working in juvenile corrections.

prison administration, and re-entry.

Direct supervision jails combine a specific physical plant de-

Since August 2005, NIC’s Division of Prisons and Community
Corrections has provided leadership, management, and tech-

sign and an inmate management strategy that can virtually
eliminate the violence, vandalism, and unsanitary conditions

nical support to the Maine DOC and the Corrections Alternative Advisory Committee created by the State of Maine’s Leg-

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

islature that same year. This criminal justice system planning
initiative, unlike NIC’s traditional technical assistance services

and piloted a new curriculum, Supervising Staff in a Direct
Supervision Jail. NIC also piloted the implementation of its

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

inmate behavior management strategy, designed for all jails
regardless of physical plant design. The Louisville Metropoli-

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

tan DOC in Louisville, KY served as the pilot test site.

state and local government agencies. To this end, during the
FY, NIC made available subject matter experts to plan, oversee,

More than 51,600 corrections professionals and others nationwide viewed NIC’s satellite/internet broadcasts of training pro-

and guide the work of the committee. NIC has also hired technical consultants to conduct studies and develop recommen-

grams. These covered such topics as public and media relations, protecting people with disabilities who are under the

dations in such areas as pretrial case management; the design,
authorization, and funding of community corrections; and the

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

use of split sentencing and alternative sentencing options.

2003 (PREA), and victim services. One example was NIC’s 32hour satellite/internet program on “Achieving Excellence in

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

Correctional Victim Service through Collaboration,” offered in
September 2006. The program’s goals were to identify and

conferencing for arraignments and other forms of distance
communication, development of an integrated information sys-

plan effective strategies for corrections-based victim services
in partnership with other justice and community stakeholders

tem for recording and managing offender data, and pursuit of
shared purchasing agreements to reduce pharmaceutical costs

and to develop a plan for measuring the effectiveness of victim
services provided in local jurisdictions. More than 1,450 par-

and staff time. To augment this, NIC published Getting It
Right: Collaborative Problem Solving for Criminal Justice,

ticipants actively took part in this live broadcast at 44 locations across the U.S.

in FY06.

During FY06, NIC’s Information Center responded to approxi-

NIC provided 243 responses to technical assistance requests
from state and local corrections agencies during FY06. Addi-

mately 10,000 requests for research assistance, specific documents or videos distributed by the Center. Approximately

tionally, NIC awarded 54 cooperative agreements to support a
variety of projects to advance state and local corrections,

660,000 unique visitors used the website during FY06 to

including those designed to:


• support small jails by providing targeted training: e.g., to individuals with mental illness. Other initiatives are expected



NIC co-sponsored training with the South Carolina Jail

to influence correctional policies and practices to improve

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

outcomes for women involved in the justice system:
• In FY06, NIC began the final phase of a three-year project

completed NIC training programs that focussed on jails as
part of the bigger picture of county government, small jail

with the University of Cincinnati to construct and validate
gender-responsive risk and needs assessment tools and

administration and resource management.
strengthen services and products for jail administrators

protocols for female offenders and pre-trial defendants.
This work includes classification decisions in community

(e.g., a large jail systems assessment to identify factors
associated with successful organizational changes and

and custody settings, from pre-trial through parole stages.
Two public domain instruments will be available in FY07.

better service delivery strategies).
assist jail managers and funding authorities in planning

• Three of the eight sites currently involved in NIC’s
Transition from Prison to Community (TPC) initiative
began working toward developing a transition model that
addresses, in a gender-informed manner, issues specific to

and implementing effective risk management strategies.

• address emergency preparedness in jail environments by

female offenders.

designing self-audit checklists designed specifically for
jails will help managers better assess their readiness for
managing the various types of emergencies that can occur
in jails.

Prison Rape Elimination Act of 2003 (PREA): In FY06, NIC
continued to provide training, technical assistance and

• create a “How To” guide for developing and implementing information on PREA to the corrections field nationwide. NIC
jail standards and inspection programs that can be key to

has received over 70 PREA-related requests for technical

improving facility management and operations.

assistance that ranged from how to disseminate information to

• survey the incidence and distribution of jail suicides over assessment and intervention strategies. In FY06, NIC’s
an 18-month period. This is the third national study of its
kind conducted with the National Center on Institutions

various activities included:
• providing training on “Addressing Staff Sexual

and Alternatives (NCIA), and the resulting report of
findings is expected to serve as a resource tool for jail

Misconduct with Offenders” and “Investigating
Allegations of Staff Sexual Misconduct with Offenders” to

administrators, as well as medical and mental health

representatives from 14 jurisdictions, as well as training on
the latter topic to 29 agents from DOJ’s Office of the

Also during FY06, NIC posted Evidence-Based Practice:

• providing training at several professional conferences,

Principles for Enhancing Correctional Results in Prisons and
Implementing Evidence-Based Practice in Community

such as those sponsored by ACA, the American Jail
Association, Women Working in Corrections and

Corrections: Quality Assurance Manual on its website.
These documents assist professionals working in prison and

Juvenile Justice, the National Organization of Hispanics in
Criminal Justice, and the New England Council on Crime

community corrections environments to effectively managing
offenders under their care.

and Delinquency.
at the request of DOJ’s Office of Juvenile Justice and

Inspector General (OIG);

NIC was involved in several other major initiatives during

Delinquency Prevention, presenting information on
preventing sexual abuse of youth in custody at two

FY06. One such initiative on mental health is designed to unite
criminal justice and mental health policymakers to develop

regional training conferences;
in June 2006, hosting a three-hour satellite/internet

strategies for improving the criminal justice system’s response




broadcast on PREA that reached approximately 18,150

viewers that also dealt with preventing the abuse of youth
in custody; and

• continuing its distribution of “Speaking Up: Discussing
Prison Sexual Assault” toolkits designed to assist facility
staff in educating offenders (male and female) on local
sexual assault policies and practices, and the two-part
video series on responding to prisoner rape.


Status report:
Other Agency Achievements
Financial Management and Fiscal Responsibility
For the eighth consecutive year, the Bureau received a clean
audit opinion on its Audited Financial Statements. Clean
opinions are indicative of sound financial management. The
requirement to produce annual audited financial statements

atically and thoroughly examine all applicable policies,
processes or duties to identify those warranting elimination. If
a process cannot be eliminated, it will be reviewed for
streamlining. The group will then conduct a structured risk

resulted from requirements in the Chief Financial Officers Act
of 1990.

analysis of all remaining processes and procedures.

Various streamlining, restructuring and cost avoidance

Agency Workforce: At the end of FY06, the Bureau had 35,466
staff carrying out its mission; 321 Bureau employees were on

initiatives were completed this year, enabling the Bureau to
live within its budget. Among those successfully concluded

active military duty.

during FY06 were initiatives involving management
re-engineering; regional designators and community cor-

Consolidated Employee Services Center (CESC)

rections, as well as certain case management positions (i.e.,
case managers, counselors and assistant case management

The activation of the Grand Prairie, TX Consolidated Payroll

coordinators); elimination of intensive confinement centers;
and four camp closures. Another restructuring initiative
involved changing the security levels (and thus the inmate
populations) of several institutions to better manage bedspace capacity and population needs: the Federal Medical
Center at Fort Worth, TX completed its conversion to an FCI;

and Personnel Processing Unit (part of CESC) was completed
in FY06. To assist it in carrying out its missions, CESC hired 91
new employees during FY06, bringing total staff on board for
that component to 141. It is now processing payroll and
personnel actions Bureau-wide, completing 71,747 actions in

and the Bureau initiated the conversion of USP Atlanta, GA
and USP Marion, IL from high to medium security facilities.

During FY06, CESC’s Consolidated Benefits Counseling and

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

benefits; and military-related actions agency-wide. The
Benefits Unit processed 562 retirements and 35 death actions

targeted for abolishing as part of the agency’s comprehensive
cost avoidance strategy, only 233 remained. Approximately
$124 million in cost avoidance was achieved in FY06 as a result
of the various streamlining and cost reduction initiatives,
some of which have been ongoing and/or carried out over the
last several years. Various initiatives are ongoing, such as the
mission change for USP Atlanta (with the related staff change
being accomplished through attrition); in FY06, all high
security inmates were transferred out of the USP to effect this


duties. All disciplines will undergo REDMAP assessments,
during which groups of subject matter experts will system-

Processing Unit also completed activation. It now processes
all retirement; health, life, dental and vision insurance; death

during FY06.
Activation of CESC’s Consolidated Staffing Unit (CSU) also
continued. During FY06, it assumed responsibility for
processing all non-bargaining unit positions for the Bureau
and processed 1,710 jobs during that time. The CSU is
expected to assume responsibility for bargaining unit positions
and BOP-HIRES (a direct web-based hiring system for entrylevel positions) in FY07, at which point it will be responsible for
all agency hiring and staff placement, except for warden and

In July 2006, the Bureau’s Executive Staff approved the
Reduction and Elimination of Duties Management Assessment

associate warden positions.

Project (REDMAP). Through this process, the Bureau will
reduce the workload on staff by reducing paperwork demands

In support of the President’s e-government initiative, funding
was provided to initiate the conversion of paper official

and eliminating both redundant processes and unnecessary

personnel folders to an electronic paperless version.

The creation of the Classification and Compensation Section
(CCS) allowed the consolidation of position classification

• the CLC concept has provided Regional Counsels a

responsibilities for all Bureau locations; these are now
performed in Central Office.

mechanism for distributing the workload more evenly or
transferring work from one CLC to another, when

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

necessary, ensuring that each institution is provided
competent and timely legal services;

Accountability workgroup with DOJ to develop measures for
the DOJ HC Accountability Implementation Plan. The resulting

which has increased productivity;

• finally, legal staff have been able to focus the majority of
their time to dealing with legal issues, as opposed to

plan will ensure adherence to merit system principles and other
laws and regulations governing human capital management. It

institution operations.

will also provide for monitoring, assessing, and reporting on
progress toward achieving HC goals and improving the

Inmate Programs and Services:

effectiveness and efficiency of human resource programs.
In support of the agency’s national strategic plan objective
that is designed to close skill gaps in the Bureau’s 12 core job
series, as well as the HC strategic plan, the Bureau revised 76
training courses that target 19 identified skill gaps. The revised
training activities resulted in 80 percent of the targeted job
series showing improvement in closing 25 competency gaps
during FY-06.
The Bureau developed and implemented several recruitment
and retention strategies during the FY that were effective in
further enhancing diversity in its workforce. These efforts
resulted in a 4 percent improvement in overall minority group
representation, a 14 percent improvement in Asian/Pacific
Islander representation, and a 21 percent improvement in
Native American representation agencywide for the period
ending July 2006. Training on recruitment strategies was
provided to more than 375 Special Emphasis Program
Managers and Affirmative Employment Committee chairpersons.
With respect to legal services, the Bureau’s experience with
Consolidated Legal Centers (CLCs) has confirmed that the
agency derives significant benefits from this organizational
• the Bureau has been able to avoid adding new legal


positions to activating institutions;
locating legal staff together in CLCs has provided a builtin forum for discussing difficult issues and sharing ideas,

Drug education, non-residential drug abuse treatment, and
counseling are available at every institution. Treatment
includes individual and group therapy, group counseling, and
other skills-building strategies aimed at developing pro-social
values and preparing inmates for transition to the community.
The objective is to reduce the likelihood of inmates relapsing
to drug use.
The Bureau is mandated by law to provide residential drug
abuse treatment to 100 percent of the eligible population. The
Bureau’s residential drug abuse program (RDAP), the most
intensive treatment available, is located at 58 institutions. The
TRIAD study showed that inmates who participate in RDAP
are 16 percent less likely to recidivate and 15 percent less likely
to relapse to drug use, compared with non-participants. There
is enormous demand for residential services in part because of
the potential for some (non-violent) offenders to earn a
reduction in sentence following successful completion of the
RDAP is ultimately completed in the community through
continued drug treatment. The community transition drug
abuse program continues the inmate’s drug treatment when he
or she is transferred to an RRC. Program staff monitor inmate
progress, provide treatment interventions and coordinate with
U.S. Probation to ensure the inmate continues with the same
treatment provider when moved to supervised release. This
ensures continuity of care into the community, as well as
supervision, to support lasting change.


The number of inmate participants in substance abuse
treatment programs during FY06 were as follows:

addition, minority groups that are at the greatest statistical risk
for recidivism benefitted more from industrial work participa-

• drug education: 23,006
tion and vocational training than their non-minority counter• non-residential treatment: 13,697
• residential drug abuse program (RDAP): 58 program sites



served 17,442 participants and yielded 14,652 successful

Education programs help inmates acquire literacy and related

program completions
transitional drug programs at RRCs: 16,503

skills to help them obtain employment after release. BOP
institutions offer a broad range of educational programs to

Work programs not only facilitate inmate management, but

meet the wide-ranging needs of our inmate population.
Research has found that inmates who participate in education

also teach inmates marketable skills and instill a sound work
ethic and habits; in so doing, work programs enhance the

programs are 16 percent less likely to recidivate than
nonparticipating offenders. All Bureau institutions offer

likelihood of successful community re-entry. Inmates who
work for Federal Prison Industries (FPI or trade name UNICOR),

literacy classes, English as a Second Language (ESL), adult
continuing education, parenting classes, library services,

one of the Bureau’s most important correctional programs, gain
marketable skills in business areas such as electronics, textiles,

wellness education, and instruction in leisure-time activities.

services, recycling, fleet management, and vehicular repair. FPI
work assignments pay a base wage of 23¢ to $1.15 per hour;

On any given day during FY06, 34 percent of the inmate
population was enrolled in one or more education programs. A

but much like the regular workforce, inmates can earn overtime
and may be eligible for longevity pay. These jobs are so

total of 22,432 inmates were enrolled in GED as of the end of
September 2006; and 5,547 GED completions were recorded

highly-desired that there is a waiting list for them. As of
September 30, 2006, UNICOR employed 21,205 inmates (or 18

over the course of the FY.

percent of the eligible inmate population) in its various
factories throughout the Bureau.

Every Federal correctional institution has vocational and
occupational training (VT/OT) programs. Inmates can learn a

Inmates who participate in the FPI program and have court-

wide variety of skills in both traditional trade areas and
emerging occupations. On-the-job training is an important

ordered fines, family support, and victim restitution must
contribute 50 percent of their earnings toward these

component of the occupational training program. Given the
recidivism-reducing effect associated with participation in

obligations. In FY06, approximately $2.57 million of inmate
earnings were contributed to meet their existing financial

these programs (participants are 33 percent less likely to
recidivate than non-participants according to PREP), staff


make every effort to match inmates with a VT program that most
interests them. During FY06, the Bureau offered 337

Research has shown that inmates who participate in the FPI
program are less likely to revert to criminal behavior and are

occupational/vocational education, 542 apprenticeship and
148 advanced occupational education (AOE) programs, with

more likely to be gainfully employed following release from
prison. The Post-Release Employment Project (PREP) com-

11,623 completions. As of the FY-end, nearly 10,000 inmates
were involved in occupational training and apprenticeship

pared inmates who worked in prison industries with similar
inmates who did not participate in the FPI program. PREP


found that inmates who worked in FPI were significantly less
likely to recidivate than inmates who did not participate, for as

The inmate population completed approximately 44,500 release
preparation classes sponsored or taught by Education staff

much as 12 years following release. Inmates who participated
in FPI were also less likely to engage in prison misconduct. In

during FY06.

Bureau Components


hile the primary business of the Bureau of
Prisons is operating correctional facilities, many

who monitor contract compliance and coordinate the Bureau’s
privatization management efforts.

administrative, policy, training, program review
and other supporting functions are carried out by the Central

Health Services Division (HSD): manages the health care pro-

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

grams of the Bureau; ensures that Federal inmates receive
essential medical, dental, and psychiatric services; and is

Central Office

responsible for the Bureau’s safety, environmental, and food
services programs.

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

Human Resource Management Division (HRMD): is responsible

Administration Division (ADM): develops and administers the

and background investigations, labor/management relations,
diversity management, and equal employment opportunity ser-

Bureau’s budget, oversees financial management, and is
responsible for the Bureau’s capacity planning initiatives, site
selection activities, construction and acquisition of new
Bureau institutions, and facilities management programs.
Correctional Programs Division (CPD): develops activities
and programs designed to help inmates develop the skills necessary to facilitate successful reintegration of inmates into their
communities upon release and to assure institution security,
safety of staff and inmates, and orderly institution operations.
Programs include psychology and religious services, drug
abuse treatment, programs for special needs offenders and
females, and case management. CPD provides national policy
direction and daily operational oversight of institution correctional services, intelligence gathering, the management of
inmates placed in the Federal Witness Security Program, inmate
transportation, receiving and discharge and inmate sentence
computations, emergency preparedness, inmate discipline, and
the coordination of treaty transfer of inmates with other countries. The Division coordinates the agency’s Victim/Witness
Program and ensures the collection of court-ordered obligations through the Inmate Financial Responsibility Program. CPD
also has responsibility for a variety of functions in the areas of
contract residential re-entry centers, community corrections field
offices, federally-sentenced juveniles, community-based drug
treatment, liaison with the U.S. Marshals Service and Immigration and Customs Enforcement, and secure privatized prisons.
Division staff are responsible for direct oversight of field staff

for recruitment, selection, training, and development of Bureau
staff, as well as employee pay and position management, security

Industries, Education, and Vocational Training (IEVT): oversees Federal Prison Industries, also known by its trade name
UNICOR, a wholly-owned Government corporation that provides employment and training opportunities for inmates confined in Federal correctional facilities; manages the Bureau’s
education, vocational training, inmate transition, and leisure
time programs.
Information, Policy, and Public Affairs (IPPA): is responsible
for managing the Bureau’s communication and information
resources (including SENTRY, BOPNET, Sallyport, and, research and evaluation programs, security technology programs, public affairs, legislative affairs, and policy
Office of General Counsel (OGC): provides legal advice,
assistance, and representation to Bureau officials in the areas
of legislative and correctional issues, commercial law, inmate
litigation, administrative and discrimination complaints, ethics
issues, equal employment opportunity law, Freedom of Information Act and Privacy Act issues, labor law, and real estate
and environmental law.
Program Review Division (PRD): provides oversight of BOP
program performance through the development of strategic plan-


ning initiatives and through the administration of program
reviews that measure program performance; assesses the
strength of internal systems of control; and evaluates compliance with laws, regulations, and standards. PRD coordinates
the Bureau’s responses to audits conducted by the U.S. General Accounting Office (GAO) and the Office of the Inspector
General (OIG), as well as the American Correctional Association’s
accreditation of Bureau institutions.
National Institute of Corrections (NIC): provides technical
assistance, training, and information to state and local correctional agencies and to Bureau employees, and operates a clearinghouse known as the NIC Information Center. NIC has six
divisions: Jails, Community Corrections/Prisons, Academy,
Offender Workforce Development, Financial Management, and
Communications and Publications.

Management and Specialty Training Center (MSTC)
National Corrections Academy
791 Chambers Road
Aurora, CO 80011
Fax: 303-340-7968

Regional Offices
The Bureau of Prisons has six regional offices, which directly
support the operations of the facilities within their respective
geographic regions of the country. Under the leadership of a
regional director and deputy regional director, regional office
staff provide management and technical assistance to institution and community corrections personnel; conduct specialized training programs; give technical assistance to state and
local criminal justice agencies; and contract with community
agencies to provide offender placement in residential re-entry

NIC Headquarters
320 First Street, NW
Washington, DC 20534

Fax: 202-307-3106

NIC Academy/Information Center
National Corrections Academy
791 Chambers Road
Aurora, CO 80011
Academy: 800-995-6429
Information Center: 800-877-1461

Regional staff include administrators who are subject matter
experts in all disciplines represented at the institution level (e.g.,
health services, unit/case management, correctional services,
and facilities operations). By maintaining close contact with
institution staff, regional staff ensure effective Bureau operations.

Fax: 303-365-4458
Fax: 303-365-4456

Bureau Facilities
Security Levels: The Bureau operates institutions of five

Staff Training Centers

different security levels (i.e., minimum, low, medium, high, or
administrative) in order to confine offenders in an appropriate

Training is an integral part of Bureau of Prisons employee
development. Introductory training is conducted at the Bureau’s

manner. Security levels are based on such features as the
presence of external patrols, towers, security barriers, or

Staff Training Academy, and specialized professional training
is provided at the Management and Specialty Training Center.

detection devices; the type of housing within the institution;
internal security features; and the staff-to-inmate ratio.

Staff Training Academy (STA)
Federal Law Enforcement Training Center
Building 21
Glynco, GA 31524
Fax: 912-267-2983

Minimum Security: also known as Federal Prison Camps
(FPCs), these work and program-oriented facilities have dormitory housing, a relatively low staff-to-inmate ratio, and limited or no perimeter fencing. Some FPCs are located adjacent
to military bases, where inmates help serve the labor needs of
the the base. A number of BOP institutions have a small,


minimum security camp adjacent to the main facility. Often
referred to as satellite prison camps (SPCs), these provide

Satellite Low Security Facilities: FCIs Elkton and Jesup each
have a small low security satellite facility adjacent to the main

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

institution. FCI La Tuna has a low security facility affiliated
with, but not adjacent to, the main institution.

similar needs.
Internet Access to Information:
Low Security Federal Correctional Institutions (FCIs): have
double-fenced perimeters, mostly dormitory or cubicle housing, strong work and program components, and a staff-toinmate ratio that is higher than that in FPCs.
Medium Security FCIs: have strengthened perimeters
(often double fences with electronic detection systems),

The Bureau of Prisons’ public website ( maintains
information about each of its institutions, offices, and training
centers, as well as abbreviated contact information for privatelyoperated, secured facilities housing inmates under the Bureau’s
jurisdiction. We encourage you to visit if you are
interested in learning more about a specific facility.

mostly cell-type housing, a wide variety of work and treatment programs, a higher staff-to-inmate ratio than that in low
security FCIs, and even greater internal controls.
High Security United States Penitentiaries (USPs): have
highly-secured perimeters featuring walls or reinforced
fences, multiple- and single-occupant cell housing, the highest staff-to-inmate ratio, and close control of inmate movement.
Administrative Facilities: have special missions, such as
the detention of pretrial offenders; the treatment of inmates
with serious or chronic medical problems; or the containment
of extremely dangerous, violent, or escape-prone inmates.
These include Metropolitan Correctional Centers (MCCs),
Metropolitan Detention Centers (MDCs), Federal Detention
Centers (FDCs), Federal Medical Centers (FMCs), the Medical Center for Federal Prisoners (MCFP), the Federal Transfer Center (FTC), and the Administrative-Maximum USP
Federal Correctional Complexes (FCCs): At FCCs, institutions with different missions and security levels are located in
close proximity to one another. This increases efficiency
through the sharing of services, enables staff to gain experience at institutions of many security levels, and enhances emergency preparedness by having additional resources within
close proximity.


Bureau Institutions
Note: Population numbers effective 09/28/06.

FPC Alderson


P.O. Box A
Glen Ray Rd.
Alderson, WV 24910
Fax: 304-445-7736
Staff: 166

Security Level: Minimum/Female
Judicial District: Southern West Virginia
Population: 1,104
Location: In the foothills of the Allegheney Mountains, 270 miles southwest of Washington, DC; 12 miles south of Interstate 64, off State Hwy 3.
This area is served by airports in Lewisburg and Beckley, as well as
Roanoke, VA; Amtrak, and commercial bus lines.

Mid-Atlantic Region



P.O. Box 3500
White Deer, PA 17887
Fax: 570-547-9200
FCC Staff: 846

FCC Security Levels: Low, Medium, High/Male
Judicial District: Middle Pennsylvania
Population: 3,933
Location: 197 miles north of Washington, DC; 11 miles south of
Williamsport, PA; 2 miles north of Allenwood, on U.S. Route 15. This area
is served by Williamsport-Lycoming County Airport and commercial bus

Northeast Region

FCI Ashland


Mid-Atlantic Region

P.O. Box 888
State Route 716
Ashland, KY
Fax: 606-928-3635


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

Staff: 279

USP Atlanta


Security Level: Low with adjacent Minimum Camp/Male
Judicial District: Eastern Kentucky
Population: FCI: 1,232 Camp: 331

601 McDonough Blvd.,
Atlanta, GA 30315-0182
Fax: 404-331-2403
Staff: 568

Security Level: Medium/Administrative with adjacent Minimum Camp/
Judicial District: Northern Georgia
Population: USP: 2,049 Camp: 549
Location: In southeast Atlanta, at the junction of Boulevard and
McDonough Blvd. Off Interstate 20 (south on Boulevard) or Interstate 285
(north on Moreland Ave., left on McDonough Blvd.). This area is served
by Hartsfield International Airport, Amtrak, and commercial bus lines.

Southeast Region

USP Atwater


P.O. Box 019000
#1 Federal Hwy
Atwater, CA 95301
Fax: 209-386-4635
Staff: 313

Western Region


Security Level: High with adjacent Minimum Camp/Male
Judicial District: Eastern California
Population: USP: 1,290 Camp: 134
Location: On a portion of the former Castle Air Force Base. Approximately 130 miles from San Francisco. This area is served by Fresno
Yosemite International Airport, Sacramento International Airport, Modesto
City/County Airport (Harry Sham Field), Amtrak, and commerical bus lines.

FCI Bastrop


P.O. Box 730
1341 Hwy 95 N
Bastrop, TX 78602
Fax: 512-304-0117

Security Level: Low with adjacent Minimum Camp/Male
Judicial District: Western Texas
Population: FCI: 1,233 Camp: 182
Location: 30 miles southeast of Austin, 8 miles south of Elgin, and 8 miles
north of Bastrop, off Hwy 95. This area is served by Austin-Bergstrom
International Airport in Austin (25 miles from the facility).

Staff: 242
South Central Region



South Central Region

P.O. Box 26035
Beaumont, TX 777206035
Fax: 409-626-3700
FCC Staff: 845

FCI Beckley
P.O. Box 1280
Beaver, WV 25813
Fax: 304-256-4956



Staff: 341

FCC Security Levels: Low, Medium, High with adjacent Minimum Camp/
Judicial District: Eastern Texas
Population: 5,100
Location: On the Texas Gulf coast, about 90 minutes from Houston. From
U.S. 10, take Route 69 and exit at Florida Avenue. Turn right on West Port
Arthur Rd., then right on Knauth Rd. The area is served by the Southeast
Texas Regional Airport, Amtrak, and commercial bus lines.
Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: Southern West Virginia
Population: FCI: 1,643 Camp: 405
Location: Approximately 51 miles southeast of Charleston, WV; and 136
miles northwest of Roanoke, VA. Institution’s street address is 1600
Industrial Park Rd. The area is served by airports in Charleston and
Beckley, Amtrak, and commercial bus lines.

Mid-Atlantic Region



696 Muckerman Rd.
Bennettsville, SC 29512
Fax: 843-454-8219


Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: South Carolina
Population: FCI: 1,481 Camp: 134
Location: In Marlboro County off Hwy 9; 86 miles from Myrtle Beach. This
area is served by Florence Regional Airport (31 miles) and Douglass
International, Charlotte, NC (89 miles).

Staff: 289
Southeast Region



Big Sandy
P.O. Box 2067
Inez, KY 41224
Fax: 606-433-2596
Staff: 355

Security Level: High with adjacent Minimum Camp/Male
Judicial District: Eastern Kentucky
Population: USP: 1,540 Camp: 144
Location: In Eastern Kentucky, located 11 miles south of Inez, KY on Rt. 3
South; 18 miles southeast of Paintsville, KY and 15 miles northeast of
Prestonburg, KY. The area is served by airports in Huntington, WV;
Lexington, KY; and Charleston, WV.

Mid-Atlantic Region





South Central Region



Big Spring
1900 Simler Ave.
Big Spring, TX
Fax: 432-268-6867

Security Level: Low with adjacent Minimum Camp/Male
Judicial District: Northern Texas
Population: FCI: 1,618 Camp: 176
Location: Midway between Dallas and El Paso, on the southwest edge of
Big Spring, at the intersection of Interstate 20 and U.S. Hwy 80. The area is
served by Midland/Odessa Airport, a small municipal airport, and commercial bus lines.

Staff: 240

P.O. Box 329001
Brooklyn, NY 11232
Phone: 718-840-4200
Fax: 718-840-5001
Staff: 502

Security Level: Administrative/ Male, Female
Judicial District: Eastern New York
Population: 2,466
Location: In the Sunset Park section of Brooklyn, one of the five boroughs
of New York City. The area is served by LaGuardia, Kennedy, and Newark
Airports; Amtrak (Pennsylvania Station); and commercial bus lines (42nd
Street Port Authority).

Northeast Region




FPC Bryan
P.O. Box 2197
1100 Ursuline
Bryan, TX 77805-2197
Fax: 979-775-5681
Staff: 123

Security Level: Minimum/Female
Judicial District: Southern Texas
Population: 900
Location: 95 miles northwest of Houston and 165 miles south of Dallas, in
the town of Bryan at the intersection of Ursuline Ave. and 23rd St. The
area is served by Easterwood Airport in College Station, and by commercial bus lines.

South Central Region

FCC Butner


Old NC Hwy 75
P.O. Box 1600
Butner, NC 27509
Fax: 919-575-4801
FCC Staff: 1136

FCC Security Levels: Low, Medium with adjacent Minimum Camp,
Judicial District: Eastern North Carolina
Population: 3,556
Location: Near the Research Triangle area of Durham, Raleigh, and Chapel
Hill; 5 miles off Interstate 85 on old Hwy 75. The area is served by the
Raleigh-Durham Airport, Amtrak, and commercial bus lines.

Mid-Atlantic Region

USP Canaan


P.O. Box 400
Waymart, PA 18472
Fax: 570-488-8130
Staff: 339

Northeast Region


Security Level: High with adjacent Minimum Camp/Male
Judicial District: Middle Pennsylvania
Population: USP: 1,502 Camp: 155
Location: In the most northeastern county in Pennsylvania, 20 miles east
of Scranton, and 134 miles north of Philadelphia

P.O. Box 27066
Fort Worth, TX 76127
Fax: 817-782-4875


Staff: 396

Security Level: Administrative with adjacent Minimum Camp/Female
Judicial District: Northern Texas
Population: FMC: 1,173 Camp: 270
Location: In the northeast corner of the Naval Air Station, Joint Reserve
Base; 1 mile from Hwy 183 and 3 miles from Interstate 30. The area is
served by Dallas-Fort Worth Airport, the Fort Worth Transportation
Authority, Amtrak, and commercial bus lines.

South Central Region

MCC Chicago
71 W Van Buren
Chicago, IL 60605
Fax: 312-322-1120



Staff: 198

Security Level: Administrative/Male, Female
Judicial District: Northern Illinois
Population: 733
Location: In downtown Chicago, at the intersection of Clark and Van
Buren Sts. The area is served by Midway and O’Hare Airports, Amtrak,
and commercial bus lines.

North Central Region



P.O. Box 1023
Coleman, FL 33521
Fax: 352-689-6012
FCC Staff: 1,229

Southeast Region



Mid-Atlantic Region


Location: In central Florida, approximately 50 miles northwest of Orlando,
60 miles northeast of Tampa, and 35 miles south of Ocala. The FCC is
located south of the town of Coleman, off Hwy 301 on State Rd 470 in
Sumter County.
Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: Maryland
Population: FCI: 1,139 Camp: 324

14601 Burbridge Rd., SE
Cumberland, MD
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.
Fax: 301-784-1008
Staff: 279

FCI Danbury


FCC Security levels: Low, Medium, High/Male; Minimum Camp adjacent
to Medium/Female
Judicial District: Middle Florida
Population: 6,713

Route 37
Danbury, CT 06811
Fax: 203-312-5110
Staff: 246

Security Level: Low with adjacent Minimum Camp/Female
Judicial District: Connecticut
Population: FCI: 1,289 Camp: 220
Location: In southwestern Connecticut, 70 miles from New York City, 3
miles north of Danbury on State Route 37. The area is served by
Westchester County Airport (45 minutes away), New York City airports (90
minutes away), and commerical bus lines.

Northeast Region


FMC Devens



P.O. Box 880
Ayer, MA 01432
Fax: 978-796-1118
Staff: 411

Security level: Administrative with adjacent Minimum Camp/Male
Judicial District: Massachusetts
Population: FMC: 998 Camp: 148
Location: In north central Massachusetts, approximately 39 miles west of
Boston and 20 miles north of Worcester on the decommissioned military
base of Fort Devens. Off of Route 2, exit 37B. Take the first right, and the
the institution is 1/2 mile on the right.

Northeast Region

FCI Dublin

Western Region

Security Level: Low/Female and Administrative/Male with adjacent
5701 8th St., Camp Parks Minimum Camp/Female
Judicial District: Northern California
Dublin, CA 94568
Population: FCI: 1,204 Camp: 282
Fax: 925-833-7599
Location: 20 miles southeast of Oakland, off Interstate 580 (Hopyard/
Dougherty Rd. exit, proceed east to the Camp Parks Army Base). The area
Staff: 241
is served by the San Francisco and Oakland airports and by commercial
bus lines.

FPC Duluth


P.O. Box 1400
Duluth, MN 55814
Fax: 218-733-4701
Staff: 85

Security Level: Minimum/Male
Judicial District: Minnesota
Population: 854
Location: On the southwestern tip of Lake Superior, halfway between
Minneapolis-St. Paul and the U.S.-Canadian border; 7 miles north of
Duluth, off Hwy 53 at Stebner Rd. The area is served by Duluth International Airport and commercial bus lines.

North Central Region

FCI Edgefield


P.O. Box 723
Edgefield, SC 29824
Fax: 803-637-9840
Staff: 332

Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: South Carolina
Population: FCI: 1,485 Camp: 557

Location: On the border of South Carolina and Georgia, northeast of
Augusta. The FCI is located approximately 30 miles northeast of I-20, on
Hwy 25. The area is served by air-ports in Augusta, GA and Columbia, SC.

Southeast Region

FCI El Reno


South Central Region


Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: Western Oklahoma
P.O. Box 1000
El Reno, OK 73036-1000 Population: FCI: 1,135 Camp: 237
Location: 30 miles west of Oklahoma City. From Interstate 40, take exit 119
Fax: 405-262-7626
(Old Hwy 66), proceed 1.5 miles to the institution on the right. The area is
served by Will Rogers World Airport in Oklahoma City.
Staff: 330

FCI Elkton

P.O. Box 89
Elkton, OH 44415
Fax: 330-424-7075
Staff: 334

Security Level: Low with satellite Low Facility/Male
Judicial District: Northern Ohio
Population: FCI: 1,825 FSL: 572
Location: In Northeastern Ohio, less than an hour from Pittsburgh,
Youngstown, and Canton. The area is served by the international airport
in Pittsburgh, regional airports in Youngstown and Canton, Amtrak, and
commercial bus lines.

Northeast Region

9595 W Quincy Ave.
Littleton, CO 80123
Fax: 303-763-2553



Security Level: Medium/Administrative with adjacent Minimum Camp/
Judicial District: Colorado
Population: FCI: 810 Camp: 123
Location: 15 miles southwest of Denver, off Interstate 285. The area is
served by Denver International Airport, Amtrak, and commercial bus lines.

Staff: 289
North Central Region

FCI Estill
P.O. Box 699
Estill, SC 29918
Fax: 803-625-5635



Staff: 282

Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: South Carolina
Population: FCI: 1,011 Camp: 300
Location: In Hampton County, off State Rd 321, about 3 miles south of
Estill. The area is served by air and rail in Savannah, GA and Charleston,
SC. The local area provides bus service to advance ticket holders.

Southeast Region

FCI Fairton


P.O. Box 280
Fairton, NJ 08320
Fax: 856-453-4015
Staff: 303

Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: New Jersey
Population: FCI: 1,399 Camp: 120
Location: 50 miles southeast of Philadelphia and 40 miles west of Atlantic
City. Off State Hwy 55, at 655 Fairton-Millville Rd. The area is served by
airports in Philadelphia, Atlantic City, and Millville; Amtrak in Philadelphia
and Atlantic City; and commercial bus service.

Northeast Region



5880 State Hwy 67
Florence, CO 81226
Fax: 719-784-5057
FCC Staff: 879

North Central Region

FCC Security Levels: Medium, High, Administrative Maximum with
adjacent Minimum Camp/Male
Judicial District: Colorado
Population: 3,043
Location: On State Hwy 67, 90 miles south of Denver, 45 miles south of
Colorado Springs, and 40 miles west of Pueblo. The area is served by
airports in Denver, Colorado Springs, and Pueblo; Amtrak in Denver and
La Junta; and commerical bus lines.


Forrest City


P.O. Box 7000
Forrest City, AR 72336
Fax: 870-494-4496
FCC Staff: 556

FCC Security Levels: Medium, Low with adjacent Minimum Camp/Male
Judicial District: Eastern Arkansas
Population: 3,671
Location: In eastern Arkansas, between Little Rock (85 miles east) and
Memphis (45 miles west), near Interstate 40. The area is served by air and
rail in Memphis, and Forrest City is directly served by commercial bus

South Central Region

FCI Fort Dix


P.O. Box 38
Fort Dix, NJ 08640
Fax: 609-723-6847
Staff: 589

Security Level: Low with adjacent Minimum Camp/Male
Judicial District: New Jersey
Population: FCI: 4,342 Camp: 424
Location: In central New Jersey, approximately 45 minutes east of Philadelphia., off Route 68; follow signs for Fort Dix/McGuire Air Force Base. The
area is served by Philadelphia International Airport, Amtrak, and commercial bus lines.

Northeast Region

Fort Worth
3150 Horton Rd.
Fort Worth, TX
Fax: 817-413-3350


South Central Region

P.O. Box 5000
201 FCI Ln.
Glenville, WV
Fax: 304-462-0396


Mid-Atlantic Region


P.O. Box 4000
Greenville, IL 66246
Fax: 618-664-6372
Staff: 276

North Central Region


Security level: Medium with adjacent Minimum Camp/Male
Judicial District: Northern West Virginia
Population: FCI: 1,541 Camp: 147
Location: In central West Virginia, 85 miles northeast of Charleston and
150 miles from Pittsburgh, PA. The area is served by Pittsburgh International Airport and Yeager Regional Airport.

Staff: 297


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.

Staff: 283

FCI Gilmer


Security Level: Low/Male
Judicial District: Northern Texas
Population: 1,483

Security Level: Medium/Male with adjacent Minimum Camp/Female
Judicial District: Southern Illinois
Population: FCI: 1,081 Camp: 354
Location: Approximately 43 miles east of St. Louis, MO and 63 miles from
Springfield, IL. The area is served by airports in St. Louis, Mascoutah,
Greenville, and Vandalia; Amtrak service in Alton and St. Louis; and
commercial bus service in Vandalia.


P.O. Box 2146
San Juan, Puerto Rico
Fax: 787-775-7824


Security Level: Administrative/Male, Female
Judicial District: Puerto Rico, U.S. Virgin Islands
Population: 1,177
Location: 6 miles west of San Juan, Puerto Rico, off Hwy 22 at the intersection of Roads 165 and 28. The area is served by San Juan International

Staff: 252

Southeast Region

P.O. Box 450
Bruceton Mills, WV
Fax: 304-379-5039



Mid-Atlantic Region

Location: In the mountains of Preston County, WV in the community of
Bruceton Mills; approximately 35 minutes from Morgantown, 45 minutes
from Uniontown, PA; and 45 minutes from Cumberland, MD.

Staff: 410

FCI Herlong
P.O. Box 900
Herlong, CA 96113
Fax: 530-827-8024


Security Level: High with adjacent Minimum Camp/Male
Judicial District: Northern District of West Virginia
Population: USP: 1,678 Camp: 143

Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: Eastern California
Population: FCI: 867 Camp: 121
Location: In the Sierra highlands of northern California, 50 miles northwest of Reno, NV, and about 30 miles north of Susanville, CA.

Staff: 264
Western Region



P.O. Box 30547
Honolulu, HI 96820
Fax: 808-838-4507

Security Level: Administrative/Male, Female
Judicial District: Hawaii
Population: 616
Location: Adjacent to Honolulu International Airport on the Aloha/
Hawaiian Airlines side.

Staff: 201
Western Region

FDC Houston



P.O. Box 526245
Houston, TX
Fax: 713-229-4200

Security Level: Administrative/Male, Female
Judicial District: Southern Texas
Population: 942
Location: In downtown Houston at the intersection of Texas and San
Jacinto Avenues. The area is served by George Bush International Airport,
William P. Hobby Airport, Amtrak, and commercial bus lines.

Staff: 229
South Central Region


FCI Jesup
2600 Hwy 301 S
Jesup, GA 31599
Fax: 912-427-1125



Staff: 330
Southeast Region

FCI La Tuna
P.O. Box 1000
8500 Doniphan
Anthony, NM-TX 88021
Fax: 915-886-6628


Staff: 346

Security Level: Medium with satellite Low Facility and adjacent Minimum
Judicial District: Southern Georgia
Population: FCI: 946 FSL: 592 Camp: 155
Location: In southeast Georgia on Route 301, 65 miles southwest of
Savannah, 40 miles northwest of Brunswick, and 105 miles northwest of
Jacksonville, FL. The area is served by airports in Jacksonville, Savannah,
and Brunswick, and by Amtrak.
Security Level: Low with satellite Low Facility and adjacent Minimum
Judicial District: Western Texas
Population: FCI: 1,049 FSL: 454 Camp: 231
Location: On the Texas and New Mexico border, 12 miles north of the city
limits of El Paso, off Interstate 10, on State Hwy 20. The area is served by
El Paso International Airport, Amtrak, and commercial bus lines.

South Central Region



Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: Kansas
Population: USP: 1,775 Camp: 474

P.O. Box 1000
Leavenworth, KS 66048
Location: 25 miles north of Kansas City on Hwy 73. The area is served by
Kansas City International Airport (15 miles from the facility).
Fax: 913-578-1010
Staff: 403

North Central Region

P.O. Box 900
Jonesville, VA
Fax: 276-546-9116



Security Level: High with adjacent Minimum Camp/Male
Judicial District: Western Virginia
Population: USP: 1,462 Camp: 140
Location: 8 miles east of Jonesville, off of U.S. 58 at the intersection of
State Route 638. The area is served by the Tri-Cities Regional Airport in
the Kingsport, Bristol, Johnson City, TN area.

Staff: 366
Mid-Atlantic Region



Northeast Region


Security Level: High with adjacent Minimum Camp/Male
Judicial District: Middle Pennsylvania
Population: USP: 1,489 Camp: 664

2400 Robert F. Miller Dr.
Lewisburg, PA 17837
Location: In central Pennsylvania, outside the town of Lewisburg, 200
miles north of Washington, DC, 170 miles west of Philadelphia, 6 miles
Fax: 570-522-7745
south of Interstate 80, and 2 miles off U.S. Route 15. The area is served by
Williamsport Airport.
Staff: 505



3301 Leestown Rd.
Lexington, KY 40511
Fax: 859-253-8821

Security Level: Administrative/Male with adjacent Minimum/Female Camp
Judicial District: Eastern Kentucky
Population: FMC: 1,717 Camp: 287
Location: Seven miles north of Lexington on U.S. Hwy 421. The area is
served by Blue Grass Field Airport and commercial bus service.

Staff: 462
Mid-Atlantic Region

FCC Lompoc
3901 Klein Blvd.
Lompoc, CA 93436
Fax: 805-736-1292



FCC Staff: 522

FCC Security Levels: Low, Medium with adjacent Minimum Camp/Male
Judicial District: Central California
Population: 3,161
Location: 175 miles northwest of Los Angeles, adjacent to Vandenberg Air
Force Base. The area is served by Santa Barbara Airport (60 miles south),
Santa Maria Airport (25 miles north), Amtrak, and commercial bus service.

Western Region

FCI Loretto


P.O. Box 1000
Loretto, PA 15940
Fax: 814-472-6046
Staff: 228

Security Level: Low with adjacent Minimum Camp/Male
Judicial District: Western Pennsylvania
Population: FCI: 1,281 Camp: 158
Location: In southwest Pennsylvania between Altoona and Johnstown, 90
miles east of Pittsburgh, off Route 22, between Interstate 80 and the
Pennsylvania Turnpike via Route 220. The area is served by Pittsburgh
Airport, Amtrak, and commercial bus service.

Northeast Region



535 N Alameda St.
Los Angeles, CA 90012
Fax: 213-253-9510

Security Level: Administrative/Male, Female
Judicial District: Central California
Population: 969
Location: In downtown Los Angeles, off Hollywood Freeway (Hwy 101),
on the corner of Alameda and Aliso Streets. The area is served by Los
Angeles International Airport, Amtrak, and commercial bus service.

Staff: 250
Western Region



P.O. Box 3000
Manchester, KY 40962
Fax: 606-599-4115
Staff: 296

Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: Eastern Kentucky
Population: FCI: 990 Camp: 567
Location: 75 miles south of Lexington off Interstate 75, and 28 miles east of
London on the Hal Rogers Pkwy, on Route 8 (Fox Hollow Rd.), off State
Hwy 421. The area is served by airports in Lexington, KY and Knoxville,

Mid-Atlantic Region


FCI Marianna
3625 FCI Rd.
Marianna, FL 32446
Fax: 850-718-2014



Staff: 336

Security Level: Medium/Male with adjacent Minimum Camp/Female
Judicial District: Northern Florida
Population: FCI: 1,107 Camp: 311
Location: In the Florida panhandle, 65 miles west of Tallahassee and 5
miles north of the town of Marianna, off Hwy 167. The area is served by
airports in Tallahassee; Dothan, AL (35 miles northwest of the facility);
and Panama City (54 miles south).

Southeast Region

USP Marion


P.O. Box 2000
Marion, IL 62959
Fax: 618-964-2058
Staff: 377

Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: Southern Illinois
Population: USP: 0 (undergoing mission change) Camp: 354
Location: 300 miles from Chicago, 120 miles from St. Louis, 9 miles south of
Marion, off I-57 via Hwy 148 north, east on Little Grassy Rd. The area is
served by the Williamson County Airport.

North Central Region



330 Federal Way
Pine Knot, KY 42635
Fax: 606-654-7190

Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: Eastern Kentucky
Population: USP: 1,573 Camp: 153
Location: In the southern part of Kentucky, off Interstate 75 via State Hwy
92 or via US 27. The area is served by the Lexington Bluegrass Airport and
McGhee Tyson Airport in Knoxville.

Staff: 316
Mid-Atlantic Region

FCI McKean


P.O. Box 5000
Bradford, PA 16701
Fax: 814-363-6822
Staff: 298

Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: Western Pennsylvania
Population: FCI: 1,169 Camp: 335
Location: In northwest Pennsylvania between Bradford and Kane, 90 miles
south of Buffalo, off Route 59, 1/4 mile east of the intersection of State
Route 59 and U.S. Route 219. The area is served by Buffalo and Bradford

Northeast Region

FCI Memphis


1101 John A. Denie Rd.
Memphis, TN 38134
Fax: 901-380-2462
Staff: 295

Mid-Atlantic Region


Security Level: Medium with satellite Minimum Camp/Male
Judicial District: Western Tennessee
Population: FCI: 1,083 Camp: 336
Location: In the northeast section of Memphis near the intersection of
Interstate 40 and Sycamore View Rd. The area is served by Memphis
International Airport, Amtrak, and commercial bus lines.

FCI Miami

15801 SW 137th Ave.
Miami, FL 33177
Fax: 305-259-2160
Staff: 257

Security Level: Low with adjacent Minimum Camp/Male
Judicial District: Southern Florida
Population: FCI: 1,068 Camp: 413
Location: In southwest Dade county, 30 miles from downtown Miami, off
the Florida Turnpike (Homestead Extension, 152nd St. exit), 2.5 miles to
137th St. south. The area is served by Miami International Airport, Amtrak,
and commercial bus lines.

Southeast Region

FDC Miami

P.O. Box 019118
Miami, FL 33101-9118
Fax: 305-536-7368
Staff: 278

Security Level: Administrative/Male, Female
Judicial District: Southern Florida
Population: 1,636
Location: East of Miami International Airport in downtown Miami, located
at the corner of NE. 4th St.and N. Miami Ave. The area is served by Miami
International Airport, Amtrak, and commercial bus lines.

Southeast Region

FCI Milan


P.O. Box 9999
E Arkona Rd.
Milan, MI 48160
Fax: 734-439-5535

Security Level: Low, Administrative/Male
Judicial District: Eastern Michigan
Population: 1,566
Location: 45 miles south of Detroit and 35 miles north of Toledo, in the
town of Milan, off U.S. 23 (exit 27). The area is served by Detroit Metro
and Toledo Express airports, Amtrak, and commercial bus lines.

Staff: 305
North Central Region



Security Level: Minimum/Male
Judicial District: Middle Alabama
Population: 1,051

Maxwell Air Force Base
Montgomery, AL 36112
Location: On Maxwell Air Force Base, off Interstates 65 and 85. The area is
served by Montgomery Regional Airport, Dannelly Field, and commercial
Fax: 334-293-2326
bus lines.
Staff: 112

Southeast Region



Mid-Atlantic Region

P.O. Box 1000
Morgantown, WV
Fax: 304-284-3600

Security Level: Minimum/Male
Judicial District: Northern West Virginia
Population: 1,279
Location: In north central West Virginia, on the southern edge of
Morgantown, off State Hwy 857 (Greenbag Rd.). The area is served by
Morgantown Municipal Airport and commercial bus lines.

Staff: 175


New York


150 Park Row
New York, NY 10007
Fax: 646-836-7751

Security Level: Administrative/Male, Female
Judicial District: Southern New York
Population: 879
Location: In downtown Manhattan, adjacent to Foley Square, and across
the street from the Federal courthouse. The area is served by LaGuardia,
Kennedy, and Newark airports; Amtrak, and commercial bus lines.

Staff: 246
Northeast Region



P.O. Box 5050
Oakdale, LA 71463
Fax: 318-215-2547
FCC Staff: 463

South Central Region



South Central Region



Location: In central Louisiana, 35 miles south of Alexandria and 58 miles
north of Lake Charles, off State Hwy 165 on Whatley Rd. The area is
served by Alexandria International Airport (40 miles) and by commercial
bus lines.
Security Level: Administrative/Male, Female
Judicial District: Western Oklahoma
Population: 1,514

P.O. Box 898802
Location: 3 miles west of Interstate 44 and 4 miles south
7410 S. MacArthur Blvd. of Interstate 40. The area is served by Will Rogers World Airport and
Oklahoma City, OK 73189 commercial bus lines.
Fax: 405-680-4041
Staff: 269

FCI Otisville

FCC Security Levels: Low, Administrative with adjacent Minimum Camp/
Judicial District: Western Louisiana
Population: 2,568

P.O. Box 600
Otisville, NY 10963
Fax: 845-386-6727
Staff: 286

Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: Southern New York
Population: FCI: 1,009 Camp: 127
Location: In southeastern part of New York state, near the Pennsylvania
and New Jersey borders, and 70 miles northwest of New York City (NYC).
The area is served by several airports (the closest is Stewart International
in Newburgh, NY). Bus and train service connect Otisville to NYC.

Northeast Region

FCI Oxford


P.O. Box 500
Oxford, WI 53952-0500
Fax: 608-584-6371
Staff: 290

North Central Region


Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: Western Wisconsin
Population: FCI: 982 Camp: 205
Location: In central Wisconsin, 60 miles north of Madison, off I-39 at the
intersection of County Road G and Elk Ave. The area is served by Dane
County Regional Airport, and commercial bus service in Portage and
Wisconsin Dells.

FCI Pekin
P.O. Box 7000
Pekin, IL 61555-7000
Fax: 309-477-4685



Staff: 272

Security Level: Medium/Male with adjacent Minimum Camp/Female
Judicial District: Central Illinois
Population: FCI: 1,023 Camp: 289
Location: Located on Route 29 South in Pekin, approximately 10 miles
south of Peoria, 170 miles southwest of Chicago, and 170 miles northeast
of St. Louis. The area is served by the Greater Peoria Regional Airport,
Amtrak, and commercial bus service to Peoria.

North Central Region


110 Raby Ave.
Pensacola, FL
Fax: 850-458-7295
Staff: 100


Security Level: Minimum/Male
Judicial District: Northern Florida
Population: 679
Location: 175 miles west of Tallahassee and 50 miles east of Mobile, AL,
on Saufley Field, off Interstate 10. The area is served by Pensacola
Municipal Airport, Amtrak, and commercial bus lines.

Southeast Region


P.O. Box 90042
Petersburg, VA 23804
Fax: 804-504-7204


FCC Security Levels: Medium, Low with adjacent Minimum Camp/Male
Judicial District: Eastern Virginia
Population: 3,299
Location: 25 miles southeast of Richmond. From Interstate 95, take Exit 54
(Temple Ave./Hwy 144), proceed east approximately 3 miles, then turn left
on River Rd. The area is served by airports in Petersburg and Richmond,
Amtrak, and commercial bus lines.

FCC Staff: 562
Mid-Atlantic Region



P.O. Box 572
Philadelphia, PA 19106
Fax: 215-521-7220

Security Level: Administrative/Male, Female
Judicial District: Eastern Pennsylvania
Population: 1,173
Location: In downtown Philadelphia. The area is served by Philadelphia
International Airport, Amtrak, and commerical bus lines.

Staff: 260
Northeast Region

FCI Phoenix


37900 N 45th Ave.
Phoenix, AZ 85086
Fax: 623-465-5199
Staff: 299

Security Level: Medium/Male with adjacent Minimum Camp/Female
Judicial District: Arizona
Population: FCI: 988 Camp: 301
Location: 30 miles north of downtown Phoenix, off Interstate 17, Pioneer
Rd. exit. The area is served by Phoenix Sky Harbor International Airport,
several regional airports, Amtrak (in Tucson), and commercial bus lines.

Western Region


USP Pollock


P.O. Box 1000
1000 Airbase Rd.
Pollock, LA 71467
Fax: 318-561-5391

Security Level: High with adjacent Minimum Camp/Male
Judicial District: Western Louisiana
Population: USP: 1,416 Camp: 129
Location: In central Louisiana between Hwys 165 and 167, approximately
12 miles north of Alexandria. The area is served by Alexandria International Airport and commercial bus lines.

Staff: 380
South Central Region

Ray Brook


Northeast Region



North Central Region

P.O. Box 300
Old Ray Brook Rd.
Ray Brook, NY 12977
Fax: 518-897-4216
Staff: 247

P.O. Box 4600
2110 E. Center St.
Rochester, MN
Fax: 518-287-9601
Staff: 433

FCI Safford


P.O. Box 820
Safford, AZ 85548
Fax: 928-348-1331
Staff: 165

Security Level: Medium/Male
Judicial District: Northern New York
Population: 1,179
Location: In upstate New York, midway between the villages of Lake
Placid and Saranac Lake, off Route 86. The area is served by the
Adirondack and Albany airports; the airport in Montreal, Canada;and the
Burlington, VT airport; Amtrak in Plattsburgh and Albany; and commercial bus lines.
Security Level: Administrative/Male
Judicial District: Minnesota
Population: 920
Location: In southeastern Minnesota, 2 miles east of downtown Rochester, off Fourth St. The area is served by the Rochester Airport and commercial bus lines.

Security Level: Low/Male
Judicial District: Arizona
Population: 815
Location: In southeastern Arizona, 127 miles northeast of Tucson, 165
miles east of Phoenix, off Hwy 191, 7 miles south of the town of Safford.
The area is served by airports in Tucson and Phoenix, Amtrak in Phoenix
and Tucson, and commercial bus lines.

Western Region

San Diego


Western Region


808 Union St.
San Diego, CA
Fax: 619-595-0390
Staff: 233

Security Level: Administrative/Male, Female
Judicial District: Southern California
Population: 989
Location: In downtown San Diego, adjacent to the Federal Courthouse.
The area is served by the Lindberg Field Airport, Amtrak, and commercial
bus lines.


P.O. Box 999
Sandstone, MN 55072
Fax: 320-245-0385
Staff: 236

Security Level: Low/Male
Judicial District: Minnesota
Population: 922
Location: 100 miles northeast of Minneapolis/St. Paul and 70 miles
southwest of Duluth, off Interstate 35 (Sandstone exit, follow Hwy 23 to
Route 123 east). The institution is 2 miles from the intersection. The area is
served by commercial bus lines.

North Central Region

P.O. Box 700
Minersville, PA 17954
Fax: 570-544-7224



Staff: 289

Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: Middle Pennsylvania
Population: FCI: 1,254 Camp: 342
Location: 100 miles northwest of Philadelphia and 46 miles north-east of
Harrisburg; west of Inter-state 81, off State Hwy 901. The area is served by
Harrisburg International Airport, Amtrak in Harrisburg, and commercial
bus lines.

Northeast Region



2113 N Hwy 175
Seagoville, TX 75159
Fax: 972-287-5466

Security Level: Low, Administrative with adjacent Minimum Camp/ Male
Judicial District: Northern Texas
Population: 1,858 Camp: 169
Location: 11 miles southeast of Dallas, off Hwy 175 (Hawn Freeway). The
area is served by the Dallas-Fort Worth International Airport, Amtrak in
Dallas and Fort Worth, and commercial bus lines.

Staff: 297
South Central Region

FDC SeaTac


Western Region

2425 S 200th St.
P.O. Box 13901
Seattle, WA
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 St.exit). SeaTac International Airport is 1 mile
from the facility. Amtrak and commercial bus lines also serve the area.

Staff: 233

FCI Sheridan

Security Level: Administrative/Male, Female
Judicial District: Western Washington
Population: 979

P.O. Box 8000
27072 Ballston Rd.
Sheridan, OR
Fax: 503-843-3408

Security Level: Medium and Administrative with adjacent Minimum Camp/
Judicial District: Oregon
Population: FCI: 1,353 Camp: 505
Location: In northwestern Oregon, 90 minutes south of Portland, off Hwy
18 on Ballston Rd. The area is served by Portland International Airport,
Amtrak in Portland and Salem, and commercial bus lines.

Staff: 331




North Central Region

P.O. Box 4000
1900 W Sunshine
Springfield, MO
Fax: 417-837-1711
Staff: 608

565 E Renfroe Rd.
Talladega, AL 35160
Fax: 256-315-4495



Security Level: Administrative/Male
Judicial District: Western Missouri
Population: 976
Location: At the corner of Sunshine St. and the Kansas Expressway, off
Interstate 44. The area is served by the Springfield/Branson Municipal
Airport and commercial bus lines.

Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: Northern Alabama
Population: FCI: 1,015 Camp: 371
Location: In northeast Alabama, 50 miles east of Birmingham and 100 miles
west of Atlanta, GA; off the 275 bypass on Renfroe Rd.

Staff: 280
Southeast Region



Southeast Region

501 Capital Cir., NE
Tallahassee, FL
Fax: 850-671-6105


Western Region

1299 Seaside Ave.
Terminal Island, CA
Fax: 310-732-5335


4700 Bureau Rd. S.
Terre Haute, IN 47802
Fax: 812-238-3316
FCC Staff: 666

North Central Region


Security Level: Low/Male
Judicial District: Central California
Population: 1,084
Location: In Los Angeles Harbor, between San Pedro and Long Beach; off
Harbor Freeway (110 South) at the Terminal Island exit. Cross the Vincent
Thomas Bridge to the Ferry St.exit. The area is served by Los Angeles
International and Long Beach airports, Amtrak, and commercial bus lines.

Staff: 270

Terre Haute

Location: Three miles east of downtown Tallahassee, on Hwy 319 at its
intersection with Park Ave. and Conner Blvd. The area is served by
Tallahassee Regional Airport, Amtrak, and commercial bus lines.

Staff: 281

FCI Terminal

Security Level: Low/Female, Administrative/Male
Judicial District: Northern Florida
Population: 1,548

FCC Security Levels: Medium with adjacent Minimum Camp, High (includes
Special Confinement Unit for inmates under Federal death sentences)/Male
Judicial District: Southern Indiana
Population: 3,140
Location: Two miles south of the City of Terre Haute, which is 70 miles
west of Indianapolis on Interstate 70. The institution is located on Hwy 63.
The area is served by Hulman Regional Airport and commercial bus lines.


P.O. Box 9500
Texarkana, TX 75505
Fax: 903-223-4424

Security Level: Low with adjacent Minimum Camp/Male
Judicial District: Eastern Texas
Population: FCI: 1,430 Camp: 370
Location: In northeast Texas near the Arkansas border, 70 miles north of
Shreveport, LA and 175 miles east of Dallas; off Route 59 south on
Leopard Dr.

Staff: 269
South Central Region

Three Rivers


South Central Region

P.O. Box 4000
Three Rivers, TX
Fax: 361-786-5051



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

Staff: 269

FCC Tucson

Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: Southern Texas
Population: FCI: 1,062 Camp: 343

9300 S Wilmot Rd.
Tucson, AZ 85706
Fax: 520-663-5024
FCC Staff: 291

Security Level: Medium/Male; Administrative/Male, Female; High
(activation underway) with adjacent Minimum Camp/Male
Judicial District: Arizona
Population: 836
Location: In southern Arizona, 10 miles southeast of the city of Tucson,
near Interstate 10 and Wilmot Rd. The area is served by Tucson International Airport, Amtrak, and commercial bus lines.

Western Region



P.O. Box 5600
Adelanto, CA 92301
Fax: 760-530-5103
FCC Staff: 851

FCC Security Levels: High, Medium/Male with adjacent Minimum Camp/
Judicial District: Central California
Population: 4,138
Location: In San Bernardino County, approximately 85 miles northwest of
Los Angeles, on Interstate 15. The area is served by Ontario International
Airport, Amtrak, and commerical bus lines.

Western Region

FCI Waseca


Security Level: Low/Male
Judicial District: Minnesota
P.O. Box 1731
1000 University Dr., SW Population: 1,080
Waseca, MN 56093
Location: In southern Minnesota, 75 miles south of Minneapolis on
Interstate 35; 13 miles west of Owatonna on State Hwy 57. The area is
Fax: 507-837-4547
served by airports in Minneapolis and Rochester.
Staff: 213

North Central Region





P.O. Box 340
Salters, SC 29590
Fax: 843-387-6961

Security Level: Medium with adjacent Minimum Camp/Male
Judicial District: South Carolina
Population: FCI: 1,422 Camp: 135
Location: In Williamsburg County, off Hwy 521.

Staff: 281
Southeast Region

FPC Yankton


P.O. Box 680
Yankton, SD 57078
Fax: 605-668-1113
Staff: 106

Security Level: Minimum/Male
Judicial District: South Dakota
Population: 847
Location: In southeastern South Dakota, 60 miles northwest of Sioux City,
IA and 85 miles southwest of Sioux Falls, SD; off U.S. Hwy 81. The area is
served by airports in Sioux City and Sioux Falls.

North Central Region

Yazoo City


Southeast Region


P.O. Box 5666
2225 Haley Barbour
Yazoo City, MS 39194
Fax: 662-716-1036
FCC Staff: 512

FCC Security Levels: Medium, Low with adjacent Minimum Camp/Male
Judicial District: Southern Mississippi
Population: 3,410
Location: 36 miles north of Jackson, MS off Hwy 49. The area is served by
most major carriers at the airport in Jackson, as well as by Amtrak.

FY 2006 Statistical Data

Inmate Population
Total population: 192,584
Inmates in BOP institutions: 162,514
Inmates in privately-managed, state or local secure facilities1: 21,069
Inmates in RRCs2: 9,001

includes inmates housed in facilities under contract with the BOP or with a government that has an
Intergovernmetnal Agreement (IGA) with the BOP.

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

Inmates by Security Level

Sentence Imposed


Not yet assigned a security level.

Inmates by Gender
Inmates by Race
Native American:




Average Inmate Age: 38
United States:
Dominican Republic:


Less than 1 year:
1-3 years:
3-5 years:
5-10 years:
10-15 years:
15-20 years:
More than 20 years:


Types of Offenses
Drug Offenses: 53.6%
Weapons, Explosives, Arson: 14.1%
Immigration: 10.7%
Robbery: 5.5%
Burglary, Larceny, Property Offenses: 3.9%
Extortion, Fraud, Bribery: 4.2%
Homicide, Aggravated Assault, and Kidnapping: 3.1%
Miscellaneous: 1.3%
Sex Offenses: 2.2%
Banking & Insurance, Counterfeit, Embezzelment: 0.6%
Courts or Corrections: 0.4%
Continuing Criminal Enterprise: 0.3%
National Security: 0.1%


Staff Breakdown
Staff by Gender
Male: 72.4%
Female: 27.6%
Staff by Race/Ethnicity
White (Non-Hispanic):
African American:
Native Anerican:
less than 0.1%


Published annually by:
Federal Bureau of Prisons
U.S. Department of Justice
Alberto R. Gonzales, Attorney General
Harley G. Lappin, Director
Thomas R. Kane, Assistant Director
Information, Policy, and Public Affairs
Judith Simon Garrett, Deputy Assistant Director
Information, Policy, and Public Affairs
Enriqueta Tercilla, Communications Director
Office of Communications and Archives
Information, Policy, and Public Affairs
Federal Bureau of Prisons
320 First Street, NW
Washington, DC 20534
Bureau of Prisons website:

The Attorney General has determined that the publication of this periodical is necessary in the transaction of
public business required by law and the Department of
Cover graphics design by:
Office of Communications and Archives
Printed by:
Federal Prison Industries

U.S. Department of Justice
Federal Bureau of Prisons
Washington, D.C. 20534
Forwarding and Return Postage Guaranteed
Address Correction Requested

U.S. Department of Justice
Permit No. G-231

Official Business
Penalty for Private Use $300