United States Department of Justice Federal Prison System, Summaries of Law

Download United States Department of Justice Federal Prison System and more Summaries Law in PDF only on Docsity! United States Department of Justice Federal Prison System FY 2019 PERFORMANCE BUDGET Congressional Submission Salaries and Expenses i This Page Is Intentionally Left Blank 1 I. Overview for the Bureau of Prisons (BOP), Salaries and Expenses (S&E) Appropriation A. Introduction The FY 2019 Congressional budget request for the BOP S&E Appropriation totals $7,042,328,000, with 35,786 FTEs and 36,016 positions (18,674 Correctional Officers). The request is a 1.2 percent increase above the FY 2018 Annual Continuing Resolution amount. Electronic copies of the Department of Justice’s Congressional Budget Justifications and Capital Asset Plan and Business Case exhibits can be viewed or downloaded from the Internet using the Internet address: http://www.justice.gov/02organizations/bpp.htm. The FY 2019 current services level funds the mandatory requirements necessary in FY 2019. It funds increases in pay and benefits and addresses increases in medical, utilities and food costs. The current services level also includes essential funding for staffing, equipment, vehicles, office and medical supplies, food, and inmate clothing, among other necessities. These base requirements must be fully funded to cover actual costs of existing staff and operations, as noted in the FY 2014 Senate Report (S.R. 113-78), which states that, “While these activities are not considered mandatory for budget purposes, they are not truly discretionary in that the Committee has an obligation to adequately fund them regardless of budgetary constraints.” The FY 2019 request includes a program increase of $10 million for an Apprenticeship Program. The request also includes an administrative reduction of 1,168 positions and $121.5 million to: adjust the inmate to staff ratio at the BOP’s institutions in light of the declining inmate population and consequent decline in institution crowding; close two standalone minimum security camps and transfer the inmate population to satellite camps and; realign regional offices to remove redundancies and focus efforts on mission accomplishment at the institution level. The BOP continues to strategically assess current and prospective operations to ensure that mission requirements are met at the lowest possible cost to the U.S. taxpayer. The BOP is a critical part of the federal criminal justice system. Arresting authorities, prosecutors, judges, and community members count on the BOP’s staff to ensure that the 184,000 individuals in our custody are accounted for at all times, treated humanely and with dignity, and returned to their communities with the training and skills they need to be productive, law-abiding citizens. The BOP must carry out its duties while ensuring its staff work in a safe environment and have the tools, training, and support they need. 2 The chart below shows how the BOP’s funds are used: The BOP’s budget proposal emphasizes efficiency, effectiveness, and quality while focusing on meeting the changing needs of the American justice system. The budget request represents the level of funding needed to fulfill its mission. Operating the nation’s largest prison system, the BOP’s top priority is to focus on the safety and security of staff, inmates, and communities. The following chart shows the BOP’s cost per inmate each year. About the BOP: The BOP was established in 1930 to provide more progressive and humane care for federal inmates, to professionalize the prison service, and to ensure consistent and centralized administration of the 11 federal prisons in operation at that time. Today, the BOP Contract  Confinement 14% Staff Salaries & Benefits  71% Medical Operations  & Supplies 11% Utilities 5% Food Supplies 4% Other 9% BOP Institutions 86% BOP Funding Allocations $0 $20,000 $40,000 $60,000 $80,000 FY 2016 Per Capita Costs by Security Level (BOP Institutions) Minimum Low Medium Complexes All Security Average Transfer Center High Detention Facilities Medical Centers 3 includes 122 institutions, six regional offices, a Central Office, and residential reentry offices that oversee residential reentry centers and home confinement programs. The Central Office and regional offices provide administrative oversight and support to the institutions and residential reentry offices. The BOP protects public safety by ensuring federal offenders serve their sentence of imprisonment in institutions that are safe, humane, cost-efficient, and appropriately secure. The BOP also helps reduce future criminal activity by encouraging inmates to participate in a range of programs that help them adopt a crime-free lifestyle upon their return to the community. The BOP is responsible for the custody and care of over 184,000 federal offenders as of December 14, 2017. Nearly 85 percent of these inmates are confined in BOP operated correctional institutions or detention centers. 6 B. Population – Past and Present During the first five decades of the Bureau’s existence, the number and type of inmates the BOP housed remained stable. Beginning in the 1980s, however, federal law enforcement efforts and new legislation dramatically altered sentencing in the federal criminal justice system, bringing about a significant increase in the number and types of persons incarcerated for federal offenses. Largely as a result, the BOP’s population doubled in the 1980s and doubled again in the 1990s. In the late ‘90s, the BOP began absorbing the DC inmate population due to the National Capital Revitalization Act. The aftermath of September 11th also brought more inmates – individuals who presented very unique security concerns - as the nation’s law enforcement efforts were targeted toward international terrorism. By 2013, the Bureau’s population climbed to almost 220,000, its highest level ever with system-wide crowding at 36 percent. With the tightening federal budgets in the 2000s, it became increasingly difficult to fund all of the capacity that needed to house the increasing population. The Bureau was required to provide care for more and more inmates – many who arrived with costly health care needs and educational and vocational skills deficits. This crowding contributed to episodes of inmate frustration and anger, which increased the risk of harm to staff and other inmates. The BOP addressed these challenges through enhanced population management and inmate supervision strategies, improved architectural design, and improved security technologies. The BOP also began to rely upon private corrections to provide additional capacity, primarily for the low security criminal alien population. These population pressures have abated in the past four years. Due largely to changes in prosecutorial policies and United States Sentencing Commission changes, crowding has declined significantly to the current level of 14 percent. The sentencing changes in the 1980s and 1990s not only affected the number of inmates the BOP housed, but also the type of inmates who began coming into the system. For nearly five decades, the federal inmates the Bureau housed were largely bank robbers and white-collar inmates. However, changes in interdiction and sentencing changed the population’s composition. Currently, almost half of the population is serving sentences for drug offenses. The remainder predominantly includes inmates convicted of weapons offenses, immigration offenses, and sex offenses. Inmates at higher security levels present additional challenges. For example, at the medium security level, approximately 79 percent of the inmates have a history of violence, 60 percent have been sanctioned for violating prison rules, and over half of the inmates in this population have sentences in excess of 8 years. At the high security level, more than 90 percent have a history of violence, 79 percent of the inmates have been sanctioned for violating prison rules, and 54 percent have sentences in excess of 12 years. More than one out of every four inmates at high security institutions is gang affiliated. 7 Due to the Department’s increased enforcement and prosecution efforts, the BOP projects that the inmate population will increase by about 2 percent in FY 2018 and by about 1 percent in FY 2019 after four years of decline. Projected Population, Capacity, and Crowding Note: The population projections are based on data and information from a variety of sources including the Administrative Office of the U.S. Courts, the U.S. Sentencing Commission, other DOJ components, and the BOP’s own information system (SENTRY). The additional capacity projections shown above rely on enactment of funding for prison activation. Over the past few years the inmate population has decreased significantly, such that today BOP’s crowding and staffing levels are much more manageable. The FY 2017 reduction in the inmate population decreased crowding in BOP’s prisons to 13 percent, the lowest it has been in decades. The size of the federal prison population and its related cost is a function of many factors, including the nation’s crime levels, federal sentencing laws, and law enforcement policies, many of which are beyond the control of the BOP. C. Inmate Programs The BOP has a responsibility to provide inmates with opportunities to participate in programs that can afford them the skills they need to lead crime-free lives after release. The BOP’s philosophy is that release preparation begins the first day of imprisonment. Accordingly, federal prisons offer a variety of inmate programs to address reentry needs, including work, education, vocational training, substance abuse treatment, observance of faith and religion, psychological services and counseling, release preparation, and other programs that impart essential life skills. The BOP also provides other structured activities designed to teach inmates productive ways to use their time. Each year, nearly 44,000 federal inmates return to their communities. Most need job skills, vocational training, education, counseling, and other assistance such as treatment for substance 2015 (Actual) 2016 (Actual) 2017 (Actual) 2018 2019 BOP Facilities Starting Capacity 132,803 134,470 135,232 135,898 136,087 Additional Approved/Planned 1,667 762 666 189 1,056 Subtotal Capacity 134,470 135,232 135,898 136,087 137,143 Pop. Projection 165,134 156,266 154,055 157,517 159,396 Percent Overcrowded 23% 16% 13% 16% 16% Contract 40,589 35,904 31,562 32,271 32,656 Percent Contract 19.7% 18.7% 17.0% 17.0% 17.0% Total Federal Prison Population 205,723 192,170 185,617 189,788 192,052 8 use disorders, anger management, parenting skills, and linkage to community resources for continuity of care for successful reentry into society. Substance Abuse Treatment The BOP’s substance abuse strategy includes a required drug education course, non-residential drug abuse treatment, residential drug abuse treatment, and community transition treatment. The Violent Crime Control and Law Enforcement Act of 1994 requires the BOP to provide residential drug abuse treatment to all inmates who volunteer and are eligible for the program. Inmates are strongly motivated to participate because certain non-violent offenders who successfully complete all components of this recidivism-reducing program are eligible for a sentence reduction of up to one year. The BOP was able to provide appropriate substance abuse treatment to 100 percent of eligible inmates in FY 2017, with over 16,600 inmates participating in Residential Drug Abuse Treatment. Work Programs Prison work programs teach inmates occupational skills and instill in offenders sound and lasting work habits and a work ethic. All sentenced inmates in federal correctional institutions are required to work (with the exception of those who for security or medical reasons are unable to do so). Most inmates are assigned to an institution job such as food service worker, orderly, painter, warehouse worker, or groundskeeper. In addition to these BOP work assignments, Federal Prison Industries (FPI or trade name UNICOR) provides inmates the opportunity to gain marketable work skills and a general work ethic -- both of which can lead to viable, sustained employment upon release. It is one of the BOP’s most successful correctional programs, as it has been proven to reduce recidivism by 24 percent. FPI also keeps inmates productively occupied and reduces the likelihood of misconduct. Education, Vocational Training, and Occupational Training The BOP offers a variety of programs for inmates to enhance their education and to acquire skills to help them obtain employment after release. Institutions offer literacy classes, English as a Second Language, adult continuing education, and vocational training. The BOP requires inmates without a high school diploma to enroll in a literacy program. The BOP also provides curriculums to attain a General Educational Development credential. Life Connections The Life Connections Program is a residential multi-faith-based program that provides the opportunity for inmates to deepen their spiritual life and assist in their ability to successfully reintegrate following release from prison. 11 professions other than psychiatrists, and consequently cannot compete with market salaries. Thirdly, the rural locations of many Bureau institutions results in limited local markets of health care professionals and a “hard sell” to attract these professionals to move their families to these remote locations. Even contracting medical services in remote communities is challenging, and can result in higher costs due to the need for transporting inmates with serious medical and mental health problems a further distance from the parent institution. The Bureau is constantly developing strategies to meet its medical staffing needs. Examples include increasing the number of U.S. Public Health Service health care professionals detailed to the Bureau, establishing correctional health care residency and student clinical rotation opportunities, and exploring the application of Title 38 to additional professional categories, etc. Crowding at High Security Facilities As the nation’s largest correctional agency, the BOP is responsible for the incarceration of over 184,400 inmates. As of December 21, 2017, system-wide, the BOP was operating at 14 percent over rated capacity; however, crowding remains a special concern at high security facilities, which are 24 percent over rated capacity. Rated capacity is the baseline used to calculate prison crowding, and is essential to managing the BOP’s inmate population to distribute the population throughout the system efficiently and equitably. The calculation for determining rated capacity involves stratified double bunking across all security levels and includes the following formulas: minimum and low security institutions at 100 percent double bunking; medium security institutions at 50 percent double bunking; and high security institutions at 25 percent double bunking. There is a much higher incidence of serious assaults by inmates on staff at high and medium security institutions than at the lower security facilities. The Government Accountability Office (GAO) released a report on the BOP titled Growing Inmate Crowding Negatively Affects Inmates, Staff, and Infrastructure (GAO-12-743), September 2012. GAO states, “According to BOP and our observations, the growth of the federal inmate population and related crowding have negatively affected inmates housed in BOP institutions, institution staff, and the infrastructure of BOP facilities, and have contributed to inmate misconduct, which affects staff and inmate security and safety.” Staffing The BOP staff work around the clock, seven days a week. The BOP is a family and career- oriented agency, offering a broad range of exciting career opportunities in a work environment that promotes integrity, diversity, and professional development. MEDIUM SECURITY INMATES  79% have a history of violence;  60% have been sanctioned for violating prison rules; and  52% have sentences in excess of 8 years. HIGH SECURITY INMATES  More than 90% have a history of violence;  79% have been sanctioned for violating prison rules; and  More than one out of every four inmates (29%) is affiliated with a gang. 12 The BOP suffered tragic losses in FY 2013 with the murders of two staff members. Officer Eric Williams, a Correctional Officer at the USP in Canaan, Pennsylvania, was working in a housing unit when an inmate stabbed him to death. Lieutenant Osvaldo Albarati was shot and killed while driving home from the Metropolitan Detention Center in Guaynabo, Puerto Rico. These losses underscore the challenges the dedicated men and women working for the BOP face daily. While there are many facets to the BOP’s operations, the foundation for it all is the safe, secure, and orderly operation of its institutions, and each and every staff member in the BOP is critical to this mission. BOP employees are considered “correctional workers first,” regardless of the position to which they are assigned. Because all non-custody staff are correctional workers, they can perform programmatic functions (such as those of an educational instructor) without the added presence of a Correctional Officer. The BOP’s operational maxim also allows non-custody staff to assume the duties of Correctional Officers during inmate disturbances, or because of long or short-term custody staff shortages. All BOP staff are trained to work with inmates, respond to emergencies, and follow security procedures. The situational awareness and diligence of BOP staff are the foundation of safety and security within BOP institutions, and are key to protecting the public. When an insufficient number of Correctional Officers is available to cover an institution’s mission critical custody posts on any given day, institution staff make up the difference by assigning non-custody officers (a practice termed “augmentation”), authorizing overtime, or, if no other alternative exists, leaving posts vacant. When BOP institution managers use augmentation, the normal duties performed by the augmenting staff may be curtailed or delayed, thereby interfering with the BOP’s ability to provide some inmate programs. High Profile Inmates and Radical Ideologies In the years following September 11, 2001, the government’s focus turned toward expanding its efforts to safeguard the American public from terrorism and increasing its national security intelligence and enforcement capabilities. The BOP’s work has taken on significantly greater risks with the incarceration of high-profile terrorists inmates and suspects such as: Naser Abdo, Umar Abdulmutallab, Nazih al Raghie (Anas al-Libi), Waad Alwan, Mohanad Hammadi, Lawal Babafemi, Khalid al-Fawwaz, Adel Bary, Mostafa Mostafa (abu Hamza al Masri), Rezwan Ferdaus, Sulaiman Ghaith, Adis Medunjanin, Aaafia Siddiqui, and Dzhokhar Tsarnaev. 13 The BOP has taken several steps to ensure that federal prisons are not used to recruit terrorists or spread extremist ideologies within the U.S. prisons. The BOP staff monitor and record all telephonic communication of inmates who have a history or nexus to terrorism, and they work closely with the FBI, the National and Local Joint Terrorism Task Forces, and other agencies to exchange intelligence with our law enforcement partners. Cost Containment While the Department faces the challenge of maintaining safety and security in the federal prison system, it must also look for ways to contain ballooning costs. As the costs to operate and maintain the federal prison system continue to grow, less funding will be available for the Department’s other critical law enforcement and national security missions, making effective management of the federal prison system a significant challenge for the Department. The Department must isolate the chief drivers of these costs and consider innovative solutions that might help to contain them. As mentioned in FY 2016 OIG management challenges report, inmate medical costs are a major factor in the BOP’s overall rising costs and thus the BOP continues to monitor the area closely. E. Best Practices The Congress, in FY 2009, directed the Government Accountability Office (GAO) to report on the BOP’s methods for cost estimation, including the pricing of utilities and inmate medical care costs. The GAO released report GAO-10-94 in November 2009 and concluded that BOP’s methods for cost estimation largely reflect best practices as outlined in GAO’s Cost Estimating and Assessment Guide. GAO stated that, “BOP followed a well-defined process for developing mostly comprehensive, well documented, accurate, and credible cost estimates.” The full GAO report is available at: http://www.gao.gov/new.items/d1094.pdf. The BOP has maintained an unqualified opinion on the Financial Statements Audit since 1999. F. Full Program Costs FY 2019 Total Bureau of Prisons Request by Decision Unit In FY 2019, the BOP is requesting a total of $7,042,328,000 with 35,786 FTEs and 36,016 positions for its S&E appropriation. 16 could achieve self-sustaining facilities by the year 2030. To achieve this goal of Net-Zero Energy Buildings (Net-ZEB), BOP continues to incorporate sustainable technologies as they present themselves. Examples include Energy Recovery, Rain Water Harvesting, Geothermal Heat Exchange, and High Performance Systems Energy Conservation In addition, the BOP is also pursuing energy conservation and greening projects via non- traditional methods. After years of work at FCC Allenwood, the BOP signed a contract with Lycoming County to purchase electricity produced from landfill methane gas. The methane plant supplies FCC Allenwood with over 25,000 MWh of renewable electric power, approximately 85 of the institution’s electric consumption. This project has increased county revenue, reduced greenhouse gas emissions, and provided affordable electricity to the federal prisons. In an effort to conserve energy system-wide, the BOP implemented an Energy Conservation Initiative in 2006. This initiative employs integrated design principles to optimize energy performance and operational changes. As part of this initiative, the BOP reduced the consumption of electricity, natural gas, fuel oil, gasoline, and water. Recycling The BOP continues to work at growing its existing recycling program. As of December 31, 2017, the BOP diverted approximately 42.6 percent of its solid waste from landfills and 97.6 percent of construction and demolition debris. The total solid waste landfill poundage was 143,564,505. Recycled poundage was 106,473,663, including composted waste and waste-to-energy. The total construction and demolition debris landfill poundage was 5,136,826 and recycling poundage, including waste-to-energy was 211,873,987. The BOP continues to strive to achieve a 50 percent solid waste landfill diversion. Data is collected each quarter from all sites to monitor progress. A new initiative to match up institutions that have found vendors for difficult to recycle items with those looking to recycle those items was undertaken. The initiative is still in the implementation phases; however, it has resulted in increased recycling of difficult items. Water Conservation Water reduction challenges for the BOP continue to be a high priority. The current method of measuring for water reduction is gallons per square feet. It is difficult to achieve reductions in water usage due to the nature of the environment and the large consumption that prisons demand. In an effort to achieve current Executive Orders and Mandates concerning water conservation, the Agency’s Director issued a “Water Conservation Initiative” memorandum on March 5, 2012. The memorandum outlined water conservation requirements; to include monthly monitoring of water use, and new reporting obligations. The BOP continues implementation of water reduction measures in energy performance contracts and the use of water efficient products where feasible. 17 Together, these efforts reduced the BOP’s water use by 241 million gallons of water from fiscal year 2016 to fiscal year 2017. II. Summary of Program Changes The requested changes for the BOP S&E appropriation are summarized in the table below: Item Name Description Pos. FTE Dollars ($000) Page Apprenticeship Initiative Inmate Workforce Development Program 0 0 10,000 68 18 III. Appropriations Language and Analysis of Appropriations Language Appropriation Language The FY 2019 budget estimates include proposed changes in the appropriation language listed and explained below. New language proposed for FY 2019 is italicized. Federal Prison System Salaries and Expenses For necessary expenses of the Federal Prison System for the administration, operation, and maintenance of Federal penal and correctional institutions, and for the provision of technical assistance and advice on corrections related issues to foreign governments, $7,042,328,000: Provided, That the Attorney General may transfer to the Department of Health and Human Services such amounts as may be necessary for direct expenditures by that Department for medical relief for inmates of Federal penal and correctional institutions: Provided further, That the Director of the Federal Prison System, where necessary, may enter into contracts with a fiscal agent or fiscal intermediary claims processor to determine the amounts payable to persons who, on behalf of the Federal Prison System, furnish health services to individuals committed to the custody of the Federal Prison System: Provided further, That not to exceed $5,400 shall be available for official reception and representation expenses: Provided further, That not to exceed $50,000,000 shall remain available for necessary operations until September 30, 2020: Provided further, That, of the amounts provided for contract confinement, not to exceed $20,000,000 shall remain available until expended to make payments in advance for grants, contracts and reimbursable agreements, and other expenses: Provided further, That the Director of the Federal Prison System may accept donated property and services relating to the operation of the prison card program from a not-for-profit entity which has operated such program in the past, notwithstanding the fact that such not-for-profit entity furnishes services under contracts to the Federal Prison System relating to the operation of pre-release services, halfway houses, or other custodial facilities.. Note. A full-year 2018 appropriation for this account was not enacted at the time the budget was prepared; therefore, the budget assumes this account is operating under the Continuing Appropriations Act, 2018 (Division D of P.L. 115-56, as amended). The amounts included for 2018 reflect the annualized level provided by the continuing resolution. Analysis of Appropriation Language No substantive language changes are proposed. 21  Surgery services, i.e. limited orthopedic and general surgery procedures  Prosthetics and orthotics  Long-term ventilator-dependent management  Dementia care  End-of-life care Health Care Personnel. The BOP employs or contracts licensed and credentialed health care clinicians, technicians, health administration experts and ancillary support staff to deliver its scope of services. Employees emanate from two personnel systems: The majority of employees are civil servants and the remaining are Commissioned Corps Officers in the U.S. Public Health Service detailed to the BOP per an interagency agreement. All BOP employees and contractors meet OPM standards for qualifying education and experience as well as continuing education requirements. Health Care Challenges. The BOP has a statutory mandate to provide basic medical and mental health care funded through its annual Congressional budget allocation. Determining what constitutes medically necessary care requires a constant review of evidence-based prevention and treatment practices, and delivery of services that balance efficacy of care and quality of life both during incarceration and in preparation for release to the community. Some of the more urgent and impactful challenges facing the BOP are listed below.  Treatment of Offenders Having Chronic Hepatitis C Infection. The BOP has nearly 20,000 offenders with hepatitis C virus (HCV) infection, most of whom have not had HCV treatment. In the past, the cost for a standard 48-week treatment regimen has been approximately $6,600 per inmate. However, in 2014, new drugs were developed that allowed HCV to be essentially cured, but drove the cost of treatment up exponentially. The BOP treated 240 inmates in FY 2015 for a total cost of $13.6 million, an average of $57,000 per inmate. In FY 2016, the BOP treated 327 inmates for a cost of $14 million, an average of $43,000 per inmate. In FY 2017, the BOP treated 904 inmates for a cost of $28 million; an average cost of $31,000 per inmate. New pan-genotypic medications have been approved for treatment, which will create more price competition within these medications. Additionally, the BOP recently obtained voluntary price reductions for these HCV medications, which may bring the average cost down to below $16,000 per inmate for a 12-week treatment. The BOP’s treatment goal for FY 2018 is 1,500 inmates.  Treatment of Offenders Having HIV Infection. The BOP has over 1,400 inmates being treated for HIV infection. The cost to provide these patients with antiretroviral medications is responsible for 28 percent to 30 percent of BOP medication expenditures, $30.4M in FY 2016 and $31.1M in FY 2017. The Department of Health and Human Services Panel of Antiretroviral Guidelines recommends that all patients with HIV infection receive antiretroviral therapy. Newer medications are continually being developed in order to provide treatment regimens with fewer side effects, a lower pill burden, and a higher barrier to developing viral resistance. The diversity of genotypes and resistance patterns along with rapidly changing treatment 22 recommendation creates a challenge for the BOP to provide cost-effective care to this population.  Management of Offenders with Transgender Needs. Offenders who self-identify as transgender are individually assessed for psychosocial and medical needs. Areas of concern include appropriate housing, clothing, grooming, showering, and access to gender-appropriate general store (commissary) items as well as targeted psychological and medical care. Transgender offenders may require individual counseling and emotional support. Medical care may include pharmaceutical interventions (e.g., cross-gender hormone therapy), hair removal and surgery (if individualized assessment indicates surgical intervention is applicable). BOP has approximately 345 self-identified transgender offenders, but this subpopulation is expected to grow in number and demand for resources.  Continuity of Care during Community Reintegration. Health Services Division provides inmate programs and services that develop social competency and meet basic social and health needs during incarceration, but also it provides transitional links that bolster successful reintegration into the community. This includes assisting offenders to enroll in government benefit programs, identifying provider networks that offer needed health services, and developing discharge plans that document continuity of care needs. o Expansion of Social Work Services. BOP acts as a health and social services safety net for a subpopulation of federal offenders. They may lack the knowledge and skills to navigate community resources and access basic life- sustaining services. The variation in community systems and programs make it difficult to standardize training for releasing offenders. The BOP is expanding its professional social work services to increase linking offenders to government benefit programs (e.g., Social Security Disability Insurance, veterans’ benefits, Medicare and Medicaid programs, etc.) and health care networks to continue requisite medications and treatment plans. o Medication Assisted Treatment for Offenders Having Opioid Use Disorder. Medication Assisted Treatment (MAT) for offenders at risk for opiod use disorder reintegrating into the community has been a focus of the BOP in partnership with the White House Office of National Drug Control Policy (ONDCP). The BOP sponsored a field trial that provides evidence-based pre- and post-release therapy (VivitrolTM) for targeted at risk offenders entering a Residential Reentry Center (RRC). The BOP is planning a staged expansion of the MAT program beginning in FY 2018 for approximately 160 offenders releasing to the Boston, Massachusetts area. The BOP also developed and implemented mandatory training for all physicians and dentists that prescribe opioids as part of the national White House initiative to reduce opioid over- prescribing. Finally, the BOP is implementing a program to allow access and administration of naloxone by all BOP staff in situations involving possible 23 opioid overdoses. Mandatory naloxone administration training will be part of this program. o Participation in the National HIV/AIDS Strategy. DOJ is designated as one of six executive agencies responsible for implementing the National HIV/AIDS Strategy at the federal level. The Strategy focuses on three overarching goals: reducing the number of new HIV infections, increasing access to care for people living with HIV, and reducing HIV-related health disparities. The BOP has expanded efforts to test and treat HIV-infected offenders during incarceration, and is engaged with other federal agencies to sustain successful management by having pharmacy and social work professionals connect releasing offenders to community programs that provide expensive life-saving medication regimens.  Compassionate Release of Terminally Ill, Severely Debilitated, or Elderly Offenders with Medical Conditions. The BOP is authorized to submit a request for compassionate release to the courts for extraordinary or compelling circumstances. BOP categories for Compassionate Release / Reduction in Sentence (RIS) based on medical or mental health conditions include terminal illness, severely debilitated, and elderly (65 or older) with medical conditions. Specific criteria have been established to determine if an inmate meets eligibility requirements for this program. In addition to meeting specific medical criteria, offenders must have detailed discharge health plans outlining continued care in the community and meet stringent security requirements to be eligible.  Aging Offender Population. The average age of offenders in BOP-managed facilities is 41 years and average length of sentence is 128 months. The average age of offenders in BOP facilities has increased by 8 percent over the past decade. Approximately 45 percent of offenders have multiple chronic conditions that, despite management with medications and other therapeutic interventions, will progress and may result in serious complications. As offenders age in place, demands on health resources will likely increase proportionately.  Continued transformation of pharmacy services. Over the past few years, pharmacist clinical programs have expanded to provide additional patient care through the use of Collaborative Practice Agreements (CPAs). These services have resulted in significant cost avoidance for the BOP through improved efficiencies of physician services and improved patient outcomes resulting in decreased patient care costs. Health Care Cost Containment. The BOP’s medical care costs are growing at an unsustainable rate (see chart below for non-salary medical cost). The BOP has developed several strategic initiatives and operational systems designed to contain health care costs. 26 o Catastrophic Care Management. The BOP monitors hospitalized inmates and tracks catastrophic costs to closely manage care and expedite transfers to BOP medical centers when feasible. A single catastrophic case can easily account for 20 to 30 percent of a typical institution’s annual outside medical budget. This strategy will allow the BOP to better understand the impact of catastrophic health care events on the health care budget and decision making. o Medical Claims Adjudication. The BOP contracts with a medical claims adjudication vendor to review claims for duplicate billing, claims for services not requested or not appropriate for the stated diagnoses, and local market rates for physician and facility charges. Contracting for medical claims adjudication enables the BOP to identify patterns of fraud, waste, and abuse. o Utilization Review. The BOP requires every institution to implement a utilization review process to assure that only medically necessary care is provided. Health care staff uses an automated utilization review program to provide a clinical decision- making system of criteria that differentiates what is medically necessary from what is potentially elective care. o Data Analytics. Managing data for performance and effectiveness. The Health Services Division is investigating strategies for harvesting and structuring organizational data and using the data to empower executive decision making to improve health and financial outcomes. b. Food Services Since 2008, the BOP has used a national menu, approved by BOP Executive Staff, to be served agency-wide for standardization of food service operations. The national menu, which includes the approved menu, standardized recipes, and product specifications, is used for food procurement, preparation and meal service at all institutions. The national menu is reviewed at least annually to assess responsiveness to eating preferences, operational impact, product pricing, and nutritional content. Following the annual menu update and before implementation, a nutritional analysis is conducted by a registered dietitian to ensure the menus consider the Dietary Reference Intakes for groups published by the Food and Nutrition Board of the National Academy of Sciences. Meal preparation is accomplished primarily by inmate workers (about 12 percent of the population) under the supervision of staff. The BOP estimates in FY 2019 it will serve approximately 175 million meals, which is nearly 479,000 meals per day and over 3.33 million meals per week. 27 c. Education and Occupational Training Inmate education programs include literacy, English-as-a-Second Language (ESL), occupational education, advanced occupational education (AOE), release preparation courses, and a wide-range of adult continuing, wellness, and structured and unstructured leisure time activities. Education programming provides inmates with an opportunity to learn the functional skills that support their reintegration into the community. As of October 2017, 32 percent of the designated inmate population was enrolled in one or more education/recreation programs. The BOP’s Office of Research1 has found that participation in education programs leads to a 16 percent reduction in recidivism by inmates who participate in these programs. With few exceptions (i.e., pretrial inmates and sentenced deportable aliens with confirmed orders of deportation), the BOP requires inmates without a verified high school diploma or General Educational Development (GED) credential to enroll in a literacy program. There are approximately 16,000 inmates enrolled in high school equivalency programs. Curriculums are designed to teach the knowledge and skills needed for inmates to progress from basic literacy through attainment of the GED credential. The implementation of the Violent Crime Control and Law Enforcement Act (VCCLEA) and the Prison Litigation Reform Act (PLRA), mandates that inmates with needs must participate and make satisfactory progress in the literacy program to vest their good conduct time (VCCLEA), or be eligible to earn the full amount of good conduct time. Since the implementation of these acts in November 1997, the demand for literacy program instruction has increased, leading to a wait list of approximately 16,000 inmates. In FY 2017, 2,667 inmates attained the GED credential. In FY 2014, the agency purchased ($7.95 million) standardized curriculum for students functioning at the 6th grade thru 12th grade level. The Crime Control Act of 1990 requires that non-English speaking federal prisoners participate in ESL until they function at the equivalence of the eighth grade level. Occupational and Advanced Occupational Education (AOE) 1 Prison Education Program Participation and Recidivism: A Test of the Normalization Hypothesis (1995). 28 programs serve to enhance inmates’ post-GED skills during incarceration and increase the employment opportunities of offenders upon release, particularly those who lack solid employment history or a marketable skill. Other work preparation activities are also offered, including mock job fairs, and resume preparation courses. In FY 2017, education and institution staff at all institutions conducted mock job fairs with representatives from local communities. Adult Continuing Education courses are designed for inmates who have a desire to learn about a special area or address skill deficits (computer skills, English, mathematics, financial literacy, etc.). Recreation, sport, and leisure programs reduce inmate idleness, promote healthy life styles, and encourage the development of positive leisure time skills. The BOP’s Post Release Employment Study demonstrates that occupational training programs decrease recidivism. In FY 2017, nearly 13,000 inmates completed an occupational training program. Studies show that inmates who participate in these programs are 33 percent less likely to recidivate2. Federal inmates can choose a vocation, through instruction, work experiences, and career orientation; acquire or improve productive work skills and habits; and gain practical knowledge essential to working and functioning in a complex industrial technical world of work. d. Psychology Services Psychology Services staff are an integral part of correctional treatment as they administer programs of group and individual psychotherapy, crisis intervention, pro-social skill building, and staff consultation and training. BOP policy requires that every inmate admitted to a BOP facility be given an initial psychological screening, which consists of a psychological interview, social history review, and behavioral observations. The purposes of the screening are to identify special treatment or referral needs; provide information useful in future crisis counseling situations; identify strengths as well as potential adjustment problems to imprisonment; and discuss possible program needs with 2 The Differential Effect of Industries and Vocational Training on Post release Outcomes for Ethnic and Racial Groups: Research Note. Corrections Management Quarterly, 5(4), 17-24. W. Saylor and G. Gaes (2001). 31 7.81 7.53 7.47 7.93 8.60 9.40 10.00 10.4 10.8 10.9 10.80 10.9 11 11.1 0 5 10 15 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Proj. 2019 Proj. 2020 Proj. N u m b er o f M on th s Average Early Release Credited By Fiscal Year The following charts show participation and early release information: *Note: Residential Drug treatment – In FY 2012 the methodology used to calculate RDAP participants was recalculated, with significantly less potential for duplication. Thus, while this change resulted in the number of participants during FY 2012 being less than the target number, it is a preferred method to report inmate participation in RDAP. Additionally, in the last half of FY 2013, the BOP phased in several new programs and expanded others. The impact of adding the new programs was fully realized in FY 2014. 17,549 17,52318,732 18,86818,527 14,482 15,89118,10218,304 17,848 16,641 16,400 16,900 4,934 4,800 4,518 5,193 4,829 4,776 4,938 5,229 5,365 5,276 4,973 4,805 4,952 0 5,000 10,000 15,000 20,000 25,000 30,000 2007 2008 2009 2010 2011 2012* 2013 2014 2015 2016 2017 2018 Proj. 2019 Proj. N u m b er o f In m at es RDAP Participation and Early Release By Fiscal Year RDAP Participants Early Releases 32 Residential Drug Abuse Treatment Programs and Locations (89): NORTHEAST REGION FCI Allenwood –L (PA) FCI Allenwood – M (PA) FCI Berlin (NH) USP Canaan (PA) FCI Danbury (CT) FCI Elkton (OH) FCI Fairton (NJ) FCI Fort Dix 1 (NJ) FCI Fort Dix 2 (NJ) FPC Lewisburg (PA) FPC McKean (PA) FCI Schuylkill (PA) MID-ATLANTIC REGION FPC Alderson 1 (WV) FPC Alderson 2 (WV) FCI Beckley (WV) USP Big Sandy (KY) FCI Butner 1 (NC) FCI Butner 2 (NC) FCI Cumberland (MD) FPC Cumberand (MD) SFF Hazeton (WV) FMC Lexingtn 1 (KY) FMC Lexingon 2 (KY) FCI Memhis (TN) FCI Morgantown 1 (WV) FCI Morgantown 2 (WV) FCI Petersburg - M (VA) FCI Petersburg - L (VA) SOUTHEAST REGION FCI Coleman –L (FL) USP Coleman II (FL) FPC Edgefield (SC) FSL Jesup (GA) FCI Marianna (FL) FCI Miami 1 (FL) FCI Miami 2 (FL) FPC Miami (FL) FPC Montgomery 1 (AL) FPC Montgomery 2 (AL) FPC Pensacola (FL) FPC Talladega (AL) FCI Tallahassee (FL) FCI Yazoo City (MS) NORTH CENTRAL REGION FPC Duluth (MN) FCI Englewood (CO) FPC Florence (CO) FCI Florence (CO) FPC Greenville (IL) FCI Leavenworth (KS) FPC Leavenworth (KS) USP Marion (IL) FCI Milan (MI) FCI Oxford (WI) FPC Pekin (IL) FCI Sandstone (MN) MCFP Springfield (MO) FCI Terre Haute (IN) FCI Waseca (MN) FPC Yankton 1 (SD) FPC Yankton 2 (SD) SOUTH CENTRAL REGION FCI Bastrop (TX) FPC Beaumont (TX) FCI Beaumont – L (TX) FCI Beaumont – M (TX) USP Beaumont (TX) FPC Bryan (TX) FMC Carswell 1 (TX) FMC Carswell 2 (TX) FCI El Reno (OK) FCI Fort Worth 1 (TX) FCI Forrest City - M (AR) FCI Forrest City - L (AR) FCI La Tuna (TX) FCI Seagoville 1 (TX) FCI Seagoville 2 (TX) FPC Texarkana (TX) WESTERN REGION FCI Dublin 1 (CA) FCI Dublin 2 (CA) FCI Herlong, (CA) FCI Lompoc (CA) FCI Phoenix (AZ) FPC Phoenix (AZ) FCI Safford (AZ) FCI Sheridan (OR) FPC Sheridan 1 (OR) FPC Sheridan 2 (OR) FCI Terminal Island 1 (CA) FCI Terminal Island 2 (CA) Contract Facility Rivers CI (NC) Additional Residential Psychology Treatment Programs All residential psychology treatment programs utilize empirically supported interventions, including cognitive-behavioral techniques delivered in a modified therapeutic community environment. These programs have been demonstrated to significantly reduce misconduct among program participants. 33 The BRAVE Program. The BOP Rehabilitation and Values Enhancement (BRAVE) Program, a program for young offenders serving lengthy sentences, addresses institutional adjustment, antisocial attitudes and behaviors, and motivation to change. Currently BRAVE programs are located at FCI Beckley and FCI Victorville - Medium. Research results covering the first two years of the BRAVE program found inmates who completed the program reduced misconduct by 52 percent, when compared to similar inmates who did not participate in the BRAVE program. The Challenge Program. The Challenge Program is a residential cognitive-behavioral treatment program for high security inmates with a history of substance abuse and/or mental illness. Inmates may participate in the program at any point during their sentence; however, they must have at least 18 months remaining on their sentence. The duration of the program varies based on inmate need, with a minimum duration of nine months. Challenge Programs are located at 13 BOP penitentiaries. Mental Health Treatment Programs. The BOP offers a series of specialized mental health treatment programs dedicated to the management and treatment of inmates with serious mental illnesses. Specifically, these programs are designed to reduce psychological symptoms, improve functioning, facilitate institutional adjustment, reduce incidents of misconduct, reduce the need for psychiatric hospitalization, and increase reentry success. These programs provide intensive, evidence-based mental health services utilizing a cognitive-behavioral treatment model.  Mental Health Step Down Units. Mental Health Step Down Units provide intensive treatment for inmates releasing from psychiatric hospitalization and may also function to intervene before an inmate requires hospitalization. These residential programs are located at FCI Butner (males), USP Allenwood (males), and USP Atlanta (males).  The Skills Program. The Skills Program is designed for inmates with significant cognitive limitations and social skills deficits that create adaptive problems in prison and in the community. These residential programs are located at FCI Coleman (males) and FCI Danbury (males).  The STAGES Program. The Steps Toward Awareness, Growth, and Emotional Strength Program is designed to treat inmates who have a diagnosis of Borderline Personality Disorder and have a history of behavioral problems and/or self-harm. These residential programs are located at FCI Terre Haute (males) and USP Florence (males).  The Resolve Program. The Resolve Program is a non-residential trauma treatment program for inmates. The program was originally developed to address the needs of female inmates with trauma-related mental illnesses, such as post-traumatic stress disorder. This program is located in 13 of the BOP’s female institutions and in 2 male institutions – FCI Danbury and ADX Florence. Sex Offender Management Program. The BOP’s psychology staff also provide Sex Offender Management Programs (SOMPs) for sex offenders during confinement. SOMP is a multi- component program that includes the Sex Offender Treatment Program (SOTP), assessment, specialized correctional management, and population management. 36 Coordinators. Volunteer Services The National Reentry Affairs Branch in the Reentry Services Division has oversight for the BOP’s volunteer program. Reentry Affairs Coordinators manage volunteer services at their local institution, including: local recruitment, clearance and security compliance, training, file management, and recognition of volunteers. Volunteers provide an array of services – from one- on-one intensive mentoring and structured program and service delivery to transition support in the institutions, RRC’s, and into the post-release phase. During FY 2017, over 9,300 volunteers provided services at BOP facilities during the year. There were also numerous other individuals who provided volunteer services such as employment seminars, family reunification activities, and mock job fairs. g. Occupational & Employee Health The BOP’s major occupational and employee health responsibilities and initiatives include: Employee Health; Industrial Hygiene such as air quality, mold, asbestos exposure, and industrial processes; OSHA Recordkeeping; Workers' Compensation; Drug Free Work Place program; medical input into reasonable accommodation/medical leave/FMLA/LWOP; medical/psychological Fitness for Duty; and Pre-Employment Medical Assessments. h. Environmental & Safety Compliance  The Environmental and Safety Compliance Branch provides national oversight authority and staff assistance in three program areas: Environmental Compliance, Fire Protection., and Occupational Safety.  The Environmental Compliance Section provides technical expertise throughout the agency for all issues and questions concerning the environmental management system (EMS). Often, this is accomplished by conducting environmental compliance and EMS audits at all facilities.  The Fire Protection Section provides technical expertise throughout the BOP for all issues and questions concerning compliance with the National Fire Codes. In addition, this section provides oversight, coordination, evaluation, and monitoring of policy for all facilities fire protection and life safety projects.  The Occupational Safety Section provides technical expertise throughout the BOP for all issues and questions concerning compliance with the Occupational Safety and Health Administration regulations. In addition, this Section conducts audits and provides staff assistance to facilities.  Pursuant to the Homeland Security Presidential Directive 5 (HSPD-5) and the BOP’s implementation of the National Incident Management System safety, officers serve as subject matter experts for any chemical, biological, radiological, nuclear, and explosive incidents. 37 Additionally, the incident response section designs and implements “shelter-in-place” plans, decontamination protocols, and training for all facilities. 38 2. Performance and Resource Tables Performance Materials will be provided at a later date. 41 3. Performance, Resources, and Strategies Performance Materials will be provided at a later date. 42 Performance Materials will be provided at a later date. 43 Institution Security and Administration Institution Security and Administration Direct Pos. Estimate FTE Amount 2017 Enacted 22,993 23,802 3,129,075 2018 Continuing Resolution 22,194 23,106 3,154,953 Adjustments to Base and Technical Adjustments -659 -566 6,224 2019 Current Services 21,535 22,540 3,161,177 2019 Request 21,535 22,540 3,161,177 Total Change 2018-2019 -659 -566 6,224 1. PROGRAM DESCRIPTION: Institution Security and Administration This budget activity covers costs associated with Institution Security and Administration, Institution Maintenance, and Institution Staff Training. For FY 2019, the BOP is requesting $1.767 billion for Institution Security, $672.1 million for Institution Administration, $689 million for Institution Maintenance, and $32 million for staff training. a. Institution Security and Administration All institutions are assigned a security classification level based in part on the physical design of each facility. There are four security levels: minimum, low, medium, and high. Additionally, there is an administrative category for institutions with a variety of specialized populations, such as pre-trial, medical, mental health, and sex offenders. Based on BOP research, female offenders generally do not require the same degree of security as male offenders. Therefore, a modified classification system is used for female inmates. Females may also be placed in state and local facilities. Each inmate is tracked through BOP’s SENTRY Information System. Offenders are assigned a security and custody status, which relates to the degree of supervision needed and ensures that offenders are placed in the least restrictive and least costly correctional environment appropriate to their custody and security level needs. The result is a grouping of offenders with similar custodial needs in an institution, and a relative reduction in the mixing of aggressive and non-aggressive offenders. Within each institution, Correctional Officers are assigned to security posts that are primarily established on the basis of structural/visual considerations. The two basic categories of security are external security and internal security. External security consists of a walled or fenced perimeter supplemented by staffed security towers and/or armed mobile perimeter patrols. There is also razor wire strung between a double fence with high mast lighting to illuminate the perimeter, and highly technical equipment such as alarm systems, and video surveillance. Entrances through the perimeter are controlled by a series of gates, electrical and manual, 46 correctional supervision principles, national policy guidelines, interpersonal communication skills, offender characteristics, principles of diversity and inclusion, legal issues, self-defense techniques, hostage situations, ethics, special offenders, inmate discipline, practical exercises, physical abilities testing, and 28 hours of firearms training and certification with three different weapons. Successful completion of this program (academics, firearms, and the Physical Abilities Test) is required for continued employment of newly hired staff entering into law enforcement positions. The STA provides advanced correctional skills training in disturbance control, firearms, bus operations, self-defense, baton, marksman/observer, and witness security escort. The Academy also provides training for trainers in cardiopulmonary resuscitation (CPR), automated external defibrillator (AED), disturbance control, firearms, self-defense, baton, and marksman/observer. The Management and Specialty Training Center (MSTC) in Aurora, Colorado, provides senior level training courses, Distance Learning programs and audio visual support for the BOP. The training offered at the MSTC is competency-based, providing participants the opportunity to progressively develop leadership skills and specialty competencies. A wide range of courses are available for institution Executive Staff, Department Heads, Supervisors, and Technical Support Staff. These courses include training for Correctional Services, Correctional Programs, Food Service, Finance, Human Resources, Education, Drug Treatment, Psychology, Religious Services, Trust Fund, and many other training specialties. In addition to preparing staff for position specific responsibilities, the MSTC also provides training in collateral responsibilities such as: Hostage Negotiations, Discipline Hearing Officer, and EEO Counselor among others. All classes are evaluated for effectiveness, and an analytical review of participant performance is conducted through a critique of pre/post test scores or performance-based evaluations. The MSTC (part of the National Corrections Academy along with the National Institute of Corrections) serves as host to large scale training events for most BOP disciplines as well as a focal point for collaboration in training development and delivery with other DOJ agencies. In late FY 2013, the BOP’s Museum, which captures the BOP’s rich history and traditions through various displays including documents, pictures, and artifacts, was moved to the National Corrections Academy, under the direction of the MSTC, to increase its availability to approximately 10,000 state, local, and federal correctional professionals that come to the NCA/MSTC annually. To maximize the use of training funds, the MSTC develops and provides several alternatives to residential courses that include Distance Learning programs via web-based courses on BOP- Learn and videoconferencing. With the addition of various new technologies, the MSTC has improved capabilities in audiovisual services, video on demand, versatile classroom configurations, high-definition videoconferencing, and state-of-the-art classroom technologies. The Human Resource Service Center (HRSC) located in Grand Prairie, Texas, is comprised of four components: the Consolidated Processing Unit, the Consolidated Benefits Unit, the Consolidated Staffing Unit, and the Security Background Investigation Section. The HRSC 47 supervises and directs the overall management of Human Resources shared services for the Central Office, 6 Regional Offices, and 122 institutions that employ more than 37,000 staff. 48 2. Performance and Resource Tables Performance Materials will be provided at a later date. 51 3. Performance, Resources, and Strategies Performance Materials will be provided at a later date. 52 Performance Materials will be provided at a later date. 53 B. Contract Confinement Contract Confinement Direct Pos. Estimate FTE Amount 2017 Enacted 299 312 1,006,522 2018 Continuing Resolution 353 240 976,514 Adjustments to Base and Technical Adjustments 0 0 15,058 2019 Current Services 353 240 991,572 2019 Request 353 240 991,572 Total Change 2018-2019 0 0 15,058 1. PROGRAM DESCRIPTION: Contract Confinement This budget activity covers costs associated with BOP inmates in contract care, costs associated with management, and oversight of contract confinement functions (and for the National Institute of Corrections). As of December 21, 2017, 15.8 percent of the BOP inmate population is housed outside of BOP facilities in alternative confinement. This includes private prisons, Residential Reentry Centers (RRCs or halfway houses), state and local facilities, and home confinement. In 2013, the Residential Reentry Management (RRM) Branch implemented a management consolidation from six regions to three sectors. The RRM Branch now provides management oversight to three sector management teams that in turn provide oversight to the 24 RRM field office locations throughout the nation. The following chart provides estimated funding (dollars in thousands) amounts for key programs funded in Contract Confinement decision unit: Program Area FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Actual Residential Reentry Centers $368,493 $325,338 $348,925 $360,000 Private Prisons $639,222 $593,110 $569,844 $506,000 a. Residential Reentry Centers (RRCs) RRM staff oversee contracted community-based confinement facilities nationwide, as well as provide case management services for inmates and perform liaison activities with the U.S. Marshals Service (USMS), U.S. Probation Office, U.S. Parole Commission (USPC), Federal Courts, other federal agencies, state and local government agencies. Since January 1982, the number of inmates managed in contract RRCs has increased from a daily population of 1,425 to a daily population of 10,749 as of November 14, 2017. Approximately 230 RRCs throughout the nation provide services to federal offenders, all of whom are preparing for their release to the community. These inmates are transferred from federal institutions to RRCs near the end of their sentence for transitional programming. Gainful employment and the reestablishment of family ties are the major aspects of 56 curation arm of the agency. It includes the Robert J. Kutak Memorial Library located at the NCA and the NIC website at www.nicic.gov. The Center manages approximately 18,000 corrections and relevant management resources. These resources were accessed online and through the Help Desk by corrections practitioners approximately 1.26 million times in FY 2017. 57 2. Performance and Resource Tables Performance Materials will be provided at a later date. 58 Performance Materials will be provided at a later date. 61 b. Central Office The Central Office serves as the headquarters for the BOP, which is overseen and managed by (Acting) Director Thomas R. Kane. Here, national programs are developed and the following divisions provide functional support:  Administration  Correctional Programs  Health Services  Human Resource Management  Federal Prison Industries*  Information, Policy, & Public Affairs  National Institute of Corrections*  Office of General Counsel  Program Review  Reentry Services* *Not funded by Management and Administration Program Activity Budget Administration Division The Administration Division provides the resources and support necessary for the BOP to perform in an effective and efficient manner. This includes the development of budget requests, the stewardship of financial resources, and procurement, property management the coordination, and analysis of information related to capacity planning, which covers such varied areas as female offenders, detention needs, and the need for medical facilities. Also, the selection of sites for new prison construction; the design and construction of new correctional facilities; the renovation and maintenance of existing facilities; the development and maintenance of a system of financial systems/services to ensure accountability of inmate commissary funds and the management of merchandise/services to inmates; and other administrative support services required by the organization. Branches in the Administration Division include: o Budget Development o Budget Execution o Construction o Facilities Management o Finance o Procurement Executive o Trust Fund Correctional Programs Division The Correctional Programs Division (CPD) develops activities and programs designed to appropriately classify inmates, eliminate inmate idleness, and promote the skills necessary to facilitate the successful reintegration of inmates into their communities upon release. Staff are responsible for planning, documenting, monitoring, and providing the delivery of services to inmates such as case management, the agency's Victim and Witness Notification Program and the collection of court-ordered obligations through the Inmate Financial Responsibility Program. The CPD also provides national policy 62 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, inmate sentence computations, and the processing of inmate mail; emergency preparedness; inmate discipline; and the coordination of the treaty transfer of inmates to other countries. The Division also has responsibilities for a variety of functions in the areas liaison activities with Immigration Customs Enforcement and the U.S. Marshals Service, and secure privatized prisons. CPD staff are responsible for direct oversight of field staff who monitor contract compliance and coordinate the BOP's privatization management efforts. Branches in the Correctional Programs Division include:  Correctional Services  Intelligence and Counter Terrorism  Correctional Programs  Designation and Sentence Computation  Sex Offender Certification Review  Privatization Management Health Services Division The Health Services Division has three primary missions relating to its concerns and responsibilities in medical care, safety and environmental health, and food services: Branches in the Health Services Division Include: o Dentist o Nurse o Pharmacist o Psychiatrist o Social Worker o Therapist o Drug-Free Workplace o Financial Management o Food Service o Health Informatics o Health Programs o Health Services o Infectious Disease o MAST o Medical Des.& Trans. o MSP Advisory Board o Occupational & Employee Health o Quality Management o Safety & Environmental Compliance o Staffing & Recruitment Human Resource Management Division The Human Resource Management Division oversees and administers personnel policy and programs developed to address the needs of BOP employees covering all areas of The health care mission of the BOP is to deliver medically necessary health  care to inmates effectively in accordance with proven standards of care  without compromising public safety concerns inherent to the BOP's overall  mission. The occupational safety and environmental health mission of the BOP is to  provide a safe and healthful environment in which staff and inmates can  work and live. The food service mission of the BOP is to provide healthy, nutritionally‐ sound, and appetizing meals that meet the needs of the general  population and those at nutritional risk. 63 personnel management. The Human Resource Management Division is a valued essential component of our organizational success, meeting the human resource and developmental needs of the BOP and all its employees. The BOP embraces the human element of our business and invests in the developmental needs of all employees. Branches in the Human Resource Management Division include:  Human Resources Office for Central Office Employees  Human Resource Services Center  Labor Relations Office  Learning and Career Development  Personnel and Staff Development Information, Policy and Public Affairs Division The Information, Policy and Public Affairs Division is committed to furthering the mission of the BOP by collecting, developing, and disseminating useful, accurate, and timely information to BOP staff, DOJ, Congress, other government agencies, and the public. Branches in the Information, Policy and Public Affairs Division include:  Advanced Systems  Computer Services Administration and User Support  IT Planning and Development  Legislative Affairs  National Network Communications  National Policy and Information Management  Network Management  Office of Public Affairs  Office of Research and Evaluation  Security Technology  Systems Development Office of General Counsel The Office of General Counsel provides legal advice, assistance, and representation to BOP officials in the areas of Correctional Law, Commercial Law, Real Estate and Environmental Law, Inmate Civil and Criminal Litigation, Inmate Remedies, Administrative Claims, Employment Law and Ethics, Freedom of Information and Privacy Acts, Administrative Rulemaking, and legislation affecting the BOP. Branches in the Office of General Counsel include:  Commercial Law  Employment Law  Ethics  Legal Administrative  Legislative Correctional Issues Litigation  Real Estate & Environmental Law Program Review Division The Program Review Division is responsible for analyzing BOP programs and guiding BOP managers in the assessment of their operations. The division assists management in the strategic planning process, coordinates and monitors oversight activities of audit and regulatory authorities, and ensures effective management and operational procedures exist 66 Performance Materials will be provided at a later date. 67 3. Performance, Resources and Strategies Performance Materials will be provided at a later date. 68 V. Program Increases by Item Item Name: Apprenticeship Initiative Budget Decision Unit(s): Inmate Care and Programs Organizational Program: Expand the Occupational and Vocational Training Program Program Increase: Positions 0 Correctional Officers 0 FTEs 0 Dollars $10,000,000 Description of Item Per the Presidential Executive Order Expanding Apprenticeships in America, which directed the Attorney General to promote apprenticeships among incarcerated individuals, this request is to expand capacity for the career and technical training programs. Currently, almost 7,000 inmates are enrolled in occupational and vocational training programs; this request will increase the training, capacity, testing, and certification for the inmate population. Justification The BOP has a responsibility to provide inmates with opportunities to participate in programs that can provide them with the skills they need to lead crime-free lives after release. The BOP’s philosophy is that release preparation begins the first day of imprisonment. Accordingly, Federal prisons offer a variety of inmate programs to address reentry needs, including work, education, vocational training, substance abuse treatment, observance of faith and religion, psychological services and counseling, release preparation, and other programs that impart essential life skills. The BOP also provides other structured activities designed to teach inmates productive ways to use their time. Advanced Occupational Education (AOE) programs include occupational and vocational education programs provided by an accredited post-secondary institution of higher learning, an accredited vocational/technical school, or an accredited industry-based school. Due to funding constraints, these programs have declined in recent years, reducing the number of inmates able to leverage these opportunities. Expand Occupational and Vocational Training Program Each year, about 44,000 Federal inmates return to communities across the Nation. While some will be re-arrested and eventually return to prison, evidence-based programming can help both reduce the chances of re-arrest and reduce incarceration costs over time. Research has shown that inmates who participate in vocational or education training are 16 percent less likely to recidivate. BOP's vocational training program helps inmates acquire marketable skills in a wide variety of