PUB 434 Agency Strategic Plan (partial)

Running head: PHASE 1B ITEMS 57-65, TOMPKINS 1

Phase 1B, Section B, Action Items 57-65

Anthony B. Tompkins

California State University, Dominguez Hills

12 October 2015

PHASE 1B ITEMS 57-65, TOMPKINS 2

This section of Phase 1B is primarily concerned with identifying, describing, examining and

classifying key stakeholders/beneficiaries within the FBOP. Who are they? Where are they

within the system? Why do they have interests in the internal environment and exactly what are

those interests? The answers to these questions play a vital role in the overall system analysis.

Recognizing the players within the system—along with their motivations and agendas—will

reveal insights into the inner workings of the system. Without such insights, an incomplete

system snapshot results in less effective strategic planning.

Keywords: systems analysis, strategic planning, internal environment and stakeholders


Section B: Client or Beneficiaries:

Action item 57: Identify and describe the system’s perceived stakeholders (clients or beneficiaries). (Anthony Tompkins) The “Meet Your Government” section of the AllGov.com website profiles, tracks, and analyzes hundreds of departments and agencies of the United States government. On its Federal Bureau of Prisons agency profile page, AllGov.com has listed the BOP stakeholders (Wallechinsky, 2014). Stakeholders from that list who are internal to the system are Bureau of Prisons (BOP) administrators and staff, federal corrections officers, Federal Prison Industries (FPI/UNICOR) staff, and the federal inmate population. Bureau of Prisons (BOP) administrators and staff are perceived as internal system stakeholders. They have a vested interest in the system remaining efficient, effective and solvent. The internal administration of the BOP consists of the BOP Director and Deputy Director, and the various administrators, assistant directors, regional directors and office staff of the Executive Office, General Counsel and Review Office, Program Review Division, Administration Division, Health Services Division, Correctional Programs Division, Information, Policy and Public Affairs Division, Industries, Education and Vocational Training Division, Reentry Services Division, Human Resource Management Division, Regional Offices, and Field Operations. The National Institute of Corrections (NIC), its Advisory Board, and Director are closely affiliated with the BOP, but are not internal to the system ("Federal Bureau of Prisons," 2013). Federal corrections officers are internal system stakeholders with a financial, legal, and social interest most readily understood in terms of competitive pay, fair compensation, performance-based awards ("BOP: Life at the BOP," 2014), a “supportive, safe, and secure environment with opportunity for growth and advancement” ("BOP: Correctional Officer," 2014), and other desirable fringe benefits and protections afforded federal employees ("USAJOBS - the Federal," 2014; "General Schedule Classification and Pay," 2014). Federal Prison Industries (FPI/UNICOR) is a wholly owned public corporation within the United States Department of Justice ("UNICOR Online | General," 2005). The Chief Executive Officer (CEO), Chief Operating Officer (COO), and civil service staff of Federal Prison Industries (FPI/UNICOR) are internal stakeholders in that they work within and rely upon the system. The Director of the BOP is also the CEO of FPI/UNICOR. The Assistant Director of the BOP Industries, Education, and Vocational Training Division is also the COO and Corporate Secretary of FPI/UNICOR ("UNICOR Online | Direction," 2005). The FPI/UNICOR Board of Directors is closely affiliated with the BOP but is not internal to the system ("Federal Bureau of Prisons," 2013). Federal inmates ("BOP: Federal Inmates," 2014) are internal stakeholders. In addition to being the internal system’s chief commodity; they are system beneficiaries. Their basic necessities (e.g., food, housing, health care, social needs) as well as supplemental programs and services (e.g., recreation, educational opportunities, vocational training, and counseling) are supplied by the system (U.S. Medical Center for Federal Prisoners, 2012; "BOP: Work," 2014; "BOP: Education," 2014; "BOP: Medical," 2014; "BOP: Mental," 2014; "BOP: Community," 2014; "BOP: Religious," 2014; "BOP: Substance," 2014). Action item 58: Identify, describe and explain the system’s stakeholder characteristics. (Anthony Tompkins)


FBOP administrators are bureaucratic and highly politically motivated. Their words, actions and communications—all that they do in regards to their position within the Federal Bureau of Prisons—are planned and calculated in advance, with the express intent of furthering their individual and agency agendas. Federal Correctional Officers are unionized and conditioned to view the system and operate within it as an internal force playing two ends against the middle: BOP administrators against BOP inmates—for the purpose of accomplishing their goals and agendas in regards to job security, longevity, respect, safety and compensation. UNICOR civil servants are characterized as hardworking and dedicated to the company (FPI/UNICOR) but not the BOP. Their interests and loyalties are split. They view themselves as blue-collar status workers within a government factory/industrial environment with their direct managers (within UNICOR) having similar agendas as themselves and their best interests in mind. They view BOP and DOJ administrators and management outside of UNICOR as being foreign and out of touch with their daily lives and needs. Federal Inmates are characterized as above-average in intelligence, respectful individuals who caught a bad break or happened to get caught doing “something everyone else does too.” They are resourceful and productive. Action item 59: Identify, classify and discuss the system’s perceived stakeholder value(s). (Anthony Tompkins) Bureau of Prisons (BOP) administrator and staff values are instilled during training at the National Corrections Academy in Aurora, Colorado—which is composed of the Management and Specialty Training Center (MSTC) and the National Institute of Corrections (NIC) Academy and Information Center ("About Our Facilities," 2014). Those values are articulated within the “Mission,” “Vision,” “Core Values,” and “Core Ideologies” sections of the official Federal Bureau of Prisons website. Examples of those values are vocational excellence, respect for fellow workers, inmates and the public, and integrity in the form of “uncompromising ethical conduct in all our actions” ("About Our Agency: Core," 2014). Federal corrections officer values are instilled during training at the Staff Training Academy (STA) within the Federal Law Enforcement Training Center (FLETC) headquartered in Glynco, Georgia. The FLETC “serves as an interagency law enforcement training organization for 91 federal agencies or Partner Organizations” ("Welcome to FLETC—Federal Law Enforcement," 2014). Examples of those values are respect, integrity, service, and excellence ("FLETC Mission, Vision, and Values—Federal," 2014). Most federal civil servants—including FPI/UNICOR staff—derive their values from Title 5, Part 2635 of the Code of Federal Regulations—Standards of Ethical Conduct for Employees of the Executive Branch ("Electronic Code of Federal," 2014). Additional civil service values and ethics are derived specifically from the Principles of Ethical Conduct for Government Officers and Employees set forth by Presidential Executive Order 12674 ("Executive Order 12674 (Apr.," 2014) and Executive Order 12731 ("Executive Order 12731 (Oct.," 2014). Examples of those values and ethics are public trust, loyalty, honesty, objectivity, and good faith. The informal values of federal inmates derive from unwritten inmate subculture ("Prisons: Prisoners - Inmate," 2014) and formal federal inmate values derive from federal inmate advocacy and reform organizations ("FedCURE: Mission Statement," 2014). Examples of federal inmate values are self-reliance and self-help (Peters & Wexler, 2005, p. 196), self-rehabilitation, self-development, self-advocacy ("Publications Written by FedCURE," 2014), and peer support and advocacy ("Federal Cure: Federal Bureau," 2014) on a social, institutional, and legal-political level. Action item 60: Identify whether or not the system estimated new markets/services that could be served in the present and future. (Anthony Tompkins)


The system has indeed estimated and anticipated most new markets/services that could be served in the present and the future. These markets include an overflow of illegal immigrants from the United States Immigration and Naturalization Services (INS) and Department of Homeland Security. Salient markets also include an increasingly specialized niche market of special needs inmates such as geriatrics and the chronically medically-needy (both physically and psychologically). An increasing market demand for the use of privatized prison facilities as controlled, short-term testing environments for BOP pilot programs. Examples would be recidivism reduction programs, prisoner education and vocational training, prisoner counseling services, innovative prison management techniques, and pre/post-release prisoner rehabilitation programs. Action item 61: Describe and explain the manner by which the system identifies and distinguishes its stakeholders. (Anthony Tompkins) The BOP internally identifies its own Bureau of Prisons administrators and staff as beneficiaries on the basis of policy-making decisions that ensure agency and career longevity. The Federal Bureau of Prisons internally identifies federal corrections officers as interested stakeholders or beneficiaries on the basis of financial and human resource reports. Such financials track salary outlays and pension reserves in relation to revenues. The bureau internally identifies FPI/UNICOR staff as interested stakeholders or beneficiaries from the standpoint of it being a wholly-owned public corporation within the FBOP. FPI/UNICOR staff have a vested interest in the success of the company. The Federal Bureau of Prisons internally identifies federal inmates as interested stakeholders or beneficiaries on the basis of record-keeping and database reporting. It is in the best interest of the internal system that inmate approval surveys and results be heeded. After all, federal inmates are the chief system commodity. Action item 62: Identify and describe the level of stakeholder satisfaction with the system. (Anthony Tompkins) Bureau of Prisons (BOP) administrator and staff levels of internal stakeholder satisfaction are high. The factors contributing most to this level of satisfaction are job satisfaction, longevity and security; a safe work environment and a stable wage/promotion system. Federal corrections officers are highly satisfied due to excellent pay, benefits, working conditions, training programs, opportunities for advancement and retirement. Federal Prison Industries (FPI/UNICOR) civil service staff have medium-to-high levels of internal stakeholder satisfaction due to the popularity and success of their public corporation. FPI/UNICOR’s industrial work and training programs also contribute positively to satisfaction levels. Although employment through FPI/UNICOR can be tenuous, its employees experience the intangible yet beneficial effect of an enthusiastic work environment and work ethic. Federal inmate levels of satisfaction are relatively high when taking into account conditions within corrections nationwide and worldwide. This is primarily because quality of living and services runs consistently higher within the federal penal system as compared with national and worldwide corrections. Action item 63: Identify and describe the activities stakeholders perceive that the system is or has performed in a good or excellent fashion. (Anthony Tompkins) Bureau of Prisons (BOP) administrators and staff view activities such as positive periodic reviews or evaluations as indications that the internal system has performed well. Federal corrections officers view activities such as promotions, pay, pension, and benefit increases or expansions as indications that the internal system has performed well. Economic growth and favorable attention from outside agencies or media are viewed by FPI/UNICOR staff as indicators that the internal system has performed well. Federal inmates view activities such as improved, added or expanded inmate programs and services as indications that the internal system has performed well.


Action item 64: Identify and describe the activities stakeholders perceive that the system has performed in a poor or marginal fashion. (Anthony Tompkins) Bureau of Prisons (BOP) administrators and staff view activities such as unplanned visits from outside officials or independent agencies as red flags. They also view unexpected surveys or audits as indications that the internal system has performed poorly. Federal corrections officers tend to focus upon internal political and policy maneuvers on the part of FBOP administrators. And when they negatively impact officers’ job duties, daily functions, pay, and benefits as indications that the internal system has performed poorly. Federal Prison Industries (FPI/UNICOR) civil service staff closely monitor activities that result in reduced numbers or quality ratings. When productivity numbers or quality assurance ratings fall, they view this as a key indicator that the internal system is flawed or troubled. Federal inmates view activities such as brutality from officers, restrictions imposed on inmate correspondence or funds, and any severe curtailment of popular or heavily-used inmate programs or services as indications that the internal system has performed poorly. Action item 65: Describe and explain how stakeholders register their complaints to the system and others. (Anthony Tompkins) Both Bureau of Prisons (BOP) federal corrections officers and BOP administrators/staff have the opportunity to register their complaints to or against the system informally through Employee Assistance Programs of the Federal Occupational Health (FOH) agency ("Employee Assistance Program," 2014). The BOP Ombudsman is also in place to receive confidential complaints ("Employee Assistance Program," 2014). The Department of Justice complaint process is another available complaint registry ("Equal Employment Opportunity Staff," 2014); or alternative dispute resolution or mediation can be pursued via the USDOJ ("Equal Employment Opportunity Staff," 2012). The American Federation of Government Employees (AFGE) is the union representing 650,000 federal employees. Its representation includes numerous legal programs and means through which members can register their complaints ("Legal Rights," 1995). Federal Prison Industries (FPI/UNICOR) civil service staff register their complaints to the system and others through the internal corporate structure of the public company. They may also file an appeal with the United States Merit Systems Protection Board, depending on the nature and area of the complaint ("MSPB | How to File," 2013). When filing a complaint within the system, formal grievance forms are available through the BOP Office of Internal Affairs. The office does not maintain a website or webpage but can be contacted at the following address:

Federal Bureau of Prisons Office of Internal Affairs 320 First St., NW, Room 600 Washington, DC 20534

Federal inmates many register their complaints directly to the management of the specific facility in question or with the regional office with oversight over the facility in question ("Federal Bureau of Prisons," 2014). They may also register their complaints directly with the Office of the Inspector General ("USDOJ Office of the Inspector," 2014).


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Running head: PHASE 2 ITEMS 35-40, TOMPKINS 1

Phase 2, Section C, Action Items 35-40:

Federal Bureau of Prisons Systems Analysis, Strategy Formulation, Objectives

Executive Summary

This section of Phase 2 of the system analysis focuses on concrete objectives derived from

abstract agency goals. Phase 2 begins with a review and reaffirmation of the purpose (mission) of

the Federal Bureau of Prisons (BOP). This is followed by a statement and analysis of agency

goals—goals that are guided by the agency’s mission and vision. Subsequent to the agency’s

goals is this section on agency objectives—which are the further development and logical

outflowing of those goals into steps required to reach those goals. The advantage of

incorporating objectives into the strategy formulation and strategic planning process is that

desired agency results and conditions are crafted into that which is practical and achievable.

Preface to Objectives—Action Items 35-40 (Anthony Tompkins)

The United States Department of Justice’s (DOJ’s) Office of the Inspector General (OIG)

has identified and listed the top ten challenges faced by the DOJ for every fiscal years from 2000

through 2012. To date, the OIG has identified and listed six of the ten top challenges for fiscal

year 2013. Recurring challenges and issues regarding the federal prison system and the BOP

have appeared in those lists time and again. In the year 2000, “Prison Overcrowding” was one of

the DOJ’s top ten challenges. In 2000, 2001, and 2002, “Detention Space and Infrastructure” was

a top challenge. In 2004, 2005, 2006, 2007, 2008, 2009, 2010, and 2011, “Detention and

Incarceration” was a DOJ top ten challenge. In 2012, “Managing the Federal Prison System” was

a top challenge. In 2013, “Addressing the Growing Crisis in the Federal Prison System” was a

top challenge. These two major challenges are further broken down into the two interrelated key

PHASE 2 ITEMS 35-40, TOMPKINS 2

issues of increasing costs of incarceration in the face of BOP budgetary constraints and prison

overcrowding as a result of the burgeoning federal inmate population ("USDOJ/OIG | Top

Management," 2013). In fact, the vast majority of these recurring BOP challenges were

intricately related to one another; and to a series of either direct (primary) or indirect (secondary

issues) factors: Budget limitations, increasing per capita incarceration costs, facility

overcrowding, a swelling federal inmate population, an increase in stricter congressional

sentencing legislation, a national illegal drug epidemic, and a national illegal immigration crisis

("USDOJ/OIG | Top Management," 2012).

Add to this list these several more challenges specific to the BOP as an agency. These

issues have been garnering the agency a maelstrom of increasingly negative media coverage and

public scrutiny: BOP solitary confinement practices, overuse of Supermax facilities, allegations

of increased suicide rates amongst BOP inmates and female inmates in particular—especially

amongst the mentally ill, long-term solitary confinement, and Supermax inmate populations, and

allegations that the BOP’s uses of isolation violate human rights standards ("You Searched for

Federal," n.d.). The BOP is also under fire on the privatization front and is coming under

increased scrutiny and pressure—both internally and publicly—for outsourcing contracts to

private vendors who purposely warp justice and lobby vigorously for tougher sentencing laws for

the express purpose of maximizing profits. The BOP is taking flack for condoning and even

encouraging these kinds of unethical tactics. Adding fuel to the debate was recent “defection” of

recently retired BOP Director, Harley G. Lappin, to the BOP’s number one for-profit

privatization vendor, Corrections Corporation of America (CCA) ("Private Prisons Archives -

Solitary," n.d.).


These then, are the most pertinent and pressing issues that they system is currently facing.

Thus, these are the pool of issues from which the specific agency objectives for this section of

the Strategy Formulation process are drawn.

Action item 35: Specify the system’s current objective(s). (Anthony Tompkins)

The official Federal Bureau of Prisons (BOP) website states, in regards to its agency

objectives, that “[w]e take a strategic planning approach to managing our agency. Strategic

planning is driven by our mission and vision statements, which are supported by seven broad

correctional goals, each of which, in turn, is supported by specific objectives . . . .” ("BOP:

Strategic Plan," n.d.). It is also to be noted that while the BOP employs the term “specific

objectives” ("BOP: Strategic Plan," n.d.), specificity is a necessary element missing from those

objectives—at least as conceptualized within the context of Koteen’s strategic management

system (Koteen, 2012, pp. 236-46).

The BOP’s “comprehensive strategic plan” ("BOP: Agency Pillars," n.d.) consists of

seven “National Strategic Planning Goals” ("BOP: Strategic Plan," n.d.) which are further

developed into “specific objectives” ("BOP: Strategic Plan," n.d.). Those objectives, however,

are not elucidated in an agency-specific strategic planning document. Instead, they are

incorporated into various planning documents and reports published by the BOP’s parent agency,

the United States Department of Justice (DOJ). Such DOJ documents and reports include the

DOJ’s “FY 2013 Annual Performance Report & FY 2015 Annual Performance Plan” (Dept. of

Justice, 2013), the “Department of Justice Strategic Plan for Fiscal Years 2014-2018” (Dept. of

Justice, 2014) and the “United States Department of Justice FY 2013 Agency Financial Report”

(United States Department of Justice, 2013). BOP agency objectives function as sub-goals since

its seven strategic planning goals are not only agency-wide, but inter-agency-wide and national


in scope. The DOJ has absorbed the BOPs goals and objectives into its own departmental

strategic plan which contains three major departmental goals broken down into eighteen

departmental objectives. Once again, most of those objectives are quite broad—and the majority

of them do not name or impact the BOP or its areas of operation (Dept. of Justice, 2014, pp.10-

11). The seven aforementioned overarching BOP goals that appear on the BOP official website

are:

Goal 1: Population management—The BOP will proactively manage its offender

population to ensure safe and secure operations, and work toward ultimately achieving an

overall crowding level in the range of 15 percent; Goal 2: Security and facility

management—The BOP will maintain its facilities in operationally sound conditions and

in compliance with security, safety, and environmental requirements; Goal 3: Inmate

programs and services—The BOP provides services and programs to address inmate

needs, providing productive use-of-time activities, and facilitating the successful

reintegration of inmates into society, consistent with community expectations and

standards; Goal 4: Building partnerships—The BOP will continue to seek opportunities

for expanding the involvement of community, and local, state, and Federal agencies, in

improving the effectiveness of the services it provides to offenders and constituent

agencies. The active participation by BOP staff to improve partnerships will allow the

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

to other agencies and the public. The BOP will develop partnerships to focus the shared

responsibility for the establishment of a supportive environment promoting the

reintegration of offenders into the community; Goal 5—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; Goal 6—

Correctional leadership and effective public administration: The BOP will manage its

operations and resources in a competent and effective manner that 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; Goal

7—Counter-terrorism: The BOP will provide for public safety and security by focusing

on the prevention, disruption, and response to terrorist activities. ("BOP: Strategic Plan,"

n.d.)

The three aforementioned DOJ departmental goals—contained within the “Department of

Justice Strategic Plan for Fiscal Years 2014-2018”—are as follows:

Goal 1: Prevent Terrorism and Promote the Nation’s Security Consistent with the Rule

of Law; Goal 2: Prevent Crime, Protect the Rights of the American People, and Enforce

Federal Law; Goal 3: Ensure and Support the Fair, Impartial, Efficient, and Transparent

Administration of Justice at the Federal, State, Local, Tribal, and International Levels.

(Dept. of Justice, 2014, p.1)

Action item 36: Draft an Institutional/Administrative objective for the system under

investigation. (Anthony Tompkins)

This objective seeks to impact overall agency efficiency and effectiveness by conducting

an agency-wide technology needs assessment and then identifying the funding needed to

implement the recommendations of the assessment. The assessment will commence the first

month of FY 2015 and will be completed by the end of FY 2017. The assessment will be

conducted by the appropriate information technology staff within each area of the BOP on a


facility-by-facility basis. Each facility-based assessment will then be audited and verified by a

rotating committee of information technology staff from bureau headquarters in Washington

D.C. The assessment will cover all agency hardware and software but will especially focus on

the BOP’s current electronic SENTRY Inmate Management System, VNS (Victim Notification

System), and EMR/EHR (Electronic Medical Records/ Electronic Health Records) systems

("Select Application Controls Review," 2003; "Victim Notification System Operation," 2014).

Action item 37: Draft a program/Service objective for the system. (Anthony Tompkins)

This objective is targeted at improving existing mental health services and how those

services interface with solitary confinement policies at BOP and contracted facilities. It consists

of a mandatory six-month, 120-hour educational awareness and competency training program to

be developed and implemented by the American Correctional Association (ACA) within all BOP

and contracted facilities that house mentally ill or psychiatrically disordered inmates and that

have a history of detaining (or the equipment and capacity to detain) such specialized inmates in

solitary confinement. The training program will be mandatory for all staff members who

personally interact with such inmates on a daily, weekly or monthly basis in an official capacity

for any length of time. The program will emphasize increased awareness and sensitivity through

education that utilizes hands-on interactive exercises and role-playing along with interactive

audio-visual learning materials. Retention and application of program materials and concepts

will be verified via pre-screened, standardized oral examinations proctored by the ACA. The

program curriculum will be developed and completed by the end of FY 2016. Program training

will commence within six months of that date. Program training for all eligible staff members

will be completed by the end of FY 2018. ("American Correctional Association (ACA)," n.d.;

"BOP: Inmate Mental Health," n.d.; TheHuffingtonPost.com, 2014).


Action item 38: Draft an objective for the system that: blends [action verbs (expand,

examine explore), conditions (organizational, behavioral, political, social, economic) and

performance level (0 to 100%)]. (Anthony Tompkins)

This objective seeks to reduce the overall overcrowding rate within BOP and contracted

facilities by 5% by the end of FY 2018. Current BOP “percent over capacity” measurements will

be employed to verify the percentage reduction. Existing BOP community re-entry and home

detention programs and services will be used to achieve the percentage reduction by transferring

program-eligible low-risk inmates from low-to-medium security facilities to approved residential

re-entry and home detention programs in surrounding communities. Who does the BOP objective

address? Low-risk Inmates in low-to-medium security facilities convicted of non-violent

offenses who have eight months or less time remaining on their sentences. What does the BOP

objective address? This BOP objective addresses inmate overcrowding within low and medium

security-level facilities. When will the BOP objective be completed? The objective will be

completed by the end of FY 2018. Where will the BOP objective be implemented or carried out?

It will be carried out at each BOP operated or contracted low-security facility, specifically

between each BOP low-security facility (including contracted facilities) and the community re-

entry/home detention programs in the same community or region as the facility (Frequently

Asked Questions About, 2012; "Residential Reentry Center (RRC)," 2013). The criteria for the

measurement of overcrowding in BOP facilities is as follows:

The crowding levels are based on a mathematical ratio of the number of inmates divided

by the rated capacity of the institutions at each of the specific security levels. The

percent of crowding represents the rate of crowding that is over rated capacity. For


example, if an institution had a number of inmates that equaled the rated capacity, this

would represent 100 percent occupancy, which equals 0 percent crowding. Any

occupancy above 100 percent represents a percentage of crowding. (Dept. of Justice,

2013, p. II-41)

Action item 39: Formulate a realistic objective that has a fair chance of being achieved on

schedule and still possess a significant challenge to system personnel. (Anthony Tompkins)

This objective is to provide safe, secure, humane, and cost-effective confinement and

transportation of federal detainees and inmates and it has a projected outcome date of FY 2018.

Its measurable outcome is the reduction of overall crowding by fifteen percent. The outcome will

be measured and verified on an annual basis (Dept. of Justice, 2014, pp. 48-50).

Action item 40: Formulate the objective that specifies who is addressed, what is being

addressed, when it will be completed, and where it will be addressed. (Anthony Tompkins)

This objective is two-fold and. It seeks to increase participation among inmates in BOP

and contracted drug abuse treatment programs by five percent and, by doing so, effect a seventy

percent change for the positive in targeted and measured inmate behaviors. The projected

outcome date is FY 2018. The measurement is the number of inmates participating in a BOP or

contracted drug abuse treatment program. Outcomes will be measured and verified on an annual

basis. The outcome to be measured is the percentage of participants who exhibit the targeted

change in behavior (Dept. of Justice, 2014, pp. 69-70).


References

American Correctional Association (ACA): Standards and accreditation. (n.d.). Retrieved April

15, 2014, from http://www.aca.org/standards/

BOP: Agency pillars. (n.d.). Retrieved from Federal Bureau of Prisons website:

http://www.bop.gov/about/agency/agency_pillars.jsp

BOP: Contract prisons. (n.d.). Retrieved from Federal Bureau of Prisons website:

http://www.bop.gov/about/facilities/contract_facilities.jsp

BOP: Inmate mental health. (n.d.). Retrieved April 15, 2014, from

http://www.bop.gov/inmates/custody_and_care/mental_health.jsp

BOP: Organization. (n.d.). Retrieved from Federal Bureau of Prisons website:

http://www.bop.gov/about/agency/organization.jsp

BOP: Publications. (n.d.). Retrieved from Federal Bureau of Prisons website:

http://www.bop.gov/resources/publications.jsp

BOP: Strategic plan. (n.d.). Retrieved from Federal Bureau of Prisons website:

http://www.bop.gov/about/agency/strategic_plan.jsp

Dept. of Justice, FY 2013 Annual Performance Report & FY 2015 Annual Performance Plan,

Rep. No. 112, 1st Sess., at I-1 (2013). Retrieved from

http://www.justice.gov/ag/annualreports/apr2013/apr2013-app2015.pdf

Dept. of Justice, Department of Justice Strategic Plan for Fiscal Years 2014-2018, Rep. No. 112,

1st Sess., at 1 (2014).

Frequently asked questions about federal halfway houses & home confinement [PDF]. (2012,

April 24). Retrieved from http://famm.org/wp-content/uploads/2013/08/FAQ-Halfway-

House-4.24.pdf


Koteen, J. (2012). Strategic management in public and nonprofit organizations: Managing

public concerns in an era of limits (2nd ed.). Westport, Conn.: Praeger.

Private prisons archives - Solitary Watch. (n.d.). Retrieved April 6, 2014, from

http://solitarywatch.com/category/private-prisons/

Residential Reentry Center (RRC) Services and Home Detention Services. (2013, November 18).

Retrieved April 13, 2014, from FedBizOps.gov website:

https://www.fbo.gov/index?s=opportunity&mode=form&id=3cca9763e95c5fac7bfbe736

74f941bd&tab=core&_cview=0

Select application controls review of the Federal Bureau of Prisons’ Sentry database system.

(2003, July). Retrieved April 15, 2014, from Audit Report website:

http://www.justice.gov/oig/reports/BOP/a0325/back.htm

TheHuffingtonPost.com. (2014, February 25). America's top prison official doesn't know how

big a prison cell is [Video file]. Retrieved from

http://www.huffingtonpost.com/2014/02/25/bop-director-prison-cell-

size_n_4855865.html

United States Department of Justice, FY 2013 Agency Financial Report, Rep. No. 112, 1st Sess.,

at I-1 (2013). Retrieved from

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U.S. Department of Justice budget and performance information. (2009, September 30).

Retrieved April 1, 2014, from United States Department of Justice website:

http://www.justice.gov/about/bpp.htm


USDOJ/OIG | Top management challenges. (2012, April 15). Retrieved April 6, 2014, from

United States Department of Justice Office of the Inspector General website:

http://www.justice.gov/oig/challenges/

USDOJ/OIG | Top management challenges 2013. (2013, December 11). Retrieved April 6, 2014,

from United States Department of Justice Office of the Inspector General website:

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Victim Notification System operation and maintenance support - DJJB-14-RFP-0851. (2014,

March 26). Retrieved April 15, 2014, from Federal Business Opportunities website:

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PUB 434 Agency Strategic Plan (partial)

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