EFTA00141295.pdf

U.S. Department of Justice Federal Bureau of Prisons PROGRAM REVIEW DIVISION Washington. DC 20534 July 15, 2024 MEMORANDUM FOR ASSISTANT INSPECTOR GENERAL INVESTIGATIONS DIVISION FROM: External Auditing Branch SUBJECT: Status Update to the Office of Inspector General's (OIG) Final Report dated June 26, 2023: Investigation and Review of the Federal Bureau of Prisons' Custody, Care, and Supervision of Jeffrey Epstein at the Metropolitan Correctional Center in New York, New York The Federal Bureau of Prisons (FBOP) appreciates the opportunity to provide a response to the Office of the Inspector General's above referenced memorandum received on April 22, 2024. The FBOP has completed its review of the analysis and offers the following status update regarding the analysis and its recommendations. Recommendation One: The BOP should implement a process for assigning a cellmate following suicide watch or psychological observation, with criteria for exceptions based on the particular individual or security considerations. OIG Analysis: The BOP's update is responsive to the recommendation. In a previous update, the BOP reported that RSD and CPD were collaborating on a memo to provide guidance to the field on a process to ensure psychologists make recommendations regarding housing, including the presence of a cellmate, for individuals in custody following suicide watch or psychological observation. The BOP further reported that this process will include exemptions based on individual or security considerations. The BOP has now indicated that this guidance has been drafted and is under review. Accordingly, the OIG will consider whether to close this recommendation after the BOP (I) finalizes the guidance referenced in its update, and (2) provides the finalized guidance to the OIG for review. EFTA00141295 FBOP's Response: The FBOP Reentry Services Division (RSD) and Correctional Programs Division (CPD) have collaborated to draft guidance. This guidance is currently under review. FBOP will provide further updates as the draft guidance is reviewed and approved as needed. Recommendation Two: The BOP should establish procedures to ensure inmates at high risk for suicide and for whom a cellmate is recommended will continue to have a cellmate until the recommendation is changed or rescinded, including establishing a contingency plan for cellmate re-assignment, with criteria for exceptions based on the particular individual or security considerations. OIG Analysis: The GOP's update is responsive to the recommendation. In a previous update, the BOP reported that RSD and CPD were collaborating on a memo to provide guidance to the field on procedures to ensure communication regarding the requirement of a cellmate for individuals following suicide watch or psychological observation when recommended by a psychologist. The BOP further reported that this memo will include a procedure for exemptions based on individual or security considerations. The BOP has now indicated that guidance has been drafted and is under review. Accordingly, the OIG will consider whether to close this recommendation after the BOP (1) finalizes the guidance referenced in its update, and (2) provides the finalized guidance to the OIG for review. FBOP's Response: RSD and CPD have collaborated to draft guidance. This guidance is currently under review. FBOP will provide further updates as the draft guidance is reviewed and approved as needed. Recommendation Three: The BOP should evaluate its current process for obtaining and documenting approval for social or legal visits while an inmate is on suicide watch or psychological observation, which allows for institution-specific variations in the process, and provide guidance on standard components that each institution should include in its process to mitigate security issues that can arise when an inmate is on suicide watch or psychological observation. OIG Analysis: The GOP's update is responsive to the recommendation. In a previous update, the BOP reported that it was evaluating its process for obtaining and documenting approval for social and/or legal visits while an inmate is on suicide watch or psychological observation. The BOP has now reported that while it currently does not have guidance on these issues, new guidance has been drafted and is under review. Accordingly, the OIG will consider whether to close this recommendation after the BOP (1) finalizes the guidance referenced in its update, and (2) provides the finalized guidance to the OIG for review. FBOP's Response: RSD and CPD have collaborated to draft guidance. This guidance is currently under review. FBOP will provide further updates as the draft guidance is reviewed and approved as needed. Recommendation Four: The BOP should evaluate its methods of accounting for inmate whereabouts and wellbeing and make changes as may be appropriate to improve those methods through policy, training, or other measures. EFTA00141296 OIG Analysis: The GOP's update is responsive to the recommendation. Accordingly, the OIG will consider whether to close this recommendation after the BOP (1) finalizes the program statement update referenced in its update; and (2) provides the finalized program statement to the OIG for review. FBOP's Response: Program Statement 5500.14, Correctional Services Procedures Manual, is being modified to improve FBOP methods for accounting for inmate whereabouts and wellbeing. Because revisions to Programs Statements must follow the normal FBOP development and Union negotiation process, they are subject to change. Recommendation Five: BOP policy should clarify what is required of a Lieutenant when conducting a round. OIG Analysis: The GOP's update is responsive to the recommendation. Accordingly, the OIG will consider whether to close this recommendation after the BOP (1) finalizes the program statement update referenced in its update; (2) provides the finalized program statement to the OIG for review; and (3) provides a description of the training referenced in its update, sample training materials for OIG to review, and confirmation that the training is in effect. FBOP's Response: Program Statement 5500.14, Correctional Services Procedures Manual, is being modified to clarify what is required of a Lieutenant when conducting a round. Because revisions to Programs Statements must follow the normal FBOP development and Union negotiation process, they are subject to change. However, FBOP intends for the updated policy to include clarification for Lieutenants to conduct trainings sessions, via in-person required rounds and shift briefings daily. These trainings will cover topics such as cell searches, minor emergency mock discussions, and other correctional services training needs as assessed by local correctional services supervisors. This will allow for individual assessment and training to be tailored to the needs of each individual facility while also remaining in conformance with current training requirements. Training topics and formats will be documented on the Daily Lieutenant Logs and reviewed by the Captain to assess and implement specific local correctional training needs. Therefore, although no specific training curriculum will be developed, the training requirement and supervisory review will be in effect with the issuance of the updated program statement. Recommendation Six: The BOP should continue to develop and implement plans to address staffing shortages at its prisons. OIG Analysis: The BOP's update is responsive to the recommendation. The OIG will continue to monitor the GOP's progress regarding staffing shortages at its prisons. At the GOP's request, the OIG will not consolidate this recommendation. In addition, per the OIG's communications with the BOP over email, we believe that certain information that the BOP has provided or will provide to Congress and the Government Accountability Office (GAO) will facilitate the resolution and closure of this recommendation. Accordingly, we will consider whether to close this recommendation after the BOP (1) provides the OIG all contractor and BOP work product that has been submitted to the GAO in response to the GAO Staffing Audit recommendations, including the August 2022 assessment by the contractor on staffing incentives and the EFTA00141297 information BOP submitted to GAO in March 2023 related to the assessment; (2) provides the OIG an update on the contractor's or BOP's analysis of staffing incentives since March 2023, whether submitted yet to GAO or not; (3) provides the OIG any reports submitted to Congressional appropriation committees related to staffing; (4) implements the staffing tool for all BOP professions; and (5) provides an analysis of whether the new incentives mentioned in its update above have made an impact on the staffing shortage, and what additional proposals, including any legislative proposals to address pay rates in certain localities, are being considered by the BOP to fully address the staffing shortage. FBOP's Response: FBOP appreciates OIG's determination to not consolidate the analysis of this recommendation with that of Recommendation 5 from the OIG's Limited-Scope Review of the Federal Bureau of Prisons' Strategies to Identify, Communicate, and Remedy Operational Issues, Report Number 23-065 (Limited-Scope Review), at FBOP's request. OIG indicates that it will consider whether to close this recommendation after FBOP does the following: (1) OIG requests all contractor and FBOP work product that has been submitted to the GAO in response to the GAO Staffing Audit recommendations, including the August 2022 assessment by the contractor on staffing incentives and the information FBOP submitted to GAO in March 2023 related to the assessment. FBOP now provides the requested information. Please see the following attachments: "Attachment 1 Staffing_GAO 21-123," "Attachment 2 Staffing_GAO 21-123," "BOP Staffing Current State Assessment FINAL," "FINAL Incentives Playbook_All Resources_June 13," "Fully executed contract 2_Redacted," "Interviews and Survey Results," "NTT DATA Response to BOP Staffing Risk Management 04062021 Final," "SOW-BOP Staffing Risk Management_l," and "STATEMENT OF WORK." (2) OIG requests that FBOP provide an update on the contractor's or FBOP's analysis of staffing incentives since March 2023, whether submitted yet to GAO or not; The FBOP is currently analyzing the agency's usage and effectiveness of both recruitment and retention incentives. This analysis is ongoing. Therefore, FBOP will provide its analysis to OIG when completed. (3) OIG requests any reports submitted to Congressional appropriation committees related to staffing. See the following attachments: "FY23 BOP Vacancies at Facilities CRPT Package," "FY 2023 BOP CRPT Vacancies at BOP Facilities — Attachment," and "FY 2023 CRPT BOP FSA Implementation Q2 Hill Letters Package - WF220990." (4) OIG requests that FBOP implements the staffing tool for all BOP professions. Currently, the Automated Staffing Tool is a workforce planning tool that remains in development and testing. Position recommendations for the following departments have been completed and remain in ongoing testing and feedback stages: Correctional Services, Correctional Systems, Chaplaincy Services, Education, Food Service, Health Services, ITDD, Recreation, Safety, and Unit Management. EFTA00141298 All other disciplines are tentatively scheduled to be completed by October 2024. It is anticipated that the workforce planning tool will be fully utilized beginning in October 2024. (5) OIG requests FBOP to provide an analysis of whether the new incentives mentioned in its previous status update have made an impact on the staffing shortage, and what additional proposals, including any legislative proposals to address pay rates in certain localities, are being considered by the BOP to fully address the staffing shortage. Additional time will be required to determine the effect of those incentives implemented during the current fiscal year. However, it should be noted the FBOP was approved for nation-wide direct-hire authority by the Office of Personnel Management (OPM) on May 13, 2024. This will assist the FBOP in filling vacancies in the future. FBOP is working with the Department of Justice on a nationwide special salary rate request for our institution positions. Recommendation Seven: The BOP should evaluate its cell search procedures and make changes as may be appropriate to improve those procedures through policy, training, or other measures. OIG Analysis: The BOP's update is partially responsive to the recommendation. The update for Recommendation 5 is related to Lieutenant Rounds and not cell searches. The update does not indicate that the BOP has or will evaluate its cell search procedures and make any necessary changes to improve those procedures through policy, training, or other measures. The update only addresses the logging of cell searches within TRUSCOPE rather than evaluating its cell search procedures. The OIG will consider whether to close this recommendation after the BOP (1) completes the evaluation of using TRUSCOPE to log cell searches; (2) otherwise evaluates its cell search procedures and makes any appropriate changes to improve those procedures; and (3) provides a description of the training referenced in its response, sample training materials for OIG to review, and confirmation that the training is in effect. FBOP's Response: FBOP's Correctional Programs Division has evaluated current policy and training as related to cell searches. FBOP has concluded that cell search requirements, including appropriate documentation requirements via TRUSCOPE, are clearly outlined in two separate current policies: Program Statement 5500.15, Correctional Services Manual, and Program Statement 5521.06, issued January 2, 2018; and the Searches of Housing Units, Inmates, and Inmate Work Areas, issued on June 4, 2015. In addition to the general requirements for conducting cell searches contained in the above program statements, an institutional supplement is required for Security Inspections at each institution detailing specific local procedures. Locally, specific post orders are developed which include search requirements and documentation requirements. Current policy and training are adequate to convey the specific requirements for conducting cell searches. Further review indicates that specific training exists for conducting cell searches and is included in the below training curriculums. Initially, all staff receive specific training on cell searches during Introduction to Correctional Techniques, Phase I. Additionally, in January 2020, Back to Basics training was implemented as mandatory training for all institution employees. Back to Basics is an annual in-person training which includes a set curriculum with practical exercises. The sections listed below specifically include cell searches and practical exercises. EFTA00141299 • (Initial) Introduction to Correctional Techniques (ICT) Phase I, Tab 22: Conducting Searches. See attachment "ICTPhasel-Tab 22-IG." • (Annual) Back 2 Basics Managing Housing Units Part I - Conduct searches of the housing unit to include cell searches. See attachment "7-B2B-Managing Housing Units Part I-Lesson Plan-FY2024." • (Annual) Back 2 Basics Managing Housing Units Part 2 - Conduct searches of the housing unit to include cell searches (Practical Exercise). See attachment "8-B2B- Managing Housing Units Part II-Lesson Plan-FY2024." Therefore, because FBOP has demonstrated completion of its evaluation of using TRUSCOPE to log cell searches and its evaluation of cell search procedures, and has provided a description of training referenced, including confirmation that the training is currently in effect, FBOP now respectfully requests closure of this recommendation. Recommendation Eight: The BOP should enhance existing policies regarding institutional security camera systems to ensure they specifically state that such systems must have the capacity to record video and that BOP institutions must conduct regular security camera system functionality checks. OIG Analysis: The BOP's update is responsive to the recommendation. Accordingly, the OIG will consider whether to close this recommendation after the BOP (1) finalizes the policy updates referenced in its update; and (2) provides the finalized policies to the O1O for review. FBOP's Response: FBOP is currently in the process of making modifications to Program Statement 4200.12, Facilities Operations Manual; and Program Statement 5500.15, Correctional Services Manual, to include protocols and ensure accountability regarding various aspects of the FBOP's camera systems including but not necessarily limited to functionality, documentation, and repair. Because revisions to Programs Statements must follow the normal FBOP development and Union negotiation process, they are subject to change. FBOP will provide further updates pertaining to these revisions as they become available. To ensure immediate action, a joint memorandum (from FBOP's Administration Division and Correctional Programs Division) was sent to all CEOs addressing the Security Camera Monthly Report. The new report is now in use and became effective June 1, 2024. See attachments "Camera Report Implementation signed" and "Security Camera Report Template." EFTA00141300 FY2024 BACK 2 BASICS Instructor Guide LESSON: MANAGING HOUSING UNITS, PART I LENGTH: 1 Hour 30 Minutes (Recommended) INSTRUCTOR-TO-PARTICIPANT RATIO: 1:10 OBJECTIVES: Given the specific and general post orders of a housing unit, participants will be able to: • Discuss the objectives and expectations of post orders • Perform duties of a correctional post • Account for inmate work detail • Account for inmates on a pass system (if applicable) • Locate an absentee inmate • Conduct rounds in the housing unit • Conduct a fire and security check in the housing unit • Conduct searches of the housing unit to include cell searches • Identify procedures for confiscating and disposing of contraband • Conduct a bed book audit METHOD OF ASSESSMENT: • Knowledge Checks • Group Discussion PREREQUISITES: Back 2 Basics, Overview and Expectations INSTRUCTOR MATERIALS: • Lesson Plan • Copy of General and Specific Post Orders for local housing unit(s) • A Day in the Life of TRUSCOPE, PDF • Daily Security Check/Inspection Form, local • Inmate Accountability, Supplement • Security Inspections, Supplement • Inmate Personal Property, Institutional Supplement • Commissary List, local • List of authorized items for inmate personal property • Census Check Report, local example • Change Sheet, local example • Detail Roster, local example • Outcount, local example • Sample photocopies showing front and reverse of Inmate Picture Card • Sample photocopies of Bed Book pages Back 2 Basics 1 Managing Housing Units, Part I EFTA00141301 FY2024 BACK 2 BASICS Instructor Guide • Search log • Toolbox/Carrier with screwdrivers (Phillips and flathead) • Mirror • Flashlight • Keys to area(s) being searched • Probing devices • Metal detector • All other additional tools used to conduct area and cell searches STUDENT MATERIALS: Participant Manual, one (1) per participant, to include: • One (1) copy for each shift of Specific Post Orders, Housing Unit — local institution • One (1) copy for each shift of Special Post Orders, Housing Unit — local institution • List of authorized items for inmate personal property • Commissary list, local • Daily Fire and Security Inspection Form, local • Pencil(s) Group Resource Manual, one (1) per group, to include: • Inmate Accountability, Institution Supplement • Inmate Personal Property, Institution Supplement • Title and Location of Post Orders Form • Post Order Review Sheet • A Day in the Life of TRUSCOPE, PDF • All Program Statements located in the housing unit post orders, local • All Institution Supplements located in the housing unit post orders, local • Any other documentation to include local procedures that may be used to support the lesson Activities, one (1) copy for each group, to include: • Activity #1— Locating an Absentee Inmate • Activity #2 — Conducting Rounds in the Housing Unit • Activity #3 — Conducting Fire and Security Checks • Activity #4 — Conducting Searches of the Housing Unit and Inmate Cells REFERENCES: • P.S. 3420.11, Standards of Employee Conduct • P.S. 5270.09, CN-1 Inmate Discipline Program • P.S. 5270.11, Special Housing Units • P.S. 5500.14, CN-1, Correctional Services Procedures Manual • P.S. 5500.15, Correctional Services Manual • P.S. 5521.06, Searches of Housing Units, Inmates, and Inmate Work Areas Back 2 Basics 2 Managing Housing Units, Part I EFTA00141302 FY2024 BACK 2 BASICS Instructor Guide • P.S. 5566.06, CN-1, Use of Force and Application of Restraints • P.S. 5580.08, Inmate Personal Property • P.S. 5580.09, Inmate Property Claims • Introduction to Correctional Techniques (ICT) Phase I, Tab 17: Counts, Checks, and Accountability Resources • Introduction to Correctional Techniques (ICT) Phase I, Tab 22: Conducting Searches • SENTRY General Use Technical Reference Manual • Inmate Accountability, Institution Supplement, various institutions • Inmate Personal Property, Institutional Supplement, various institutions APPENDIX: No POWERPOINT: No RECOMMENDED INSTRUCTORS: Housing Unit Officer and Captain or Lieutenant. SPECIAL NOTES: It is critical to review the lesson plan thoroughly prior to delivery. Be prepared with all local information and documentation to present at times indicated throughout the lesson. Back 2 Basics 3 Managing Housing Units, Part I EFTA00141303 FY2024 BACK 2 BASICS Instructor Guide LOGISITCS: This course, Managing Housing Units, is divided into two (2) parts, Part I and Part II. Participants must complete both parts to receive training credit. Part I of this lesson should be conducted at a common area for employees only. The area should be a confined area for open discussion about sensitive issues and topics. Examples of areas to conduct Part I include a training center, a classroom, or a visiting room. Part II of this lesson should be conducted inside a housing unit. The purpose of Part II of the lesson will be to conduct or assist with at least one (1) or all of the following practical exercises as indicated by the Warden: • Area search • Cell search • Irregular Round • Bed Book Audit • Fire and Security Check PRIOR TO INSTRUCTION: 1. Read all components of the curriculum (i.e., lesson plan and activities.) 2. Refer to the Warden or other delegated official for the specific location of Part I and Part II of the lesson. Consider the approximate time it will take to move from the location of Part I to the location of Part II (if applicable). Plan accordingly. 3. Print all documents to represent your local facility for the Participant Manual. 4. Print all documents to represent your local facility for the Group Resource Manual. 5. Prepare for instruction. This includes addressing the following: • Number of Participants: Determine how many participants will be in attendance. • Participant Manual: Using the number of participants in the class, copy the number of student packets you will need (one per participant) to conduct the training. Note: Since participants will not be writing on these manuals, you may use them again for other scheduled classes of Managing Housing Units. • Group Resource Manual: Determine how many groups of five (5) participants will be in the class. Make copies, one (1) for each group, to conduct the training. Note: Since participants will not be writing on these manuals, you may use them again for other scheduled classes of Managing Housing Units. • Activities: Copy the number of activities needed; that is, one (1) activity for each group. Participants will write on these activity sheets, therefore, you will need to make additional copies for other scheduled classes of Managing Housing Units. 6. Take all printed materials to the training site identified for Part I of this course. Back 2 Basics 4 Managing Housing Units, Part I EFTA00141304 FY2024 BACK 2 BASICS Instructor Guide SPECIAL NOTE: Accountability of Materials: All materials should be collected, accounted for, and removed from the location when training and/or practical exercises are conducted in the presence of inmates. Absolutely NO materials should be in circulation for Part II of this lesson. AT THE TRAINING SITE: 1. Identify locations for small groups (and group discussion). Place a Group Resource Manual in each group location. 2. Identify the seating of the groups. Place a Participant Manual at each seat. 3. Once all participants have arrived, divide the participants into groups of five (5). It is highly recommended that each small group be a mixture of at least one (1) employee in correctional services (any grade) plus a combination of other disciplines. 4. Allow groups to form and settle in their seats before you begin instruction. Back 2 Basics S Managing Housing Units, Part I EFTA00141305 P12024 BACK 2 BASICS Instructor Guide I. INTRODUCTION For this module of Back 2 Basics, we will be reviewing policy and procedures for effectively performing duties when managing a housing unit. Note: Refer to the Participant and Group packets. Note: Describe the logistics of the training. This should include start time, stop time, breaks, location change (if applicable), etc. Note: Ask if there are any questions before continuing. Address all questions. II. POST ORDERS A. General Post Orders Note: Instruct participants to look at their individual packets for specific post orders. Post Orders describe all procedures and any special instructions regarding a specific post. Per Program Statement, Correctional Services Procedures Manual, post orders must be based on Bureau and institution policies, must state each post's duty hours, and must be prepared under the Captain's supervision and direction. Note: Discuss procedures for reviewing and signing post orders in the Lieutenant's office. Discussion: What is the procedure if there is no opportunity to review post orders? In these cases, it is the responsibility of the employee to inform the employer of the fact they have not been able or afforded the opportunity to read such orders. The employer will then advise the employee of the general requirements of the post and answer any questions. Employees assuming posts under these circumstances still have the responsibility of exercising sound correctional judgment based upon their training and experience and will make reasonable efforts to read the post orders as soon as practicable. Note: Refer to the Group Resource Manual. Ask them to take a look at the Title and Location of Post Orders and Post Order Review Sheet noting the areas where signatures are needed. Ask if there are any questions before continuing. Each post order will contain instructions regarding the immediate action an employee should take in an emergency situation. These "first responder" instructions should contain specific action steps including, but not limited to, containment, employee protective considerations, and emergency reporting protocols. Particular requirements regarding assaultive inmates, suicides, fires, evacuation routes, and other "immediate" response emergency situations are addressed and are consistent with the corresponding Emergency Plan. Back 2 Basics 6 Managing Housing Units, Part I EFTA00141306 Pi'2024 BACK 2 BASICS Instructor Guide B. Specific Post Orders Note: Refer to the Group Resource Manual as needed for the next section. All post orders contain five (5) separate sections in the following order: Section 1: Activities listed chronologically with responsibilities clearly defined. Section 2: Special instructions relating to the specific post. Section 3: General Post Orders - applicable to all posts. Section 4: List of Program Statements and Institution Supplements relevant to the post. Section 5: Employee Signature sheet. Post orders and log books are confidential documents and should never be left unattended or in an area accessible to inmates. They must be secured at all times when not in use by employees. Knowledge Check: Where are the Post Orders located in housing units at this institution? Knowledge Check: Where should you log pertinent information regarding inmates? Note: Ask if there are any questions regarding Post Orders. Upon completion of discussion, continue with instruction. III. ASSUMING DUTIES OF A CORRECTIONAL POST Discussion: What are some of the first things you must do upon arriving? A. Begin Logging Documentation According to the Correctional Services Procedures Manual and our identified post orders, you must begin logging documentation in TRUSCOPE. Items that must be logged upon assuming the post include: • Date • Shift • Base count of the unit (number of inmates) • Your name (printed legibly) • Key ring number • Number of keys • Equipment • Details about the fire alarm panel (indicating if it is operational) Back 2 Basics 7 Managing Housing Units, Part I EFTA00141307 FY2024 BACK 2 BASICS Instructor Guide Knowledge Check: What should you do if the fire alarm panel is not operational? B. Contact Control In addition to logging in the details of equipment, you should contact Control and, with their approval, • conduct a test of your radio/body alarm, and, • verify the unit count. C. Dial in with the Operations Lieutenant Once the base documentation is logged, you may contact the Operations Lieutenant or dial in for a briefing. It is at this time you should address any questions or concerns you may have about the shift. Note: Discuss local procedures for contacting Operations Lieutenant upon assuming duties. IV. ACCOUNTABILITY OF INMATES ON DETAIL Accounting for inmate work detail is a crucial part of inmate accountability as all departments and locations throughout the institution are responsible. If an inmate on your work detail is missing, the inmate is considered 'absent' and you should follow all procedures for locating the absentee inmate. Each detail supervisor should carry the updated and current electronic printout with them throughout the day. Note: Refer to your institution's procedures for printing and collecting Detail/Crew Kit Cards. A. Detail/Crew Kit Cards The Detail Crew Kit on BOPWARE will automatically be updated to reflect new admissions and any job or quarter's changes via SENTRY. Each crew kit has current detail cards on all inmates assigned to the detail. The printouts are never to be left unattended or in an area accessible to inmates. At a minimum, crew kit cards provide: • Names of the inmates; • Register number; • Current photo (a new photo must be made whenever an inmate's appearance changes); • Job assignment; • Quarters assignment; • Custody level; and • Any special conditions. Back 2 Basics 8 Managing Housing Units, Part I EFTA00141308 FY2024 BACK 2 BASICS Instructor Guide Inmates will never be allowed to handle detail/crew kits and/or the cards assigned to the kits. Note: Discuss how to identify an inmate that is on the posted picture file. The inmate is identified with an asterisk. Note: Discuss local procedures for reporting discrepancies in detail/crew kit cards. Note: Discuss the shift/responsibility for collecting the detail/crew kits for your local institution. Note: Discuss the specific location where the detail/crew kits can be found in the housing units (e.g., top drawer in desk of officer's station, etc.). B. Detail Accountability Checks Detail accountability checks are conducted to identify inmates in unauthorized areas, and to determine the presence and accuracy of detail cards (crew kit cards). AM/PM census checks will be documented on Daily Fire and Security Inspection Reports. You must conduct an AM/PM census of all inmates assigned to your area during each work period. Any discrepancies found during the census will be recorded on the inspection report and must be reported to the Operations Lieutenant immediately. C. Excusing Inmates from Detail Knowledge Check: Who can authorize excusing an inmate from work? The Associate Warden overseeing the department maintains the sole authority to "lay in" a Work Detail. Detail Supervisors are not authorized to release inmates from their assigned details prior to the end of normal working hours. As an additional note, Detail Supervisors will not make sick call appointments for inmates. V. LOCATING AN ABSENTEE INMATE If you are responsible for managing the housing unit, it is your responsibility to locate the inmate on your work detail. With that in mind, make proper notifications and take appropriate action against the inmate right away. Knowledge Check: What are the steps to take if inmates are missing or absent from their work? Note: Allow input from employees before continuing. Back 2 Basics 9 Managing Housing Units, Part I EFTA00141309 FY2024 BACK 2 BASICS Instructor Guide Per Program Statement 5500.14, inmates who are missing or absent from their work details should be located in the following manner: 1. Take immediate action to locate the inmate if the inmate does not report to work as scheduled within ten (10) minutes or fails to return from an appointment. 2. Exhaust all avenues of locating the inmate by calling appointments, the inmate's assigned housing unit, visiting room (if applicable), and Health Services. If the absent inmate cannot be located after ten (10) minutes, notify the Lieutenants Office. At this point, the Lieutenants Office will assume responsibility for locating the inmate. 3. The Lieutenant will ensure proper notifications are made and proper action is taken when the inmate is found. Note: Discuss the following in as much detail as needed for your location. A. Daily Change/Transfer Sheet The Daily Change/Transfer Sheet is a SENTRY generated list which denotes changes in an inmate's status. This sheet must be published each regular work day. It includes changes in the following: • Housing unit; • Job assignment; • Medical idle; and/or, • Convalescence which exceeds one (1) day. Note: Identify where and how employees can locate the Daily Change/Transfer Sheet in your local housing units. B. Inmate Callouts The Call-Out sheet lists appointments inmates have with employees and is produced by SENTRY. As you know, it lists the reporting time and physical area where inmates are scheduled to report. The Call-Out sheet is made available to employees and posted in the inmate housing units. The employee who places the inmate on call-out must ensure the requested inmate arrives at the specified time. Discussion: Who is responsible for ensuring the inmate arrives to the callout at the specific time? Note: Identify where and how employees can locate the Inmate Callouts in your local housing units. Back 2 Basics 10 Managing Housing Units, Part I EFTA00141310 FY2024 BACK 2 BASICS Instructor Guide C. Sick Call Discussion: What are times and days for Sick Call? For Sick Call, inmates will report to the Health Services Department. When an inmate, for medical reasons, is excused from work, Health Services employees will issue two (2) copies of the Medical Idle Authorization to the inmate. The inmate will retain one copy of the idle and deliver the second copy to the Housing Unit Officer. Knowledge Check: Who is responsible for notifying the work supervisor of the inmate's idle status? The Unit Officer will notify the work supervisor of the inmate's idle status. Once an appointment is made, the inmate will return to their unit until the assigned appointment. Inmates will return to Health Services during the assigned movement and remain there until released by the Health Services employees. D. SENTRY Discussion: What are the SENRY functions that may be used for locating an inmate? Some of the most notable options include PP42/PP44, Current Assignments and PP37, History. Note: Discuss any additional SENTRY options, as needed or mentioned by employees. VI. ACTIVITY #1— LOCATING AN ABSENTEE INMATE Note: Distribute the worksheet for Activity #1 — Locating an Absentee Inmate, one (1) per group. Facilitate the activity using the instructor notes provided. Upon completion, continue instruction. VII. CONDUCTING ROUNDS A. Irregular Rounds Every employee is responsible for the custody, control, supervision, and accountability of all inmates in their area of responsibility and supervision. Housing unit posts should make irregular rounds of the units they are assigned. Although there are no scheduled rounds when moves are open, it is imperative to make rounds for the security and orderly operation of the institution once moves are closed and the unit is locked. Upon completion of each round, notification of completion and any additional notes should be logged Back 2 Basics 11 Managing Housing Units, Part I EFTA00141311 FY2024 BACK 2 BASICS Instructor Guide into TRUSCOPE. Note: Discuss any additional local procedures for conducting rounds. B. Rounds During Lock Down Status in the Housing Unit Per policy, when inmates are in lock down status, rounds must be conducted at least once in the first 30 minute period of the hour (example, 12:00 a.m. — 12:30 a.m.) followed by another round in the second 30 minute period of the same hour (example, 12:30 a.m. — 1:00 a.m.). This ensures that an inmate is observed at least twice per hour. These rounds are to be conducted on an irregular schedule and no more than forty (40) minutes apart. Note: Clearly define lock down status as applicable to housing units during normal operations. VIII. ACTIVITY #2 — CONDUCTING ROUNDS IN THE HOUSING UNIT Note: Distribute the worksheet for Activity #2 — Conducting Rounds in the Housing Unit, one per group. Facilitate the activity using the instructor notes provided. Upon completion, continue instruction. IX. CONDUCTING FIRE AND SECURITY CHECKS Each detail supervisor or departmental employee will conduct a daily security and fire inspection of their assigned area. The result of these inspections will be submitted on your local Daily or Weekly Security and Fire Inspection Report. Employees will use TRUSCOPE to log in the time conducted and findings, if applicable. The areas listed on the Daily Security and Fire Inspection Report should be completed at the conclusion of each manned shift. Knowledge Check: When should the Daily Fire and Security Checks be conducted? Note: Provide any feedback and/or procedures for your local facility. A. Fire and Security Inspection Report, Daily While managing a housing unit, you will be expected to perform the fire and security inspection in accordance with outlined procedures. Upon completion of the inspection, you will document your findings in TRUSCOPE noting any discrepancies found, along with the action taken to address the problem. If the discrepancy is considered significant or major, you will contact the Lieutenant's office immediately. Note: Refer to the Participant Manual for the Daily Fire and Security Inspection Report. Back 2 Basics 12 Managing Housing Units, Part I EFTA00141312 FY2024 BACK 2 BASICS Instructor Guide Discuss how to document findings once the inspection is completed. B. Security Work Orders/Requests If you find a safety or sanitation issue which requires corrective action, you should note the problem on the form and submit a written work request to get the problem fixed. Note: Identify the location of the work order form and the local procedures for submission. C. Memoranda A memorandum is used to document safety issues encountered during your checks. Discussion: Who should receive a copy of this memorandum? X. ACTIVITY #3 — CONDUCTING FIRE AND SECURITY CHECKS Note: Distribute the worksheet for Activity #3 — Conducting Rounds in the Housing Unit, one (1) per group. Facilitate the activity using the instructor notes provided. Upon completion, continue instruction. XI. CONDUCTING SEARCHES OF THE HOUSING UNIT A. Searches of the Housing Unit The inspection of a housing unit is primarily designed to detect contraband, prevent escapes, maintain sanitation standards, and to eliminate fire and safety hazards. Frequent and irregular searches should be conducted of all inmate living areas to include: • Cells • Cubicles • Storage rooms • Supply rooms • Common areas • Plumbing accesses • Walls • Plumbing fixtures • Showers, to include drains • Additional locations not mentioned above The employee assigned to the area will be responsible for noting the date, time, results, and name of searching employee according to local procedures. Searches of the inmate living areas will be conducted frequently and properly documented in TRUSCOPE. Back 2 Basics 13 Managing Housing Units, Part I EFTA00141313 FY2024 BACK 2 BASICS Instructor Guide Note: Identify how searches of the housing unit should be documented at your local facility. Approaches to conduct searches in all areas of the housing unit include: 1. Visual A visual inspection must be conducted inside the unit for items such as bent or spread bars, broken welds, cracked or cut bars, and any sign of steel filings. Any other evidence of tampering or weakness such as fresh paint or discolored areas is to be thoroughly investigated. 2. Bar Tapping Accurate bar taps call for the use of a mallet to tap security bars and frames to set up vibrations which, by their deviation from normal sound, would indicate tampering or weakness. All housing unit bars within the institution will be tapped weekly, and this information should be recorded accordingly. Note: Discuss procedures for recording bar taps at your local institution. 3. Metal Instrument A thin instrument such a putty knife can be passed along frames or bars to locate cuts or depressions which might indicate tampering. The instrument can also be used as a probe to uncover cuts filled with soap, putty, or other substances. Knowledge Check: How often are bar taps completed? Note: Explain the location and/or procedures for obtaining tools used for conducting searches. 4. Mirror A mirror is an effective instrument for examining areas that would ordinarily be difficult to inspect. A mirror may be used to inspect any area that ordinarily would be difficult to observe during a routine visual inspection. Knowledge Check: What areas in the housing units are best searched using a mirror? B. Searches of Inmate Cells Employees may search an inmate's housing area and any personal items contained within an area, without prior notice, inmate approval, or inmate's presence. An inmate will be removed from the cell and searched prior to the cell search. When conducting the cell search, all items Back 2 Basics 14 Managing Housing Units, Part I EFTA00141314 P12024 BACK 2 BASICS Instructor Guide in the cell should be carefully searched and, as nearly as possible, returned to their original order upon completion. When conducting a cell search, particular attention must be paid to the following: • Plumbing facilities • Ventilation ducts • Beds • Bedding • Chairs • Commissary items • Books • Additional items/locations not mentioned above False shoe bottoms, secret compartments and hollow legs are possibilities for concealing contraband. Discussion: What are some other common areas for concealing contraband that have not been mentioned? The employee searching the cell will be responsible for noting the date, time, inmate's name, inmate's register number, cell/room number, results, and name of searching employee in TRUSCOPE. Identify how cell searches should be documented at your local facility. C. Contraband Here are only a few items of contraband and locations it may be commonly found in the housing units: • Cell phones hidden in doors • Cell phones hidden inside of soda cans • Cell phones hidden in soap • Cigarettes hidden in all areas of inmate cells • Tattoo Kits hidden in soda cans • Contraband safes made out of Ramen Noodles • Handcuff Keys made from inhalers • Homemade intoxicants in all areas of the housing units • Homemade tobacco pipes • Officer safety items hidden as contraband • Secret contraband storage spaces • Shanks created from printer cartridges Back 2 Basics 15 Managing Housing Units, Part I EFTA00141315 FY2024 BACK 2 BASICS Instructor Guide • Tobacco and other items hidden in Bibles Note: Discuss additional contraband items and locations. When conducting searches of inmates, housing units, and cells, it is important to be familiar with items inmates may and may not have. When in doubt, you can refer to the local Commissary List and/or the Inmate Personal Property List. You may also ask the inmate to provide a receipt of purchased items. Note: Inform participants to refer to the local Commissary Sheet and/or Inmate Personal Property List in the Participant Manual as needed. Knowledge Check: What would you do if you found an item you suspected was contraband but wasn't completely sure? 1. Areas Approved for Inmate Property Storage Inmates in the general population housing units will be issued specific locations for the storage of personal property, for example, lockers. Items authorized outside of the areas may include items such as: • One (1) mesh laundry bag • Footwear • Issued clothing Property storage may not be in offices of the unit team or the correctional supervisor except in temporary, emergency situations. Note: Discuss specific locations in your location for property storage. Discuss any special instructions (e.g., shoes should be stored under the bunks). 2. Confiscation and Disposal of Contraband Confiscated contraband will be disposed of in accordance with institution procedures. Exceptions from these procedures can only be made upon written authorization of the Warden or his designee. Note: Discuss local procedures for recovering contraband. Include procedures for • excess property • hard contraband • cash or negotiable instruments • postage stamps Back 2 Basics 16 Managing Housing Units, Part I EFTA00141316 FY2024 BACK 2 BASICS Instructor Guide Note: Discuss local procedures for identifying and logging contraband recovered during searches. XII. ACTIVITY #4 — CONDUCTING SEARCHES OF THE HOUSING UNITS AND INMATE CELLS Note: Distribute the worksheet for Activity #4 — Conducting Searches of the Housing Units and Inmate Cells, one (1) per group. Facilitate the activity using the instructor notes provided. Upon completion, continue instruction. XIII. CONDUCTING BED BOOK AUDITS Knowledge Check: When should employees conduct a bed book audit? Note: Allow participants to provide feedback. Provide feedback for your local facility. A minimum of one (1) bed book audit will be conducted every 24-hour period to ensure the accuracy of inmate assignments. Note: Provide information on where/how the Bed Book is retrieved/located at your local facility. The Bed Book contains the following information for each inmate: • Inmate's name • Register number • Cell location • Job assignment • Custody level • Any additional information (e.g., medical information) Bed Book Cards are strictly confidential and should never be viewed by inmates. A. Procedures for Conducting a Bed Book Count At least two (2) employees will conduct bed book audits. Inmates must be positively identified using printed pictures, by asking the inmates to state both their name and register number. Both employees must agree the inmate matches the picture, name, and register number on the bed book card. Inmates must also be in their assigned cell as documented in the bed book and unit SENTRY roster. The first employee will carry the SENTRY roster while the second employee will carry the Bed Book picture roster. Upon completing count, both officers verify all inmates are present, compare the numbers with each of the counting employee, and identify any inmates not Back 2 Basics 17 Managing Housing Units, Part I EFTA00141317 FY2024 BACK 2 BASICS Instructor Guide present in the housing unit. Note: Discuss local procedures for conducting a Bed Book Count. Employees will then call Control Center and verify this information. B. Updating an Inmate's Picture Card Discussion: What issues warrant the update of a picture card? When conducting a Bed Book count, you may discover that an inmate has changed their physical appearance. If this is the case, the following standard operating procedures should occur: 1. Find correct inmate Picture Card on file. 2. Write and submit a memorandum to the Unit Team requesting a new picture be taken and explain why. 3. Use reverse side of Picture Card to note changes in the inmate's physical appearance. 4. Return Picture Card file to proper secure location. Knowledge Check: Who can request the update of a picture card? Any employee can submit the request for an inmate's picture card to be updated. The same procedures mentioned above will apply to any employee submitting the request. 1. Locate inmate's Picture Card. 2. Record information from inmate's Picture Card into assigned bed/cell slot in unit Bed Book. 3. File inmate's Picture Card with your unit cards. XIV. SUMMARY In summary, managing a housing unit has many complex duties and responsibilities. The Back to Basics training program has been designed to revisit those fundamental tasks that depend on the overall safety and security of the institution as a whole. Back 2 Basics 18 Managing Housing Units, Part I EFTA00141318 FY2024 BACK 2 BASICS Instructor Guide ACTIVITIES Part I Managing Housing Units Back 2 Basics 19 Managing Housing Units, Part I EFTA00141319 FY2024 Instructor Guide Group Discussions: Challenges and Solutions Time Frame: 15 minutes each (Recommended) Objectives: Given a topic of discussion, participants will be able to: • Discuss challenges and possible solutions for the given topic for managing housing units. Instructor Materials: • Pencils • Copies of worksheets, one (1) per group, to include: o Activity #1— Locating an Absentee Inmate o Activity #2 — Conducting Rounds in the Housing Units o Activity #3 — Conducting Fire and Security Checks o Activity #4 — Conducting Searches of the Housing Units and Inmate Cells Instructor Notes: 1. Divide the participants into groups of five (5) participants per group. 2. Pass out the Group Discussion worksheet for the identified activity. 3. Announce the topic to the groups. Instruct all participants to take ten (10) minutes discussing the challenges they face with the given topic and write up to four (4) of them down on the worksheet provided. Once they have identified the challenges, groups can discuss the possible solutions, noting any talking points in the space provided under the solutions heading. 4. Upon completion of the discussion, groups should appoint a lead speaker who will share findings with the class. 5. After the ten (10) minutes of discussion time is complete, allow groups to share their answers with the class. Debrief: Take time shortly after conducting this activity to reflect on how it went, how engaged the participants were, and what questions were raised, if any. Make any notes that may need further discussion regarding your institution. Back 2 Basics 20 Managing Housing Units, Part 1 EFTA00141320 FY202.1 Instructor Guide 1 2 3 4 Back 2 Activity #1 — Locating an Absentee Inmate Group Discussion Directions: Discuss challenges and solutions regarding locating an absentee inmate using Daily Change/Transfer Sheet, Inmate Callouts, Detail Crew Kits, Sick Call, and SENTRY. Write the discussion points for each challenge and the group's solution in the space provided. Be prepared to discuss with the class. You may use past experiences as examples. CHALLENGE SOLUTION To include past experiences, interferences, or To include ideas and past experiences recurring issues (if applicable) 21 Managing Housing Units, Pan 1 EFTA00141321 I Y2024 Instructor Guide 1 2 3 4 Back 2 a Activity #2 — Conducting Rounds in the Housing Unit Group Discussion Directions: Discuss challenges and solutions regarding conducting rounds on any given shift. Write the discussion points for each challenge and the group's solution in the space provided. Be prepared to discuss with the class. You may use past experiences as examples. CHALLENGE SOLUTION To include past experiences, interferences, or To include ideas and past experiences recurring issues (if applicable) 22 Managing Housing Units, Pan 1 EFTA00141322 FY2024 Instructor Guide Activity #3 — Conducting Fire and Security Checks Group Discussion Directions: Discuss challenges and solutions regarding conducting daily fire and security checks at your local facility. Write the discussion points for each challenge and the group's solution in the space provided. Be prepared to discuss with the class. Refer to the Daily Fire and Security Inspection Report in your Participant Manual as needed. You may use past experiences as examples. CHALLENGE SOLUTION To include past experiences, interferences, or To include ideas and past experiences recurring issues (if applicable) 1 2 3 4 imok p S Back 2 Basics 23 Managing Housing Units, Part 1 EFTA00141323 FY202.1 Instructor Guide Activity #4 — Conducting Searches of the Housing Unit and Inmate Cells Group Discussion Directions: Discuss challenges and solutions regarding official counts and census and accountability checks. Write the discussion points for each challenge and the group's solution in the space provided. Be prepared to discuss with the class. You may use past experiences as examples. CHALLENGE SOLUTION To include past experiences, interferences, or To include ideas and past experiences recurring issues (if applicable) 1 2 3 4 p S Back 2 Basics 24 Managing Housing Units, Part 1 EFTA00141324 FY2024 BACK 2 BASICS Instructor Guide LESSON: MANAGING HOUSING UNITS, PART II LENGTH: As Identified per activity INSTRUCTOR-TO-PARTICIPANT RATIO: As indicated for each activity OBJECTIVES: Given the content discussed in the lesson titled, "Back 2 Basics, Managing Housing Units, Part I," participants will be able to: • Conduct an area search of the housing unit • Conduct a cell search in a housing unit • Conduct a round in the housing unit • Conduct a bed book audit • Conduct a Fire and Security Check METHOD OF ASSESSMENT: • Performance-Based Evaluation PREREQUISITES: • Back to Basics, Overview and Expectations • Back to Basics, Managing Housing Units, Part I INSTRUCTOR MATERIALS: As indicated per activity STUDENT MATERIALS: As indicated per activity REFERENCES: Back to Basics, Managing Housing Units, Part I APPENDIX: No POWERPOINT: No RECOMMENDED INSTRUCTORS: Captain and/or Lieutenant as delegated plus one (1) additional supporting employee to assist in the oversight of individual activities. Back 2 Basics 1 Managing Housing Units, Part II EFTA00141325 FY2024 BACK 2 BASICS Instructor Guide SPECIAL NOTES: The attached activities will take place in an inmate housing unit at the local facilities. Individual activities chosen and the desired number to conduct will vary for each institution. All options are at the discretion of the Warden for each respective facility. Managing Housing Units, Part I must be completed prior to conducting the activities identified in this portion of the lesson. PRIOR TO INSTRUCTION: 1. Gather all critical information needed to effectively conduct the activity(ies). This includes: • Number of employees participating in the activity(ies). • Location of housing unit where activity(ies) will be conducted. • Location of inmates while the activity(ies) are being conducted (i.e., whether inmates will be relocated to a different area such as Recreation, inmates will be locked in their cells, etc.). • Specific activity(ies) to conduct with the employees. 2. Review all activities in detail, considering the information mentioned above. 3. Gather all student materials as indicated for each activity. 4. Take all materials, if applicable, to the identified housing unit. SPECIAL NOTE: Accountability of Materials: All materials should be collected, accounted for, and removed from the location when training and/or practical exercises are conducted in the presence of inmates. Absolutely NO materials should be in circulation for Part II of this lesson. Back 2 Basics 2 Managing Housing Units, Part II EFTA00141326 FY2024 BACK 2 BASICS Instructor Guide Activity #1: Conduct an Area Search of the Housing Unit Time Frame: 30 minutes Instructor to Participant Ratio: 1:30 Objectives: Given a Daily Fire and Security Inspection Report, a Commissary List, and a list of Inmate Personal Property for the local facility, participants will be able to: • Successfully complete an area search for a housing unit. Instructor Materials: • Pencils • Copies of Daily Fire and Security Inspection Report, local, one (1) per group of two (2) participants • Copies of Commissary List, local, one (1) per group of two (2) participants • Copies of Inmate Personal Property, local, one (1) per group of two (2) participants • Identified tools needed to conduct the search Instructor Notes: 1. Divide the participants into groups of two (2) participants per group. 2. Pass out one (1) Daily Fire and Security Inspection Report, one (1) Commissary List, and one (1) Inmate Personal Property List per group. 3. Inform employees to refer to the Fire and Security Inspection Report as needed. 4. Refer to local guidance for details to conduct the search. Debrief: Take time shortly after conducting this activity to reflect on items noted, found, and documented. Make any notes that may need further discussion regarding your institution. Back 2 Basics 3 Managing Housing Units, Part II EFTA00141327 FY2024 BACK 2 BASICS Instructor Guide Activity #2: Conduct a Cell Search in a Housing Unit Time Frame: 15 minutes Instructor to Participant Ratio: 1:10 Objectives: Given a Commissary List and a list of Inmate Personal Property for the local facility, participants will be able to: • Successfully complete a cell search for a housing unit. Instructor Materials: • Pencils • Copies of Commissary List, local, one (1) per group of two (2) participants • Copies of Inmate Personal Property, local, one (1) per group of two (2) participants • Identified tools needed to conduct the search Instructor Notes: 1. Divide the participants into groups of two (2) participants per group. 2. Pass out one (1) Commissary List and one (1) Inmate Personal Property List per group. 3. Initiate the evaluation by assigning the participant to search a designated area. 4. Observe the participant. Limit interaction with the participant. Do not coach nor answer questions which would give the participant an advantage. 5. The following sequence of steps should be stressed while evaluating the performance of each participant: 6. Obtain required search tools. 7. Plan a systematic search process: 8. Verbally describe the plan for searching the area. 9. Look over the area to be searched; establish an overall impression; identify suspicious circumstances. 10. Select a starting point. 11. Inspect the area and all contents. 12. Follow described search strategy. Ensure the participants: • Search the cell; check all movable or installed items and equipment; use tools as appropriate; take notes of unusual circumstances or needed repairs. • Continue search after contraband is found. • Leave cell as it was found. • Confiscate and remove contraband. Back 2 Basics 4 Managing Housing Units, Part II EFTA00141328 FY2024 BACK 2 BASICS Instructor Guide • Document the search. • Optional, prepare Work Requests. Debrief: Take time shortly after conducting this activity to reflect on items noted, found, and documented. Make any notes that may need further discussion regarding your institution. Back 2 Basics S Managing Housing Units, Part II EFTA00141329 FY2024 BACK 2 BASICS Instructor Guide Activity #3: Conduct an Irregular Round in a Housing Unit Time Frame: 15 Minutes Objectives: Given local guidance, participants will be able to: • Conduct a successful round in the housing unit. Instructor Materials: • Pencils • Computer with TRUSCOPE Instructor Notes: 1. Divide the participants into groups of three (3) participants per group. 2. Provide specific guidance to groups on how to conduct an effective round of the housing unit. Note areas that may need closer inspection. 3. Upon completion, instruct one (1) of the three (3) participants to record their findings in TRUSCOPE. Debrief: Take time shortly after conducting this activity to reflect on how it went, how engaged the participants were, and what questions were raised, if any. Make any notes that may need further discussion regarding your institution. Back 2 Basics 6 Managing Housing Units, Part II EFTA00141330 FY2024 BACK 2 BASICS Instructor Guide Activity #4: Conduct a Bed Book Audit Time Frame: 1 Hour Objectives: Given specific instruction, participants will be able to: • Effectively conduct a bed book audit of inmates in the housing unit. Instructor Materials: • Pencils • Picture Card File, Electronic or Paper • SENTRY Roster • Memorandum (if applicable) Instructor Notes: 1. Retrieve the inmate bed book. 2. Print the SENTRY roster of inmates in the housing unit. 3. Provide additional guidance to employees, if needed. 4. Instruct the employees to conduct the bed book audit of the housing unit. Back 2 Basics 7 Managing Housing Units, Part II EFTA00141331 FY2024 BACK 2 BASICS Instructor Guide Activity #5: Conduct a Fire and Security Check of the Housing Unit Time Frame: 30 minutes Instructor to Participant Ratio: 1:30 Objectives: Given a Daily Fire and Security Inspection Report local facility, participants will be able to: • Successfully complete a daily fire and security inspection for a housing unit. Instructor Materials: • Pencils • Copies of Daily Fire and Security Inspection Report, local, one (1) per group of two (2) participants Instructor Notes: 1. Divide the participants into groups of two (2) participants per group. 2. Pass out one (1) Daily Fire and Security Inspection Report, one (1) Commissary List, and one (1) Inmate Personal Property List per group. 3. Inform employees to refer to the Fire and Security Inspection Report as needed. Inform them to consider the following: • Inspect safety items • Check light fixtures, wiring, and outlets for damage, tampering, overloading. • Check access routes for obstructions. • Check waste receptacles for improper/unsafe disposal. • Check smoke detectors/alarms/signaling devices for damage or malfunction. • Check firefighting equipment and SCBA for damage or malfunction. • Check personal safety equipment for wear and damage. • Check for the presence of contraband. • Inspect sanitation items • Check trash receptacles for cleanliness, overflow, and proper disposal. • Check structure/fixtures for dirt and damage. • Check living areas/furnishings/carpets for dirt, stains, and damage. • Check bathrooms/showers/plumbing for dirt, obstructions, and adequate supplies. • Check for signs of infestation (insects, rodents). • Inspect security items • Check gates/doors/windows for damage and tampering. Back 2 Basics 8 Managing Housing Units, Part II EFTA00141332 FY2024 BACK 2 BASICS Instructor Guide • Check manholes/tunnels/access points for damage and tampering. • Check interior structure/features for tampering. • Check for the presence of contraband. • Check fences/perimeter walls for damage and tampering. • Check building walls/roofs for damage and tampering. • Check locks for damage, tampering, and proper operation. • Use the mallet to tap bars and grills. • Use a putty knife to check space between walls and fixtures. • Use a flashlight to check dark areas. 4. Refer to local guidance for additional details needed to conduct the search. Debrief: Take time shortly after conducting this activity to reflect on items noted, found, and documented. Make any notes that may need further discussion regarding your institution. Back 2 Basics 9 Managing Housing Units, Part II EFTA00141333 The goal of the Automated Staffing Tool (AST) is to address BOP's staffing challenges by providing an updated, standardized, and transparent view of staffing guidelines and an interactive way for BOP leadership to assess staffing levels based on evolving mission needs. Challenges with Current Staffing Guidelines • Guidelines are based on a static formula that assumes Correctional Officers work 210 days a year; not inclusive of extended leave (e.g., military leave, training requirements, etc.) • Development and implementation of guidelines are not standardized across divisions • Current guidelines do not account for additional, mission critical requirements (i.e., institution specific characteristics, distance to external resources, etc.) AST Prototype Capabilities  Built on criteria including institution specific characteristics validated by BOP Central Office and MXRO Region Subject Matter Experts  Replace and standardize outdated 2016 Staffing Guidelines  Provide transparent centralized view of recommended Custody staff by institution  Improve over time with more features and additions (Iterative prototype) • DI PARI MI NI ()) RISI K flIII RA ARIA Al/ (TI PRISON, (NOR) Ye Staffing Tool (NW-A/Lin. Noon Piotot)pe) OM. 16 3.771 ,omoNentled NM W Onopire 4. 0 0,0 IRO • MO 2000 HO P0,00. 90. MINIM= Non 1.100/ I M AST Mid-Atlantic Custody Prototype screenshot Next steps include incorporating post-level baseline data EFTA00141334 FEDERAL BUREAU of PRISONS Risk Analysis of Overtime, Augmentation, and Incentive Payment Apri l 2022 EFTA00141335 Table of Contents r Overview Executive Summary Background & Current Processes Summary of Approach Overtime & Augmentation Analysis Correlation Chart Section 1: Overtime Usage, Connections Current Usage of Overtime (Overall Snapshot, Reasons for Overtime) Connection: Augmentation Not Associated with Overtime Connection: Incidents Not Associated with Overtime Connection: Leave (Sick & AWOL) Associated with Overtime Connection: Vacancies Not Associated with Overtime BOP's Overtime Tool Section 2: Augmentation Usage, Connections Overview: Overtime and Augmentation Current Usage of Augmentation (Overall Snapshot) Connection: Incidents Not Associated with Augmentation Connection: Leave (Sick and AWOL) Not Associated with Augmentation Connection: Vacancies Not Associated with Augmentation Section 3: BOP Incentive Analysis Summary of BOP Incentives Overview of Insights Recruitment & Relocation Incentive Usage Retention Incentive Usage - Findings and Insights Connection: Retention Incentives Not Associated with Staff Separations Connection: Unclear if Current Retention Incentives are Cost Effective Connection: Retention Incentives VaryAcross Institutions, Vary Within Institutions Case Study: North Central Region (NCR) Psychology Services Appendix Summary of Analysis & Findings Recruitment Incentive Usage Summary Relocation Incentive Usage Findings OBJECTIVE To review and analyze the risks associated with BOP's increased usage of overtime and augmentation and analyze the effectiveness of recruitment, relocation and retention incentives. EFTA00141336 Executive Summary This document highlights the bureau of Prisons' usage of overtime, augmentation and incentives (from 2017-2021) to uncover potential drivers of, and effectiveness of, usage. Key Takeaways Trends of both Overtime and Augmentation have both been increasing over time, disputing the hypothesis that they are used to substitute each other 85% of incentive payments are focused on retention incentives S Retention incentives do not appear to reduce staff separations 3 EFTA00141337 Background & Current Processes In response to staffing issues, the Government Accountability Office (GAO) published a report in Feb. 2021 outlining shortfalls across the bureau. This analysis seeks to satisfy the recommendation of the bureau to conduct a risk assessment of its overtime and augmentation use on its staff, inmates, and institution security, and assess the outcomes of the incentives it utilizes. Overtime Augmentation Incentives CURRENT PROCESS • Overtime reports can be pulled from the Roster Scheduling Software that is viewable at the Central, regional, and local level • The Roster Scheduling Program makes improvements on some current processes associated with assigning overtime (e.g., current training certifications are captured in program, so it is clear who is qualified for a shift, and Overtime Authorization forms are automatically saved in the system) • Correctional Programs Division (CPD) developed a separate Overtime Tool housed in SAS that tracks overtime spending by institution, region, and overall agency • The Overtime Tool is accessible at the regional level. Regional leaders have the authority to share this information at the local level (usually institution Wardens and Captains). The report used for the Overtime tool is updated by local administrators on a monthly basis • The responsibility of tracking augmentation is at the local level; how accurately the augmentation time code is utilized depends on each institution • Some institutions utilize an augmentation log to track the reason and the frequency of staff augmentation to provide transparency to institutional staff • Posts that are augmented for part of a shift may not get coded as being augmented, potentially resulting in an under-reporting of the practice • Wardens request incentives from their respective regional office who approve incentives at their own discretion • Funding for incentives comes from an institution's operational budget • There does not appear to be a standard policy bureau-wide that articulates reasoning behind retention incentive variances (for the same position at the same institution) or ties current retention incentives to quantifiable metrics defined in terms of an agencys goals (per OPM's guidance) • Incentives are sent to Staffing and Employee Relations (SERS) to be reviewed annually as required by OPM OBJECTIVES OF ANALYSIS O Uncover risks associated with increased use of overtime hours per staff Uncover risks associated with increased use of augmentation hours per staff Analyze the usage of recruitment, relocation, and retention incentives 4 EFTA00141338 Summary of Approach Our approach centered on testing several hypotheses to best uncover potential risks associated with BOP's increased use of overtime and augmentation and usage of incentives. Section 1: Overtime Risk Analysis Section 2: Augmentation Risk Analysis Section 3: Incentive Usage Analysis Data Inputs Hypotheses Analyses Conducted Limitations • Overtime and Augmentation hours for all BOP staff by institution and region (FY17-FY21) • Inmate related incidents by institution and region (FY17-FY21) • Sick and AWOL leave by institution and region (FY19-FY21) • Vacancies across all institutions (FY21) • Overtime and Augmentation usage are used to substitute each other (I.e., as one increases, the other decreases) • The institutions with the highest overtime and augmentation usage are the most short-staffed • Institutions with high levels of overtime and augmentation experience more safety incidents • Institutions with increased usage of overtime and augmentation utilize more sick leave and absent without leave (AWOL) 1. Review BOP's current overtime and augmentation per staff yearly trend overall and regionally 2. Review BOP's current overtime hours by custody and non-custody staff 3. Test relationship of overtime and augmentation between inmate incidents, sick & AWOL usage, and vacancies with regression analysis (The strength of relationships is scored using R2. In statistics, R2 is the proportion of the variation in the dependent variable that is predictable from the independent variable. For the purposes of these analyses, an R2 value of .50 or greater is considered a strong relationship) 4. Review BOP's current Overtime Tool to address gaps and opportunities for improvement • Unable to retrieve workplace injuries date to test relationship with overtime and augmentation • Vacancy data was limited to 2021 and could not assess prior years • Unable to retrieve number of programs delayed/cancelled to test relationship with augmentation • Per-person hiring, relocation and retention incentive spending for FY17-FY21 across all 122 BOP institutions • BOP exit survey data 2016-2020 • Cost to hire* • Retention incentives reduce staff separations • Retention incentives are connected to hard-to-fill locations and positions 1. Review summation of incentives given to staff 2. Breakdown recruitment, relocation, and retention incentives by percent of staff and the top positions receiving them 3. Analyze retention incentive variance of top BOP positions receiving incentives 4. Calculate average retention incentive spending per staff 5. Test relationship between separation rate and retention incentive spending with regression analysis • Unable to retrieve cost associated with hiring new staff at BOP to compare to cost of staffing incentives *Source: Automati _D_ata_Pro_cessing_CADP) 5 EFTA00141339 Overtime & Augmentation Analyses Correlation Chart This chart encompasses the three types of analyses conducted against Overtime and Augmentation data. Analyses that proved a correlation are accompanied with a check mark, while analyses that did not show a correlation are accompanied with an X. Analyses Conducted Against Overtime and Augmentation Data Inmate Incidents Sick Leave and Absent Without Leave (AWOL) Usage Vacancies Correlation with Overtime? s/ x Correlation with Augmentation? x x x When Overtime and Augmentation were compared against one another, it did not appear that overtime and augmentation are used in substitution. 6 EFTA00141340 Overtime Risk Analysis EFTA00141341 Current Usage of Overtime - Overall Snapshot A review was conducted using overtime usage data from 2017-2021 to assess the usage trend across all institutions. Below are the initial observations of usage overall and by region. Average Overtime Hours per Staff 250 183 194 182 200 135 C 150 93 100 50 201/ 2018 2019 fiscal Year 2020 2021 300 250 200 ii 150 100 so Average Overtime Hours per Staff by Region MXR NCR NER SCR SER Region WXR ■ 2017 ■ 2018 ■ 2019 2020 ■ 2021 Key Findings • Overtime usage (hours) has increased significantly from 93 hours per staff in 2017 to 182 hours per staff in 2020* • While the overtime usage has gone down minimally from 2020, the 2021 average is approximately 95% higher from its 2017 average • The region with the highest overtime usage (hours) per staff in 2020 is South Central, but the Western region had the highest percent increase from 2017 to 2020 • In 2021, the top 5 institutions with the highest Overtime per staff were and Big Spring FCI, Brooklyn MDC, Coleman Complex, Forrest Complex, and Yazoo City Complex and the highest vacancies were Beaumont, Butner Complex, Florence Complex, Thomson USP, and Yazoo City Complex *The increose of overtime from 2019,2020 could hove been due to COVID-19 8 EFTA00141342 Current Usage of Overtime - Reasons for Overtime A review was conducted using overtime usage data from 2017-2021 to assess the usage trend across all institutions. Below are the initial observations of overall usage broken out by reasons for overtime (custody, outside hospital, other). Overtime Hours Total Overtime Hours by Reason 4,000 3,500 3,000 2,500 2,000 1,822 1,763 500 3,392 3,220 2,345 2017 2018 2019 2020 2021 Fiscal Year yo Custody —0— Outside Hospito —0— Other Key Findings • Custody overtime hours of 963 thousand in 2017 was relatively low compared to outside hospital hours of 1,822 thousand* However, over the years the gap between the two has been closing In 2019, custody overtime hours surpassed outside hospital by 22% In 2021, custody overtime hours surpassed outside hospital by 37% Other reasons for overtime have remained relatively low compared to custody and outside hospital, however it would be beneficial to understand the full reasons for overtime *This dato is solely based on reported ovenim hours in towl and not on the full reasoning behind use of overtime 9 EFTA00141343 Connection: Augmentation Not Associated with Overtime An analysis of overtime was conducted using overtime hours and augmentation hours for individual institutions for the time period of 2019. The purpose was to test the hypothesis of: Overtime and Augmentation usage are used to substitute each other (I.e., as one increases, the other decreases). Real world data significance requires R2 > .50 for consideration. Each blue dot represents an institution. Overtime Hours 43 500 400 -,E 300 200 100 0 Overtime and Augmentation R2 = 0.2036 • • • •• • • • • • II • • 0 5 10 15 20 25 30 Thousands Augmentation Hours 0 250 200 150 100 50 Average Overtime and Augmentation Hours Per Staff 183 194 182 7 10 10 14 13 • • 2017 2018 2019 2020 2021 Fiscal Year -•-•Overtime .0 —.Augmentation Key Findings • Assessing augmentation and overtime by fiscal year 2019, the R2 value is .20 - Meaning it is not significant enough to conclude that there is a strong relationship • Although the relationship is not strong, it is leaning towards a positive one. Since institutions have anecdotally relayed that overtime and augmentation are used to substitute each other, it would be anticipated that they would have a negative relationship (as one increased, the other decreases) • When assessing the 5-year usage trend analysis for overtime and augmentation, they both follow the same trend—both have increased over time Connection It does not appear that overtime and augmentation are used in substitution. 10 EFTA00141344 Connection: Incidents Not Associated with Overtime Risk analysis of overtime was conducted using overtime hours and inmate incidents data, for individual institutions for the time period of 2019. The purpose was to test the hypothesis of: Institutions with high levels of overtime experience more incidents. Real world data significance requires R2 > .50 for consideration. Each blue dot represents an institution. 250 200 150 50 0 Overtime and Inmate Incidents R2 = 0.2882 • • • • • • I • • • • • • 0 50 100 150 200 250 300 350 400 450 Thousands Overtime Hours Key Findings • Assessing at the incidents and overtime by fiscal year, the R2 value is .29 - Meaning it is not significant enough to conclude that there is a strong relationship • While an increase in overtime use can lead to incidents, it cannot be concluded that it is a direct affect of overtime with the data provided • Additionally, it is acknowledged that incidents represent an extreme outcome of increased institution safety risks— meaning that there might still be increased safety risks with increased overtime usage, even if those do not connect to an increase in incidents Connection There does not seem to be a relationship between inmate incident and staff overtime. ,Inmate incident data is a consolidated report o allegations, verified assaults, and minor incidents for inmate-on-inmate and inmate-on-staff incidents. Time period of 2019 was used to factor out COV1D.19. he strength of relationships is scored using R2. In statistics, R2 is the proportion of the variation in the dependent variable that is predictable from the independent variable. For the purposes of these analyses, an R2 value of .50 or greater is considered a strong relationship. 11 EFTA00141345 Connection: Leave (Sick & AWOL) Associated with Overtime Risk analysis of overtime was conducted using overtime hours of all institutions and leave, usage during the same time period of 2019. The purpose was to test the hypothesis of: Institutions with increased usage of overtime utilize more sick leave and absent without leave (AWOL). Real world data significance requires R2 > .50 for consideration. Each blue dot represents an institution. Key Findings • Assessing the leave and overtime by institutions, the R2 value is .52 - Meaning it is significant enough to conclude that there is a strong relationship • There is a positive relationship between overtime and leave usage meaning when overtime is high, a similar pattern can be seen with leave usage (Although it cannot be said for certain it is a one-for-one relationship of overtime and leave usage as other factors such as staff tenure need to be considered) • An increase of overtime could mean that more staff call out, which could be a result of burn out or decreased morale Connection Instances of institutions with increased usage of overtime could be an indicator of increased sick and AWOL leave usage. ,This analysis includes sick and AWOL leave hours. Time period of 2019 was used to factor out COVID-19. 12 EFTA00141346 Connection: Vacancies Not Associated with Overtime Risk analysis of overtime was conducted using overtime hours of all institutions and vacancies during the same time period of 2021. The purpose was to test the hypothesis of: The institutions with the highest overtime usage are the most short-staffed. Real world data significance requires R2 > .50 for consideration. Each blue dot represents an institution. C 3 250 200 150 100 so 0 .50 Overtime and Vacancies R2 = 0.1874 • • • so 100 150 200 250 300 350 400 • • • • • 0 Overtime Hours 450 500 Thousands Key Findings • Assessing the vacancies and overtime by institutions, the R2 value is .18* - Meaning it is not significant enough to conclude that there is a strong relationship • There does not seem to be a relationship between overtime hours and vacancies • Since overtime is used to supplement the shortage of staff, there might be other driving factor(s) leading to increase overtime use (i.e., staff callouts) *The weak relationship between Overtime and Vacancies could be due to a position not being filled as a result of a staff member on extended leave or staffing guidelines not being the most up to date Connection Vacancies are not directly associated with overtime hours. *The regression analysis was based on availability of v cancy data 13 EFTA00141347 BOP's Overtime Tool BOP created a tool in SAS to retroactively track overtime spending budget of its facilities going back as far as 2009. Below is an overview of its current capabilities and the opportunities for improvement. Current Capabilities and Features High-level coding of reasons for overtime (Custody, Outside Medical, Other) Ability to filter by agency, regionally, and facilities to drill down further Track overtime spending regionally and/or by facilities to assess spending against their allocated budget Access to Regional Directors for awareness on overtime spending Data pulled from local administrators that pull from financial system (UFMS) on a monthly basis EFTA00141348 Augmentation Risk Analysis EFTA00141349 Current Usage of Augmentation - Overall Snapshot A review was conducted using augmentation usage data1 from 2017-2021 to assess the usage trend across all institutions. Below are the initial observations of usage overall and by region. 15 10 0 x 7 2017 Average Augmentation Hours per Staff 14 10 10 2018 2019 Fiscal Year 2020 13 2021 20 is 10 S Average Augmentation Hours per Staff by Region 111111111 g olid 1101 101 MR NR • 2017 • 2018 ■ 2019 2020 ■ 2021 Key Findings • Following a similar pattern of overtime, augmentation usage (hours) has also increased significantly from 7 hours per staff 2017 to 13 hours per staff 2021 • While the augmentation usage has gone down minimally from 2020, the 2021 average is approximately 86% higher from its 2017 average The region with the highest augmentation in 2021 is North Central, but the Western region had the highest percent increase from 2017 to 2021 In 2021, the top 5 institutions with the highest Augmentation per staff were and Berlin FCI, Sheridan FCI, Thomson USP, Waseca FCI, and Williamsburg FCI and the highest vacancies were Beaumont Complex, Butner Complex, Florence Complex, Thomson USP, and Yazoo City Complex 'Augmentation data might be underrepresented as its dependent on the augmentation code input 17 EFTA00141350 Connection: Incidents Not Associated with Augmentation Risk analysis of augmentation was conducted using augmentation hours and incidents, data for individual institutions for the time period of 2019. The purpose was to test the hypothesis of: Institutions with high levels of augmentation experience more incidents. Real world data significance requires R2 > .50 for consideration. Each blue dot represents an institution. 250 200 • • • •• • • • Augmentation and Incidents • • S.• • • • so • • • • • •• • • • • • di r. fles de OF °OS •• • 0 • • • • 0 2 4 6 • Augmentation Hours R2 = 0.1299 • • • • 10 12 14 16 Thousands Key Findings • Assessing at the incidents and augmentation by fiscal year, the R2 value is .13 - Meaning it is not significant enough to conclude that there is a strong relationship • There does not seem to be a relationship between augmentation hours and number of incidents that are inmate driven • Although, there is no relationship found, there could be a risk to safety of institutions as incidents are only one factor considered. Connection There does not seem to be a relationship between inmate incident and staff augmentation. ,Inmate incident data is a consolidated report on allegations. assaults, and minor incidents for inmate-in-inmate and inmate-on-staff. Time period of 2019 was used to factor out COV1D.19. 18 EFTA00141351 Connection: Leave (Sick and AWOL) Not Associated with Augmentation Risk analysis of overtime was conducted using augmentation hours of all institutions and leave, usage during the same time period of 2019. The purpose was to test the hypothesis of: Institutions with increased usage of augmentation utilize more sick leave and absent without leave (AWOL). Real world data significance requires R2 > .50 for consideration. Each blue dot represents an institution. Leave Hours 1 2 20 18 • 0 -C 16 14 12= • • • 10 • • • • • 8 • • • • 0 • 6 • • Augmentation and Leave • • • • • • • • • : • • • a i • I % . 45 *t e e • 4 • • 40. • • 2 R2 = 0.0892 • • • • 0 0 2 4 6 8 10 12 14 16 Thousands Augmentation Hours Key Findings • Assessing at leave and augmentation by institutions, the R2 value is .09 - Meaning it is not significant enough to conclude that there is a strong relationship • There does not seem to be a relationship between augmentation hours and leave usage • Since augmentation might be underreported (it is unplanned and does not impact operational budget the way that overtime does), the leave usage relationship could be understated as it would be anticipated that augmentation would follow a similar trend of overtime and leave Connection There does not seem to be a relationship between sick and AWOL leave usage and staff augmentation. ,Leave in this analysis includes sick and AWOL leave hours. Time period of 2019 was used to factor out COVID.19. 19 EFTA00141352 Connection: Vacancies Not Associated with Augmentation Risk analysis of overtime was conducted using augmentation hours of all institutions and vacancies during the same time period of 2021. The purpose was to test the hypothesis of: The institutions with the highest augmentation usage are the most short-staffed. Real world data significance requires R2 > .50 for consideration. Each blue dot represents an institution. 250 200 150 a., 100 50 0 -50 Augmentation and Vacancies R2 = 0.1293 • • • • • - • • • • • t 0 5 10 15 20 25 Augmentation Hours I housanc, Key Findings • Assessing the vacancies and augmentation by institutions, the R2 value is .13 - Meaning it is not significant enough to conclude that there is a strong relationship • There does not seem to be a relationship between augmentation hours and vacancies • Since augmentation is used to supplement the shortage of staff, there might be other driving factor(s) leading to increase augmentation use (i.e., staff callouts) Connection Vacancies are not directly associated with augmentation hours. The regression analysis was based on availability of va ancydata 20 EFTA00141353 Incentive Usage Analysis EFTA00141354 Summary of BOP Incentives BOP offers Recruitment, Relocation, and Retention incentives to its staff. Below is a high-level overview of BOP incentive spending from FY17 - FY21. • BOP spent $19.9M on a total of 2,612 recruitment incentives • BOP spent a minimum of $3.6K and a maximum of $42.7K per employee for recruitment incentives • The top positions receiving recruitment incentives include GS 5/6 Correctional Officers ($9.5M), GS 7 Senior Officers ($3.4 M), and RNs ($2.1 M) • BOP spent $7.3M on a total of 544 relocation incentives • BOP spent a minimum of $4.5K and a maximum of $43K per employee for relocation incentives • The top positions receiving relocation incentives include Lieutenants ($2.6M), Health Services Administrators ($199K), and GS-8 Senior Officer Specialists ($231 K) • BOP spent $166.6M on a total of 21,744 retention incentives • BOP spent a minimum of $826 and a maximum of $43K for retention incentives • The top positions receiving retention incentives include GS8 Senior Officer Specialists ($17.7M), GS7 Senior Officers ($14.6M), and RNs ($16.8M) •Relocation incentives are separate from relocation reimbursement. A relocation incentive is compensation offered in addition to relocation reimbursement. This analysis did not examine relocation reimbursements. 23 EFTA00141355 Overview of Insights BOP's investment in staff incentives has increased from 2017, but this investment does not appear to have strong correlations to reducing staff separations. Staff separations are not associated with incentive spending There is no strong correlation between incentive spending and staff separations (R2=0.004) Overall, incentive spending has increased since FY17 Across all types of incentives, payments have increased from $22.5M in FY17 to nearly $62M in FY21 Recruitment spending has increased and has primarily targeted entry level Correctional Officers Recruitment spending has remained at $6.9M and has focused on bringing in new Correctional Officers Relocation incentives are seldomly used Relocation incentives only account for $7.3M and account for only 3.5% of all incentive spending Most incentive money is spent on retention incentives Out of the total $193M on all incentives, $166.6M was spent on retention incentive, representing 85% of total spent Retention incentive compensation can fluctuate for the same position at the same institution Some positions at the same institution can range as much as 19% in retention incentives EFTA00141356 Recruitment & Relocation Incentive Usage BOP has increased spending for recruitment and relocation incentives since FY17. Summary below reflects the years of FY17 - FY21. Recruitment 600% increase in total spending for recruitment incentives (from $980K in FY17 to $6.9M in FY21). 700% increase in recruitment incentive payments to GS 5/6 Correctional Officers since FY17. 2.8% of staff received recruitment incentives across all regions. The Western Region distributes the greatest number of recruitment incentives (5% of all staff receive a recruitment incentive). 21 4 2X more total incentive spending from FY17 to FY21. Total spending across all incentives has more than doubled in the last five years, from $21 M to $51M. Relocaticm 4% of total incentive spending was spent on relocation incentives. $2.4M in relocation incentives for Lieutenants. Lieutenants received more in relocation incentives than any other position in corrections. 544 total relocation incentives distributed. USP Thomson distributed the greatest number of relocation incentives (67 total). 25 EFTA00141357 Retention Incentive Usage - Findings and Insights Retention incentives offer compensation to entice existing staff to continue employment with BOP and delay separation or retirement. 60% 50% s 40% O 30% 13 • 20% 10% 0% MXR % of BOP Staff on Retention Incentives NCR NER SCR SER WXR I ■ 2017 ■ 2018 ■ 2019 ■ 2020 ■ 2021 Sum of incentive 6 5 Top 10 Positions w/ Greatest Retention Incentive Sum Id hill niii Ind ..Id ..6 ■201i • 2018 • 2019 e 2020 • 2021 Key Fin dings Retention incentives are used frequently, especially in the Western region and focus on Senior Officer Specialists • Retention incentives are used frequently Retention incentives were used 21K times from FY17-FY21 • The Western region uses the most retention incentives About half of all retention incentives used in FY17-FY21 focused on the Western region • The position that receives the largest amount of retention spending is GS-8 Senior Officer Specialists $17.7M was spent for GS-8 Senior Officer Specialists from FY17- FY21 SR DIETER REGISTERED SR OFFCER MC LEVEL LIEUTENANT COOK FRAIN CORRECTIONAL DRUG ABUSE NITNCE MAR QUAL SPECIALIST NJRSL ICORRICINMS PRACTMCAER OFFICER IGS FROG COORD FRAM IIAPRNAT A (CORRECTIONS GSM) (CUNICALI OSA) ',maim GSM) CONE NORSE 26 EFTA00141358 Connection: Retention Incentives Not Associated with Staff Separations Retention incentive spending does not appear to correlate to trends of staff separations. Ln • ra 0 .c Dollars per Staff 12 10 a 6 4 2 0 MXR Average Retention Incentive Spending Per Staff NCR 1 SCR 1 SER 1 WXR Separation Rate 10% 9% 8% 7% 6% 5% 4% 3% 2% 1% 0% Separation Rate vs. Retention Incentive Spending R2 =0.004 • • • • • •• • • da• • • • • SM 10M 15M 20M Sum of Retention Incentive Spending Key Findings Retention incentives do not appear to reduce staff separations • Average per staff spending is highest in the Mid-Atlantic and lowest in the Western Region However, the Western region spends the most in total on retention incentives. The Mid-Atlantic region spends almost double on retention incentives per staff compared to the Western region • Retention incentives do not appear to be effective at reducing staff separations There is no strong correlation between incentive spending and staff separations— the R2 value is.004- Meaning it is not significant enough to conclude that there is a strong relationship £sch dot reprearrts per year per regeir 27 EFTA00141359 Connection: Unclear if Current Retention Incentives Are Cost Effective It is unclear what level of retention incentive are cost effective relative to the cost of hiring. 200 180 160 140 120 100 so 60 40 20 0 Cost to Hire vs. Cost of Correctional Officer Retention Incentives Cost to Hire* ($4.1 K) (1K, 2K] (2K, 38) (38, 481 (4K, 5K) (5K, 6K) (6K, 7K) (7K, 8K] (88, 98] Retention incentive $ Amount Percentage of Respondents 60% 40% 20% 0% Does Access to Retention Incentives Best Describe your Reason for Leaving your Current Position? (BOP Exit Survey Data) • • 2017 2018 2019 SAO Respondents% ii•Non•Retirement % —Ko—Voluntary Retirement % 2020 Key Findings BOP may be using retention incentives when it may be more cost-effective to hire new staff • BOP uses retention incentives when it may be cheaper just to hire new staff. However, BOP should further investigate its own per capita cost of hiring External research indicated that the cost to hire new employee was $4.1 K. However, a deeper analysis of BOP's cost of hiring is required to understand at what cost point incentives make sense to retain staff. • Nearly half of non-retirement staff separations exit survey respondents cite their inability to receive a retention incentives as their reason for leaving However, survey response rate was limited with only 433 respondents from FY17-FY20 *Source• Automatic Data Processing (ADP) EFTA00141360 Connection: Retention Incentives Vary Across Institutions The percentage of retention incentives offered for specialized positions vary, but retention incentives remain relatively consistent for Correctional Officers. 50% 45% 40% 35% t 30% C 0 "E. 25% a., a, cc 20% 15% 10% 5% 0% A.. 4%* k. Oct ISSt U t k BOP • • Positions ! w/ Largest Retention • % Range (FY17-FY21) • 39 I I 1 • • • ..t. C. .„.k. Cs ot kt. AE. . S. st., k- se & 2" 3. c, V POD W 0 (-) 0 W 044 14. POD C.• Q. Nt. 4 jz A o 4, t (. (... q. ,t% se: ,...§.- .4-• -% S' .4 k -i-f ( GI 2.4 2 V 4t" (,) 4;7 C' 4> A ct- 0 O. e .3* 2 2' .2 0 0 000 C.; 42 0 0 1/4 0 4. -P. 4 (40(.7 A. 1 I € *Please note that as of Summer 2021, Chief Dental 0 t BOP Position Officers no longer receive incentives due to Title Key Findings Retention incentives vary within BOP positions • Assistant Food Service Administrators retention incentives have the largest retention incentive variance 124 retention incentives given to Food Service Administrators ranged from 1% to 32%, but most were between 5-15% • Most Correctional Officers who receive retention incentives are awarded between 10-15% of their salary 674 Correctional Officers were awarded retention incentives from FY17-FY21 Connection For your awareness, retention incentives vary for the same position across institutions, but they also vary for the same position at the same institution. 29 EFTA00141361 Connection: Retention Incentives Vary Within Institutions Retention incentives can vary for the same position, even within the same institution. Associate Warden at FCI Jesup 30% 25% 20% 15% 10% 5% 0% Drug Abuse Prog Registered Nurse at Coord. At Memphis FCI FCI Tucson 1 ae/ Minimum Maximum Minimum Maximum Minimum Maximum Incentive Incentive Incentive Incentive Incentive Incentive *The Associate Warden at FCI Jesup was only temporarily assigned and was soon thereafter appointed to Chief Psychologist Key Findings Retention incentives can vary up to almost 20% for the same position for the same institution • Variation in retention incentives indicates that BOP may benefit from incentive policy standardization Although most positions at each institution have similar retention incentives, there still exists variation for the same position at the same institution. Without clear guidance on why such variation exists, it is recommended that the bureau further investigate why this is the case. • Ranges were observed across all disciplines within various institutions There are nearly 60 positions at BOP that have a range of retention incentives for the same position at the same institution EFTA00141362 Case Study: North Central Region (NCR) Psychology Services The North Central Region recently evaluated its own incentive structure for positions in its Psychology Services division. NCR created a transparent, standardized retention incentive scheme to better retain staff that may offer a path forward for the rest of BOP. $168K Amount of money saved applying model to current staff Challenge NCR psychologists eligible for incentive award after licensure Incentives at BOP have been distributed at the Warden's discretion and as a result, has caused a lack of standardization of retention incentives across BOP. The Psychology Services Administrator for the North Central Region (NCR) was tasked with analyzing the incentive structure for the entire region. The evaluation found that the current incentives model resulted in a wide range of incentive payments offered for similar positions across the region. $1.13M Estimated costs for NCR psychology services applied to current staff Solution The goal of this model is to create a system of retention that retains highly qualified staff and motivates entry level staff to gain the knowledge, skills, and abilities to promote into positions of increasing levels of difficulty and responsibility in the agency. The model applies retention incentives through a standardized and transparent incentive scheme for all staff. The model relies on both specific "institutional factors" and specific individual factors (location, difficulty filling positions, security level, level of specialization, department head) to determine incentive amount. It also requires that staff be licensed to receive an incentive. Impact Anecdotally, some retention incentive recipients reported that they will delay their retirement as a result of the new incentive structure. Although the number of staff receiving incentives increased from 66 to 132 out of 137 staff, the new structure saves $168K. Additionally, it also promotes psychology licensure by requiring licenses to be eligible to receive a retention incentive. EFTA00141363 Appendix EFTA00141364 Summary of Analysis & Findings Below is summary of all findings informed by the analysis conducted. OVERTIME AUGMENTATION INCENTIVES • Overtime usage (hours) has increased significantly from 2017 to 2020 • In 2019, standard custody surpassed outside hospital by 37% for the reasons for working overtime • It cannot be concluded that incidents, are a direct affect of overtime • Institutions with increased usage of overtime could be an indicator of increased sick and AWOL leave usage 00 • The 2021 average augmentation usage is approximately 86% higher from the 2017 average • Incidents are not associated with augmentation hours • Sick and AWOL leave usage is not associated with augmentation hours • Vacancies are not directly associated with augmentation hours Recruitment Relocation Retention • GS-5/6 Correctional Officers receive the most recruitment incentives • Lieutenants received $2.4M more in relocation incentives than the next position from FY17- FY21 • 85% of incentive payments are focused on retention incentives 'Inmate incident data is a consolidated report of allegations, verified assaults, and minor incidents for inmate•on•inmate and inmate-on-staff incidents. 34 EFTA00141365 Summary of Incentives BOP has increased spending for all types of incentives since FY17. 70% 60% SO% 2 40% 46 30% 20% 10% 0% MXR % of BOP Staff Receiving Incentives by Region I NCR mmffil Hi NER KR KR %RR Region ■ 2017 ■ 2018 ■ 2019 ■ 2020 ■ 2021 C O 3 Sum of Incentive $20 $18 $16 $14 $12 $10 $8 $6 S4 $2 S. Incentive Money Spent Across BOP Regions 'Aka • 2017 • 2018 • 2019 ■ 2020 ■ 2021 Key Findings Incentive spending has grown over time since 2017 • The western region gives out more retention incentives than other regions More staff in the Western region receive more incentives, however, the middle Atlantic region spends the most on average ($11.25K) per staff since 2017 • BOP staff have increasingly been awarded incentives From FY17-FY21, more and more BOP staff have been given some form of staffing incentives across all regions • BOP has steadily increased incentive payments since FY17 From FY17-FY21, total spending across all incentives has more than doubled from $21M to $51M MXR NCR NER SCR SER WXR 35 EFTA00141366 Recruitment Incentive Usage-Findings and Insights Recruitment incentives are used to attract new staff for employment with BOP. 8% 7% 6% 5% 4% e. 3% 2% 1% 0% % of BOP Staff on Recruitment Incentives MXR SER WXR NCR NER SCR • 2017 • 2018 • 2019 • 2020 • 2021 Sum of Incentive €54.0 2 $3.5 $3.0 $2.5 $2.0 $1.5 $1.0 $0.5 Hill Ell ..III ...I. ...I S. .3. ,■ .. c. er .s ,,,,,, ,..., e t ■ 2017 • 2018 • 2019 __... - _. a —in ■ 2020 ...,c± et. .44 • 2021 _,., ,,, ....- ' 4 .. e C . . ▪ 4. e Nit cr e S . o e C q. \P , S i I S, .C. . .1/4> s 40? 4e i's> c° S • 0 PP cT Key Findings Recruitment spending has increased and has primarily targeted entry level Correctional Officers • BOP has steadily increased recruitment incentive payments since FY17 More incoming staff have received recruitment incentive payments from FY17-FY21. Total spending for recruitment incentives has increased from $980K in FY17 to $6.9M in FY21 • BOP staff have increasingly been awarded recruitment incentives From FY17-FY21, more and more BOP staff have been given some form of staffing incentives across all regions • GS-5/6 Correctional Officers receive the most recruitment incentives New Correctional Officers have seen the sharpest increase in recruitment incentives with incentive payments totaling $9M 36 EFTA00141367 Relocation Incentive Usage-Findings and Insights Relocation incentives offer compensation to existing staff who are encouraged to relocate to other BOP institutions. 1% 0% - - MXR % of BOP Staff on Relocation Incentives NCR NER SCR SER WXR • 2017 ■ 2018 s 2019 is 2020 ■ 2021 Sum of Incentive $1.0 $0.8 $0.6 $0.4 $0.2 5- Top 10 Positions w/ Greatest Relocation Incentive Sum _I... _I-I HUI.WI DRUG ABUSE POULTICE PACT COURD MGR El .1 _ dl .1.a_ CH POOR SR DI FCER SWART SPECIALIST CHAPLAIN (CORRECTIONS GSOT HLTH SRVCS SRI:ROLA FACIL MGR *MAR (CORRECT= GS DT TIM UNIT MGR • 2017 • 2018 • 2019 s 2020 • 2021 Key Findings Relocation incentives* are rarely used and focus on Lieutenants • The number of BOP staff receiving relocation incentives has remained relatively low BOP seldomly uses relocation incentives to attract new Correctional Officers or other non-custody staff • Lieutenants receive the lion share of relocation incentives Lieutenants received $2.4M more in relocation incentives than the next position from FY17-FY21 *Relocation incentives are separate from relocation reimbursement. A relocation incentive is compensation offered in addition to relocation reimbursement This analysis did not examine relocation reimbursements. 37 EFTA00141368 Deloitte. Current State Assessment of Staffing Data, Processes, and Calculations F Bureau of Prisons Human Resources Management Division March 2022 1 EFTA00141369 Table of Contents Executive Summary 4 Background Information 5 Project Background 5 Corrections Landscape 6 BOP Values 7 Methodology 7 Field Research Design 7 Focus Group Design 8 Field Research Analysis 9 Field Research Assumptions 10 Data Analysis Methodology 10 Data Limitations 11 Hire: Acquire BOP Staff 12 Introduction to the Hiring Process 12 Promotions and Succession Planning 14 Strengths of Current Hiring and Succession Planning 1S Scope of Challenges and Associated Risks of Current Hiring and Succession Planning 16 Train: Acclimate BOP Staff 18 Introduction to Correctional (ICT) Training 18 BOP Mentorship Program Error! Bookmark not defined. Strengths of Current Acclimation Programs 19 Scope of Challenges and Associated Risk of Current Acclimation Programs 19 Manage: Allocation of BOP Staff 21 Key Metrics of Current Staff 21 History of BOP's Current Staffing Formula 21 Strengths of Staffing Formula 22 Risks of Staffing Formula 22 Staffing Guidelines for CPD, HSD, and RSD 23 Risks and Challenges for Staffing Guidelines 26 Rosters and Scheduling at BOP 27 Union Considerations 28 Strengths of Scheduling 28 2 EFTA00141370 Risks and Challenges of Scheduling 28 Overtime and Augmentation Usage 29 Retain: Minimize Staff Attrition 32 Retention Incentives 32 Exit Survey Data 32 Strengths of Retention 33 Risks and Challenges of Retention 33 Recommendations 37 Recommendations Overview 37 Recommendation #1: Develop Automated Staffing Tool to Establish a Reliable Source for Determining Staffing Levels 37 Recommendation #2: Invest in Workforce Planning Capabilities to Improve Succession Planning 39 Recommendation #3: Conduct Cost Benefit Analysis of 8-Hour vs. 12-Hour Shifts to Optimize Staff Allocation 40 Other Recommendations 41 Conclusion 42 Appendix 42 Appendix A: Field Research Themes 42 Appendix B: Focus Group Questions 42 Appendix C: Competitive Job Landscape 43 Appendix D: Key Definitions 45 Appendix E: Time-On-Post (TOP) Formula 46 Appendix F: Document Review 47 3 EFTA00141371 Executive Summary Since July 2021, the Deloitte team has conducted nine focus groups at five institutions (FDC Philadelphia, FCC Allenwood, FCI Edgefield, FCC Butner, and FCI Three Rivers) and 30 interviews with Executive Staff, resulting in over 750 datapoints across five regions (North Central, South Central, Southeast, Mid-Atlantic, and Northeast). Findings from the field research, in conjunction with additional data analysis and stakeholder engagement, helped formulate and solidify recommendations to address the Bureau of Prisons (BOP)'s most pressing staffing challenges. Tasked with both protecting society by confining inmates in a humane and secure way, and with assisting offenders to become law-abiding citizens, BOP has a vital mission. The ability of the Bureau to achieve its mission is predicated upon attracting and retaining employees with interpersonal skills, empathy, and the ability to operate successfully in a corrections environment. Data was collected and synthesized to be relevant to, and reflective of, BOP's vision for providing the most efficient, safe, and humane correctional services and programs in America. This report uncovers several key challenges the Bureau faces today: • Current hiring practices are falling behind projected retirements • Current recruitment strategies make it difficult to hire clinical and mental health professionals (e.g., MDs, MLPs, psychologists, RNs)' • ICT training needs continued investment and accountability to provide the exposure and practice needed for staff to feel ready their first day on the job • The supplemental onboarding programs appear to be inconsistently executed • BOP's staffing formula requires additional scheduling variables (e.g., accrued personal time off, military deployments, or expanded training requirements) to properly estimate staffing needs and maximize its ability to allocate resources across its 122 federal institutions • Overtime and augmentation has increased over the years, but a deeper quantitative analysis is required to understand associated risks • Current staffing guidelines are developed for each discipline independently rather than using a standard process across the Bureau • More shift transitions are required using the standard 8-hour shift schedule, which may result in increased mandatory OT and a reduction of days off for staff • BOP's compensation and retention incentives require additional analysis to understand effectiveness compared to market standards • Negative media has affected officers' sense of pride, both internally and externally Prioritized recommendations below and highlighted throughout this report aim to mitigate these challenges: • Develop an Automated Staffing Tool to establish a reliable source for determining staffing levels • Invest in workforce planning capabilities to improve succession planning • Conduct cost benefit analysis of 8-Hour vs. 12-hour shifts to optimize staff allocation Hard-to-fill positions can vary by position and location. For example, one BOP institution may strive to fill medical positions while another institution located in a rural area finds it more difficult to hire Correctional Officers. 4 EFTA00141372 The visual below illustrates an overview of the current state assemement of the staffing lifecyle at BOP. Staffing at BOP Mission Needs Appropriate staffing ratios ro ensure safety and security of staff and Inmates Sufficient hiring processes to identify and retain Correctional Officers long- term Effective resource management. staff allocution and standardized processes institutions adequately staffed sth a skilled workforce to fulfill their unique missions Identified Challenges Across the Employee Lifecycle • Current hiringpractices are falling behind projected retirements • Current recruitment strategies make it difficult to hire specialized roles • Negative media ha: affected officers' sense of pride • Naad to measure effectiveness a retention incentive.. and market competitiveness • Limited exposure and practice at tramings • mentors* program appears inconsbtently executed • &Maur shift schedule requires additional shift changes Ina 2A-hour staffing environment • Staffing formula does not account ai dynamic factors Proposed solutions Develop an Automated Staffing Tool to establish a reliable source far determining staffing leech Invest in woaforce planning capabilities to proacnwly forecast retirements, promotions. and staff aim Conduct a cost-benefit analysis of &hour vs. 12. hour shifts to optimize staff allocation Conduct bather wage and 65-Level analysis to benchmooi compensation Ex .ected Outcomes 1 Improved processes at 8Oe that address current staff and constraints 0 Decreased level of vacancies and reduced dine to hire Igt'e arsine LmlotAvnInTWOnWerte(0. turtling.* -,,Moduling to effectively allocate Correctional • ',nesse* obtain and main quality staff Background Information Project Background The Bureau of Prisons has faced significant challenges related to staffing, recruiting, and retaining employees, which has impacted the employee experience. The COVID-19 pandemic further exacerbated these challenges as facilities became a focal point of the public health crisis. In response to staffing issues and a declining employee experience, the Government Accountability Office (GAO) published a report in February 2021 outlining shortfalls across the 122 federal correctional institutions titled, Opportunities Exist to Better Analyze Staffing Data and Improve Employee Wellness Programs. Following the release of the report and to respond to its findings, BOP hired Deloitte/NTT Data team, which will be referred to as the 'Deloitte team', as an objective third-party to examine and recommend solutions to the Bureau's challenges. Since July 2021, the Deloitte team has evaluated BOP's staffing challenges, employee experience, and staff safety and support offerings to develop this Current State Assessment, with the goal of improving staffing processes, job satisfaction and retention. The team addressed six of the seven GAO recommendations, utilizing the following three to specifically shape our focus group design:2 • (GAO Recommendation 1) The Director of BOP should develop and implement a reliable method, or 2 United States Government Accountability Report No. GAO-21-123. 2021. 5 EFTA00141373 amend existing methods, for calculating staffing levels at BOP institutions. • (GAO Recommendation 2) The Director of BOP should develop and implement a plan for analyzing data to help identify and address the causes and potential impacts of staffing challenges on staff and inmates. • (GAO Recommendation 6) The Director of BOP should develop and implement a method to routinely collect and evaluate employee feedback on its Employee Assistance Program such as leveraging existing tools or creating new ones, as applicable. As of January 2022, the Deloitte team completed an assessment of BOP's current workforce landscape through intensive research including interviews with BOP leadership, institution site visits, and focus groups with BOP staff. Data collected was used to develop recommendations in alignment with BOP's mission and core values. Corrections Landscape Almost 2 million individuals in the United States are incarcerated, 153,000 of which fall into the Bureau of Prisons' population.' Despite the decline in inmate population from its 2013 peak of 220,000,4 inadequate staffing levels continue to produce a strain on staff and inmates. Due to its critical mission and complex operating environment, Correctional Officers require interpersonal skills and ability to be successful in a correctional environment; however, an ongoing challenge for federal institutions has been recruiting and retaining these employees. As of May 2021, nearly one-third of federal Correctional Officer positions were vacant across the United States.' Various factors can curb potential hires from entering or remaining in the workforce: work with dangerous individuals leading to risk of injury, both physical and emotional; staff safety and support stressors such as exposure to crisis situations and trauma; a negative public perception of the work; and mandatory overtime and augmentation. The high rates of turnover—whether from burnout, retirement, or local job competition— often leads to a less safe environment for officers and inmates and, in turn, can create a cycle of forcing institutions to implement mandatory overtime and augmentation to ensure critical needs are met. To address these challenges, the Bureau announced a National Hiring Initiative in February 2021 to search for qualified external candidates with diverse skills and experiences, even after hiring 3,800 staff in 2020. 6'7 In April 2021, Director Carvajal testified before the Senate Judiciary Committee about these efforts, adding that a 5% retention incentive was offered to staff eligible to retire in 2019 in hopes that they would continue working at BOP, The Bureau has also advocated for closing older facilities and reallocating their staff—following best practices from state prisons such as South Carolina which closed six prisons and saved $491 million in averted spending and reduced operating costs — and are considering closings elsewhere. Along with increased public scrutiny and rapidly evolving mission mandates, the operating environment of the Bureau is very complex. 9 Today's staffing crisis is affecting more than just federal corrections; the strain of understaffing has been felt across state level institutions and other industries as well. The COVID-19 pandemic has triggered a "Great a Federal Bureau of Prisons: Population Statistics. https://www.bop.gov/about/statistics/population_statistics.jsp. °Federal Bureau of Prisons: Past Inmate Population Totals. https://www.bop.gov/about/statistics/population_statistics.jspgold_pops. s Cooks, Nurses Guard Inmates with US Prisons down 6K Officers. https://appnews.com/ankle/business-health-coronavirus-pandemk-prisons-government-and- politics-8811t926b1901336310581c28d826916. °Federal Bureau of Prisons: National Hiring Initiative. https://www.bop.gov/resources/news/pdfs/20210210_press_release_hiring.pdf. 'Federal Bureau of Prisons: BOP Hiring Frenzy. https://www.bop.gov/resources/news/20210210_hiring_frenzy.jsp. a Federal Bureau of Prisons: Statement. https://www.bop.gov/resources/news/pdfs/statement_2021041S.pdf. 9 The Pew Trusts: Data Trends- South Carolina criminal justice reform. https://www.pewtrusts.orgfen/research-and-a nalysis/fact-sheets/2017/09/data-trends- south-carolina-criminal-justice-reform. 6 EFTA00141374 Reassessment" of work in America—people are reassessing what they want to do and how they want to work. 10.11 Particularly in a strong labor market, it is imperative that BOP understands how organizations are competing to recruit and retain employees. BOP Values BOP's core values, mission, and vision were used to frame recommendations in this report to support the long- term staff safety and support of the BOP workforce12: Mission: It is the mission of the Federal Bureau of Prisons to protect society by confining offenders in the controlled environments of prisons and community-based facilities that are safe, humane, cost-efficient, and appropriately secure, and that provide work and other self-improvement opportunities to assist offenders in becoming law-abiding citizens. Vision: The Federal Bureau of Prisons, judged by any standard, is widely and consistently regarded as a model of outstanding public administration, and as the best value provider of efficient, safe, and humane correctional services and programs in America. Core Values: • Courage, we forge new paths, challenging the status quo, and make difficult decisions to rise above adversity. • Respect, we embrace diversity and recognize the value and dignity of staff, inmates, and the general public. • Integrity, we demonstrate uncompromising ethical conduct in all our actions. • Correctional Excellence, we are correctional workers first, committed to the highest level of performance. Recommendations outlined in this Current State Assessment focus on tangible actions for BOP staff and reflect BOP's vision for providing the most efficient, safe, and humane correctional services and programs in America. Methodology A combination of qualitative and quantitative data was used to support findings. The data analysis conducted for this report was based on the data made available to the Deloitte team. Field Research Design The team conducted five site visits comprised of nine focus groups as well as 30 interviews with leaders across BOP. Interviewees were selected based on gender, location, and position to provide a diverse representation of BOP staff.13Additionally, with the advice of Central Office and the National Union, questions covered topics most applicable to the GAO recommendations: staffing, leadership, recruiting, retention, employee experience, Employee Assistance Program, Crisis Support Team, mental health, wellness, and staff crisis prevention and response. The interview questions were tailored based on the participant's division and leadership title.14.15 " The Washington Post: Why America has 8.4 million unemployed when there are 10 million job openings. https://www.washingtonpost.comfbusiness/2021/09/04/ten-million-job-openings-labor-shortage/. n The Washington Post: It's not a 'labor shortage.' It's a great reassessment of work in America. https://vAvw.washingtonpost.comfbusiness/2021/05/07/jobs- report-la bor-shortage-a nalysis/. 12 Federal Bureau of Prisons:About Our Agency. https://www.bop.goviaboutiagency/agencypillars.jsp "All interviews were with a Leadership member (see Leadership in "Definitions" section for a more accurate description). "The interview topics depended on the interviewee's position. For example, a CST Leader's questions would focus predominantly on CST, but every CST Leader received the same standardized questions. I, Each interview lasted roughly 60 minutes. The ten virtual interviews were conducted either over the phone, over Zoom, or through Microsoft Teams. 7 EFTA00141375 The interviews were structured around previously mentioned topics and utilized open-ended questions to allow interviewees to provide sufficient details on each topic and adequately capture perspectives. Interview responses were documented verbatim and grouped according to similar themes (Appendix A). Additionally, responses were anonymously itemized and did not include any identifying information, to protect interviewee data. Key takeaways from the interviews were placed by theme into a quantitative research database (Figure 1) to assess data from interviews and institution visits.16 The database was organized by the following: Interview Number, Date, Office, Position, Comment, Theme, Sub-theme, and Categorized Responses and were used to add a deeper level of understanding during the analysis of responses. 17 Furthermore, a categorized response was used to label and sort responses. For example, if a comment notes that, "Career advancement relies upon movement between institutions," then the categorized response would be "relocate for career." Using this framework of grouping together alike sentiments created a practical analysis that quantifies categorized responses, themes, and sub- themes, which led to clear and concise insights. alSin coo° Ova tea fl ea Ea. SSA Can , YO Wan* laaa labga Yap mat iamb* alas asap Figure 1: Quantitative research database used by the team to analyze interview responses. Focus Group Design Focus group participants were identified based on gender, position, and tenure with the Bureau to gain a diverse group of attendees.18 All participants volunteered their time to partake in the focus group. Additionally, with the approval of HRMD and the National Union, an agenda of activities and questions was developed (Appendix B) to prompt BOP staff members to speak openly and honestly about their employee experience related to staffing, well-being, leadership, and culture. The same questions were used for every focus group to ensure questions were standardized and insights were clear and accurate.19 The team conducting the interviews consisted of two facilitators and two notetakers. Participants were asked to keep focus group conversations confidential and were notified that all responses would remain anonymous. Facilitators worked together to make sure that all responses were recorded correctly?' The team analyzed the focus groups using a method similar to the interview data analysis (Focus Group Number, Date, Office, Position, Comment, Theme, Sub-theme, and Categorized Responses). The team standardized the focus group questions across institutions and tagged the question with the response, which allowed for an accurate cross-sectional 16 The team made the research database through Microsoft Excel. The team analyzed the data by using the pivot table function. "The model is for internal third-party use only, therefore none of the information within the database will be attributed to a specific individual. Additionally, themes and sub-themes are explained within "Definitions." "The focus groups consisted of only Bureau of Prisons' staff members and supervisors. The team did not allow high level institutional leaders (such as the Captain and Lieutenant) to participate in the focus groups. " Each focus group lasted roughly 90 minutes. Some focus group questions changed over time, dependent on additional information learned during prior institutions. 2° Notetakers cross checked each other's notes before implementation into the research database. 8 EFTA00141376 analysis of data covering all focus groups (Figure 2).21 For this report it is important to note that focus group participants did not answer every question and sometimes had more than one response per question. For example, the question, "What do you love about working at the Bureau of Prisons," resulted in 222 total responses from 90 focus group participants. Therefore, the focus group responses are not mutually exclusive. For example, during the question, "What are the bugs of the job," 40 participants mentioned "training" or "training needs improvement" as a "bug." This does not mean that 50 out of the 90 participants believe the opposite is true. Just like the interviews, focus groups were a free-flowing conversation meant to lead to insights and uncover underlying root causes. The data can be sorted by any focus group question to find trends through the themes, sub-themes, and categorized responses. Additionally, the 'quantity' was labelled within the database, reflecting the number of focus group participants that agreed on a response. The database is a conglomerate of all the different themed responses from every stage of field research. This research database was used to gain collective insights across institutions to inform recommendations to BOP. 110=-CZMI • C=LZ:MI = • C== 1 a la • •r -414.• ten &W. c..4s erns San was, dia.. 0 , SIM ••••• see. .4,••••• (ce 0,1 WV. •4••••• tips Yere. Sen. diarwan. •••••••••• Figure 2: Quantitative research database used by the team to analyze focus group responses. Field Research Analysis After inputting the focus group and interview responses into the research database, a cross-sectional analysis was applied that proved to be beneficial during the research process. For example, instead of looking at responses as a whole, the interview data could be used to segment out and compare responses from Wardens to responses from Lieutenants. Moreover, the same logic could be used for focus group data; responses were compared across different institutions and regions nationwide. This comparison technique uncovered the major themes identified within the field research and underlying root causes for BOP to address. The team used Carl Jung's word association test which is based on the idea that asking for one-word responses from participants can reveal subconscious ideas.22 One-word associations were used during focus groups and participants were asked, "What is the first word you think of when you hear EAP?' Responses were sorted by labelling each either positive or negative. A positive response exemplifies a sentiment that views EAP as a beneficial program, while a negative response is a sentiment that criticizes EAP. Additionally, "I don't know" responses were categorized as a negative since it represented unawareness of the program. Using this technique to classify responses, in conjunction with additional data points, provided clear insights into the awareness and perception of EAP at BOP. " The team reflected changes made with focus group questions into the research database. "Cad Jung's Word Association Test. https://exploringyourmind.comicari-jung-word-association-test/. 9 EFTA00141377 Once the themes, sub-themes, and categorized responses were finalized, outside sources were used to aid in problem solving and ensure best practiced were utilized. Subject matter experts in mental health within law enforcement agencies were brought in to discuss both staffing and EAP related issues. In addition, organizations with similar problems were researched to identify what worked and what did not work in these similar circumstances. Connecting both quantitative and qualitative data, recommendations—supported by key insights—were compiled to address BOP's needs.23 Field Research Assumptions Findings of the field research consider several assumptions outlined below: 1. The participants responded to all questions asked with honesty and to the best of their knowledge. 2. The institutions visited were representative of Bureau of Prisons as a whole, even though five out of 122 institutions and five out of six regions were visited. 3. The participants for virtual interviews selected were representative of their discipline or department. 4. The focus group participants selected consisted of a representative sampling amongst the majority of disciplines. 5. COVID-19 had a large impact from the beginning of the pandemic (March 2019) to present day. 6. While the team used a consistent approach across all divisions, disciplines, regions, and locations, categorizing data into themes involves a level of subjectivity. Data Analysis Methodology In addition to the field research, the team collected a combination of qualitative and quantitative data to provide a holistic analysis. The data analysis conducted for this report was reliant on the availability of BOP's data. Data that was provided included: • Retention incentives • Recruitment incentives • Relocation incentives • Overtime and augmentation hours • Leave hours • Eligible and mandatory retirements • Exit survey results • Current staffing levels The documents reviewed included Staffing Guidelines for CPD, HSD, and RSD to better understand current staffing at BOP. Additionally, the team reviewed BOP's Human Capital Plan to understand how they plan for critical and future staffing needs? The analyses were primarily focused on institutional staff rather than Central and Regional staff members, given the scope of this report. The team conducted analyses using both external and internal data. The analysis of external data included using publicly available data from Bureau of Labor Statistics (BLS) and OPM's Fedscope tool to compare entry level n It is important to note, the team did not quantify all themes found within the field research. The team used some of the themes for qualitative purposes, such as using impactful quotes and unpacking specific sentiments. 2. BOP Human Capital Operating Plan_FY21_Q4 10-2021 - BOP Internal Document. 2021. 10 EFTA00141378 Correctional Officer wages. To depict the high-level overview of the current BOP workforce, the team analyzed staffing level data from 2021, calculating the representation of Correctional Officers in BOP's workforce. To understand overtime and augmentation hours recorded by BOP, the team took the total overtime and augmentation hours and divided this number by the total staff, resulting in the average overtime and augmentation hours per staff member. This process was then replicated, and trends were tracked for the past 5 years—which showed an increase over time. Data for staff incentives were similarly trended for the past 5 years by depicting the number of retention incentives offered to staff, broken out by region. Additionally, the team identified the top 10 positions receiving incentives. The retirement analysis was created based the current workforce's retirement data to project the number of staff that will be eligible to retire and reach a mandatory retirement age in 5 years. To assess leave, usage hours were broken out by type of leave. Many of the analyses used 5-years' worth of data to get a more accurate trend while accounting for external variables such as COVID- 19. Data Limitations Due to limitations of availability of certain data elements, the team made several assumptions during the data analysis process. Given the limited non-public data available at the time of this report, GS 6 (the GS scale is the predominant pay scale within U.S. civil service) was assumed as the entry level BOP Correctional Officer. OPM's Fedscope tool enables a comparison of publicly available wages, but it does not offer state and federal Correctional Officers salary data below GS 6. Additionally, for the wage analysis, federal Correctional Officers were assumed to be BOP Correctional Officers. For the exit survey data, the team assumed the reasons for staff resignations were representative of BOP staff as a whole. When analyzing the incentives data, positions deemed similar were grouped together and based on the team's understanding of job titles. 11 EFTA00141379 Hire: Acquire BOP Staff Introduction to the Hiring Process The first interaction that a new employee has with the Bureau is through the recruitment and hiring process. BOP is working to address the first goal in its HC Operating Plan—to replenish talent pipeline for mission critical occupations—through a new national marketing campaign.n The Bureau's current workforce is rapidly approaching retirement—which makes it even more critical to refill the talent pipeline now than ever before. The Bureau faces the following challenges related to hiring staff: • Current hiring practices are falling behind projected retirements • Current recruitment strategies make it difficult to hire clinical and mental health professionals (e.g., MDs, MLPs, psychologists, RNs)26 Like many other agencies, hiring at BOP follows federal government-wide personnel "They are management laws. External candidates that are hired into the Bureau as Correctional promoting staff, Officers enjoy a steady career progression where they can be hired at any level from GS 5 to but they do not GS 7 depending on a candidate's experience. Hiring candidates at GS 5 allows BOP to pull have the staff to from a broader and more diverse pool of eligible candidates. The typical GS 5 hire has 3 backfill years of managerial or supervisory experience or holds a bachelor's degree. However, over positions." - the last two years during the COVID-19 pandemic, BOP has more commonly hired at the GS Focus Group 7 level. One Warden stated that it is not uncommon to hire a Correctional Officer at the GS Participant 5 level and have them apply for the GS 6 level within the year. Candidates at the GS 6 or 7 — level must have specialized experience. For example, specialized experience at the GS 6 level would include working as a police officer, while specialized experience at the GS 7 level would include experience time in the correctional field. Candidates can also substitute years of experience with a master's degree in a related field of study. BOP is required by law and the federal hiring process known as competitive examining to notify the public about job vacancies; screen applications against minimum qualification standards; apply selection priorities such as veterans' preference; and assess applicants' relative competencies or knowledge, skills, and abilities against job- related criteria to identify the most qualified applicants.21 BOP uses USAJOBS.gov as its primary site to post jobs, but also utilizes other recruitment platforms such as recruitmilitary.com and indeed.com. BOP is required by the Office of Personnel Management to hire new employees within 80 days. According to the GAO report in February 2021, "BOP's time-to-hire has ranged from an overage of 82 days (in fiscal year 2016) to an overage of 96 days (in fiscal year 2017) from fiscal years 2015 through 2020. In fiscal year 2020, BOP's overage time-to-hire was 91 cloys."28 The hiring process involves a variety of stakeholders and many checks and balances (Figure 3). Employees familiar with the hiring process have attributed delays to a number of items including a lengthy background check/e-QIP process, required medical screenings, and credit check complications. 74 BOP Human Capital Operating Plan_FY21_Q4 10-2021 - BOP Internal Document. 2021. Hard-to-fill positions can vary by position and location. For example, one BOP institution may strive to fill medical positions while another institution located in a rural area finds it more difficult to hire Correctional Officers. "Office of Personnel Management. https://www.opm.gov/policy.data-oversight/hiring-information/competitive-hiring/KompetitveExamining. n United States Government Accountability Report No. GAO-21-123.2021. 12 EFTA00141380 A Vacancy at institutton Local HR klentilln need to RI vacancy Is the Regional Director the selecting official for this position (e.g., UNICOR Department Head, Case Management Coordinator, Genera' Foreman)? Regional HR Send Vacancy Posting Materials c 3 Days < 15 Days 7o-:s to vacancy on USAJOBS Evaluates candidate qualifies 'ons and develops list of qualified andidates 1 Local HR < 20 Days < 5 Days <17 Days Candidates given Core Value Assessment Interview candidates Choose Candidate to hire Perform background check, drug, physical test Onboard new hire Estimate of 87 Days Figure 3: Normal hiring process flow for Institution Staff Under the normal hiring process, the need to fill a vacancy is first identified by the local institution, who submits vacancy posting materials to the Consolidated Staffing Unit (CSU). If the selection official for the position is the Regional Director (e.g., supervisory and managerial-level positions), however, the Regional Office will submit vacancy posting materials to CSU. The Consolidated Staffing Unit will post the job opening on USAJOBS and eventually present a list of qualified candidates to the local Human Resources (HR) staff, who then administer the Core Value Assessment, conduct interviews, and select candidates. The overall timeline can be expeditated for positions that qualify for direct hire authority in accordance with OPM policy whereby "OPM is authorized to permit agencies to use direct hire authority for positions where OPM has determined that there is either a severe shortage of candidates or a critical hiring need for such positions."29 BOP can also submit a written request to OPM for specific positions. 29 United States Government Accountability Report No. GAO-21-123. 2021. 13 EFTA00141381 A Hard.to.fIll Vacancies at Institution Local HR dam mine. need to apply for Direct Flea Authority 0DHA) Subm.1 lustrfication mmo) I Submit, IOS011aitlOn to DOI on OOP's behalf 1 001(02%2On aPINOVOl to Panonnel OirectOrS Offir. 1 consolidated Staffing Unit (HRAIO) notified COCA HR notified J Posts job vacancy on USAION Auttiorded to accept and (*Made, applications under DHA Evaluates Candidate clualifica101nS and determines list of candidates Candidata'. swan Corevalue Assessment Interview Candidates • Choose Candidate to hire Perform oackground check clot& physical LOU [,louts S7 Days c 20Dast <s Days '17 Clays Figure 3.1: Process of obtaining Direct Hire Authority (DHAJ approval and hiring Direct hire authority expedites the typical hiring process associated with the competitive examining hiring process by eliminating competitive rating and ranking procedures and veterans' preference (Figure 3.1). To obtain Direct Hire Authority (DHA) for specific positions, the local institution submits justification for DHA to the Personnel Directors Office within HRMD. The justification is reviewed and submitted to DOJ on behalf of BOP and submitted by DOJ to the Office of Program Management (OPM), who decides on DHA request approvals. If OPM approves the institution's request for DHA, the approval is relayed back to the Personnel Directors Office, who informs the Staffing and Employee Relations (SERS) office within HRMD. Then, SERS notifies CSU and the local HR. As with the normal hiring process, it is at this point that CSU posts the job on USAJOBS. The next step differs from the normal process in that the local institution is now authorized to accept and consider applications, evaluate candidate qualifications, determine a list of candidates to move forward, and complete the pre-employment process. Direct Hire Authority remains for one year from date of approval. As an agency, BOP has applied for direct hire authority twice (October 2019 and March 2020). If BOP is granted DHA, they can exercise that authority for two years. In one instance, OPM decided that there was a lack of sufficient evidence to show a critical hiring need and severe shortage of candidates.3° However, requests for direct hire authority have been granted to specific institutions, such as USP Thomson, which received 25% retention bonuses and direct hire authority for staff in September 2021.31 Promotions and Succession Planning The application and selection process for internal candidates follows the same process as external candidates, with a few exceptions. Merit-based promotions are not required to complete interviews or the pre-hiring questionnaire. Since these positions do fall under the competitive hiring process, a candidate must meet thresholds for time-in-grade and necessary experience, and they must apply to be considered for the position. The application packet that candidates submit includes: their resume; performance evaluation from the last 13 months; performance awards they have received over the last 5 years; and responses to an assessment regarding their skillsets. 30 United states Government Accountability Report No. GA0-21-123. 2021. 11 Thompson Prison employee named AFGE 2021 Oficer of the Year. httos://actimes.cominews/loca Vthomson-oreson-emoloyee-named-afee-2021-officer-of-the- year/article 4154e34a-e6d1-Sf78-9a01-93fc0950f096.html 14 EFTA00141382 BOP provides an opportunity for staff to relocate to develop skills and learn best practices from other institutions. Some focus group participants appreciated that leaders were selected internally. However, others expressed frustration around the perception that promotion was predicated on a willingness to relocate and that the entire hiring process was centralized in Grand Prairie. Forty participants commented on the hiring process, stating it was too slow and that new hires are not prioritized based on quality. According to institution leadership and focus group respondents, relocation is often encouraged to achieve career progression at the supervisory level. Some field research participants noted that the positives of a culture of relocation enabled exposure to different institutions and an ability to share best practices across the Bureau. At institutions that were self-described as "homestead" institutions, participants described transitioning into positions such as teacher or social worker to progress their salary while staying local. In addition, they also cited the Grand Prairie HR specialists' lack of functional knowledge about institutions as prohibiting their ability to qualify for desired positions (i.e., resumes were tossed out if they did not contain specific key words). Unlike other positions, which are posted when they are vacant, promotion to the Associate Warden and Warden positions follows a cyclical pattern. The announcements are posted twice a year and Executive Staff meet quarterly, and as needed, to review Associate Warden and Warden vacancies across the Bureau. Staff generally must serve as an Associate Warden at least twice to be eligible for promotion to Warden. Regional Directors make recommendations for Warden roles, however the BOP Director makes the ultimate selection. Succession planning at BOP to backfill positions is mostly focused on mandatory and confirmed eligible retirements. HRMD provides a report on the number of projected mandatory retirements to each new Assistant Director or Regional Director. Each Regional Office has access to see all eligible and mandatory retirements within their region coordinated by the Consolidated Benefits Unit (CBU), however availability to support individual institutions may vary. In addition, every individual institution has a monthly HR workforce utilization committee meeting to discuss budget, succession planning, and upcoming staff transfers with the Warden. This meeting serves as an important step to backfill positions at the local level. After an employee decides to retire upon becoming eligible for retirement, they are assigned a benefits counselor who walks them through their retirement options. If the staff member makes the decision to retire and submits their completed application for retirement packet, CBU then notifies the local HR office—enabling the institution to begin backfilling the position. When an employee is six months away from their mandatory retirement, CBU sends a notification to both the employee and their institution's HR office. Given that the retirement is mandatory, the HR office can then begin backfilling the position. Strengths of Current Hiring and Succession Planning BOP offers a few unique long-term benefits such as student loan repayment, early retirement as a law enforcement agency, and family benefits (e.g., EAP counseling) that entice employees to remain at BOP after a few years of service.32 Additionally, healthcare for BOP retirees is also transferrable to retirement and covers family members until they reach the age of 26. A few interviewees noted that BOP's 2021 hiring initiative was successful at recruiting some candidates by offering financial waivers to pay off student loans. The National Recruitment Office has, in conjunction with a marketing partner, launched a new marketing campaign to promote a career in correctional services. The new marketing campaign, which began in October 2019, is focused on the overall BOP brand and features targeted ads for Correctional Officers, nurses, and social workers. According to BOP's National Recruitment Office, this marketing campaign has gathered 1,100 clicks on advertisements and nearly 300 applications using Facebook, Linkedln, and Google Search advertisements. In 31The term "early retirement" refers to the eligible retirement age for law enforcement personnel at age SO rather than age 62 for other civil service workers. 15 EFTA00141383 addition to the marketing campaign, the National Recruitment Office has built up its team of recruiters, providing full-time dedicated recruitment support for most positions. BOP has made a concerted effort to focus on recruiting teachers to help fulfill First Step Act requirements around educational programming. Another strength of the hiring process is the Bureau's proprietary Core Value Assessment (CVA). The CVA presents candidates with simulated, stressful security threats they are likely to encounter as a correctional worker. The objective of the assessment is to analyze their cultural fit with BOP by comparing their responses to hypothetical situations with BOP's core values. The CVA is a good attempt by BOP to attract quality candidates to serve as correctional workers. Scope of Challenges and Associated Risks of Current Hiring and Succession Planning Challenge: Current hiring practices are falling behind projected retirements As BOP is a law enforcement agency, most of its workforce is mandated to retire at the age of 57. The looming deadline to replenish its talent pipeline before it experiences a dramatic uptick in retirement (from 291 retirements in 2018 to 762 retirements in 2025 according to Figure 4) presents a hiring risk to BOP. 33 HRMD reports the number of upcoming eligible and mandatory retirements, however, workforce planning documentation at the enterprise-level does not consistently identify plans of action to backfill these predictable separations.34 The prioritization of which positions to backfill first are often based on the individual Warden and Regional Directors' discretion. To address this risk, it is recommended that the Bureau invest in more robust workforce planning capabilities to forecast rates of retirement for eligible employees in addition to mandatory retirements. An ability to better predict critical staffing shortages would enable the Bureau to present evidence- based applications for hiring exemptions or special salary rates to mitigate this threat. Number of BOP Staff Retirements by Year 900 800 700 600 ro 500 15 400 300 200 100 0 2018 2019 2020 2021 2022 2023 2024 2025 • MANDATORY 2 6 53 417 488 602 667 a ELIGIBILE 291 158 182 320 364 236 175 95 - Grand Total 291 160 188 373 781 724 777 762 Year Figure 4: Based on overage BOP retirements of age of 53 and over "BOP Retirement Data CY 2021-2026. HRMD Workforce Systems and Evaluation Section: BOP Workforce Planning Information. 2021. 16 EFTA00141384 Challenge: Current recruitment strategies make it difficult to hire clinical and mental health professionals (e.g., MDs, MLPs, psychologists, RNs)35 The Bureau's ability to hire specialized positions such as MDs, MLPs, psychologists, and RNs is another critical challenge that presents risk to the organization. Sentiments from field research indicated that Wardens may not have the specialized knowledge needed to best evaluate the technical skills of candidates applying for a specialized position. Furthermore, the National Recruitment Office does not currently have a full-time recruiter specifically dedicated to recruiting for medical positions. Subject Matter experts do provide input around the candidate selection process: they support the creation of position descriptions and the crediting plan-which rates the knowledge, skills, and abilities required for each job posting; and are included in panel interviews. However, HR has the primary responsibility of selecting candidates. Field research participants expressed the sentiment that local HR had selected candidates to interview that were unqualified for specialized positions, and excluded candidates known to contain the proper qualifications without explanation. Further involving SMEs during the selection process could be an area of exploration to improve recruitment efforts. The COVID-19 pandemic has further exacerbated the challenge of recruiting for highly sought-after HSD positions such as physicians, nurse practitioners, and physician's assistants. In addition to a national shortage of nurses, BOP is competing against local hospitals that often offer higher salaries and incentives. Individuals who graduate from nursing school may not immediately think of BOP as a viable career option, particularly in comparison to nearby hospitals. "I didn't know BOP was an option when I was in nursing school." — Focus Group Participant Current recruitment strategies at RSD would benefit from increased communication and coordination to ensure that BOP is consistently hiring quality candidates. Recruiters in Grand Prairie could benefit from trainings taught by subject matter experts that focus on how to identify necessary skills for psychologists. Although BOP's new national recruitment initiative has dedicated recruiters for medical personnel, RSD does not have a recruiter in the National Recruitment Office (NRO) that is dedicated to hiring psychologists. RSD psychology internships have also been a successful recruitment tool in the past, with many interns seeking out full time opportunities at BOP post-internship. However, these internships fall short of other similar public sector psychology programs who offer more desirable student loan repayment benefits. Some BOP stakeholders reported that BOP's student loan repayment program is simply not as generous as other similar psychology student loan repayment programs such as the Department of Veterans Affairs debt reduction program. In addition, BOP's program could become more competitive by the offering post-doctoral positions that many candidates are looking for. It is recommended that BOP re-invest in student loan repayment programs that are market-competitive and ensure consistent technical Subject Matter Expert input throughout the entire hiring process. ss Hard-to-fill positions can vary by position and location. For example, one GOP institution may strive to fill medical positions while another institution located in a rural area finds it more difficult to hire Correctional Officers. 17 EFTA00141385 9 Train: Acclimate BOP Staff Introduction to Correctional (ICT) Training After receiving an official offer letter and start date, a new hire's next major milestone is onboarding to BOP. Given the unpredictable, and potentially dangerous environment that institution staff face (regardless of their position), it is imperative that new hires feel ready to work on day one. New Mexico, for example, is one of several states that has proposed starting new training academies to solve their staffing shortages. Between inconsistent training, a struggling staffing rate and low compensation, most new officers leave within three years. 36 BOP Correctional Officer turnover saw an 1% increase from 2019 to 2020, and 17% of new hires across all departments left the Bureau within one year.37 The Bureau faces the following challenges related to staff onboarding: • ICT training needs continued investment and accountability to provide the exposure and practice needed for staff to feel ready their first day on the job • The supplemental onboarding programs appear to be inconsistently executed Introduction to Correctional Techniques (ICT) is a training all new correctional hires are required to complete when joining an institution. ICT is a five-week program for a total of 184 hours of instruction that is taught in two phases. However, day one is often a few months before starting ICT, which could create a challenge for new hires that then feel unprepared. Ideally, all Correctional Officers would complete ICT training before their first shift, but given scheduling constraints, this is not always the case. Phase I of ICT occurs in-person at an officer's assigned institution and focuses on security issues, contraband, emergency situations, ethics, sexual abuse prevention and intervention, worker's compensation limits and other location-specific issues. It also focuses on communication and de-escalation training to minimize assaults on staff or inmates. After new Correctional Officers learn policies in the classroom, they shadow an active Correctional Officer to go through day-to-day activities. Individual institution leadership also has the authority to determine necessary additional training on an individual basis. "Let's get away from 'I figured it out, you can figure it out too.' - Focus Group Participant ICT Phase II is a 17-day training for all disciplines to attend at the BOP Staff Training Academy. The first week is comprised of in-class trainings while the second week is on-the-job trainings (OJT), including working side by side with a seasoned staff member depending on their discipline. This phase has four main components: firearms, self- defense, a written academic test on policies and procedures, and the Physical Abilities Test (PAT). The training covers an array of topics, such as correctional supervision principles, national policy guidelines, interpersonal communication, and diversity and inclusion. The PAT measures an employee's ability to perform essential functions of a correctional worker. Completion of the program is required and must be completed within 120 days of entry-on-duty (EOD) under the discretion of the Staff Training Academy (STA) for continued employment of new law enforcement staff. Supplemental Onboarding Programs Some institutions have implemented onboarding programs to supplement ICT by pairing new staff with someone to mentor them through their initial year and beyond. The mentorship program is also available at all institutions for all Correctional Officers regardless of their tenure (i.e., it is not limited to new hires). In most cases, the level of *Many States Face Dire Shortage of Prison Guards. https://www.pewtrusts.orgientresearch-and-analysis/blogs/stateline/2016/03/01/many-states-face-dire- shortage-of-prison-guards. 37 BOP Exit Survey and Turnover Data. CY 2021-2026. 18 EFTA00141386 S investment in the program appears to vary depending on the level of involvement from the Warden and training department leaders. Each institution has been provided a curriculum for the mentoring program that includes policies and procedures, but the success of the program depends on how effectively the teaching materials are used. Annual Training Requirements After a Correctional Officer's initial training and mentoring, all staff are required to complete 40 hours of training per year, focused on American Correction Association (ACA)-mandated topics and core annual topics determined by a BOP executive. After completing the core annual topics, the remaining training time is determined by the Warden and can be met through a variety of platforms including self-study, meetings, offsite training, experiential training, and/or computer modules. BOP utilizes an online learning management system known as the Bureau Learning University (BLU), to allow staff to complete some training requirements. Annual mandatory staff training includes firearms training, cardiopulmonary resuscitation (CPR) and automated external defibrillator (AED) and Information Security. The Bureau offers additional training for custody staff to grow more specific skillsets, such as a Marksman Observer and Witness Security training at the Staff Training Academy (STA), housed at the Federal Law Enforcement Training Center (FLETC) in Glynco, Georgia. Strengths of Current Acclimation Programs BOP's standardized ICT training results in a consistent introduction to the organization and information sharing for new hires, regardless of their geographic region or position. BOP will soon launch a Bureau-wide Correctional Training Officer (CTO) program. The program will be led by officers at each institution who are selected by the Regional Director and receive training on how to best aid future trainees in improving their skills. Participants in the program will include Correctional Officers that are referred by a supervisor and officers that indicate they would like to improve their correctional skills. In addition to the initial ICT training, some institutions have implemented supplemental onboarding programs such as mentoring for new hires as a best practice. The mentorship program presents an opportunity to supplement onboarding in a safe environment. Scope of Challenges and Associated Risk of Current Acclimation Programs Challenge: ICT training needs continued investment and accountability to provide the exposure and practice needed for staff to feel ready their first day on the job "A three- month person is training a three- week person."— Focus Group Participant Focus group participants indicated that on-the-job, real-time training would position them to be more successful than ICT. Current ICT relies on PowerPoint training, misses opportunities for cross-departmental training, and is often led by less experienced staff. Moreover, COVID-19 restrictions have exacerbated training backlogs, preventing staff from obtaining requisite skills and attending additional training opportunities. The current scheduling process does not account for all training requirements—which creates a risk for instructors being selected based on availability rather than expertise or training capability. Focus group participants recommended adding the role of Field Training Officer, to create a permanent training instructor to facilitate ICT and additional training opportunities across the Bureau. Shortfalls of ICT can lead to staff turnover—exit surveys from 2016 to 2020 show 30% of staff state lack of training as a contributing factor to their decision to separate from BOP. One focus group commented that they would add crisis management training to the current curriculum, while another felt that BOP should offer incentives and invest in staff that are interested in growing professionally. To mitigate this risk, it is recommended that the Bureau consider incorporating all training hours into its scheduling process and evaluate the effectiveness of 19 EFTA00141387 9 current training curriculum, considering innovative techniques to improve Correctional Officers' preparation. BOP would also benefit from investing in external leadership training from OPM or external entities for the middle management positions (e.g., Lieutenants) that draw on industry best practices and support consistent learning across the Bureau. However, it is important to note that, much like other federal agencies, trainings are the first to get cut in funding due to budgetary constraints. Challenge: The supplemental onboarding programs appear to be inconsistently executed While staff will readily admit that the mentorship program is great in theory to supplement onboarding, they quickly cite challenges with how it is currently executed. Primarily, experienced staff who watch over new hires may not even be in the same discipline—limiting their ability to provide guidance and advice specific to the new hire's role. Additionally, due to staffing constraints, some mentors may not be able to participate in the program to the extent needed. It is recommended that BOP assess the impact of the current supplemental onboarding programs and explore how standardization of the programs might drive an improved talent experience for new hires. 20 EFTA00141388 Manage: Allocation of BOP Staff Key Metrics of Current Staff 40,000 35,000 30,000 25,000 N tol ▪2 0,000 tt 15,000 10,000 5,000 Total BOP Staff as of 2021 • Other Staff • Correctional Officers BOP Staff by Region: Correctional Officers V Other (as of 2021) 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 CC CC CC Z Z LLII Region CC CC X • Other Staff • Correctional Officers Figure 5 Total number of staff of SOP os of December 2021 Figure 5.1: As of December 2O21- CO represents Central Office (please see Appendix O1 Following a period of acclimation, a new employee joins the Bureau's workforce of approximately 37,000 staff members.38 Given the large proportion of Correctional Officers to staff in other disciplines (around 15,000 out of 37,000), this section will focus primarily on current staffing processes for Correctional Officers and recommendations to resolve staffing challenges. Additionally, staffing for the Health Services Division (HSD) and Reentry Services Division (RSD) will be examined due to their specialized skillsets and critical mission impact. The Bureau faces the following challenges related to allocation of staff: • BOP's staffing formula requires additional scheduling variables (e.g., accrued personal time off, military deployments, or expanded training requirements) to properly estimate staffing needs and maximize its ability to allocate resources across its 122 federal institutions • Overtime and augmentation has increased over the years, but a deeper quantitative analysis is required to understand associated risks • Current staffing guidelines are developed for each discipline independently rather than using a standard process across the Bureau • More shift transitions are required using the standard 8-hour shift schedule, which may result in increased mandatory OT and a reduction of days off for staff • Manual entry of changes to staff schedules in current roster system increases risk of human error History of BOP's Current Staffing Formula The challenges BOP faces today have developed over a long thirty-year history. Since 1992, BOP has calculated its staffing needs by estimating the number of working days that Correctional Officers should be available to work by subtracting an average number of days for training, sick days, holidays, and annual leave. The formula does not account for Correctional Officers accruing more paid time off over the course of their career or variations in training requirements. In 1992, BOP set the number of available working days for Correctional Officers to be 216 '18federal Bureau of Prisons: About Our Agency. https://www.bop.gov/aboutiagency/. 21 EFTA00141389 days to calculate necessary staffing levels. In 2011, the Correctional Programs Division (CPD) recommended changing the available working days from 216 days to 210 days to better reflect the reality on the ground. However, this change was not implemented until 2016. In 2013 and again in 2016, the Bureau updated guidance to ensure greater safety in housing units at high security facilities: • In 2013, guidelines were updated to include an additional Correctional Officer in the housing unit during late shifts at high security facilities. • In 2016, Congress mandated that a second Correctional Officer is required on all shifts in each housing unit at high security institutions and detention centers. In 2019, the Warden's Advisory Group (WAG) determined that 210 days did not accurately reflect the average number of days correctional services, human resources, and finance personnel were working, and was not a good foundation for calculating staffing needs. In 2020, the Correctional Services Branch (CSB) developed a new system to determine staffing levels by calculating how often a Correctional Officer is physically at their post, but the new system has not been approved. Today, staffing levels are still based on the assumption that Correctional Officers are available 210 days per year. Using this assumption, BOP calculates the required base number of in four steps as indicated below. Additional staff may be added to the calculation according to BOP's staffing guidelines which are described later.39 Below is a step-by-step process for how staffing levels at BOP are calculated today using the 210 number. The entire process is institution-specific. I Sum 2MultIply Sum the total number of 3•day, Muhl* by the number of days S-clay, and 7-day posts each post is manned. The result is the total number of man days. SO (Total Number of 7.day posts) x 364 • 18,200 20 (Total Number of 5-day posts) x 260. 5,200 10 (Total Number of 3-day posts) X 156 • 1,560 3sum sum the total number of man days across each type of posts 18,200 . 5,200 • 1,560 • 24,960 4 DivIde To find the total number of needed positions, dMde the total man days by 210. A remainder of 72 or more is one additional position. 24,960/ 210. 118 positions Figure 6 W Z mr Strengths of Staffing Formula Calculating the required number of Correctional Officers is straightforward with the simple formula above. The single formula has been standardized across the Bureau of Prisons for all Correctional Officers. The standardization of this approach provides a sense of clarity for all institutions to gauge their vacancy levels by finding the difference between authorized positions and their current staffing numbers. Risks of Staffing Formula Challenge: BOP's staffing formula requires additional scheduling variables (e.g., accrued personal time off, military deployments, or expanded training requirements) to properly estimate staffing needs and maximize its ability to allocate resources across its 122 federal institutions "Correctional Services Staffing Solutions PowerPoint - BOP Internal Document. 22 EFTA00141390 The availability of Officers to man their posts fluctuate from year-to-year making it difficult to accurately calculate how many positions an institution will need to remain secure. While the formula does provide an easy, standardized approach to determine staffing levels, it is not agile enough to adjust to an individual institution's needs. For example, the current formula does not account for Correctional Officers accruing more paid time off over their career or variations in training requirements. Field research indicated that institutions could have a low staff vacancy rate, but still struggle to staff while some Correctional Officers are on military deployment. Data analysis illustrates that overtime and augmentation have been increasing over the years and indicate the staffing formula struggles to provide BOP the estimates needed to accurately staff its institutions. "I feel like trainings are scheduled without thinking about staff scheduling." - Focus Group Participant New staffing guidelines were proposed and developed in February 2021. However, implementation of the new guidelines has been postponed until BOP responds and addresses GAO recommendations. The new 2021 staffing guidelines provide a manual formula that Captains can use to calculate maximum number of staff that could be on scheduled leave, but the process is labor intensive and optional. Additionally, the staffing formula cannot respond to emergent staffing requests such as border patrol, riots, or natural disasters and does not account for projected staff turnover or promotions. Therefore, the new formula does not improve estimation of staffing needs or full address BOP's staffing challenges. Staffing Guidelines for CPD, HSD, and RSD Building off the available 210 working days formula to determine the required number of staff, each division in BOP Central Office has developed guidelines on how to best allocate that number in each institution. The guidelines are written independently and provide guidance to Wardens when deciding the composition of their institution's workforce. Institutions are permitted to hire additional positions beyond the staffing guidelines if they submit a waiver to their Regional Office and receive approval. Correctional Programs Division Staffing Guidelines The CPD staffing guidelines use type of post, security level and shift type to determine composition and volume of Full Time Employee (FTE)'s for Correctional Officers. There is a standard structure for staff posts and a supplemental guide which adjusts for an institution's mission, physical layout, and other unique characteristics. The standard scheme includes a variety of positions and teams which include Captain, Lieutenant, Secretary, Correctional Officers and SIS Technician. Additional Correctional Officers may be afforded if an institution has more 7-day posts relative to 3-day posts. Each institution is also afforded supervisory Correctional Systems Officers (CSO) to help manage other officers. In February 2009, the Executive Staff approved a staff-to-inmate ratio of 1:225 for Correctional Systems Officers (CSOs) for stand-alone facilities, to include high, medium, low, minimum, and administrative security levels, regardless of population numbers. This ratio also applies to Care Level 3 and 4 facilities, complexes, medical centers, and those facilities with Residential Drug Abuse Programs (RDAPs). Institutions over 50 years old also require additional facility staff such as electricians, plumbers, and general maintenance to ensure the facility is functional. Correctional Officers comprise 35% of the workforce at Penitentiaries while low security institutions only require 30% of the workforce be Correctional Officers. The CPD guidelines assume that more dangerous inmates require more Correctional Officer attention. 23 EFTA00141391 How many clays does a post need to be staffed? 0 „ %t lop • 7 Days • S Days • 3 Days • I Day • 6 Days • 4 Days • 2 Oaw What Is the pwcentage of total awrectIonal Officer (GSA positions by security lever 0 Security Level • Minimum13M • Medium (12%) • Administrable (3310 • Low (30%) • High 135%) What are the different shifts?" • Mowing Watch (DAY) • Day Watch (DM) • Evening Watch (ENO 0 Shift • Early Watch (A/M) • Late Watch (NM) ComposihanandYdumrof FU% • base level staffing includes a variety of positions and teamsMIMI include Captain. Lieutenant Secretary. Correctional Olken (custody's and StSTechnnien Figure 7 Currently, BOP uses the above guidelines that were approved in 2016. However, CPD developed updated staffing guidelines in 2021 that have not been officially approved. The new guidelines define posts that are deemed critical to all institutions' safety and security and should only be left vacant if there is an emergency or inmate programming is modified to alleviate the staffing need. Differing from the current guidelines, the 2021 guidelines incorporate more variables including physical layout of the institution, in addition to security level, care level, and special institution missions. Additionally, it includes guidance on how to calculate annual leave schedules to help Captains develop their rosters and daily schedules. Captains can use the formula as needed on a weekly or quarterly basis, but calculating the formula is a manual, labor-intensive process rather than automatic. While these new guidelines take a step in the right direction, they still do not account for fluctuating factors such as accrued personal time off, military deployments, or even training requirements. Health Services Division Staffing Guidelines Aside from keeping institutions safe, BOP HSD provides healthcare to inmates. HSD staffing at BOP consists of clinical, administrative, and allied health personnel that are determined by an institution's security level, care level, and the number of inmates that are served. While higher security institutions always require more Correctional Officers, additional nurses are also required for care level 4 inmates who require a higher level of medical care such as oncology services. The type of institution also affects nurse staffing. For example, staffing is determined by admissions, discharges, and population for detention and transfer centers who operate 16 hours per day. Nurse staffing also depends on the number of inmates and whether the population is male or female. Internal BOP data affords female institutions additional health services staff due to higher service utilization rates and more psychosocial and preventive health needs. The standard composition and volume guidelines of FTEs for an institution's ambulatory care is designed to serve 1,500 care-level 2 inmates. For institutions with alternative medical missions, there are 3 supplemental staffing models which require additional staff above the base staffing model. 24 EFTA00141392 Each staffing model is further broken down to the following cntena: What type of institution is it? O Security Level • Camp (12-24 medical service hours)•• • Detention/Transfer Center (16 medical seance hours)•• What is the care level of the institution? • Care levels I. 2, 3.4 • Care Level O Inmate Population Composition and Volume of FIE's • Complex (16-24 medical service hours)•• • Low, Medium, or USP (12.16 medical service hours)•• How many inmates are served? • For detention and transfer centers, staffing is determined by admissions, discharges and population • For all other institutions, staffing is conditional on how many inmates reside there • Staffing is also conditional on whether the inmate population is male or female • Base level staffing includes a variety of positions and teams which include admin, clinical, and social workers 8OPS staffing guidelines for CPD, HSD and RSD are more complex than what is conveyed to Congress •Nine: Some institutions require lidditional tug for undue inasiorn of inpeoaly lase inmate population.. Additionally, some pot-vont ire f owned to b. font,. fed on nliofei Id *clue menu houn se not UNA bout blond, a is the den* that health tonnes is open to pethidine healthcare. Figure 8 Reentry Services Division Staffing Guidelines While HSD is required to provide healthcare to inmates, RSD is required to prepare inmates for reentry to society. RSD staffing guidelines include the psychology department and all other reentry services departments such as education, chaplaincy, and recreation. The Psychology department generally follows the same criteria as HSD to determine its staffing requirements. Base level staffing includes a Drug Abuse Program Coordinator, Drug Abuse Treatment Specialist, MAT Psychologist, and at least one Staff Psychologist, Psychology Services Secretary, or Psychology Services Technician. Outside of these positions, additional staff psychologists are determined by inmate-to-staff ratios that are based on an institution's security level. Outside of psychology, all other departments in RSD use inmate population numbers to determine the required number of staff with additional staff for various incremental increases in inmates. PSYCHOLOGY DEPARTMENT Criteria irclude institution security level, inmate volume, irmate gender and inmate care level BASE LEVEL STAFFING: Slag inOode Chug Alm. Program Coordinator. Dfug Abuse Treatment Specoliz MAT Psychologist at Mau 0(4 stag Peychoitou DtythOlOtyS•IV•COS Secretary of Pitshology Savicti Techncun Additional Staff Psychologists art determined by the lollomre Uff loom/sate rebut Ma High Stones 1:350 use Medium Security. 1:500 use Log Security: IMO use Lunen," Security: 1:700 Female Lana Minmurn Secunty. 1:250 Mak &Female Detention Centers 1:350 SUPPLEMENTAL STAFFING oxnxericoilinaw complexes nave addeonal psychologists for restr eted housing inmates. Higher inmate Ure lugs ago rotetstate acclioona psyCholopus Finage tense institution: ere staffedWith an acl0ttionel intik* venom <offline', PROGRAM AREAS Criteria include security level and inmate volume EDUCATION DEPARTMENT 9 stiff fee the F✓aterel 500 inmate population and I additional staff for every 200 inmates. I additional stall for special need populations. CHAPLAINCY SERVICES stall foe the basolong 500 inmate Population I aciciimmi staff for major med<al tulle's. special programs, or txenta programs. WOMEN AND SPECIAL POPULATIONS Only porrnned for temelfiand :peva, mission irnetutone I additional staff lo• each uncut reedental music" Figure 9 RECREATION MENT 6 scoff for the enemy, 500 inmate population. l additions :,an for everySOO inmate:. <ornifteret satellite program or non tentraged recreation area: REENTRY AFFAIRS I staff for the batelesel 500 inmate population. l additions sun for each facility of a complex or facility Ann any WO volunteer, 25 EFTA00141393 Risks and Challenges for Staffing Guidelines Challenge: Current staffing guidelines are developed for each discipline independently rather than using a standard process across the Bureau The biggest challenge with staffing guidelines for CPD, HSD and RSD is that they are currently created in siloes and do not provide a standard approach to developing staffing requirements across mission critical disciplines. Each institution requires adequate staffing in food services, maintenance, chaplaincy, and other departments to remain operational and in compliance regardless of an institution's inmate population. Initial staffing needs are determined at the Central Office level, but Wardens have the ultimate decision with input from Regional Directors. However, Wardens may have a misunderstanding of how to properly staff for other departments. This may result in an overemphasis of staffing roles in Correctional Services, and underemphasis of staffing roles in other mission critical divisions. The guidelines are also reliant on a different set of metrics than what is conveyed externally, resulting in disjointed messaging. Congress has a bottom-line inmate to staff ratio of 15:1, however staffing at BOP is a lot more complex and nuanced. To function, institutions need plumbers, chaplains, and teachers outside of Correctional Officers regardless of whether there is a single inmate, or an institution is at full capacity. Congress also does not take into account implications of the 2017 hiring freeze into BOP's current staffing challenges. According to GAO, BOP eliminated any positions that were vacant at the time of the hiring freeze, establishing a new maximum of authorized positions they could employ.GO In fiscal year 2018, BOP eliminated 5,100 authorized positions per DOJ's budget office recommendation.01 BOP officials stated that the elimination of these positions in 2018 has had negative long-lasting effects on staffing that is not fully understood by external stakeholders.02 Below is a graphic to describe the complexity of how staffing is measured and communicated, internally and externally. Individual Institutions • Reports overtime and augmerration usage to Regional Offices • Mentef es local recruitment needs • Requests incentives • mks for direchhire authority via justdication memos to HIND • Reports vacancies where RD is selecting official • klana:••• budget • ♦ Regional Office • Uses CPD and HSO's guidelines to provide guidance to local institutions for them to assess the number of staff authorized • Puts policies into practice decided by HRMD • assists witch recruitment efforts • Identities staffing challenges at instamions • Recommend incentive requests and sends to HRMD foe approval by Personnel office Corte( P•ogi a• Evaluates required staffing 'even for Correctional Job series (including Unit management Correctional Counseling) from formula based on number of (sous and a buffer for tin* off posts (t do training, vacation etc.) and reports to HMO Assents staffing eves and coordinates faring vacancies: writes polices across insittuttortS; approving incentive requests and submit direct.hire requests to DOJ Evaluates required staffing level for medical staff from guidelines based on patent volume. care level. and specialty and reports to HIND Reports required Inmate to staff ratio U.S. Legislate 0.5. Congress Staffing lamb measured and adjusted according to only in to staff ratios • United States Government Accountability Report No. GAO-21-123.2021. • United States Government Accountability Report No. GAO-21-123.2021. '2 United States Government Accountability Report No. GAO-21-123.2021. Figure 10 26 EFTA00141394 0 To mitigate this risk, BOP would benefit from a staffing methodology that better communicates the complexities and nuances of staffing federal institutions to external entities. Rosters and Scheduling at BOP After reviewing the staffing guidelines to determine the correct number of Correctional Officers needed, an institution ensures that all posts (spaces that require COs) have coverage through the roster process. Rosters are created once a quarter and must account for posts that require 24-hour coverage, generally within the constraints of 8-hour shift schedules. While BOP has taken steps to standardize and automate this arduous process, it still requires manual updates which can result in human error. The development of a roster (with associated timelines) can be seen below. 7 Wino Awn Antes Awn • Etlar* roster posted publicly to notify staff o' all assignments. days off. and shifts available fi fil0 Committee roster posted. e lo. Correctional officers have cor tiona Officer, tabmit I week to submit preferences for shifts. posts and complaints days off and submit to Capcayi Compressed scheduling is common in other non-stop settings. Hospitals require 24/7 staffing like BOP institutions and successfully use 12-hour shifts to optimize their scheduling. ROSTER DEVELOPMENT PROCESS S wens Awn a NM) Awn )Week, Away l wen Awn S Roster corny:tee resolves complaints and sends the final roster to the warden foe approval • Final roster posted I Wen Awn 0 wens Awn Roster Implemented Figure 11 The roster development process spans seven weeks. A blank roster is posted to show available shifts, days off, and assignments available. Correctional Officers have one week to submit their post preferences to the Captain tasked with creating it. Seniority determines which preferences are honored first. If Correctional Officers want to dispute the schedule, they have one week to submit complaints. The final roster is sent to the Warden to be approved and posted three weeks prior to its implementation. This new software automates previous manual tasks and improves efficiencies in several ways. First, the system enables Correctional Officers to sign up for their quarterly preferences and generates a 'best guess' of their schedule. Second, the system improves on the current system by validating whether a Correctional Officer is qualified for the post they are assigned to. Third, it automates the form that needs to be completed each time a staff member is assigned an overtime shift by pre-filling the form and enabling someone to save it before completion. While the system offers improvements over previous versions, it still has several limitations. Since personnel data is pulled from payroll data, new hires and transfers do not automatically appear on the daily roster until their first paycheck. The system does not currently incorporate upcoming staff trainings when developing daily rosters. Finally, the software is not integrated with WebTA, requiring a Time and Attendance clerk to manually track the time each Correctional Officer works and then enter it into their Time and Attendance system. 27 EFTA00141395 Union Considerations The roster system is limited according to the Master Agreement which articulates a standard workweek consisting of 5 consecutive workdays with 8-hour shifts and an additional 30-minute, non-paid duty-free lunch break.d3 Requests for telework or compressed work schedules such as a 12-hour or 10-hour shift may be negotiated at the local level. Some local unions also have contractual limitations on augmentation while others do not, which can create an inconsistent employee experience and may have implications on mandatory overtime usage. Some local unions have utilized a compressed schedule. It would be beneficial to do a cost-benefit analysis to uncover the most favorable schedule while considering the Master Agreement. Strengths of Scheduling The current roster and scheduling process provides ample time for Correctional Officers to input preferences and file complaints before the roster is finalized. The roster is posted three weeks before it is implemented, providing transparency and predictability around Correctional Officer's work schedules. The new roster system will allow for more automation than the current system and house roster data in a centralized location, enabling easier reporting and oversight. The system also shows the certificates and skillsets of each staff member, validating their qualifications for specific shifts. While the new system has taken steps towards easier and more accurate scheduling, there are risks that come alongside it. Risks and Challenges of Scheduling Challenge: More shift transitions are required using the standard 8-hour shift schedule, which may result in increased mandatory OT and a reduction of days off for staff One participant stated that the mindset of some staff on 12-hour shifts is: "We do them for an emergency. If it works for that, why not always do it?" Rosters also utilize an 8-hour shift schedule that results not only in a greater number of shift transitions, but a reduced number of available days off for Correctional Officers. Frequent shift changes create a risk of delayed or missed communication between staff and departments. A compressed shift schedule might free up days during the week that would allow Correctional Officers to take care of their responsibilities outside of work and as a result reduce the amount of sick time they take. U Master Agreement Between Federal Bureau of Prisons and Council of Prison Locals. https://www.afge.org/globalassets/documents/cbas/bop- 2014_new_master_agreement-with_revisions_06-23-2014.pdf. 28 EFTA00141396 BOP Staff Leave Breakout 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 30% 2019 30% 33% 2020 2021 ■ Office of Workers Compensation (Injury) ■ Weather ■ Absent Without Pay ■ Leave Without Pay ■ Training ■ Sick ■ Annual Figure 12 Figure 12 illustrates the various types of leave used per year. Sick leave has increased from 2020 to 2021— while it is important to note that the recent increase could be a result of C0VID-19, sick leave has made up a significant portion of the total leave taken in the last 3 years, second only to annual leave. Challenge: Manual entry of changes to staff schedules in current roster system increases risk of human error The new web-based roster system attempts to alleviate the issues with the existing roster system, yet it does not incorporate all relevant staffing constraints. The system set to deploy does not show transfers until their first pay period, which may cause a delay in their ability to sign up for shifts and be accurately included in the roster. In these situations, local HR staff can manually enter the information, but must be aware of the risks of duplicate entries or inaccurate personnel data. The new system does not incorporate upcoming constraints like scheduled trainings or alleviate the need for a manual time and attendance process. It also is not fully integrated with other systems and processes such as time and attendance, and the staffing guidelines. Overtime and Augmentation Usage 29 EFTA00141397 The daily availability of existing staff is subject to staff call outs, training, and military duties. To mitigate staff shortages related to these issues, BOP uses overtime and augmentation." Augmentation is the temporary reassignment of a non-custody staff member (i.e., teacher) to a custody post. As previously stated, BOP requires all staff members to go through Correctional training, as all institutional staff are required to perform Correctional duties on a regular and reoccurring basis, including assuming Correctional Officer posts when necessary. Overtime is time worked beyond one's scheduled working hours. The usage of these methods has been increasing over time while the staff levels have only fluctuated by +/- 5%. An institution's vacancy level is not a perfect indication of their staffing need. For example, institutions could be staffed at near zero vacancy but report increasing overtime and augmentation because the current staffing formula struggles to provide BOP ample staffing for their needs. While these methods can be used short-term to cover staffing shortages, more research is recommended to understand the impacts of extended use on staff burn out, increased budgetary risk, and employee performance. Figure 13 shows the trend of average amount of augmentation and overtime hours per staff over 4 years. Average Augmentation Hours per Staff 15 in 10 7 5 10 10 14 2017 2018 2019 2020 Fiscal Year Figure I3: The overage augmentation hours per staff may be underrepresented to inconsistent use of the augmentation tracking (T&A) code The figures above illustrate that overtime and augmentation has increased exponentially over the last 4-years in relation to the total number of staff on board. Figure 14 shows a similar trend as Figure 7 broken out by region. All regions have increased their augmentation usage since 2017 with North Central, South East, and Western regions experiencing the highest increase. Similarly, all regions have seen an increase in overtime usage with South Central (SCR), South East (SER), and Western (WXR) regions requiring the most overtime. .“ United States Government Accountability Report No. GAO-21-123. 2021. 30 EFTA00141398 BI 0 4? Average Augmentation Hours per Staff by Region 20 15 g 10 5 ■ 2017 ■ 2018 ■ 2019 ■ 2020 MXR NCR NER SCR SER WXR Region Figure 14 Average Overtime Hours per Staff by Region 300 250 200 3 150 100 50 Mal MXR NCR NER SCR SER WXR Region ■ 2017 ■ 2018 ■ 2019 ■ 2020 One of the advantages of BOP using augmentation and overtime to address staffing shortages is that it can be done quickly by reallocating existing staff. Additionally, staff members who volunteer for overtime shifts receive supplemental income. It is important to evaluate the effects increased augmentation and overtime usage may have on staff performance and burnout. For instance, 33 focus group participants cited augmentation as a primary driver of staff burnout. Participants also mentioned that being augmented detracts from their ability to complete their primary responsibilities, negatively impacts program implementation, and makes them feel less safe. As cited in the GAO report, it is recommended that BOP create metrics to assess risks associated with the increase in overtime and augmentation.4s In the next phase of work, the Deloitte team will dive deeper into analyzing such risks associated with the increase usage. The analysis will include finding correlations between the metrics such as the number of incidents, staff-to-inmate assaults, and inmate-to-staff assaults with increased usage of overtime. " United States Government Accountability Report No. GAO-21-123. 2021. 31 EFTA00141399 Retain: Minimize Staff Attrition Retention Incentives The last stage in the employee lifecycle is retention. Forbes estimated in 2019 that employee turnover cost organizations 33% of an employee's annual salary.d6 Exploring the main drivers of staff attrition, along with projected attrition rates, will provide a more holistic view of how BOP can address understaffing. The Bureau faces the following challenges related to retention of staff: • BOP's compensation and retention incentives require additional analysis to understand effectiveness compared to market standards • Negative media has affected officers' sense of pride, both internally and externally BOP's challenges in retention have been noted frequently, such as in a 2016 OIG review that discovered retention obstacles in the medical field, "in large part because it competes with private employers that offer higher pay and benefits, and because the BOP does not identify or address its recruiting challenges in a strategic manner or take full advantage of staffing flexibilities such as those available through the U.S. Public Health Service."47 Focus group participants also reiterated the issue of low compensation, while the Bureau's exit survey data provided additional reasons for the decreasing attrition rate. Exit Survey Data Staff are asked to complete an exit survey when they leave the Bureau to share why they are separating from the Bureau and what they feel can be improved. According to the GAO report, "BOP officials responsible for overseeing the survey told us that while they provide the exit survey data to institutions, they do not track or analyze how, if at all, institutions make use of this information.""e Between 2016 and 2020, the top three reasons for leaving BOP were voluntary retirement, transferring to another government agency, and mandatory retirement. As Figure 15 demonstrates, a third of exit survey respondents indicated their choice to leave was due to an unreasonable workload and lack of resources to properly do their job, while another third reported a lack of opportunities for advancement. Correctional Officer turnover saw an increase from 2019 to 2020 and 17% of new hires across all departments left the Bureau in 2020. "Forbes, The Cost of Turnover Can Kill Your Business and Make Things Less Fun. https://www.forbes.com/sites/johnhall/2019/05/09/the-cost-of-tumover-can- kill-your-business-and-make-things-less-fun. " Department of Justice 2021 Financial Report. 2021. CS United States Government Accountability Report No. GAO-21-123.2021. *It is important to note that completing the exit survey is voluntary and responses do not represent the entire BOP population. 32 EFTA00141400 BOP Staff Reasons for Exiting (1016-1020) irl• IA riltrotts to 6, /*WOO, AritneWn tcov, ,A n. Figure 15: Exit Survey Doto (2016.2020) Currently, responses received from exit surveys could be utilized better to compare to compensation offered to staff as well as the organization's use of retention incentives and their effectiveness. Analyzing exit survey responses could also enable the Bureau to develop interventions that positively impact employee experience and retention. Strengths of Retention Focus group participants were asked to identify what they loved about working at BOP, and cited employment benefits, their teammates, and an opportunity to grow in their career. Benefits highlighted by participants include early retirement, pension and paid sick days.S9 According to field research, employees that realize the long-term benefits of BOP (e.g., early retirement eligibility) tend to stick around. Fulfilling the mission of BOP and the reward of helping inmates was also cited as an incentive to stay. Risks and Challenges of Retention Challenge: BOP's compensation and retention incentives require additional analysis to understand effectiveness compared to market standards Challenges in retention at BOP have been expressed anecdotally through reasons such as: remote location, job-competition in more populated areas, an unpredictable schedule, and lower compensation. Field research indicated that federal institutions face competition in hiring and retention from state institutions and other region-specific work such as oil refineries in Texas-based institutions. The competition between jobs is highest in more populated areas, while the challenge of keeping employees in more remote areas was attributed by field research participants to a lack of access to outside entertainment, stores, good school systems, and ways staff can spend their free time. For example, a staff member that joined the institution as a young adult may want to relocate to an institution in a more populated area once they have started a family. However, there has been little analysis of organizational data to determine if these are the true reasons for difficulty in retaining staff. Field research participants also commented that state prisons offer better compensation and an easier schedule, as well as frustrations that BOP's GS-levels were not compatible with fellow agencies. Non-custody roles also struggle with retention, being (e.g., medical staff who are offered higher pay at nearby hospitals). BOP can potentially combat hiring competition through data analysis to confirm their GS-levels and aligning wages are on par with similar positions at other law enforcement agencies. "One of the most rewarding parts of the job is the ability to help inmates get their lives on track." - Focus Group Participant "The term "early retirement" is about the retirement age for law enforcement personnel at age SO rather than age 62 for other civil service workers. 33 EFTA00141401 At present, the most utilized option for retaining staff has been in the form of incentives. Conducting an analysis of performance metrics to see where BOP falls will allow the organization to determine if this current method is making a difference and establish steps for effective retention strategies. Since 2017, over 20,000 staff have received retention incentives across Bars six regions that have institutions, as observed in Figure 16. Retention incentives have been utilized most consistently by institutions in BOP's western region over that time span, with over 2,500 of the total 6,601 staff receiving retention incentives in 2021. This region covers more remote states, such as areas of California, who also face the challenge of salary competition with California Department of Corrections. BOP's investigation into whether the retention incentives are working in this region to curb attrition will aid in understanding if remote location is a driver of employee turnover, and if the funds are being provided to the region most in need. Number of BOP Staff Recieving Retention Incentives by Region 3000 2500 2030 ■ 2017 1.; 1500 ■ 2018 1000 • 2019 ■ 2020 S00 ■ 2021 0 MXR NCR NER SCR SER WXR Region Figure 16: Actual incentives are given at a local level rother than regional. According to Figure 17 and 18, the top positions that have received retention incentives include Correctional Officers and Registered Nurses. In 2020, over a third of Correctional Officers received retention incentives. Retention bonuses have been utilized to keep staff, especially if the employee has unique qualifications or the need for their services makes it essential to retain. In FY19, retention incentives cost BOP approximately $22 million. BOP is on track to assess the outcomes of the staffing incentives it utilizes by April 2022. 34 EFTA00141402 Top 10 Positions Recieving Retention Incentives 35% 30% 25% 20% 2017 g 15% • 2018 10% dillIlk • 2019 5% • 2020 0% IIIII Lill 11111 I iii.1 nth nth • 2021 SR OFFCER SR OFFaR REGISTERED 'HUMOR MID LEVEL CORRECTIONAL COOK FRAIN CORRECTIONAL CORRECTIONAL CASE MANAGER SPECWLIST 'CORRECTIONS NURSE PPACTTTIONER OFFICER IGS COUNSELOR SYS ONCE, 'CORRECTIONS 65.071 (CUMCALI 05/6) GSM Position Figure 17: These ore the reflection of the top positions receiving incentives across all institutions Top 10 Positions with Highest Retention Incentive Amount 7,000,000 6,000,000 5,000,000 o 4,000,000 .4 3,000,000 In 2,000,000 1,000,000 "Spli RACInONER lc:l S (CORl it/1 111 p !I tin G DRUG ABUSE PROG COORD CORRECTIONAL QUAL IMPRVAIT or FicER & INFECTOR 0616) CONE NURSE 5 00) Positions MINCE WRCR FRLUT • 2017 • 2018 • 2019 • 2020 • 2021 Figure 18: These ore the reflection of the top positions receiving the most incentive amount across all institutions Challenge: Negative media has affected officers' sense of pride, both internally and externally. Public perception of BOP contributes to the challenges of retention. More senior staff stated that a job in corrections is no longer seen as one of pride, but rather an organization surrounded by embarrassment. Focus groups discussed the often-negative press that comes out about the Bureau, how it impacts their morale, and contributes to understaffing. One group mentioned the way Hollywood portrays prison life and how it affects outsiders' view of their work. This outsider's idea of what working corrections is like misrepresents the true day- to-day work the role entails. Additionally, recent press regarding correctional facilities does not capture all the difficulties caused by the pandemic. COVID-19 has had a major impact on overtime and augmentation and placed a strain on staff, as shown 35 EFTA00141403 through many responses from the focus group when asked their "bugs" about working at BOP. With the implementation of COVID-19 housing units, officers needing to deliver meals, and inmate tensions rising from missing out on programs and visitations, many participants felt that their workload has doubled since the pandemic began. It is recommended that BOP consider taking time to combat negative media with positive staff stories internally and externally, which will likely aid in the recruiting and retaining of quality hires. BOP made strides in 2020 by completing a rebrand of their website and social media pages; the next step is to consider using these platforms to share and boost positive news regarding local institutions through Bureau-wide successes. Focus groups at one site visit were immensely proud of their Residential Drug Abuse Program (RDAP). An RDAP participant returned to that focus group's facility to speak on the program, how it helped him, and how it has affected his life.50 With 20 years of RDAP, stories such as these could be highlighted, in addition to instances where staff are recognized for their achievements. For example, a staff member at FCI Edgefield was awarded the Attorney General's Award for Excellence.S1 When considering retention for hard-to-fill positions, particularly those in the medical department, it is important to highlight their successes. At FCC Butner, the comparison to their medical availability versus that of a civilian hospital was shared with pride. One interviewee explained, "The FCC Butner hospital is incredible high performing because the tumor board meetings are faster, and patients get a better level of care than they might in the outside world in which they might not be able to afford it and doctors are pressed to see more patients." Sharing inmate and staff success stories shows the public that BOP has a desire to recruit while underscoring organizational values. "RDAP here is better than any substance abuse program anywhere in the country." - Focus Group Participant It is recommended that BOP build upon the positive momentum of their newly revamped website and social media presence to amplify positive messaging internally and externally, highlight positive societal impact, and focus on reestablishing Correctional Officers' pride in their profession. Department of Justice. https://reentry.ojp.gcniltestimonials/rdap-lessons-success. Bureau of Prisons. https://www.bop.goviresourcesinews/20201109_ag_awards.jsp. 36 EFTA00141404 Recommendations Recommendations Overview The following recommendations fall on a matrix in order of priority by impact and urgency to address BOP's greatest risks to staffing (Figure 19). Impact is defined as defined as the magnitude of the recommendation's benefit for BOP employees. Urgency is the extent of the need that the recommendation addresses or fills. Effort is defined as the amount of time and resources that achieving the recommendation will probably take (e.g., high = 1 year+, medium = 6 months to 1 year, low = less than 6 months). Recommendations include an automated staffing tool to address challenges of the current staffing formula and associated staffing guidelines, improved succession planning to better anticipate retirements and staff exits, and finally, exploring the cost-benefit analysis of a compressed schedule. Recommendation Priority Matrix r C GI • Amplify messaging of Cotrectional Officers' positive mission impact Conduct a Cost Benefit Analysis of 8- How vs. 1241out Shifts Assess the impact of current supplemental onboarding programs OW tow Effort • Develop Automated Stalling Tool Invest in Workforce Planning Capabilities Re - invest in Internships for Specialized Roles Impact • Medium Effort • High Effort High Figure 19 Recommendation #1: Develop Automated Staffing Tool to Establish a Reliable Source for Determining Staffing Levels The Deloitte team's most urgent and impactful (Figure 19) recommendation is developing an automated staffing tool to determine staffing levels, weigh security trade-offs, and accommodate future staffing needs. BOP's current methodology for assessing staffing requirements has not kept pace with the complexity and nuances of staffing BOP's institutions. As stated previously in the Manage section, staffing guidelines are developed independently rather than using a standard process across the Bureau and do not account for key drivers of staffing requirements such accrued personal time off, military deployments, or its mission. Additionally, the metrics used to discuss staffing internally differ significantly from how the agency reports on staffing externally, resulting in 37 EFTA00141405 disjointed communication between internal and external stakeholders such as Congress who ultimately decide on BOP staffing needs. Finally, as the GAO reported, the methods for assessing staffing levels are inconsistent in the methodology and documentation, which hinders the ability for BOP to address staffing shortfalls proactively and successfully.52 To address these challenges, it is recommended that BOP develop and implement an Automated Staffing Tool. The development of this tool would take a phased approach (Figure 20), beginning with a prioritization of the criteria that are most likely to influence staffing needs. Once this set of criteria has been defined, institutions will be categorized or grouped based upon criteria similarities (i.e., all 122 institutions will be grouped into 1 of 6 categories). Objective Audience Owner, Data Phase 1: Define Metivadology Define comprehensive criteria to categorize mission variables Create baseline staff ng guider nes baser] on categorization of mission criteria ,••t‘rporate ability to adjust muitipic vor lab e> enabling prediction of risk tradeoffs to specific staffing levels Categorize institutions based on criteria set that will dreve staffing levels Central Office Central Office Compute optimal number of staff levels at each institution broken cot by discipline based on the cntena set. Es.. layout inmate population. and mission Central and regional office Central and regional office (Static number) Layout security level. and missions of Staffing levels of all disciplines in institutions institutions 10-12 Weeks who volt be updating the tool and the frequency of it 10 - 12 Weeks Adjust baseline staff requirements based on changing mission needs variables. E.g.. inmate population and congressional mandates Institution wardens and admins Central and regional office update it on a recurring basis (frequency to be determinedl inmate-to-staff assaults. staff to -inmate assaults. incident reports TIM (next PoP) *Rollout end If (limns will be pronded by Debate Figure 20 In the second phase, a prototype of the tool will be built with the capability to compute the optimal staffing levels broken out by discipline. Leaders in the Central and Regional Offices will be able to review the optimal staffing levels of each institution based upon which category that institution falls under. This will streamline staffing guidance and provide a more holistic view of staffing requirements (currently, guidelines are written by each individual division and not coordinated across all disciplines). This phase will also provide data-driven justification for staffing requirements that can be utilized in communication with Congress, OPM, and other external stakeholders. United States Government Accountability Report No. GAO-21-123. 2021. 38 EFTA00141406 Figure 21: Sample Wirefrome for Version 1 of AST Figure 21.1: Sample Wirefrome of Version 2 of AST The next version of the tool will capture both optimal staffing levels and real-time staffing levels. In this phase, Wardens and Institutional Executive Staff will be able to view the most pressing staffing needs they are facing as an institution. Furthermore, this tool will enable Wardens to work with HR to consider changing variables (such as an increase in inmate population or the addition of Congressionally mandated tasks) to more frequently adjust staffing requirements. Finally, Wardens will be able to make risk-informed decisions to adjust for changing needs on the ground. The tool's scenario planning capability will enable a user to prioritize filling positions that have the greatest impact on safety and the ability to achieve mission requirements by connecting minimum staffing requirements to associated risk levels. The flexibility of an Automated Staffing Tool will allow for future iterations to incorporate expanded capabilities (e.g., projected workforce vacancy and turnover rates). Additionally, it would provide visibility of staffing levels to leadership from Central Office to local institutions. Although there are many benefits of implementing the Automated Staffing Tool, it is important to consider some of the impediments. If there is limited data available, it could significantly delay the process of development. Additionally, gathering new data in form of interviews and surveys would require time to facilitate and analyze. Another challenge would be the learning curve of both understanding how to use the tool and how to implement it to all institutions. Mitigating this would require understanding data gaps early on and determining minimum data needed to define the criteria. It would also require developing a robust project plan to ensure timeliness in distribution of surveys, as well as developing a change management plan to confirm stakeholder are kept informed every step of the way. Additionally, each version of the tool would begin with targeted rollouts. The following next steps are recommended to develop the Automated Staffing Tool. First, meet with stakeholders to propose and define criteria. Second, obtain relevant data for criteria. Next, conduct surveys and/or interviews to further validate criteria. Recommendation #2: Invest in Workforce Planning Capabilities to Improve Succession Planning Predictive workforce planning is the second most urgent and impactful (Figure 19) recommendation to improve BOP's staffing process and curb understaffing. As mentioned in the Hiring section, current recruitment strategies make it difficult to hire clinical and mental health professionals. The prioritization of mandatory retirements to backfill first are also often based on the individual Warden and Regional Directors' discretion. BOP needs a Bureau-wide operating procedure to enable individual institutions to predict and address staff turnover. More can be done to improve and better prepare for the loss of staff members when they arrive at their eligible or mandatory retirement date. To address these challenges, it is recommended that BOP take a proactive role in predicting staff retirements, exits, and promotions using historical data to conduct attrition modeling and forecasting. Data will help compare 39 EFTA00141407 forecasted staffing estimates with projected needs by identifying Bureau-wide eligible and mandatory retirements occurring in the next 5 years. Historical data can be used to forecast how many staff will have to be replaced to sustain adequate staffing levels. Understanding the average timeline for promotion will allow BOP to project how many positions will need to be backfilled annually. Once the historical data has been analyzed, BOP should integrate succession plan performance metrics into its "BOP Workforce Planning Information" Strategy plan of action to address gaps and clearly define owners.53 Other agencies such as the Federal Bureau of Investigation (FBI) use data to do attrition modeling and forecasting to outline patterns of retirement, separation, and promotions. BOP can benefit from similar research, form stronger connections, and leverage on-the-ground resources by reaching out to Regional Directors and local personnel to determine if the data is aligning with their experience. A best practice that can aid BOP in its succession planning is consistent and frequent communication with its potential new hires through recruitment coordinators and the utilization of an automated system, providing them with updates on where they are in the hiring process or their upcoming role, and ensuring they feel valued by the organization. Additionally, it is recommended BOP consider virtual platforms for interviews and introductory assessments, especially in the face of the COVID-19 pandemic. Good succession planning also involves knowledge transfer. Due to the mandatory retirement age of BOP, there is often a wave of outgoing employees at one time and, with them, a wealth of knowledge. Through succession planning, a part of an outgoing employee's experience can be recording that knowledge, whether in the form of a Standard Operating Procedure (SOP) or providing a training. Those retiring are experienced veteran officers whose knowledge can be leveraged and collected to add to best practices not only for their home institution, but for the organization at large. Currently there is a larger focus placed on mandatory retirements than on eligible retirements, due to the uncertain nature of eligible retirements. Utilizing data collection and predictive planning, the Bureau can better understand the percentage of officers who will separate from BOP upon their eligible retirement date based on historical trends. The following next steps are recommended to improve succession planning at BOP. First, it is recommended that BOP review its turnover data and typical promotion timelines to understand trends around career progression— analyzing how succession planning unfolds and the causes behind it. Second, BOP could benefit from researching best practices from similar enforcement agencies on predictive retirement modeling. Third, the Bureau could consider developing a strategic roadmap, with clear ownership of actions, to mitigate forecasted workforce gaps. Recommendation #3: Conduct Cost Benefit Analysis of 8-Hour vs. 12-Hour Shifts to Optimize Staff Allocation Conduct Cost Benefit Analysis of 8-Hour vs. 12-Hour Shifts is the third most urgent and impactful (Figure 19) which will provide quick assessment of differing shift schedule to uncover the most optimal schedule. Due to its existing FY 21 $7.7M budget, it is difficult for BOP to justify additional staffing resources to Congress. 54 It is recommended that BOP evaluate if Correctional Officers are scheduled at near perfect efficiency to help mitigate understaffing issues. As mentioned in the Manage Section, the current standard 8-hour shift schedule requires more shift transitions to ensure post coverage, which may result in increased mandatory OT and a reduction of days off. Other correctional facilities, such as state facilities, have utilized 12-hour shifts as a mitigation tool for understaffing. Currently, almost all BOP institutions use an 8-hour shift schedule to staff their facilities. BOP could benefit from outlining the costs and benefits of a compressed shift schedule to ensure officers are optimally BOP Human Capital Operating Plan_FY21_Q4 10-2021 — BOP Internal Document. 2021. " lustice.gov. https://www.justice.govidoilpagefine/1246666/download. 40 EFTA00141408 allocated. The compressed schedule should then be tested in a real-world setting at BOP institutions to examine both intended and unintended consequences. There are multiple benefits to a compressed work schedule. First, longer shifts translate to fewer shift handovers and scheduling complexities. 12-hour shifts only require two shift changes per day—which presents fewer opportunities for knowledge transfer gaps and a potential misunderstanding of security threats. Second, Correctional Officers in 12-hour shifts have more consecutive days off work to take care of their family and handle responsibilities outside of work. Correctional Officers working in a 12-hour shift environment would also encounter less mandatory overtime—providing them with a more predictable schedule. Due to these benefits, Correctional Officers may already be receptive to 12-hour shifts: field research participants indicated that they are already mandated to work 12-hour shifts in emergencies. One respondent said, "with a 12-hour shift, you have a team and you're only competing with your team for time off rather than all of custody." Another respondent stated that they were depressed by the 8-hour shift schedule and craved the compressed 12-hour shift schedule of their prior employment at a state correctional facility. Furthermore, a compressed work schedule would allow graveyard shift Correctional Officers more exposure with leadership and administrative staff who typically work during the day. Given the nature of correctional work, there are valid concerns around the adverse effects that a compressed schedule may result in such as increased complacency and reduced alertness after 8 hours on the job. BOP should evaluate the costs, benefits, and unintended consequences of a compressed schedule to better allocate their current staff. Successful implementation of a compressed schedule should incorporate union considerations and more senior Correctional Officers' scheduling preferences. First, many individual institutions have augmentation agreements with local unions that must be considered. However, BOP leadership should find confidence in the fact that the current Master Agreement already permits any individual institution to implement a 12-hour schedule. The only limitation is that with a 12-hour schedule, staff are only available for an additional 4 hours of overtime or augmentation. As a result, there will be fewer mandatory overtime shifts since Correctional Officers cannot be asked to work 24 hours straight. Successful implementation will also include a robust change management plan (particularly for more senior Correctional Officers) to acknowledge potential scheduling concerns or preferences. The following next steps are recommended to improve staff scheduling and optimize resources. First, it is important to define the goals and objectives of the two schedule options, 8-hour and 12-hour shifts. Second, it is recommended the Bureau analyze how a compressed schedule will affect the budget and required resources. Next, identify potential intended and unintended consequences of each option in a real-world setting. Other Recommendations Based on field research, data analysis, and stakeholder engagement, additional recommendations for BOP's consideration are below: • Invest in more data analysis that highlights hiring needs regarding the availability and quality of candidates at the local level to create more successful direct hire applications. • It is recommended that BOP reinvest in student loan repayment programs that are market-competitive and ensure consistent technical Subject Matter Expert input throughout the entire hiring process • Assess the impact of current supplemental onboarding programs to explore how standardization of the programs might drive an improved talent experience for new hires. • BOP can potentially combat hiring competition through data analysis to confirm their GS-levels and aligning wages are on par with similar positions at other law enforcement agencies. • Build upon the positive momentum of the newly revamped website and social media presence to amplify positive messaging internally and externally, highlight positive societal impact, and re-establish Correctional Officers' pride in their profession. 41 EFTA00141409 Conclusion The challenges around attracting and retaining employees with interpersonal skills, empathy, and the ability to operate successfully in a corrections environment are not unique to the Bureau of Prisons. The Bureau's ability to achieve its mission, however, relies heavily on mitigating the current staffing risks it faces. BOP has an opportunity to build upon its efforts to date by enacting the recommendations outlined in this report. Beyond responding to the February 2021 GAO report, these recommendations are designed to be reflective of BOP's vision for providing the most efficient, safe, and humane correctional services and programs in America. Appendix Appendix A: Field Research Themes After collecting data from interviews and focus groups, the data was organized into the following thematic categories: Career Development, Communication, Culture, Leadership, Staffing and Well-Being. Data was then further categorized into sub-themes: Augmentation, Benefits, COVID, EAP, Morale, Recruitment, Retention, Safety, Scheduling, and Training. Each theme and subtheme are defined below. The other section is for ideas discussed in the Current State Assessment that are not a theme or sub-theme in the field research. Themes: Career Development: The professional trajectory and advancement of an employee. Examples include responses about promotions, relocation, and further education. Communication: The interactions between employees across the Bureau of Prisons both horizontally and hierarchically. Examples include responses about standardization of information-sharing and daily dialogue amongst staff and leadership. Culture: The overall staff morale, job satisfaction and sense of community regarding working at the Bureau of Prisons. Examples include responses about staff events, comradery, and strengthening the public perception of Bureau of Prisons. Leadership: The guidance, management, and accountability across and between multiple levels of employees and managers. Examples include responses about Supervisors, Lieutenants, Wardens and staff at Regional Office and Central Office. Staffing: The distribution of employees and allocation of resources to institution posts, positions, and associated rosters. Examples include responses about understaffing and augmentation. Well-Being: The mental and physical state of wellness and feeling of safety and security at the individual level. Examples include responses about burn out. Appendix B: Focus Group Questions 1. Introduced the facilitators, overviewed the objective of the project, and covered the ground rules. 2. Asked the participants the icebreaker: "What is one thing you love about working at your institution, and what is one thing that bugs you?" 42 EFTA00141410 3. Instructed the group to take three voting dots and answer the question, "What are the biggest staffing challenges at your institution."ss The pre-populated answers are as follows: • Recruiting quality candidates • Lengthy hiring process • Ineffective onboarding and training • Competing with other jobs in the area • Inconsistent recognition for good work • Use of augmentation and/or mandatory overtime • Negative view of corrections • Leaders who don't communicate well 4. Used one-word associations to quickly uncover recurring themes or outliers of EAP perception with the Bureau. 5. Prompted the group to write on three sticky notes the answer to the question, "If you were the Bureau of Prison's Director for a year, and you had an unlimited budget, what would you do to improve these three topics: Culture, Staffing, and Well-Being?" 6. Thanked participants for their contributions. Appendix C: Competitive Job Landscape lki&H .re While the Bureau of Prisons has conducted analysis on how their Correctional Officers' salaries compare to state- level averages, the analysis has not been sufficient to provide evidence that salary gaps are a key driver of recruitment challenges.s6 The graphics below illustrate the output of further analysis conducted using publicly available data from OPM's FedScope tool and the Bureau of Labor Statistics occupational workforce datasets to compare federal Correctional Officer average salaries to Correctional Officers in other industries such as state and local. Figure 1 illustrates the average annual wage of federal and national entry level Correctional Officers by state. Initial Conclusion: Conclusions that can be drawn from this analysis are that if the lowest 10% earners are in comparison to the GS-6 level, then Federal employees on average have a higher starting salary. Alternatively, if the lowest 25% earners are in comparison to the GS-6 level, then high cost of living states such as California, New York, and Illinois have Focus group participants could put more than one voting dot on an answer. ,4 United States Government Accountability Report No. GAO-21-123.2021. 43 EFTA00141411 on average a higher starting salary. Validation of either claim would require further analysis of detailed non- publicly available salary data by state for Correctional Officers. Federal vs. :National: Correctional Office' Average Annual Wage (Entiy.Levell lay State Ill kill 11 jtj Figure 1: ,National wage is an aggregate of all industries that hove Correctional Officers employed (state, local, federal, etc.). Graph is organized by BOP wage trend Figure 2 Data Source: Bureau of Labor Statistics (BLS) One Occupation by Multiple Industries (May 2020) Note: Health Core and Social Assistance: Includes psychiatric core and substance abuse hospitals; Other: includes Private Ownership and Administrative and Support (including Waste Management and Remediotion Services. Figure 2 illustrates how federal (BOP) salaries on average compare to similar Correctional positions in alternate industries. The conclusions that can be drawn from the chart to the left is that on average Federal and Health Care Correctional Officers are the leading industries in terms of salary. What can be drawn from that chart to the right is that since state institutions on average have more employees, wages might reflect that. In the cases of high cost of living states, State Correctional Officers might get paid more than Federal Correctional Officers. Recommendation: Conduct Wage and GS-Level Analysis to Benchmark Compensation Given the scope of this report, it is recommended that BOP conduct further analysis to compare their Correctional Officers wages to similar occupations or its competitors. Analysis at this level could then be used as evidence that difficult to recruit locations should qualify for special salary rates. Additionally, it would be beneficial to assess current grade levels of positions to determine if it aligns appropriately. 44 EFTA00141412 Appendix D: Key Definitions BOP's medical care includes four level classifications, to which each inmate and institution are assigned57: Care Level 1 provides medical support for inmates younger than 70 years and in generally good health. The inmate may have limited medical needs that can be easily managed with annually or biannually evaluations. Examples of Care Level 1 inmate conditions include mild asthma and diet-controlled diabetes. Care Level 2 provides medical support to inmates requiring evaluations from monthly to biannually, whose medical and mental health conditions are manageable through regular appointments. Enhanced consultations may be required occasionally. Example conditions include medication-controlled diabetes and epilepsy. Care Level 3 provides medical support for inmate outpatients who have complex or chronic medical conditions. These inmates require frequent appointments to remain stable and prevent hospitalization. Inmates falling into this Care Level may need assistance with day-to-day activities, often provided by inmate companions. They may require periodic hospitalization. Example conditions include severe mental illness in remission on medication and end-stage liver disease. Care Level 4 includes inmates requiring services that can only be provided by a BOP Medical Referral Center (MRC), which can give enhanced care and services. The inmate may be severely impaired and required around the clock care or assistance. Examples of Care Level 4 inmate conditions include dialysis, stroke or head injury, and major surgical treatment. The Core Value Assessment is part of the Bureau's pre-employment screening for potential new hires. The assessment is a measurement tool that encompasses BOP's core value competencies and behaviors.58 Candidates are allotted 70 minutes to answer multiple choice and 2-part questions on either a tablet or on paper. The Human Resources Management Division (HRMD) coordinates personnel matters, including pay and leave administration, incentive awards, retirement, work life programs, background investigations, adverse and disciplinary actions, and performance evaluations. HRMD also manages employee development functions, directs recruitment efforts programs and administers the provisions of the collective bargaining agreement with representatives of the union at the national level. The Consolidated Staffing Unit (CSU) located in Grand Prairie, Texas, and National Recruitment Office (NRO) both fall within this Division. The Reentry Services Division (RSD) provides enhanced oversight and direction in the critical area of offender reentry, focusing on reentry programming and community resource transition. RSD is responsible for functions regarding contract residential reentry centers, residential reentry management field offices, federally sentenced juveniles, and both prison and community-based drug treatment. The divisions also work with other disciplines, agencies, and organizations to develop programs, resources, and activities designed to facilitate the successful reintegration of inmates into their communities upon release. The Correctional Programs Division (CPD) provides national policy direction and daily operational oversight of institution correctional services, as well as hold responsibility for inmate records, information gathering and case management. CPD coordinates the Victim and Witness Notification Program and the Inmate Financial Responsibility Program, manages inmates in the Federal Witness Security Program, coordinates the treaty transfer of inmates with other countries and manages the Bureau's contracts with private prisons. The Correctional Services Branch (CSB) falls under this division; CSB provides programs and services such as intake assessment, Care Level Classification for Medical and Mental Health Conditions or Disabilities. haps://www.boo.goviresources/pdfs/care_level_classification_guide.pdf a Program Statement: Pre-employment. https://www.bop.gov/policy/progstat/3330.02.pdf 45 EFTA00141413 work-based education, and release planning. The National Institute of Corrections (NIC) provides training and technical assistance, information services, and policy and program development to correctional agencies. NIC awards funds to support program initiatives and provides guidance to correctional leaders and policymaking officials. Divisions work with regional offices, whose staff serve as liaisons to institutions in a designated region. Each region consists of a Regional Director. There are six regions within the organization: • MXR: Mid-Atlantic Region: Kentucky, Maryland, North Carolina, Tennessee, Virginia, West Virginia • NCR: North Central Region: Colorado, Illinois, Indiana, Kansas, Michigan, Minnesota, Missouri, South Dakota, Wisconsin • NER: Northeast Region: Connecticut, Massachusetts, New Hampshire, New Jersey, New York, Ohio, Pennsylvania • SCR: South Central Region: Arkansas, Louisiana, Oklahoma, Texas • SER: Southeast Region: Alabama, Florida, Georgia, Mississippi, Puerto Rico, South Carolina • WXR: Western Region: Arizona, California, Hawaii, Oregon, Washington Central Office (CO) includes the following offices and divisions • Grand Prairie • Staff Training Academy • Management Specialty Training Center • Reentry Services Division • Program Review Division • Office of General Counsel • National Institute of Corrections • Information, Policy & Public Affairs Division • Health Services Division • Human Resource Management Division • Federal Prison Industries • Director's Office • Correctional Programs Division • Administration Division Appendix E: Time-On-Post (TOP) Formula The T.O.P. formula was created by BOP to replace the static number used in the past to understand how many days a Correctional Officer is available to work. T.O.P. annually calculates necessary staffing levels and determines how many days a staff member is available to work each year. The T.O.P. formula awaits approval until BOP responds and addresses GAO recommendations. 46 EFTA00141414 I Review Review the daily assignments of each staff member for the past year. 2Calculate Calculate the number of days each staff member was not assigned to their post (e.g., 65). Bureou-Wide Analysis 3 Subtract Subtract that number from 364 days per year (e.g.. 364- 165 - 199). The final number is this staff members available time to be on post 4Average Finally, average the T.O.P. for all employees of that specific instituuon for the review year (Average T.O.P. at HAX in 2019 was 179). Insoturion Specific Appendix F: Document Review BOP Document Review Document Insights BOP Phase II Campaigns and Accomplishes Reviewed BOP's marketing campaigns for recruitment and the successes behind it BOP Year 1 Recruitment Summary Assessed recruitment successes of various marketing efforts Daily and Quarterly Rosters Reviewed the roster program to see how scheduling works at BOP institutions BOP OT-Augmentation by location Trended out overtime and augmentation usage by region for the past 5 years Current Retention for Three Rivers, Edgefield, Butner, Allenwood, and Philadelphia Analyzed list of employees receiving retention incentives based on institution Recruitment or Relocation Incentive for Three Rivers, Edgefield, Butner, and Philadelphia Analyzed list of incentives by amount and date being received broken out by employee. Data includes past 2 years Staffing Levels for Three Rivers, Edgefield, Butner, Allenwood, and Philadelphia Trended out staffing levels by authorized, filled, and vacancies by pay period for both Correctional Officers and Medical staff. Used past 20 pay periods for this analysis. Leave Hours for Philadelphia Reviewed leave data broken out by sick, weather, annual, leave without pay, training, and accident for past 2 years Turnover Rates 2020, 2019, 2018, 2017, 2016 Reviewed average trend of turnover rates by location broken out by Correctional, non-Correctional, and all BOP staff BOP Human Capital Plan Reviewed BOPs strategic objectives to strengthen its workforce and efforts to date. Gives an overview of occupations deemed most mission critical Hiring Process Timeline Reviewed overview of the hiring process timeline including estimated length of time Compensation Policy Reviewed various compensation for the appropriate position to retain and attract employees Including all the incentives offered and the different pay types such as Title 38 and student loan payment BOP Staffing Study Study was conducted to analyze BOPs staffing methods. They found that custody staff all posts were appropriate to have, but concerns were about having a high inmate to staff ratio. While non-custody staff concerns were around high workloads Staffing Guidelines — CPD, RSD, HSD Reviewed BOP department's staffing requirements to increase understanding of overall staffing at BOP Inmate-to-Co Ratio Reviewed inmate to Correctional Officer ratio broken out by institution 47 EFTA00141415 Mandates 2021, 2021 Reviewed list of assignments broken out by either employee accepted or mandated including shift and mandate type BOP LV USAGE since 2019-01 thru 2021-20 Reviewed leave trend for past 5 years to see what type of leave has increased CST Manual Proposed CST Policy Reviewed the CST's new mission and objectives BHS Insights and Utilization Report Probed various datapoints around the EAP service providers' utilization and marketing efforts Survey on the EAP Examined the strengths and weaknesses of EAP through the internal report Semi-Annual Report on Staff Wellness 2021 Analyzed EAP utilization and staff suicide data BHS Trends and Observations Examined BHS trends in utilization and overall satisfaction EAP Policy Studied the purpose, scope, and program requirements for EAP EAP Annual Training 2021 Researched the challenges faced with correctional work and how to obtain EAP services ICT Family Inclusion Memo Outlined family members involvement in ICT I. EAP ICI Training 2021 Examined EAP services and how the services can improve correctional work Staff Safety and Support Policy Addressed staff suicide and established a leadership driven model to support EAP and CST Staff Suicides 1997 — Present Researched all staff suicides since 1997 Suicide Prevention Program Analyzed the purpose, scope, and objectives of the Suicide Prevention Program Top 10 Institutions with AWOL Usage 18,000 16,000 14,000 12,000 L' 10• 000 8,000 6,000 4,000 2,000 0 BEAUMONT BROOKLYN BUTNER YAZ0001Y PETERSBURGMCM/MLIZ mantropi POELOOC COLEMAN AMNIA MOC COMMA% COMPLEX COMPLEX COMPLEX COMPLEX COMPUX COMPLEX USP Institution Figure 3: Top 10 institutions with the highest usage of Absence without Leave (AWOL) 48 EFTA00141416 Deloitte About Debitte As used in this document, "Delortte" means Deloitte Consulting LLP, a subsidiary of Oebitte U.P. Please see isy/w.clrbstr con \ (0i/shout for a detailed description of the legal structure of Oebitte USA LIP, Deloitte UP and their respective subsidiaries. Certain servkes may not be available to attest clients under the rules and regulations or public accounting. 49 EFTA00141417 U.S. Department of Justice Federal Bureau of Prisons Central Office Washington, DC 20534 May 6, 2024 MEMORANDUM FOR ALL CHIEF EXECUTIVE OFFICERS FROM: Randall C. Burleson, Sr. Deputy AssistadDirec Administration Division curement Executive eputy Assistant Director ctional Programs Division SUBJECT: Security Camera Monthly Report - Institution Effective June 1, 2024, a monthly reporting process will be implemented at all Institutions. The report will be implemented collaboratively between the Administration Division — Facilities Management Branch and Correctional Programs Division — Correctional Services Branch. A sample of the report template is attached for your reference. The procedure for completing the report is as follows: The Electronics Technicians at each Institution will prepare a monthly security report that has a template input into the Facilities Management Computerized Maintenance Management System. The report lists the total number of installed cameras, any adjustments to the camera count that may have been made, the camerae recording capability, the operational state of the cameras and recording devices, and any repairs that were made to cameras during the month. Each Institution's Captain and Facility Manager will examine the report to ensure that the information is complete and accurate. The Security Camera Report will be input into the Facilities Management Monthly Report to the Region and submitted from the Warden to the Regional Director. Should you have any questions on this matter, please contact Justin M. Thornton, Chief, Facilities Management Branch at 202-598-7080. Attachments: 1 cc: Regional Correctional Services Administrators Regional Facilities Administrators EFTA00141418 INCENTIVES PLAYBOOK BUREAU OF PRISONS HUMAN RESOURCE MANAGEMENT DIVISION JUNE 2023 EFTA00141419 2 Table of Contents Section One: How We Got Here 5 Background, Purpose, and Intended Audience 5 Incentives Landscape 5 Why Create a Playbook? 7 Definitions and Methodology 8 Terminology 8 Working Sessions and Methodology 9 Lessons Learned 11 Criterion to Identify High-Risk Groups 12 Defined Criteria for Identifying High-Risk Groups 12 Section Two: Incentives and Awards Offerings 13 Current Incentives and Awards Offerings and Processes 13 Individual and Group Incentives Currently Offered 13 Monetary and Non-Monetary Incentives Currently Offered 13 New Incentives and Awards Offerings 19 Section Three: Goals and Considerations 23 Measuring Success: Goals, Performance Metrics 23 Performance Measurement Approach 23 Performance Metrics 24 Incentives Playbook Goals 24 Implementation, Tracking, and Evaluation 24 Barriers and Considerations 26 Budget Considerations 28 OPM Incentives Guidelines 28 Institution-Level Budget 28 Cost of Current Incentives 29 Cost of Implementing New Incentives 29 Conclusion 30 Additional Incentives and Awards for Future Consideration 30 Section Four: Making it Happen 32 Points of Contact 32 Appendix 32 2 EFTA00141420 3 Chart A: Stay Interview Major Themes 32 Chart B: Incentives Survey Results 33 Chart C: Incentives Approvals Chart, Roles, and Responsibilities by Leadership Level 33 How to Apply Criteria 34 Checklist for Identifying High-Risk Groups 34 Communications 36 Stay Interviews: Information and Resources Packet 40 3 EFTA00141421 4 Audience Central Office Regional Office Institution Sections • Entire Playbook • High-Level Background • High-Level Background Included • Chart highlighting • Definitions and High-Level • Definitions what was provided at Methodology • Criteria to Identify High- the Regional Office • Criteria to Identify High-Risk Risk Groups (RO) level and Groups • How to Apply Criteria Warden level • How to Apply Criteria • Employment Incentives • Future incentives to consider • Incentives and Benefits Currently Offered and Awards Menu of Options • Employment Incentives and • High-Level Goals and Awards Menu of Options Performance Metrics • Goals and Performance Metrics • Budget Constraints • Budget Constraints • High-Level Conclusion • High-Level Conclusion • Regional Office POC • Central Office POC Supplemental • Training • Applicable Training • Applicable Training Resources • Communications from Central Office to 1) Dal, 2) Union, 3) Regional Offices, 4) • • Applicable Communications from RO to Wardens Resources for Conducting Stay Interviews • Applicable Communications (e.g., Warden to HRM, employees) All employees • Applicable One-Pagers (RO-level • Applicable One-Pagers • Resources for and ones provided to Wardens) • How to Apply Criteria Conducting Stay • How to Apply Criteria Resource Resource Interviews 4 EFTA00141422 5 Section One: How We Got Here Background, Purpose, and Intended Audience The Incentives Playbook aims to standardize the BOP's approach to incentives throughout all levels of the Bureau while addressing three key Government Accountability Office (GAO) recommendations. These recommendations are highlighted below: Recommendation 1: Strategic Human Capita! Operating Plan The Director of the BOP should include in the forthcoming strategic human capital operating plan, 1) human capital goals and 2) strategies on how human capital flexibilities—including retention incentives—will be used to meet these goals. (2017 GAO Recommendation #1)1 Recommendation 2: Performance Measures The Director of the BOP should assess the outcomes of the staffing incentives it utilizes by developing performance measures and goals, measuring outcomes against them, and adjusting incentives, as appropriate. (2021 GAO Recommendation #4)2 Recommendation 3: Evaluate Incentives Mk The Director of the BOP should evaluate the effectiveness of the BOP's use of retention incentives to help determine whether the incentives have helped the BOP achieve its human capital goals or if adjustments in retention incentives are needed. (2017 GAO Recommendation #2)1 Incentives Landscape The BOP offers three main types of incentives: recruitment, relocation, and retention. The Incentives Playbook is inclusive of incentives as well as awards at the Bureau, Regional and local levels (e.g., local awards, Time Off Awards, etc.). Incentives and awards are used to attract and retain talent across the BOP, but the frequency of usage for the three main incentives has steadily risen to meet demand from challenges such as recruiting and staffing at hard-to-fill locations. The figure below highlights incentive spending from Fiscal Year (FY) 2017 to FY 2021. United states Government Accountability Report No. GA0-17-317. 2017 2 United states Government Accountability Report No. GA0-21-123. 2021 5 EFTA00141423 6 488Mitamesse O Relocation Incentives rms 3/4. • BOP spent $I9.9M on a total of 2.612 recruitment incentives • The top positions recennng recruitment incentives include GS 5/6 Correctional Officers ($9.SM). GS 7 Senior Officers ($34 MI. and RNs(S2.1M) • Recruitment spending has increased and has primarily targeted entry level Correctional Officers • BOP spent S73M on a total of Saa relocation incentives • The top positions receiving relocation incentives include Lieutenants (52.6M). Health Services Administrators (5199K) and 65-8 Semor Olr.cec Specialists ($231 K) • Relocation incentives only account for 3.5% of all incentive spending • BOP spent SI66.6M on a total of 21.7aa retention incentives • The top positions recewing retention incentives include 658 Senior Officer Specialists $17.7ML G57 Senior Officers (514.6M). and RNs ($16.13M) • Four California Institutions • Atwater. Herlong. Mendota. and victorville • made up almost one- third of the retention incentive spending from FY 17 to FY21 Figure I From fiscal year (FY) 2017 to FY 2021, the BOP spent $193.8M across the three types of incentives. Over 85% of that total covered more than 21,000 retention incentives — a cost of $166.6M. In comparison, recruitment incentives made up $19.9M in that time and $7.3M was used for relocation incentives. In 2021, almost 4,600 incentives requests were sent to the Staffing and Employee Relations Section (SERS) within HRMD. Recruitment and retention incentives represented the highest two requests at 56.1% for retention and 27.8% for recruitment. As a comparison, the next highest incentives requests sent to SERS in 2021 were for the entry age waiver at 4.8% of requests.3 While SERS reviews incentives annually per OPM guidelines, it is more challenging to show correlations to incentives usage and reduced employee separations. There are many reasons an institution or region may need to provide an incentive. For example, there are five institutions in California — USP Atwater, FCI Dublin, FCI Herlong, FCC Victorville, and FCI Mendota, or the "California 5" — that have been offering retention incentives consistently for over 10 years and make up almost one-third of the Bureau's incentive spending. The Bureau has approved the extension of retention incentives to these locations to keep up with the cost of living in the state and be competitive with the California Department of Corrections. Other California city-based BOP facilities, outside of the "California 5" may offer employees a cost-of-living adjustment that helps bring their salaries closer to corrections jobs at the state department." Another reason for an incentive to be offered is if the location is determined to be hard-to-fill, such as FCC Yazoo City, where there has been a consistent need for employees in recent years. The rise in incentive requests may indicate a need to further examine how the BOP's salaries for hard-to- recruit positions and locations compare to the facility's local job market. By implementing a comprehensive wage analysis alongside standardizing and evaluating incentive offerings, the BOP can remain competitive, attracting and retaining highly qualified employees. Total Incentives Processed by SERS for Calendar Year 2021 Evaluation of Retention Incentives in the BOP, Late CY 2001 to Early CY 2018 (BOP Office of Research and Evaluation) 6 EFTA00141424 7 Why Create a Playbook? The Incentives Playbook is an extensive guide with a three-fold objective: (1) understand the incentives available to offer to individuals; (2) identify groups of employees that are at the highest risk of separating from the BOP; (3) recommend and track benefits and incentives options for high-risk employees. The Playbook's effectiveness will be determined at the end of the year by evaluating if BOP met its pre-determined top priority goals (See Section Three: Incentives and Benefits Offerings). The Incentives Playbook includes the following: • Checklist to identify high-risk groups based on provided criteria (See How to Apply Criteria) • Standardized menu of incentives and benefits options to retain high-risk groups (Figure 6) • Drafted communications to explain to employees how incentives will be used across the BOP (See Section Four: Making it Happen) • Drafted communications for leadership around incentives available (See Section Four: Making it Happen) • Drafted communications to offer incentives to individuals (See Section Four: Making it Happen) • Performance metrics and training to measure effectiveness of playbook and return on investment (ROI) for each type of incentive (See Section Three: Incentives and Benefits Offerings • and Section Four: Making it Happen) • "How-To" guides for leaders on offering appreciation, recognizing employees, putting on morale- boosting events, etc. and a facilitation guide to lead groups (See Section Four: Making it Happen) • Drafted newsletter template for Wardens to provide updates and recognition to institution employees (See Section Four: Making it Happen) These resources will provide clear guidance on how and why incentives should be used, outline a standardized business process, and a way to measure the effectiveness of incentives to retain BOP's most valuable asset: its people. The BOP has conducted efforts to inform the playbook, internal and external research was conducted regarding incentives, focusing on how the BOP has spent recruitment, relocation, and retention incentives across all institutions from FY 2017 - FY 2021. Other analysis included a review of Bureau's turnover trends, exit survey data, as well as conducting external research on incentives use at similar federal law enforcement agencies such as United States Marshal Service (USMS) and Transportation Security Administration (TSA). In addition to incentives that BOP offers, other federal law enforcement agencies offer their own distinct incentives. For instance, along with having Time Off Awards (TOA), Cash Awards, Director Awards, and Parking Spot Awards, USMS offers a well-established mentorship program. Both the BOP and TSA grant Referral Bonuses and Tenure Pins at certain year marks to employees, but TSA also has Service Pay in which employees are more frequently eligible to move up a pay band depending on tenure and evaluation. While the types of incentives offered at the state law enforcement level remain primarily the same as the BOP, the monetary amounts are different. For example, the Colorado Department of Corrections provides a 7 EFTA00141425 8 relocation reimbursement of $5,000 along with a $4,000 annual retention incentives To relocate with the Memphis Police Department, the relocation incentives rise to $10,000 along with a retention incentive of 9% of base salary per year for up to 5 years.6 To see all incentives the BOP can offer, refer to Current Incentives and Benefits Offerings and Processes. Definitions and Methodology The below section highlights terms used throughout the Incentives Playbook as well as a description of the development methods used to create this Bureau-wide resource. Terminology Award: A monetary or non-monetary offering given to eligible employees for going above and beyond at their institution, within their region, or across the BOP Correctional Programs Division (CPD): Provides national policy direction and daily operational oversight of institution correctional services, as well as holds responsibility for inmate records, information gathering and case management Criteria: The set of factors used to determine if an employee or group of employees are at a higher risk of separating from the BOP Focus Group: A diverse group of individuals pulled together for a guided discussion Government Accountability Office (GAO): An independent, non-partisan agency that provides Congress and federal agencies with objective, non-partisan, fact-based information to help the government save money and work more efficiently High-Risk Groups: A group of employees at a higher risk of separating from the BOP compared to other groups of employees Human Resource Management Division (HRMD): Coordinates personnel matters, including pay and leave administration, incentive awards, retirement, work life programs, background investigations, adverse and disciplinary actions, and performance evaluations Health Services Division (HSD): Provides medical, dental, and mental health services to Federal inmates in Bureau facilities Incentive: A monetary or non-monetary offering or benefit given to recruit, motivate, retain, and/or support employees Information, Technology and Data Division (ITDD): Houses the BOP's Information Technology program, manages the Bureau's public and intranet sites, and correctional security technology; provides systems development and support, information management and correctional technology Menu of Options: A set of incentives and benefits offerings that all levels of leadership can refer to when trying to determine the most effective way to retain employees New Hire: An individual who has been employed with the BOP for less than one year Office of Personnel Management (OPM): The lead agency for human resources and policy management for the government Retention: The ability of an organization to engage existing employees and limit employee turnover s Current Employees 1 Department of Corrections (colorado.gov) °A City Pairs Relocation Payments with Bonuses to Recruit Police - Route Fifty (route-fifty.com) 8 EFTA00141426 9 Reentry Services Division (RSD): Provides enhanced oversight and direction in the critical area of offender reentry, focusing on reentry programming and community resource transition Stay Interview: A conversation with an employee about their experiences and why they remain at the BOP Subject Matter Expert (SME): An individual who possesses a deep understanding of a specific subject Survey: The process of collecting, analyzing and interpreting data from many individuals to determine insights into a group of people Working Session: Time dedicated to learning from and brainstorming with Subject Matter Experts around current and future steps for the BOP Working Sessions and Methodology Development of the Incentives Playbook took place in four main phases in which internal and external research was conducted, combined with working sessions, interviews, and surveys with employees at the BOP. A table summarizing each phase can be found below (Figure 2). Phase One Conduct working session with Central Office SMEs • Conduct working session with Mid-Atlantic and Western Regional Office SMEs to validate findings in Central Office session • Conduct Stay Interviews with high.nsk group staff • Distribute Incentives survey to 4800• high-ask group staff • Analyze interview and survey findings Out • Conduct working session with Central Office SMEs to discuss Implementing new offerings • Conduct working session with Central Office ADs and RDs around incentives goals • Develop the Incentives Playbook • Develop and distribute trainings and communications around the Incentives Playbook resource • High-RiskGroups In MXR and WXR Identified (CorrecriOnol Officers, New Hires, Nurses) • Determine top monetary and non-monetary incentives staff would like to receive • Determine performance goals around incentives and metrics to track incentives usage • Share the Incentives Playback with all levels of leadership at BOP and begin tracking incentives usage Figure 2 Phase One The first working session was conducted with Central Office SMEs. Attendees represented the multiple divisions — Correctional Programs Division (CPO); Human Resource Management Division (HRMD); Health Services Division (HSD); Information, Technology and Data Division (ITDD); and Reentry Services Division (RSD) as well as the national union — to ensure a holistic view of experiences. The goals of this phase were to identify and validate standardized criteria that could be used to determine high-risk employees or groups of employees, informing the first version of the Incentives Playbook. Criteria for high-risk groups discussed in these sessions included: job market competition, location of institution, morale, time-to-recruit and time-to- hire, promotion opportunities for the role, schedule, job requirements for the role, turnover rate, pay, empowerment and authority within the role, relationships with supervisor or manager, and the employee's tenure at the BOP (See Criteria to Identify Hiqh-Risk Groups). These criteria were used to determine the top three high risk groups at the BOP: Correctional Officers, New Hires, and Nurses. A second working session was conducted with regional-level employees in the Mid-Atlantic and Western Regions (selected because they represent the greatest spending on incentives and present a diverse sample of institutions), to validate the first session's determined criteria and high-risk groups. Once the top three high-risk groups were identified and validated (Correctional Officers, New Hires, and Nurses) for the Mid-Atlantic and Western Regions, developers of the Incentives Playbook moved to Phase Two. 9 EFTA00141427 10 Phase Two After defining the groups of employees that are at higher risk of leaving the BOP, it was necessary to understand what those groups of employees value most when choosing and continuing in a career path. In this phase, the team conducted "Stay Interviews," an interview technique meant to uncover current employees' perspective on what they value and why they choose to remain with the Bureau. A sample group of individuals in the Mid-Atlantic and Western Regions who fell into one of the top three high-risk groups (Correctional Officers, New Hires, and Nurses) were requested to participate in a Stay Interview. The interviews provided them an opportunity to answer a series of questions pertaining to their work, their values, and what motivates them to continue working at BOP, in addition to an opportunity to share ideas of new ways to incentivize employees or improve existing processes (See Section Four: Making it Happen). 50 interviews were conducted with employees in the Mid-Atlantic (30 interviewees) and Western (20 interviewees) Regions, who represented 19 BOP institutions. Figure 3 shares interviewee demographics from the two regions. Participant Statistics. 50 interviewees 20 Correctional Officers 18 Nurses 12 New Hires 950+ data points 5 time zones represented 19 institutions represented 5.4 years average tenure Figure 3 a "The people I work with inspire me and make me want to do my best work." — Stay Interview Participant, WXR Correctional Officer In addition to interviews, a survey was sent to approximately 4,800 employees in the Mid-Atlantic and Western Regions who were either Correctional Officers, Nurses, or New Hires, asking them to rank the incentives and benefits options they valued most. Survey completion was 25.9% at the time the survey was closed. Incentives and benefits options on the survey included both incentives the Bureau currently offers, and new ideas informed through Stay Interviews or external research on what other federal agencies offer. Options were both monetary and non-monetary, including an award for consistent attendance. Each option that may need union approval, policy change, etc. was highlighted for employee awareness. ‘ma The top three most voted monetary incentives and benefits options were: 1. Award for consistent attendance 2. Acknowledgement of tenure (i.e., 5-year bonus, 10-year bonus) 3. Award for high performance The top three most voted non-monetary incentives and benefits options were: 1. Hybrid or flexible work opportunities (for applicable offices, locations, and positions) 2. Monthly or quarterly events 3. Childcare center or childcare reimbursement For more information on the survey, results, and input from employees, please refer to Chart C. Phase Three After gaining an understanding of what employees value and wish to see via incentives and benefits offerings, the team reconnected with BOP SMEs to conduct additional working sessions. The first session reviewed 10 EFTA00141428 11 research on incentives offerings provided at other federal and state organizations and evaluated the feasibility of implementing each monetary and non-monetary incentive presented in the survey sent to Mid-Atlantic and Western region employees during Phase Two. Input was provided from leaders within HMRD, the Office of General Counsel, the Incentives Office, one Regional Director, and the union. The second session, attended by representatives from HRMD, HSD, RSD, and multiple BOP regions, determined goals and performance metrics to measure incentives utilization against; the final session established methods for tracking incentives usage and progress on incentives goals utilizing the BOP's current data collection systems (See Section Three: Incentives and Benefits Offerings). Phase Four To ensure the Incentives Playbook provides the greatest value, training and communications were developed for leadership at Central Office, Regional Offices, and individual institutions on how to read and apply the materials. Training on how to determine what incentives and benefits to offer employees, alongside communications to disseminate incentives-based information, can be found in Section Four: Making it Happen. Lessons Learned During the development of this playbook areas for improvement arose in each phase. Below are some recommended best practices for future similar efforts. Involve critical stakeholders early to help schedule interviews. Before reaching out to schedule and conduct interviews or distribute the survey regarding incentives, it is crucial to determine points of contact across the BOP. Regional Directors provided support by connecting with Wardens, who worked with both the national union and their local unions to identify and aid in scheduling interviews. When scheduling interviews, it is important to keep in mind the correctional work environment's impact on the availability of interviewers and interviewees (e.g., off-shifts) in addition to ensuring representation from institutions in all states and time zones. Frame survey questions with the least amount of ambiguity. When determining high-risk groups and creating interview or survey questions, it is important that wording is clear; for example, a "new hire" is an employee with less than one year at the BOP. Questions asked of interviewees were often perceived differently — when asked if they had tools to do their job properly, responses varied between physical tools (e.g., enough masks during COVID) and figurative tools (e.g., mentorship and training). Allow for identifying data to be collected while preserving anonymity. If utilizing surveys, ensure opportunities for employees to share information (e.g., their role or region) that can be analyzed without losing anonymity. 11 EFTA00141429 12 Criteria to Identify High-Risk Groups Criteria used to identify a high-risk group were determined through various working sessions with SMEs at all levels of the BOP. Leaders at the Central Office, Regional Directors, and Wardens should use the criteria to identify high-risk groups in their region or at their institution. A checklist and how-to guide on applying the below criterion can be found in Section Four: Making it Happen. Defined Criteria for Identifying High-Risk Groups The following criteria are listed in order of votes received during Phase 1 working sessions. Job Market Competition: Local and national competition Location of Institution: Cost of living, desirability, nearby resources, culture of institution, scarcity of role in area Morale: Mental and emotional condition of group or individual regarding a task or function Time-to-Recruit and Time-to-Hire: Cost to hire and impact on desire to stay due to the time it takes to hire an employee Promotion Opportunities: Low-level roles that max out at a certain GS-level, or with limited positions in the next GS-level at the institution Schedule: Type and flexibility of schedule (e.g., night shifts, hybrid eligibility) Job Requirements for role: Additional education, licenses, certifications Turnover Rate: Frequency with which employees leave their role at the BOP Empowerment and Authority: Freedom in decision-making and trust granted to execute the tasks within one's role Pay: Salary amount compared to local competitive pay a Employees Tenure at BOP: Measure of how long employee has been employed at the BOP (e.g., less than a year, eligible to retire) Supervisor and Manager Relationships: Transparency and support between employees at all levels 12 EFTA00141430 13 Section Two: Incentives and Awards Offerings Current Incentives and Awards Offerings and Processes The purpose of the BOP's incentives program is to "recognize and promptly reward employees who perform in an exemplary manner or make significant contributions to the efficiency and effectiveness of Bureau operations and to honor those who have served the Government faithfully and well." The BOP offers various incentives to achieve this mission and support its people. The three main categories of incentives are:7 1. Recruitment Incentives - Used to motivate individuals to join the BOP. 2. Relocation Incentives - Used to reward employees who move to work in a hard-to-fill location for a certain amount of time (i.e., 24 months or shorter based on the Director's discretion). 3. Retention Incentives - Used to retain employees who would be likely to leave the Federal service. Process for nominating incentives: Proposed incentives must be submitted in writing, approved through the appropriate channels by the appropriate decision maker or delegated decision maker. There are two general rules for awarding incentives: 1. The approving official must be at a higher level than the recommending official. 2. The award is only discussed with the recipient only after it has been approved. Please reference the Notional Incentives Program Statement' for more information on how the incentives approval process works. Individual and Group Incentives and Awards Currently Offered The BOP gives out both Individual and Group incentives. Individual incentives are awarded to specific individual employees who demonstrate the behavior and/or impact described in the award. Group incentives are awarded to groups of employees (e.g., Correctional Officers) based on the qualifications of that specific group. For example, a team of Correctional Officers may demonstrate outstanding service to the BOP and be recognized by receiving a group incentive. Some monetary awards given to a group of employees may vary in amount. "In determining the amount of a group award, the value of the contribution should be evaluated first, and the amount divided among the group members, either equally or in proportion to the contribution of each member. An exception may be made when the amount to be shared would be too small to be meaningful and motivating."' Please note, some incentives and awards can only be given to an individual, not a group (e.g., Special Achievement Award for Sustained Superior Performance), whereas others moy be given to an individual and a group (e.g., Superior Accomplishment Award based on Special Acts or Service). Monetary and Non-Monetary Incentives and Awards Currently Offered Both monetary and non-monetary incentives are offered at the Bureau. Monetary incentives are associated with a financial benefit to the receiving employee or group of employees (e.g., cash bonus, quality step increase), whereas non-monetary incentives do not have a financial benefit to the receiving employee or group of employees (e.g., letter of commendation, Public Service Award). The types of monetary and non-monetary ' National Incentives Program Statement 13 EFTA00141431 14 incentives are listed below and are considered part of the Menu of Options (Figure 6) presented in the Playbook: Monetary: 1. Quality Step Increases (QSI) - Additional within-grade increases that augment an employee's basic pay and reward future performance. Only GS employees are eligible for C1515. 2. Above Minimum Rate (AMR) - allows for the appointment of an employee at a salary rate above the minimum step of the qualifying grade for superior qualifications (or special need). The rate cannot exceed a candidate's existing pay by 20% and must be approved by the Bureau Personnel Director prior to entry on duty date. 3. Special Achievement Award for Sustained Superior Performance (SSP) - Lump sum cash award, up to 15% of the awardee's base pay, granted to recognize an employee's consistent performance that exceeds normal job expectations for a period of at least six months. Only individuals are eligible to receive this award. 4. Factory Gainsharing Award — Rewards specific factories within the Federal Prisons Industries, Inc. and provides a group cash award to employees at specific factories. 5. SES Performance Awards (Bonuses) — Rewards excellence over a one-year performance cycle for SES appointees. These bonuses can be between 5% - 20% of a recipient's basic annual pay. 6. Referral Bonus — Rewards recruitment efforts of employees in the form of a cash award. Executive Staff members, Wardens, Associate Wardens, Human Resource Management staff, and any employees involved in organized recruitment activities are excluded from recruitment incentives. All other employees are eligible. a. If an employee recruits a new employee into a hard-to-fill position at the BOP, they are eligible to receive up to a $250 cash award after the new employee successfully completes one year of service with the Bureau. b. For all other positions, employees are eligible to receive a $150 cash award for recruiting a new employee. 7. Retirement Incentive - Employees eligible to retire through the end of 2022 may be able to receive a retention incentive to continue working. For more information, please check with the BOP's policy on retirement-eligible and retirement-mandatory categories. In addition, the percentage of the incentive may increase each year the individual remains employed beyond their retirement eligibility date, upon annual approval to continue the incentive:8 a "Retention Incentive for Retirement Eligible Stoff"(bop.gov) 14 EFTA00141432 15 Date of Retirement Eligibility Retention % Eligible For Prior to 2019 8% 2020 7% 2021 6% 2022 5% Figure 4 Non-Monetary: 1. Letters of Commendation — Given for a one-time or non-recurring contribution by an employee or group of employees, signed by the individual's appropriate leadership. 2. Time Off Awards (TOAs) — Grants time off without charging leave or loss of pay to an employee or a member of a group. TOAs are intended to recognize superior accomplishments or other personal efforts that contribute to BOP's mission. TOAs are used to recognize contributions that are of a one- time, non-recurring nature and may also be used to recognize sustained high-level performance. These awards can be offered to both individuals and groups. 3. Student Loan Repayment — Eligible employees are offered a lifetime maximum student loan repayment amount of $60,000, or a maximum annual repayment amount of $10,000 each year, per OPM guidelines. 4. Annual Leave Credit — Utilized to credit prior work experience towards an employee's annual accrual rate. 5. Honorary Service Medals — Provides honorary recognition to employees for significantly contributing to the mission. Examples of these types of awards include but are not limited to the following: a. BOP Distinguished Service Medal (BOP DSM) — Presented to an individual who has realized the highest level of achievement. b. BOP Meritorious Service Medal (BOP MSM) — The second-highest non-cash award given to an employee for contributions in care and custody. c. BOP Commendation Medal (BOP CM) — Presented to an individual who has demonstrated dedication greater than an average employee through high quality work, unique approaches, or noteworthy technical contributions significant to a limited area. Monetary recognition may also be considered in addition to this award. 6. Public Service Awards — Given to private citizens and organizations whose outstanding acts have made significant contributions in improving the activities of the BOP and the Bureau's functions, services, and/or operations. These awards are presented as Public Service Award Certificates or BOP-produced plaques. 7. Correctional Workers' Week Observance — A full week during the year that the BOP recognizes the contributions of Correctional Officers and all other correctional employees. 8. Gainsharing Travel Savings Award Program — Rewards employees who intentionally save the BOP money when traveling via frequent flyer accounts, credits, etc. Program members may receive future discounted travel benefits. 15 EFTA00141433 16 9. Bureau-wide Awards — National recognition of employees who have demonstrated superior accomplishments during the year. There are 29 categories of Bureau-wide awards, including Director's awards. Figure 5 shows all Bureau-wide awards. 10. Career Service Insignia (Pins) — Recognizes and rewards employees for their years of service to the BOP. All employees are eligible to receive a pin upon five years of service to the Bureau and for each additional period of 5 years (i.e., 5 years, 10 years, 15 years, 20 years). 11. Career Service Certificate — Recognizes employees for their years of service to all creditable Federal Government agencies (e.g., the military). These awards are particularly significant for employees who transferred between agencies. 12. Significant Accomplishment Awards for Transfer or Separation — Recognizes an employee's individual contribution to a specific facility at a time of transfer or separation. 13. Retirement Plaques — Given to all employees who retire from the BOP. 14. Retirement Mantle Clock — Given to all employees who retire from the BOP. 15. Retirement Letters — Congratulatory notes from the BOP Director and the President. 16. Retirement Badge — Recognizes the service of employees by embossing their badge in a special casing upon retirement. 17. Recognition for Service of Deceased Employees — Recognizes the service of deceased employees. 18. Public Health Service (PHS) Commissioned Officers Awards and Decorations — Recognizes United States Public Health Service (USPHS) employees who are otherwise not eligible for monetary or Time Off Awards. There are many types of these PHS Commissioned Officers Awards and Decorations in the forms of medals, citations, commendations, and ribbons. For the full list of PHS awards, please refer to the National Incentives Program Statement.' 19. Attorney General Awards — Announced by the Department of Justice with final selections made by the Department of Justice Awards Committee. 20. The President's Award for Distinguished Federal Civilian Service — The highest honor the federal government can bestow upon a career employee to recognize exceptional achievements that are of tremendous benefit to the Nation. Bureau-Wide Awards and Criteria Name of Award Criteria Sanford Bates Award Non-supervisory employee who showed courage or risk of life in an act James V. Bennett Award Supervisory or management employee who showed courage or risk of life in an act Myrl E. Alexander Award Employee who is instrumental in new technique development or implementation Norman A. Carlson Award Employee who has shown excellence in leadership J. Michael Quinlan Award Employee who has taken active steps to promote the concept of "Bureau family" Kathleen Hawk Sawyer Award (Employee) Employee who demonstrates high standards of public service by stimulating progress in the BOP Kathleen Hawk Sawyer Award (Management) Management staff who is committed to ensuring accountability and excellence in their area of responsibility Harley G. Lappin Award Employee who exemplifies resiliency and commitment to goals of re-entry and skills- building for offenders Charles E. Samuels Jr. Award Employee who furthers the mission by maintaining productive working relationships through partnerships with labor and management Mark S. Inch Award Employee who acknowledges importance of military service in furthering the agency's mission 16 EFTA00141434 17 M.D. Carvajal Award Employee who values the importance of improving employee skills through delivery of training Director's Equal Employment Opportunity Award (EEO)/Affirmative Employment Award Granted to managers and supervisors for outstanding contributions to advancing EEO, to EEO Officials who demonstrate effectiveness, or to an employee whose work is not directly related to EEO but advances equal opportunity Director's Special Recognition Award Recognizes any contribution that has a significant impact on any area within the Bureau at any level New Warden of the Year Award Wardens with 1 year or less who effectively manage a facility by providing a safe and secure environment for all Excellence in Prison Management Wardens with outstanding contributions in the overall management of staff, inmates, and general operations Regional Director's Award Recognizes employees at all levels who have made specific contributions to the effectiveness of the Bureau (one staff member per region) Regional Director's Special Recognition Award Employees from any level whose work performance clearly deserves national recognition The Maryellen Thoms Assistant Director's Award for the Health Services Division Recognizes on-the-job excellence among employees whose contributions positively impact HSD, Food Services or Safety Dr. Thomas R. Kane Award for the Information, Policy, and Public Affairs Division Recognizes on-the-job excellence among employees who have made significant contributions in their field of technology Assistant Director's Award Recognizes on-the-job excellence among employees in their field (one per division: ADM, PRD, CPD, FPI, HRMD, OGC, RSD) Special Recognition Award Employees from any level whose work performance clearly deserves national recognition (one per division: ADM, PRD, CPO, FPI, HSD, !IRMO, IPPA, OGC, RSD) Figure 5 Additional types of non-monetary incentives offered by the BOP include, but are not limited to the following: a. Employee's picture in a prominent location b. Letter of commendation from Warden c. Reserved parking space d. Monthly and Quarterly events to build team cohesion and boost morale (e.g., bowling, cookouts) e. Family events (e.g., new Correctional Officer swearing in ceremony, potlucks) to include employees' families "Staff appreciation meals, ice cream trucks, coffee trucks, they help boost morale and it's a breath of fresh air when you hear there are these things." — Stay Interview Participant, MXR Nurse The following awards can be monetary and/or non-monetary offerings: 1. Superior Accomplishment Award based on Special Acts or Service — The monetary award is a lump sum cash award given for a one-time or non-recurring contribution by an employee or a group of employees. The non-monetary award is a letter of commendation. All employees are eligible for this type of award and there is no limit to the number of awards that an individual can receive in a certain period. 2. Superior Accomplishment Awards for Adopted Suggestions — Given to employees who suggest new ideas that benefit government operations, such as process improvement ideas. The award may result in either a cash award up to $250 or an appreciation letter issued to the recipient. 17 EFTA00141435 18 3. Local Awards — These have been implemented at some but not all institutions. The following is a list of some examples of local awards: a. Employee of the Month, Quarter, Year b. Supervisor of the Month, Quarter, Year c. Rookie of the Month, Quarter, Year d. Correctional Officer of the Year e. Extra Effort/Extra Mile/Extra Step at the Institution Award f. Honor Graduate of Federal Law Enforcement Training Center (FLETC) for Introduction to Correctional Techniques (ICT) 8. Superior Accomplishment Award for Foreign Language Skills — Given to reward employees who significantly contribute to the orderly running of the BOP through their use of foreign language skills. This award may be monetary, with a lump sum award of up to 5% of the grantee's base pay provided. 9. Distinguished and Meritorious Executive Awards — The most prestigious awards to career Senior Executive Service (SES) members to recognize extraordinary long-term achievements. These awards entitle the recipients to cash awards of 25% - 35% of basic annual pay and may also contain a gold pin and framed certificate signed by the President. 10. SES Superior Accomplishment Incentive Awards — Given at any time when circumstances warrant recognition to recognize a suggestion, invention, or special act that has a significant, tangible impact on the BOP. 11. Other Awards — These awards are based on outside requests from different organizations (i.e., The American Correctional Association, Federal Law Enforcement Officers Association, North American Association of Wardens and Superintendents). The Assistant Director of HRMD will announce the nomination as each organization sends its request, then establish timelines to comply with each request. Institutions much obtain the Warden's approval before submitting any nominations. The BOP also partakes in the following outside awards programs: National Defense University's National War College, Roger W. Jones Award for Executive Leadership, Women in Federal Law Enforcement, Presidential Public Safety Medal of Valor Award, OPM Pillar Award and the Justice Tom C. Clark Award. 18 EFTA00141436 19 New Incentives and Awards Offerings In addition to what the BOP has historically offered employees for both monetary and non-monetary options, the Bureau is always looking for new ideas and new incentives to better support and retain employees. The new offerings below, alongside the currently offered incentives and benefits mentioned in the previous section, make up what is called the Employment Incentives and Awards Menu of Options (Figure 6), a resource that all levels of leadership can refer to when trying to determine the most effective way to recognize and retain employees. The following incentives are part of the Menu of Options and are either new ideas or have historically not been offered across the BOP in a standardized method: • Recruiter of the Month, Quarter, Year Award — This is an offering that can be either monetary or non-monetary to recognize and reward a recruiter's excellent impact and service to the BOP. Recruiters and Human Resource Manager (HMR) employees would be eligible to receive this reward if they surpass recruitment goals for a certain time (e.g., month, quarter, year). A monetary award of this type could be a cash award of up to $250 to the recruiter who recruits the highest number of new employees. A non-monetary award of this type could be the recruiter's picture at the institution or in the newsletter, sharing the recruiter's impact to the institution and BOP. • Compressed Work Schedules (CWS) —This is a non-monetary offering for all appropriate positions at the BOP. Full-time employees may complete their 80-hour biweekly work requirements in fewer than 10 days, when the situation is assessed to not pose an adverse impact on the BOP. In addition to Compressed Work Schedules, the Bureau is also exploring Hybrid and Flexible Work Opportunities for options including remote work. Due to the uniqueness of the BOP's mission, not all employees and positions would be eligible for remote work, however the Bureau may evaluate this as a potential future incentive offering. • Local Executive Staff Meeting Invite — This is a non-monetary offering to give employees insight into how the local Executive Staff operates. By inviting an employee to attend an Executive Staff meeting, they may feel more valued and present in decisions that impact their workplace and peers. • Handwritten Thank You Note - This is a non-monetary offering to reward and recognize employees for any special contribution or act of service to benefit the BOP, such as volunteering to cover for a team member. Stay Interview findings show that genuine, timely, and specific appreciation notes from leadership have a lasting impact on making employees feel valued and cared for. • Lead Peer Group or Training - This is a non-monetary offering to reward employees with leadership opportunities when they present such potential and interest. Giving an employee the opportunity to lead helps recognize their contributions while making them feel valued. "[From my supervisor] I just want a simple email that says I recognize you, you have improved, and you're doing great. That would help me a lot, instead of only hearing from them when something goes wrong." — Focus Group Participant, FCI Otisville Employee 19 EFTA00141437 20 Menu of Options Table (includes all monetary and non-monetary incentives currently offered at the BOP and suggested via this incentives Ploybook). Leaders can refer to this Menu of Options (Figure 6), which includes currently offered incentives and benefits as well as new ideas, when trying to determine ways to motivate and retain their employees. It is important to keep in mind that the BOP's current approval processes are still in place for all offerings and leadership must still go through the appropriate channels. See the National Incentives Program Statement? for full details on the BOP incentives and awards approval processes. For example, monetary incentives beyond the allotted institution level amount must be submitted to the Regional Office. Leaders must also keep in mind the feasibility of a certain incentive at their institution and refer to their budget (See Budget Considerations), staff vacancies, and other considerations before offering an award from the Menu of Options. 20 EFTA00141438 21 Employment Incentives and Awards Menu of Options Name Description Monetary or Non-Monetary Group or Individual Current or New? Quality Step Increase (QSI) Additional within-grade increases that augment base pay Monetary Individual (GS I employees only) CurrentlyOffered Above Minimum Rate (AMR) Appointment of an employee at a salary rate above the minimum step of the qualifying grade for superior qualifications or special need Monetary Both I CurrentlyOffered Special Achievement Award for Sustained Superior Performance (SSP) Recognize consistent performance that exceeds normal job expectations for a period of at least six months Monetary (Lump Sum) Individual CurrentlyOf vi Factory Gainsharing Award Rewards factories within the Federal Prisons Industries, Inc Monetary (Group Cash Award) Group CurrentlyOffered SES Performance Awards (Bonuses) Rewards excellence over a one-year performance cycle for SES appointees Monetary (Between S - 20% of base pay) Individual CurrentlyOffered Letters of Commendation Rewards one-time contribution by an employee or group of employees Non-Monetary (letter signed by appropriate leadership) Both CurrentlyOffered Time Off Awards (TOM) Grants time off without charging leave to recognize superior accomplishments Non-Monetary Both Currently Offered Student Loan Repayment Provides employees a maximum lifetime amount of $60,000, or maximum annual repayment amount of $10,000 each year, per OPM guidelines Non-Monetary Individual Currently Offered Annual Leave Credit Utilized to credit prior work experience towards an employee's annual accrual rate Non-Monetary Individual CurrentlyOffered Honorary Service Medals Provides honorary recognition for significantly contributing to the mission Non-Monetary Individual CurrentlyOffvi Public Service Awards Given to private citizens and organizations for outstanding contributions to the Agency Non-Monetary (certificates or plaques) Individual CurrentlyOffevtl Bureau-wide Awards (Director's Awards Included) Nationally recognizes superior accomplishments during the year Non-Monetary Individual CurrentlyOffered Career Service Insignia (Pins) Recognizes employees for their years of service to the Agency Non-Monetary (Pins for S-year increments) Individual CurrentlyOffered Significant Accomplishment Awards for Transfer or Separation Recognizes an employee's individual contribution to a specific facility at a time of transfer or separation Non-Monetary Individual Currently Offered Retirement Plaques Given to all employees who retire from the Agency Non-Monetary Individual CurrentlyOf vi Retirement Letters Congratulatory notes from the Director of the Agency and the President, if eligible Non-Monetary Individual CurrentlyOf vi Retirement Badge Recognizes the service of employees by embossing their badge in a special casing Non-Monetary Individual CurrentlyOf vi Recognition for Service of Deceased Employees Recognizes service of deceased employees Non-Monetary Individual CurrentlyOffered Public Health Service (PHS) Commissioned Officers Awards and Decorations Recognizes USPHS employees who are not eligible for monetary or TOM Non-Monetary (medals, citations, commendations, ribbons) Individual CurrentlyOffered The President's Award for Distinguished Federal Civilian Service Highest honor federal government can bestow upon a career employee to recognize exceptional achievements Non-Monetary Individual CurrentlyOf vi Superior Accomplishment Award based on Special Acts or Service A lump sum cash award given or letter of commendation for a one-time contribution Monetary or Non-Monetary, Budget permitting Both CurrentlyOffered Local Awards (Institution-Based) Employee of the Month, Supervisor of the Quarter, Rookie of the Year, CO of the Year Monetary or Non-Monetary, Budget permitting Individual CurrentlyOffered 21 EFTA00141439 22 Superior Accomplishment Award for Foreign Language Skills Rewards employees who contribute through their foreign language skills Monetary or Non-Monetary, Budget permitting Individual Currently Offered Distinguished and Meritorious Executive Awards The most prestigious awards to career Senior Executive Service (SES) members to recognize extraordinary king-term achievements Monetary (25% - 35% of base pay award) & Non-Monetary (gold pin and certificate signed by the President) Individual Currently Offered SES Superior Accomplishment Incentive Awards Recognition of a suggestion, invention, or special act that has a significant, tangible impact Monetary , & Non-Monetary, Budget permitting Individual Currently Offered Recruiter of the Mouth, Quarter, Year Award Recognizes recruiter's excellent impact on institution/region recruitment goals Monetary (up to $250) or Non- Monetary (picture at the institution/in newsletter), Budget permitting Individual New suggestion with Incentives Playbook Local Executive Staff Meeting Invite Inviting an exceptional employee to attend an Executive Staff meeting to give insight on how leadership operates Non-Monetary Individual New suggestion with Incentives Playbook Handwritten Thank You Note Recognizes employees for any special contribution or act of service Non-Monetary Both New suggestion with Incentives Playbook Lead Peer Group or Training Rewards employees with leadership opportunities when they present such potential Non-Monetary Individual New suggestion with Incentives Playbook Figure 6 Please reference the Notional Incentives Program Statement on Sallyport for more information, special considerations, and a full list of incentives offerings.' 22 EFTA00141440 23 Section Three: Goals and Considerations Measuring Success: Goals and Performance Metrics Establishing performance metrics and goals will enable the BOP to better assess the outcomes of its incentives usage. Systemically evaluating performance metrics will provide Bureau leaders with the insights needed to better determine if the incentives are working as intended or if the resources would be more effectively spent elsewhere. Performance Measurement Approach Defining goals is the first step to better tracking and evaluating the return on investment of the BOP's incentives. Various qualitative and quantitative data sources (i.e., employee surveys, FEVS survey, focus groups, stay interviews, exit interviews, incentives tracking) can be utilized to form a holistic understanding of the BOP's retention. The following steps outline the Performance Measurement Approach, while Fiqure 7 shows the foundation for establishing, tracking, and evaluating effectiveness of incentives goals. 1. Define — Identify key goals, outcomes, and metrics to evaluate success for the incentives program. 2. Track - Iteratively track and measure performance by capturing data on well-defined metrics. 3. Evaluate - Evaluate performance at the end of the year to determine if BOP met its goals. PERFORMANCE MEASUREMENT DEFINITIONS Goal Goals define the criteria which determines overall success and supports realizing a future state Outcome Outcomes capture performance and progress, measuring achievement of goals and informing overall success Metric Metrics are a combination of precise qualitative and/or quantitative measurements or indicators that provide insight into current performance Figure 7 23 EFTA00141441 24 Performance Metrics The standardized metrics and data definitions below (Figure 8) can be applied to all of BOP's workforce, specific workforce groups (e.g., Correctional Officers, New Hires, and Nurses), and/or specific locations (e.g., all institutions in the Mid-Atlantic Region, Western Region). Metrics Staffing Levels The number of positions filled divided by the number of authorized positions. Turnover Rate The number of separations divided by the number of staff at year end, based on calendar year data. Retention Rate The number of employees who remain employed at BOP (i.e., are on the payroll) for a certain time period, based on calendar year data. Incentives Awarded The number of monetary, non-monetary, and/or other types of awards given to an employee during a certain time period. Baselines Historical Retention Rate Uses historical data (i.e., the last five fiscal years' data) to calculate a Historical Average Retention Rate. This historical average becomes the baseline for comparing future years' retention rate against. Historical Turnover Rate Uses historical data (i.e., the last five fiscal years' data) to calculate a Historical Average Turnover Rate. This historical average becomes the baseline for comparing future years' turnover rate against. Figure 8 Comparing metrics to historical rates for baselines, also called a steady state, is preferable to a strict year-over- year comparison because it compares progress to a healthy range or threshold. This approach better accounts for outliers (e.g., comparing data from the year before COVID-19 to COVID-19 data would not present a fully accurate comparison). Incentives Playbook Goals In March 2023, a group of Assistant Directors (ADs) and Regional Directors (RDs) participated in a working session to identify and prioritize goals to evaluate the effectiveness of awarded incentives. As an output of that session, the ADs and RDs prioritized the following goals for the first version of the Incentives Playbook: 1. Increase overall employee retention by 5% compared to historical retention rate. 2. Increase Correctional Officer retention by 10% compared to historical retention rate. 3. Increase New Hire retention by 10% compared to historical retention rate. 4. Increase Nurse retention by 10% compared to historical retention rate. Additional recommendations included: tracking retention rates of employees who received any type of incentive (monetary or non-monetary); addressing staffing challenges for Correctional Officers to mitigate any trickledown effects on other workforce segments. Tracking will further enable the BOP to assess what, if any incentives given to employees are effective at retaining them over time, while focusing on Correctional Officers may limit an increase in augmentation for other departments such as non-custody employees. Implementation, Tracking, and Evaluation Currently the Staffing and Employee Relations Section (SERS) tracks usage of recruitment, retention, and relocation monetary incentives. These incentives could be for a segment of the workforce (e.g., Correctional Officers), a specific department (e.g., Human Resource), or the entire institution. Requests for individual and group retention incentives have greatly increased in the past few years at the BOP. For all non-monetary 24 EFTA00141442 25 incentives (e.g., Quality Step Increases (QSIs), Time Off Awards, Director Awards), tracking is performed at the institution-level and funded by the Warden's budget. The incentive approval process is initiated when the Warden or HRM submits a request for an incentive. The graphic below provides an overview of the process, to include awards that exceed the BOP or OPM threshold. (Figure 9). Overview - Incentives Approval Process A look at the incentive approval process for an individual or group of employees at BOP. warden/HRM submits incentive request and justification to Regional Office Repoli Office mates request Regional Office staff conducts analysis (reviews turnover trends. staffing levels, recruitment efforts for role) and unites a letter Jusufying the incentive and how it helps the institution. Regional Office sends request and analysts to SERS SIRS rev4,n,, request SERS reviews the analysis packet from Regional Office and conducts their own analysis. SERS does not approve the re0lleSf. Region° I Office is rat tied. SERS sends request to Personnel Directors Office (PDO)and HRMO for approval HRhID sends equest to IIOR Director After review, the Director will grant a final approval through a written memo. • BOP sends the request to DOj for approval if: >25% increase to the base salary or >to% for groups 0PIA approved may else be required in some costs. Figure 9 As the incentive request continues through the approval process, more data and reports are included in the request to substantiate the approval. For example, if the incentive requested is due to a higher cost of living in the area, then information about the area such as trends in home values and comparison of salaries to state law enforcement is gathered and attached to the request. Other information shared may include the institution's turnover rate and available exit survey data. A report is also provided by the Consolidated Staffing Unit (CSU) which outlines hiring activity; this report may show how many candidates were reviewed for the position, and how many were ultimately hired. Once the request has been approved, it gets keyed into the National Finance Center (NFC) system which adjusts the payroll for the specific individual(s) impacted by the incentive. For requests that would result in an increase larger than 10% of the employee's base salary, a service agreement is required to ensure the impacted individuals continue to be retained at the institution. To continue the retention incentive, the Warden or HRM submits a yearly continuation request for approval, which confirms the impacted employee remains in the same position and location they received the incentive for. If the employee has changed positions (through a transfer, lateral move, or promotion) or has relocated to a different institution or office, 25 EFTA00141443 26 the incentive is terminated immediately for that individual. SERS collects data around the number of institutions that have requested incentives, how many requests are pending review, and how many have been either approved or disapproved. For historical retention data, the Personnel Director's Office (PDO) collects and tracks data about employees who have left, resigned, or retired from the BOP. The BOP has set thresholds which, once reached, require incentives requests be submitted for higher-ranking approval from DOJ and OPM (See Chart D). While these incentives request forms are standard across the BOP, the way in which each institution tracks incentives at their level varies. To better understand where the Bureau stands with incentives, and how to maintain the most effective usage of each type, it is recommended that the BOP moves forward with tracking through these steps: 1. Invest in standardized tracking for all levels of the BOP. The Incentives Playbook provides a tracking template in Microsoft Excel, which can be downloaded and utilized by Wardens and HRMs to log each type of incentive they offer to employees. Utilizing the template will improve the standardization of data collection across all 122 institutions. 2. Require an annual report from each institution surrounding incentives provided to employees. The Incentives Playbook tracking template provides a row for each detail of an incentive: the name of the award, type of award, amount received (if monetary), and the job series of the recipient. It is recommended that each institution compile this data and submit to their Regional HRA on a yearly basis. The HRAs should compare from past reports (when applicable) and analyze for any significant datapoints or trends and submit their findings to Central Office. 3. Utilize the information collected above to create a database. This will serve to resolve current gaps in information and provide insights into who is being incentivized most and what types of incentives are most effective in retaining critical employees. Additionally, having an accessible source for data would further drive transparency and standardization of how incentives are distributed. Barriers and Considerations When implementing, tracking, and evaluating the success of incentives goals and their effectiveness, several barriers and considerations should be kept in mind. The following barriers should be considered during implementation: • Financial constraints impact how a Warden can provide monetary incentives for a group or individual since most awards at the institution level (e.g., Time-Off Awards, Cash Awards) are funded by the Warden's authorized budget. • Operational limits impede whether an incentive can be offered. For instance, if an institution is undergoing major mission changes or is severely understaffed, there may not be bandwidth for leadership to recognize their employees in a timely manner (i.e., writing a thank you note or displaying a picture of a star employee). The Stay Interviews conducted during October - December 2022 demonstrate that employees view specific and timely appreciation as the most valuable form of appreciation, making it imperative to consider how to enable this behavior despite limited leadership bandwidth. • Data infrastructure and governance is critical to maintaining effective tracking and evaluation of goals and metrics. Currently, the BOP has different reporting methods for different types of incentives which makes it difficult to create a holistic understanding of how incentives usage is or is not impacting staffing levels/desired outcomes. • Limited data availability can hinder tracking and evaluating. Significant amounts of data are required to be able to accurately assess whether an individual or group has been impacted by an incentive offering. For instance, the BOP reports a 5% completion rate in exit surveys distributed to employees 26 EFTA00141444 27 leaving the BOP. This is not a sufficient source to solely determine if an incentive offered was effective at reducing employee separation or not, which may require the BOP to invest in collecting qualitative data (e.g., Stay Interviews) to supplement existing data. • Limited standardization of data collection impacts the BOP's ability to understand what incentives are being offered and how effective they are at motivating and retaining employees at the institution level. This includes having up-to-date reports, an established quality check system, and a plan for consistent data analyses. If each institution tracks incentives usage similarly, there is a higher likelihood for the data to be kept in one place and used for finding trends, tracking spending, and justifying needs to external stakeholders. 27 EFTA00141445 28 Budget Considerations Other important considerations for playbook implementation are the spending limits of incentives as put forth by OPM, budget considerations at all levels, locations and training centers, and the anticipated costs of implementing new offerings. It is important to remember that the Bureau's overall budget each year may fluctuate based on what is deemed appropriate by Congress, which will affect the level of funding available to use towards employee incentives. OPM Incentives Guidelines Federal agencies are required to abide by a variety of policies set forth by OPM, including those around creating and distributing incentives. Above a certain spending threshold, approvals for incentives usage must go through OPM. A report and justification for any incentive approved at the BOP must be sent through the Staffing and Employee Relations Section (SERS) to Dal and then OPM for final processing and records management. The federal management organization also requires reports from BOP annually, to include the number of incentives offered across the BOP and the total amount spent on incentives overall and for each type. The BOP has internal processes for giving out incentives up to the OPM threshold. Starting with recruitment, the allotted amount that can be offered is up to 25% of the individual's base salary, complete with a two-year service agreement if it is for an individual or a one-year service agreement if it is for a group. For a relocation incentive, an individual must agree to a two-year service agreement and the BOP may offer up to 25% of the person's base pay. Finally, for retention, the Bureau can offer up to 10% of base pay as an incentive for a group and up to 25% for an individual. While an individual with a retention incentive is not subject to a service agreement, a group that is offered over 10% is required to agree to a one-year agreement.' Institution-Level Budget Incentives offered from the Warden come out of the institution's operational costs, and while it is generally 25% of their budget, funding available for incentives can vary by institution. The Administration Division utilizes a formula that helps provide the appropriate amount of money that Wardens should use for incentives. Beyond that, use of funds for incentives is at the discretion of the Warden. It is important to note that most incentives are situation-based when it comes to how much can be offered and how frequently. For example, Wardens have an annual limit on offering OSIs. The budget available for monetary incentives may fluctuate for various reasons, such as the facility's staffing vacancies (i.e., if an institution is understaffed and the formula is based on the number of employees, they may have a lower budget for incentives). It is recommended that BOP consider institution-specific challenges (e.g., desirability of the location of institution and cost of living) when administering the budget. For more examples, see the "Location of Institution" as defined in Criteria to Identify Hiqh-Risk Groups. 9 Program Statement 3051.04, Bureau of Prisons Awards Program, Incentive Awards (bop.gov) 28 EFTA00141446 29 Cost of Current Incentives In the last five years (FY 2017 - FY 2021), BOP spent over $193M on incentives. An overwhelming majority of that total spending was focused on retention incentives, which were utilized to motivate and retain employees. As of December 2022, 39 locations were offering at least one type of retention incentive, with another 10 locations awaiting group retention incentive approvals from OPM. While monetary incentives are appreciated by employees, the BOP does not currently track whether those incentives are effective. As the Bureau plans a path forward, it is necessary to consider the potential cost of new offerings and how they may be applicable for each institution and across the BOP. Cost of Implementing New Incentives The below incentives and benefits offerings are suggestions to the BOP, as uncovered with the development of the Incentives Playbook. Before a Warden, Regional Director, or Central Office offers these to their employees, it is important to understand the cost of each one: • Local Executive Staff Meeting Invite - This no-cost offering allows for an exemplary employee to see "behind the scenes" of the Executive Staff operations, share ideas with leadership and be present in decisions that impact their institution. • Lead Peer Group or Training - This no-cost incentive also serves as an opportunity to develop future leaders by asking them to lead a peer group or training of value to their peers. • Handwritten Thank You Note - For the small cost of a card/envelope, this is a simple way to show appreciation for employees for their contributions of any size, such as volunteering for overtime or taking on an additional duty. Research has found that timely and specific notes of thanks have a major impact. • Recruiter of the Month, Quarter, Year Award - This special recognition could be offered as either a monetary or non-monetary award. If the leader chooses to offer a monetary award, the cost would be up to $250 through BOP's current approval process. If this award is deemed to be a non-monetary one, leaders could highlight the individual's impact through a shout-out email to the entire institution, a photo in the institution or, if applicable, an institution or region-level newsletter sharing the recruiter's accomplishment. Focus groups, Stay Interviews and the Incentives Survey revealed new ideas around recognizing employees and making them feel valued. There are new ways to recognize employees and peers, regardless of budget, tenure, or location. Please refer to the Menu of Options (See Figure 6) to see a full list of monetary and non-monetary offerings to consider. 29 EFTA00141447 30 Conclusion Incentives are an integral part of the BOP and have been a helpful resource in recruiting and retaining talent for all institutions. While spending has increased over time, most rapidly in the last five years, there are no strict processes in place to track whether this allocation of funds is effective in helping achieve the BOP's goal of retaining critical employees. After multiple working sessions, alongside internal and external research and data gathering, three main groups emerged as high-risk of leaving the BOP (Correctional Officers, New Hires, and Nurses). Employees in these groups were selected as participants for interviews and were given an incentives survey. BOP Leaders from multiple divisions then met to determine a Menu of Options of potential incentives and benefits offerings that may be used to retain employees, alongside performance goals and how to standardize existing processes for tracking how incentives to guide leaders at every level of the BOP. The objective of this playbook and its supplemental resources is to better standardize how leaders approach, distribute, and track all types of recognition and incentives. Trainings and communications have been provided to ensure Central Office leaders, Regional Directors, and Wardens are most effectively using this resource and providing transparent information to employees around incentives offerings. Additional Incentives and Awards for Future Consideration The Bureau is committed to investing in the support and retention of its people. HRMD is taking steps to consider what could be added to future versions of this resource, which will be best informed from leaders utilizing the Incentives Playbook. The BOP is exploring several incentives that cannot be offered today, including the following ideas, which hold varying levels of effort as informed by Phase 3 working sessions and may require DOJ, OPM, national union or Congressional approval: 1. Childcare Subsidy — This could be a monetary or non-monetary offering available to all employees. A monetary example would be giving an employee a certain monthly allowance toward childcare costs (e.g., $500 per month). A non-monetary example would be an institution offering childcare services through partnership with a local daycare center. This has a medium level of effort for the BOP to implement and would require a further analysis of policy and any legal or safety considerations required to successfully implement a childcare subsidy program. 2. Attendance Award — This is a monetary offering to recognize and reward an employee's consistent and quality attendance record. Often employees may call out unexpectedly and miss work, so it's important to recognize those employees who show up regularly. One example is to give a cash award for up to $250 for excellent attendance (e.g., one quarter without absence, etc.). This has a medium to high level of effort for the BOP to implement and would require a memo from the Director and possible Department of Justice and/or OPM approval. 3. Well-Being Subsidy — This is a monetary offering to recognize and reward an employee's excellent service to the BOP. One example is to offer this subsidy is by allocating $100 to each employee specifically for well-being use. This can be for meditation apps, yoga mat, or gym classes. The subsidy could be applied to other aspects of well-being, such as physical well-being (e.g., to buy at-home gym equipment), financial well-being resources (e.g., an online class on how to save for retirement), or mental well-being resources (e.g., buying a subscription to a meditation app). Further research is recommended to determine the level of effort, necessary approvals to implement, and vetting in proper channels. 30 EFTA00141448 31 4. Housing Allowance —This is a monetary offering to provide temporary housing options for all employees for a period of up to 18 months after relocating for a new position within the BOP. Further research is recommended to determine the level of effort, necessary approvals to implement, and vetting in proper channels. 5. Vouchers toward Training or Trade School — This is a monetary offering to reimburse or cover the cost of an employee's external, vendor-led training, or trade school program. This offering would be valuable to employees who want to grow certain skills that are not offered by the BOP's in-house training programs. For example, an employee who wishes to get certified in First Aid may use this voucher to cover the cost of the certification program. Working alongside the Learning and Development Division to confer with their Needs Assessment is necessary to determine the level of effort, necessary approvals to implement, and requests for additional funding. 6. Student Loan Repayment Expansion — While BOP currently provides this non-monetary offering to eligible employees, other federal agencies offer alternatives to help recruit and retain employees that may be worth considering. For example, through the VA Mission Act of 2018, the Department of Veteran Affairs (VA) offers financial support in exchange for post-residency service at the VA through the Health Professions Scholarship Program (HPSP) and the Specialty Education Loan Repayment Program (SELRP) scholarship programs. The HPSP offers 50 annual scholarships for medical or dental students, and in exchange, recipients must provide 18 months of service for each year of funding. The SELRP is aimed at physician residents, with the goal of providing the VA with needed medical specialists and locations. Each year of service qualifies for $40,000 a year in loan repayment. This program requires that the recipient successfully complete residency leading up to a specialty applicable to the VA, obtain a license in any state, and agree to serve at the VA for the required number of years at a determined location. 31 EFTA00141449 32 Section Four: Making it Happen Points of Contact and Ways to Provide Feedback Human Resource Administrators (HRA) and Regional Directors: Please contact the Personnel Director's Office with any questions or concerns about the Incentives Playbook. Human Resource Managers and Wardens: Please contact your Regional Human Resource Administrators with any questions or concerns about the Incentives Playbook. Appendix A. Stay Interview Major Themes Stay Interview Results Theme Definition Recognition Acknowledging a service or task well-done as a means of appreciation Work Environment The setting and conditions of where an individual completes their daily work and its impact on their mental and physical well-being Career Development The process of growing one's skillset and knowledge to meet short and long-term goals Training Opportunities, either required or provided, to prepare an individual for a general or specific role in the workplace and further their career Staffing Needs The amount of people needed at an organization to balance tasks and fulfill a specified role or mission Benefits A payment or gift provided, beyond salary, through an employer for additional support Pay Money or a salary given to an individual for employment or completing a job Chart A 32 EFTA00141450 33 B. Incentives Survey Results (25.9% Completion Rate) Incentives Survey Results Monetary Incentive Percentage Voted Award for Consistent Attendance 73% Acknowledgement of tenure 72% Award for High Performance 61% Vouchers towards trainings or education 33% Well-Being Subsidy 24% Referral Bonus 22% Award for working past eligible retirement age 19% Non-Monetary Incentive Percentage Voted Hybrid or flexible work opportunities (as applicable) 71% Monthly or quarterly events 62% Childcare center or reimbursement 51% Monthly or quarterly awards 45% Family events 28% Sit in on local executive staff meeting at your institution 25% Handwritten thank-you note from local leadership 15% Lead a peer event group or training 8% Online courses based on team building and leadership 8% Chart B C. Incentives Approvals Chart Roles, and Responsibilities by Leadership Level I Institution Level Wardens • Approves QSis. TOM. and cash awards up to $1.500 for all institution employees • Approves suggestions implemented at their institution • Refers suggestions to Regional Office for region.wide and Bureau. wide implementation consideration Human Resource Managers • Maintains records on awards and suggestions • Publicizes award selection • Processes awards • Sends requests for additional funding to Regional Office. Men to Central Office • Serves as central records point of contact for incentive Awards Log and Personnel Folders Department Heads & Supervisor,. • Nominates staff for awards • Progides staff evaluations Regional Level I I I • Incentive Award Planning and Review Committee (Union rep included). meet as needed Regional Directors • Approves OS's. TOM. and cash awards over $ S00 for employees • Approves of regional awards. with executive staff concurrence • Provides recommendations on all nominations for Bureau-wide awards • Approves suggestions for regionovIde implementation or referral of suggestions for bureau-wide Implementation IRA may errokIM adw regunrenn for award oppenes st ippon Human Resource Administrators • maintains records on awards and suggestions s pookiceaward selection • Processes awards Central Office • incemive Award Planning and Review Committee (Union rep included). meet as needed • BOP Incentive Awards Coordinator- focal point for Issues concerning program. coordinates collection and processing of awards Assistant Directors • Approves O515. TOM. and cash awards up to $3000 for employees In their divisions • Approves suggestions that have a Bureaumide impact • Oversees operations of incenwes Awards Program within their specific division • Approves all Bureau-wide divisional awards • Suggests awards viten their dhAsion is the lead or primarily Impacted by the implementation of the approved suggestion BOP Director • Approves awards up to $7500 to non-SES attorneys • Approves Bureau-wide awards selections • Delegates approval authority of up to $3000 to AD/RDs and up to $1500 to Wardens. Trawling Center Directors and HRSC Chief • Recommends employees for awards tnat require DOJ approval Chart C 33 EFTA00141451 34 How to Apply Criteria This section is meant to serve as a resource to understand how to apply the criteria for identifying high-risk groups (See Criteria to Identify High-Risk Groups). The checklist below consists of a series of questions derived from each criterion to help leadership quickly assess whether a group is considered high-risk. Considering the varying missions and priorities of different institutions and regions of the Bureau, this checklist is not meant to provide a definitive answer to whether a group is at risk of separating from the BOP. Please utilize leaders around you (e.g., Wardens, Human Resource Managers) to participate in working through the checklist, allowing for a comprehensive and unbiased decision. The questions should be easy to answer, and the checklist should take no longer than 10 minutes to complete. It is recommended to reevaluate the groups through this process every year in conjunction with similar reports (e.g., Turnover Report) to ensure proper identification of high-risk groups. Once completed, follow these checklist parameters: • If more than 50% of the items (7+) have been checked, then the group is likely to be high-risk. • If more than 75% of the items (11+) have been checked, then the group is very likely to be high-risk. • If 100% of the items (15) have been checked, then the group is extremely likely to be high-risk. See Current incentives and Benefits Offerings and Processes to understand ways to retain individuals in high- risk groups through monetary and non-monetary incentives. Checklist for Identifying High-Risk Groups The checklist is meant to serve as one general model for identifying high-risk groups, not the sole resource. The questions are ordered by their ranking of most impactful to least impactful, as determined by the Central and Regional Office sessions. Please note there can be multiple appropriate approaches for applying the criteria and not all questions may apply depending on the needs of the region or institution. Location of Institution: Is the cost of living considered high for this location? Location of Institution: Is the location considered a non-desirable place to live? Location of Institution: Are critical resources such as hospitals, schools, and grocery/shopping stores far? Job Market Competition: Is there local competition for the high-risk group to earn better or work better hours (including work from home option)? Job Market Competition: Is there national competition for the high-risk group to earn better or work better hours (including work from home option)? Pay: Is the salary considered below the competitive rate compared to local competition? Schedule: Is there flexibility or multiple options for setting the work schedule for this high-risk group (e.g., night shifts, holiday hours, hybrid eligibility)? Time-to-Recruit/Hire: Does it take a long time to recruit and hire for this high-risk group? Morale: Is the mental and emotional condition of the high-risk group considered low? Promotion Opportunities: Does this high-risk group have frequent opportunities to move up on the pay scale and different promotion levels? Turnover Rate: Is there a high frequency of individuals leaving from this high-risk group? Job Requirements: Does this high-risk group require additional education, licenses, or certifications to conduct their work properly? Empowerment and Authority: Does the high-risk group have little to no ability to make choices and decisions independently in their day-to-day work? 34 EFTA00141452 35 Supervisor/Manager Relationships: Does the high-risk group have a lack of qualified and strong leaders and mentors within their roles? Tenure: Does the high-risk group have either very low tenure (less than a year) or very high (eligible to retire)? 35 EFTA00141453 36 Communications The BOP should embrace proactive and frequent communications to increase awareness of the Incentives Playbook for BOP leaders at all levels (i.e., Central Office, Regional Office, Wardens, national union representatives). Sharing the purpose and goal of the Incentives Playbook with leaders will further promote use of the resource and encourage transparency around the use of incentives. It is recommended that all levels of leadership to work together to communicate to employees how this new resource aims to positively impact overall experience. The following table outlines the Incentives Playbook Communications Plan, to include the various types of communication channels suggested, objectives, intended audiences, and cadence. Channel Description Objective Audience Sender Delivery Frequency Email Incentives Playbook Awareness Increase awareness of the playbook and their role in implementation Regional Directors, Regional HRAs Central Office (Personnel Director's Office) Once to kickoff implementation Email Incentives Playbook Awareness Increase awareness of the playbook and share next steps for implementation Wardens Regional Directors Once to kickoff implementation Email Incentives Playbook Awareness Increase awareness of the playbook and share next steps for implementation Institution HRMs Central Office (Personnel Director's Office) Once to kickoff implementation Email Incentives Playbook Awareness Increase awareness of the playbook Employees Regional Directors Once at beginning of implementation 36 EFTA00141454 37 The following communications templates can be sent out from various levels of leadership to share information about the Incentives Playbook. Templates can be adjusted to match the audience. Email from Central Office to Regional Directors: Hi all, I hope you are doing well! I am reaching out to share the newly developed Incentives Playbook, a resource aiming to standardize how incentives are used to attract and retain BOP employees. To ensure its success, we need your help to implement the playbook and communicate its effectiveness. Here is more background information on the Incentives Playbook: The goal of the Incentives Playbook is to provide standardized guidance, training, and communications for varying levels of BOP leadership (i.e., Central Office, Regional Directors, and Wardens) on how to distribute incentives to employees who are at a high risk of leaving the BOP. Leadership will be able to use the Incentives Playbook to identify groups at high-risk of leaving the BOP (i.e., Correctional Officers) and easily view a Menu of Options highlighting potential incentives and benefits offerings available to those employees. Derived from Subject Matter Expert input, additional components of the Incentives Playbook include insights from employee interviews and metrics to measure the effectiveness of incentives. What's Next? HRMD will schedule training sessions to review the Incentives Playbook and how to use it. BOP leaders will be expected to refer to this resource when identifying and allocating future incentives. Thank you again for your time and commitment to investing in the future of our people. Please let us know if you have any questions. 37 EFTA00141455 38 Email from Regional Directors to Wardens: Hi all, I hope you are doing well! I am reaching out to share the newly developed Incentives Playbook from HRMD, a resource aiming to standardize how incentives are used to attract and retain BOP employees. To ensure its success, we need your help to implement the playbook at your institution and communicate about this new standardized guidance with your employees. Here is more background information on the Incentives Playbook: The goal of the Incentives Playbook is to provide standardized guidance and communications on how to give incentives to employees who are at a high risk of leaving the BOP. Leadership will be able to use the Incentives Playbook to identify groups at high-risk of leaving the BOP (i.e., Correctional Officers) and easily view a Menu of Options highlighting potential incentives and benefits offerings available to those employees. Derived from Subject Matter Expert input, additional components of the Incentives Playbook include insights from employee interviews and metrics to measure the effectiveness of incentives. What's Next? You will receive calendar invites for training on the Incentives Playbook and how to use it at your institution. Leaders will be expected to refer to this resource when identifying and allocating future incentives. Thank you again for your time and commitment to investing in the future of our people. Please let us know if you have any questions. Email from Regional Directors to Employees: Hi all, I hope you are doing well! I am reaching out to share a quick update about a new resource the Agency has developed to standardize employee incentives and awards across BOP. You can expect changes in the near future as this resource is implemented at our institution. Here is more information: Developed from employee insights through 50 Stay Interviews (November 2022) and the Incentives Survey (December 2022, 25% completion rate), the Incentives Playbook provides standardized guidance on what incentives are valued by employees and how to best present them. All leaders will use the playbook when considering the mission and challenges unique to their institution. Investing in and supporting our people is a top priority at BOP. Thank you in advance for your patience; please let us know if you have any questions. 38 EFTA00141456 39 Offering Incentives and Benefits Leaders should be genuine, specific, and timely when recognizing employees. People feel valued when they know their specific contributions impact their team's success and positively add to achieving mission outcomes. The following template outlines key information to highlight when giving an employee an award: Congratulations! You have received an award! Name of Award Here Congratulations! You have been rewarded for excellence in your work contributions. Thank you for your dedication and commitment to the Agency. he details of your award are summarized below: • Recipient Name: Employee name • Award Type: Type of award (i.e., Time off, cosh bonus, tenure pin, etc.) • Award Amount (If monetary): • Award Message: O Description of why the employee earned the award (include specific actions token) o When did they make this contribution? (ideally awarded within a month of the contribution) O How did it impact others or contribute to success? • Nominator: Name of leader nominating employee (ideally the individual's direct supervisor) f you have questions, please contact the Human Resource team for assistance. 39 EFTA00141457 40 Stay Interviews: Information and Resources Packet As part of an effort to respond to a GAO recommendation, BOP partnered with a third party to assess its current incentives and analyzed how effective they were in reducing staff attrition. From November 1 to December 1, 50 stay interviews were conducted with employees from the Mid-Atlantic and Western regions that fell under one of three "high-risk groups:" (1) Nurses, (2) Correctional Officers, and (3) New Hires. Their participation was voluntary; responses were anonymous and captured tangible ideas on how to improve the employee experience. Feedback received through interviews with individuals in the field informed the guidance in the Incentives Playbook. What is a Stay Interview? Stay Interviews are utilized by companies and organizations to understand their employees. Mainly targeted at high-performing employees, interviewees are asked for feedback on why they choose to stay where they are, what they enjoy at work, and more. BOP's Stay Interviews were conducted with high-performing individuals in one of three high-risk groups (Nurses, Correctional Officers, New Hires) and highlighted what motivates them, what monetary and non-monetary incentives and benefits are most valued by employees, and what more could be done by the BOP at all levels to retain them. It is recommended that employees at all levels are allowed an opportunity to participate in a Stay Interview to share their experiences. Why Conduct Stay Interviews? Stay Interviews are a way to provide deeper understanding of their employee's experiences as an opportunity to proactively retain and support them. The BOP hopes to identify factors of staff that are at risk of separating from the BOP, so leaders can determine steps to take to improve their experience, offer valuable opportunities and keep them. It is recommended that organizations conduct stay interviews every two years to maintain positive morale, ensure benefits offered align to what employees value, and update organization policies accordingly. Expected outcomes from Stay Interviews include: 1. An opportunity to address factors that could lead to employees leaving BOP 2. Improved policies that effect the ability to support and offer incentives and benefits to employees 3. An increase in retention within job series at high risk of leaving and across the board How to Conduct a Stay Interview Before conducting Stay Interviews, ensure that necessary stakeholders are on board. If they will be conducted at one institution, examples of stakeholders include union representatives, the Warden and Associate Warden, Human Resource Manager, and the Regional Director. If conducting interviews at the regional level, Central Office leadership is needed. After all approvals have been made gather interviewee names and schedule a 30- minute window to have an in-person or virtual meeting. Develop a facilitation guide (page 8) and questions (page 9) to guide interviewers and interviewees along the way. It is important to align your questions and structure to the objective and intended outcome of your interviews. Some interviewees may not have much to share, while others may wish to continue sharing past the allotted time; it is up to the facilitators to determine the stopping point if this occurs. Once all interviews are complete, 40 EFTA00141458 41 identify common themes or responses to inform the direction your agency or organization should go next to support and retain its employees. Communications for Scheduling a Stay Interview If you decide to conduct Stay Interviews in your region or your institution, please use the below resources to request approval to conduct interviews, gather interviewers and interviewees, and schedule interviews. It is important to obtain union approval and input prior to scheduling and conducting these interviews in your region or at your institution. Leadership should also be involved in conducting the Stay Interviews, but it is important to ensure an interviewer is not the direct superior of an interviewee (ex. Human Resource Manager should not interview Human Resource employee). Draft Emails for Inviting Interviewees & Scheduling Interviews When using these drafted emails, please ensure you update all red text to appropriately match your situation. In each email, it is recommended that the sender specifically outline the request or responsibility they are asking of the receiver. Requesting Stay Interviews (for Union Representative or Leadership to Approve) Recommended Sender: Managers, Human Resource Personnel To: Union Representative, Leadership Hi (Name), I hope this message finds you well! We would like to conduct "stay interviews" with employees in our region/at our institution to understand what motivates them, what monetary and non-monetary benefits and incentives are most valuable to them, and what we can improve upon. Feedback from these interviews will help us support and retain our people to the best of our abilities. Requesting Interviewers (from those leading interviews to gain support/assistance from regional or institution leadership) Recommended Sender: Managers, Human Resource Personnel To: Department Heads, Institution Leadership Hi (Name), I hope this message finds you well! We'd like to request your assistance leading "stay interviews" that we are conducting with employees in our region/at our institution to understand what motivates them, what monetary and non-monetary benefits and incentives are most valuable to them, and what we can improve upon. Feedback from these interviews will help us support and retain our employees to the best of our abilities. We will provide all necessary materials to conduct the interview. Each interview will have 1 interviewer and 1 interviewee and take no more than 30 minutes. Please respond with your availability the week of to facilitate interviews. 41 EFTA00141459 42 Collecting Interviewee Names (from those leading interviews to identify interviewees) Recommended Sender: Managers, Human Resource Personnel To: Department Heads, Institution Leadership, Managers Hi (Name), I'd like to request your participation in preparing for Stay Interviews, which will be conducted by during (time zone). The purpose of these interviews is to learn what employees value most and help improve our institution/region/the BOP. Please work with your local union representative to provide names and emails for high-performing employees who are available for a 30-minute interview during these times: • Date, times (specify time zone) • Date, times (specify time zone) Stay Interviews are a way to provide deeper understanding of employee's experiences as an opportunity to proactively retain and support them. BOP hopes to identify factors of individuals that are at risk of separating from the BOP, so leaders can determine steps to take to improve their experience, offer valuable opportunities them. Our interview may cover the following topics: • The individual's reason for choosing to work at BOP • What motivates them and what offerings they value most • What may cause them to leave the BOP We will reach out to as many employees as possible to conduct interviews. Thank you again for your time and commitment to investing in the future of our people. Reaching out to Interviewees Recommended Sender: Managers, Human Resource Personnel, Department Heads, Institution Leadership To: Employees Identified for Interviews Hi (Name), I hope this message finds you well! We'd like to request your participation in a "stay interview," where you will have the opportunity to share what motivates you, what monetary and non-monetary benefits and incentives are most valuable to you, and what we can improve upon at our institution/region/the BOP. Your feedback will help us support and retain employees to the best of our abilities. Your interview will take no more than 30 minutes; participation is voluntary, and responses are anonymous. Please respond with your availability the week of for an interview. Scheduling Interviews Recommended Sender: Managers, Human Resource Personnel 42 EFTA00141460 43 To: Interviewee Hi (Name), Thank you for facilitating/participating in a "stay interview!" Interviews provide an opportunity to discuss what motivates employees/you, what monetary and non-monetary benefits and incentives are most valuable to employees/you, and what we can improve upon at our institution/region/the BOP. Your interview/interviews has been scheduled for the following date(s) and time(s): • Date and time (only 1 for interviewee) • Date and time (all dates and times included for interviewers) ‘\/ 43 EFTA00141461 44 Facilitation Guide and Talking Points for Interviewers Talking Points As you conduct interviews, it is important that the interviewees understand: • Their participation is voluntary. • No information that they share will be tied back to them or used in future performance evaluations. • These interviews are being conducted to help BOP understand what you value, what you think is working well, and determine how to improve the BOP. • We cannot guarantee any specific outcomes from this conversation. Facilitation Guide Section One: Introductions The interviewer(s) should begin with introducing themselves and asking the interviewee to do the same. This is an opportunity to break the ice, learn about their time at BOP, the institution(s) they work or have worked at, etc. Open: Thank you for taking time to talk with me/us today; we will conduct a "stay interview" that will last between 20-30 minutes. Our team is developing the Incentives Playbook to provide leadership at all levels with standardized guidance so they can identify the most effective incentives for groups at the highest risk of separating from the BOP. Before we start, I would like to note that, while your feedback may be shared to help inform our Incentives Playbook, the feedback will not be tied to your name or institution where you work. What is said during this time will not be used for future performance reviews or any other BOP-based evaluations. We want to understand your experiences and hear your ideas with the goal to strengthen BOP and its processes, but please note that we cannot guarantee any specific outcomes from this conversation. Section Two: The Who, What, and Why Open: Our team has partnered with BOP leadership to understand what matters to employees when it comes to motivation at work, retention, and incentives. Our plan is to develop an Incentives Playbook, informed from data analysis and conversations such as this one with you, that will provide standardized guidance for using incentives at all institutions. The BOP is continuously looking at ways to retain its most important asset: its employees. Previous conversations with SMEs (CPD, HRMD, HSD, IPPA, RSD) highlighted some groups (i.e., Nurses, Correctional Officers, New Hires) where attrition rates were especially high. Our hope through today's conversation is to identify what keeps you at BOP and how to create that for others early on, which can proactively increase retention of employees. The purpose of this discussion is to get a better understanding of your experiences at BOP — what keeps you at your facility and the BOP, what motivates you, and what BOP can do to better support you. Do you have any questions before we begin? Section Three: Questions Open: We will go through a handful of questions to identify why you chose to work at BOP, what makes you stay, and what obstacles you face that may lead to your considering separating from the BOP. 44 EFTA00141462 45 Interview Questions •Bolded questions are highest priority to ask. If time allows, feel free to ask additional questions. How I got here... • What made you choose to work at BOP? • How did you learn about BOP and what factors most influenced you to apply? • What are your career goals? What do you hope to get out of working at BOP? What I value... • What motivates you to come to work? • What is the most exciting part of your job? • What factors lead to you doing your best work? • What are you learning here? What do you want to learn? How it's going... • What is your overall satisfaction with your position at BOP on a scale of 1-10? o What would it take for you to raise your number? • What are the three most important factors about where you work? • What do you value about your job? • What benefits do you like most about working at your institution? • How would you like to be recognized for the work you do? • What aspects of BOP's culture do you enjoy most? (please note, we will include a definition of what we mean by culture] -.guy What I think could improve... • Which of your skills are you not using in your current role? • What tools and resources are you missing, if any, to do your job properly? Are there training opportunities you'd like to see that would make your job easier? • What does leadership do well? What can they do better? • If you could change one thing about the culture at your institution, what would it be? • How can we better recognize and value our people for their contributions? I might leave if... • What would you cause you to leave your job? • If you were to consider leaving BOP, where would you begin looking for your next job? Ideas I have... • If you had a magic wand, what would you change about your job? • What part of your job would you remove right away if you could? • What could be done to prevent you from leaving your current position? • Would you recommend BOP to job-seeking friends? Why or why not? • What would you tell a coworker who's thinking about leaving BOP? 45 EFTA00141463 46 Final Thoughts... • Is there anything we did not discuss today that you wish we had? • Is there anything else you'd like us to know? Section Four: Closing Open: Thank you for your time today. We appreciate your candor and willingness to share your experiences at BOP. Your input is instrumental in identifying positive aspects of BOP's culture that we should foster more of, as well as providing us with new ideas for how the Agency can invest in its people and their experiences. Moving forward from these interviews, our team will connect with Agency Subject Matter Experts to talk through feedback we've received and continue the creation of a standardized Incentives Playbook to aid in effectively retaining employees. Do you have any final questions? 46 EFTA00141464 47 Frequently Asked Questions (FAQs) 1. Who was involved in preparing for Stay Interviews? Leaders in the Mid-Atlantic and Western Regions (Regional Directors, Wardens, HRMs) worked together to request voluntary participation in Stay Interviews. Employees interested were asked to reach out with their availability; interviews were scheduled from November to December 2022. 2. How were Stay Interview participants identified? Working sessions were conducted with Central Office and Regional Office Subject Matter Experts to discuss and identify groups of employees at a high risk of leaving the BOP. Stay Interviews were offered to employees in the top three high-risk groups: (1) Correctional Officers, (2) New Hires, (3) Nurses, in the Mid-Atlantic and Western Regions. 3. How many institutions were represented through Stay Interviews? Nineteen institutions were represented during the Stay Interview process: FCI Ashland, USP Atwater, FCI Butner, FCI Cumberland, FCI Dublin, FCI Herlong, FDC Honolulu, USP Lee, FMC Lexington, FCC Lompoc, MDC Los Angeles, FCI Manchester, USP McCreary, FCI McDowell, FCI Memphis, Ed Phoenix, MCC San Diego, FCI Sheridan, and FCI Terminal Island. W 4. What is BOP doing with the answers provided from interviewees? Interviewee responses were analyzed and summarized into top themes, then used to inform resources provided with the Incentives Playbook. 5. What about the people who didn't participate in a Stay Interview? A survey was sent out to all employees in the Mid-Atlantic and Western Regions who fell into one of the high- risk groups (4,800 employees), requesting their top 3 preferences of monetary and non-monetary incentives at BOP. 47 EFTA00141465 Page 1 of 2 Applying Criteria to Identify High-Risk Groups of Employees Using the criteria checklist to identify groups of employees who are at a higher risk of separating from the BOP will enable BOP leaders (e.g., Wardens, etc.) to give the most impactful incentives at the right time to maximize the Bureau's return on investment. USE WHEN: • You want to determine if a group of employees or a specific individual is at a high risk of separating from the BOP • You want to identify the groups of employees or specific individuals to give incentives to • You have limited resources and want to prioritize who to incentivize HOW OFTEN SHOULD I USE THE CHECKLIST? It is recommended to determine who the high-risk groups are by using the criteria checklist at least once a year along with reviewing similar reports (e.g., Turnover Report) to ensure proper identification of high-risk groups. Frequently re-evaluating the high-risk groups once a quarter will help determine if resources need to be re-allocated to new groups. WHAT TO CONSIDER WHEN USING THE CHECKLIST? • The checklist is meant to serve as one general model for identifying high-risk groups, not the sole resource • The questions are ordered by their ranking of most impactful to least impactful, as determined by the Central and Regional Office Executive Staff • Not all criteria will apply to every institution, region, or group of employees • Please note there can be multiple appropriate approaches for applying the criteria WHO CAN HELP? Please work with other leaders around you (e.g., Associate Wardens, Department Heads, Human Resource Managers, etc.) to participate in working through the checklist, allowing for a comprehensive and unbiased decision. If you have questions on the criteria, how to determine if a group of employees or specific individual is at a higher risk of separating from the BOP, or want to learn more about the Incentives Playbook, please contact HRMD. HIGH-RISK GROUPS: The following groups of employees were initially identified as being at a higher risk of separating from the BOP by Central Office and Regional Office Executive Staff: Correctional Officers Nurses New Hires This list should be constantly re- evaluated to determine if these groups are still at high-risk. DO Talk with Wardens and BOP leaders around you to share how you identified high-risk groups at your institution and see if neighboring institutions have similar high-risk groups. DON'T Forget to talk to your peers and executive teams to work together to identify who the high-risk groups are at your institution. EFTA00141466 Page 2 of 2 Criteria Checklist These criteria and questions were developed to assist BOP leaders identify groups of employees and/or specific individuals at a higher risk of separating from the BOP. Using the criteria checklist below, ask each of the questions when considering a group of employees or a specific individual. IS THE GROUP HIGH-RISK? • More than 50% of the items (7+) have been checked YES, then the group is likely to be high-risk • More than 75% of the items (11+) have been checked YES, then the group is very likely to be high-risk • 100% of the items (15) have been checked YES, then the group is extremely likely to be high-risk If you have questions, please contact HRMD. CRITERIA CHECKLIST TO IDENTIFY HIGH-RISK GROUPS K Location of Institution: Is the cost of living considered high for this location? K Location of Institution: Is the location considered a non-desirable place to live? K Location of Institution: Are critical resources such as hospitals, schools, and grocery/shopping stores far? K Job Market Competition: Is there local competition for the high-risk group to earn better or work better hours (including work from home option)? K Job Market Competition: Is there national competition for the high-risk group to earn better or work better hours (including work from home option)? K Pay: Is the salary considered below the competitive rate compared to local competition? K Schedule: Is there flexibility or multiple options for setting the work schedule for this high-risk group (i.e., night shifts, holiday hours, hybrid eligibility)? K Time-to-Recruit/Hire: Does it take a long time to recruit and hire for this high-risk group? K Morale: Is the mental and emotional condition of the high-risk group considered low? K Promotion Opportunities: Does this high-risk group have frequent opportunities to move up on the pay scale and different promotion levels? K Turnover Rate: Is there a high frequency of individuals leaving from this high-risk group? K Job Requirements: Does this high-risk group require additional education, licenses, or certifications to conduct their work properly? K Empowerment and Authority: Does the high-risk group have little to no ability to make choices and decisions independently in their day-to-day work? K Supervisor/Manager Relationships: Does the high-risk group have a lack of qualified and strong leaders and mentors within their roles? K Tenure: Does the high-risk group have either very low tenure (less than a year) or very high (eligible to retire)? EFTA00141467 Words of Appreciation & Saying "Thank-You These quick and simple ways to thank your employees boosts morale, builds meaningful relationships, and reminds employees working in a challenging environment that they are valued. USE WHEN: • You see employees in the hallway, signing in for their shift, or notice an individual or group going above and beyond • You wish to boost morale and encourage employees • You want to set an example of appreciation for other executive staff or supervisors in the institution • You want Executive Staff, Department Heads and Supervisors to practice recognition and build stronger connections HOW OFTEN DO I USE THIS? Provide employees with timely, specific, and personalized feedback. Ideally thank yous would occur on the spot, but realistically it is most effective to provide a note of thanks or words of appreciation within a month of the action, whether that's in person, through an email or in a handwritten note. WHAT DO I SAY? When thanking an employee, think about including details such as: • What action was taken and when • How it positively impacted other employees and the institution's success EXAMPLES: • "Thank you for taking an overtime shift today; your commitment keeps all of us safe." • "I appreciate that you shared your ideas during the staff recall. That encourages others to share their thoughts." • "The night/early morning shifts are crucial to keeping inmates and employees safe. Thank you for being here." • "Thank you for coming in early to prepare food for everyone; your efforts are appreciated." • "Thank you for jumping in so quickly to cover a post you're not used to." STAY INTERVIEW FEEDBACK (Conducted Nov. - Dec. 2022): 'Acknowledge staff on the spot when they do a great job." "[Leaders] can better recognize staff by pulling you to the side, having a conversation with you, and letting you know you are doing a good job." "I like face-to-face recognition for specific work and getting feedback, too." DO Take 15-30 minutes each week to walk around your institution and thank employees. Consider utilizing other executive staff and CST to ensure more people are acknowledged and off-shifts are not forgotten. DON'T Use primarily generic, broad thank yous that address the entire institution. While kind, these do not make employees feel valued for their specific efforts. EFTA00141468 Warden Newsletter Start a newsletter to consistently and transparently communicate timely information to employees, highlight achievements, and share "shout-outs." USE WHEN: • You feel like you do not have consistent interaction with employees You feel there is a disconnect in communication between levels or shifts Due to scheduling conflicts or institution specific situations, you often don't have enough time to visit employees, but you want to make sure that all are aware of what is going on You have heard that employees want more transparency and information from leadership You think your employees need more avenues for recognition You want to share major accomplishments made by individuals or your institution WHAT DO I SAY? Consider writing a newsletter once a month or once a quarter to share consistent communication and frequently-occurring highlights to employees. You can include the following items in your newsletter: • An update on what is going on in your life and around the institution • Highlight upcoming events or programming • Highlight different operational or policy changes • Appreciation for employees or leaders who are consistent, reliable, and hard working (i.e., an employee or group spotlight) • Share institution or regional achievements (i.e., how many medical trips were completed, how many meals were served, new processes implemented) • Highlight new trainings and teams at your institution with a point of contact WHAT MATERIALS SHOULD I USE? Consider using the template attached on this page in the blue box. Include your employees! Ask what they would like to see and hear about, then update the template to match the needs of your institution. SPEAKING POINTS: I want to use this newsletter to be transparent about what is happening in our institution and providing a way for staff to recognize one another. I'm excited to use this form of communication to better share news and achievements from our institution, our region, and all of BOP. CLICK HERE FOR TEMPLATE NEWSLETTER TEMPLATE DO Provide various details and segments in the newsletter. Try to incorporate information alongside recognition, new opportunities, and staff spotlights. Consider asking employees what they would like to see in the newsletter! DON'T Send the newsletter at infrequent intervals. Commit to a routine basis (i.e., first Monday of each month) EFTA00141469 Tying Contributions to the Mission Share with employees how their efforts contribute to the mission of their institution and the Bureau to demonstrate how their day-to- day work ties to a larger purpose. It is important for employees to feel that every post and task leads to meaningful impact. USE WHEN: • You wish to boost morale and remind staff of the big picture • You want to highlight all departments and employees' impacts in a specific way You want Executive Staff, Department Heads and Supervisors to practice recognition and practice tying seemingly small contributions to larger institution or Bureau-wide impacts HOW OFTEN DO I SHARE THIS INFO? These "Contribution Reminders" can be shared when your Executive Staff completes required monthly or quarterly reports for your institution or region. You can share the information with staff at a staff recall, through the newsletter, or in an email. WHAT IS IMPACTFUL TO INCLUDE? • How many FSA programs were offered or conducted this month or quarter • Number of inmates kept safe through events such as medical transports • Amount of contraband discovered • Employees who have made a level of tenure • Promotions • How many inmates complete their GEDs this year • Did our institution or any staff members get recognized locally, regionally or at BOP? WHO CAN HELP? Work with Department Heads and Executive Staff who frequently work on routine reports to decide what statistics may be most meaningful for employees at your institution: key notes and statistics on inmate safety, medical achievements, new programs and initiatives, number of new hires that joined during the quarter, etc. This is also a great way to increase connections between departments and cross-train leaders! STAY INTERVIEW FEEDBACK (Conducted Nov - Dec. 2022): "I like interacting with inmates. I want to learn how to say something meaningful!" "BOP is great about allowing you to do collateral duties and be part of things besides your job. I joined the DCT (disturbance control team) team as a medical staff member and it helps me do something bigger than my position which provides a wealth of knowledge." DO Utilize BOP's core values (Courage, Respect, Integrity, Correctional Excellence) and connect employee contributions to the BOP's impact. DON'T Highlight negative events or areas where the institution did not meet requirements (i.e., staffing levels). EFTA00141470 Team-Building & Morale-Boosting Activities Executive staff, CST and the Employees Club can refer to these ideas when planning an activity for team building and strengthening relationships among employees. *Individuals planning team-building activities are encouraged to contact the Ethics Office for guidance. Well-Being Course Offering (i.e., team walk, exercise class, yoga at institution) Employee Appreciation Meal • Time to Plan: 2 weeks • Cost $$ - $$$ • Frequency:Twice per quarter Correctional Worker's Week • Time to Plan: 1 month • Cost $$$ -$$$$ • Frequency: Annually Sports Viewing Party Superbowl, World Series) • Time to Plan: 1 month • Cost: $$ • Frequency: Quarterly Supervisor Thank-You Notes • Time to Plan: 1 week • Cost: $ • Frequency: Monthly Team Bulletin Board (for shout-outs, compliments, achievements) • Time to Plan: 1 month • Cost $ • Frequency: Twice per quarter Institution Talent Show • Time to Plan: 1 month • Cost $ - $$ • Frequency: Annually Family Potluck (with approval from local executive staff) Employee Cook-Off Birthday Shout-Outs • Time to Plan: 1 month • Time to Plan: 1 month • Time to Plan: 1 month • Cost: $ - $$ • Cost $ • Cost $ - $$ • Frequency: Annually • Frequency: Monthly • Frequency:Twice per year WHAT "Staff appreciation meals, ice cream trucks, coffee trucks, they help boost morale and it's a breath of fresh air when you hear there are WE HEARD: these things." Department Appreciation Lunch • Time to Plan: 2 weeks • Cost $ - $$ • Frequency Annually for each department Shift Appreciation Meal (Le., Morning, Night) • Time to Plan: 2 weeks • Cost: $ - $$ • Frequency Quarterly Local Event (i.e., bowling with approval from local executive staff) • Time to Plan: 1 month • Cost $$ - $$$ • Frequency: Quarterly Meal with the Warden • Time to Plan: 2 weeks • Cost $ - $$ • Frequency: Quarterly, alternating shifts • Time to Plan:1 month • • Cost: $ - $$ • • Frequency Twice per year • $ low-cost option $$ some costs associated, utilize the Employee's Club or Union $$$ higher cost option, plan for funding Volunteer Day (i.e., work with local non-profit) KEY: Time to Plan: 2 weeks Cost $ - $$ Frequency:Twice per year EFTA00141471 Office Hours (i.e., Wednesdays with the Warden) Provide opportunities such as office hours for employees and leaders in your institution to give employees the chance to get to know you, share their concerns, and brainstorm ideas to strengthen their careers, their coworkers and the Bureau. Offering times to chat also shows that you are willing to put in the time to listen to your employees and fellow leaders. USE WHEN: You want to connect with employees on a more personal level • You want to offer opportunities for employees to share ideas, concerns and insight • You want to share tips and tricks with junior employees and set an example for other leaders to do the same • You want employees to feel heard and valued WHAT WE HEARD: "We have a new Warden who communicates with us on how we can better ourselves." HOW DO OFFICE HOURS WORK? Give employees multiple opportunities throughout the month (during various shifts, if possible) to stop by and check-in with you. Suggest employees and/or leaders come by if they want advice on career development or have ideas for bettering the institution or the BOP. Consider a catchy title for the office hours - such as Wednesdays with the Warden. You could also consider offering brainstorming sessions for employees and leaders where everyone is encouraged to share advice, ideas and feedback. HOW DO I PREPARE FOR OFFICE HOURS? • Provide equal effort regardless of the shift where office hours are held • Remind employees of office hours as they approach • Be prepared to take concerns and ideas with an open mind • Look into upcoming trainings and career-development opportunities to share with employees looking to further their skills • Be prepared to answer questions or refer employees to resources • Mentally prepare for employees to come with problems or complaints that are larger than you can handle. If this happens, tell them that you will follow up with appropriate resources and/or suggestions. Thank employees for coming to your office hours! INVITING STAFF: Institution employees and leadership - please feel free to stop by my office from 4:00-5:00 on Wednesdays this month. My door will be open, and I would love to hear from you. You can come with ideas for bettering our institution, talk about career development, or simply check in. DO Advise other executive staff to host office hours to let employees get to know institution leadership. Encourage employees to stop by. DON'T Change the schedule of office hours or cancel unless necessary. EFTA00141472 [INSTITUTION NAME]'S MONTHLY NEWSLETTER [Institution Name], Happy [insert day or month)! (Insert any top priority items). This section serves as a transparent way for the Warden to communicate updates or major decisions, including relevant news or changes occurring at the institution or BOP (e.g., recently high levels of augmentation, new policy implementation, etc.). Mention any upcoming holidays or major events (Le., Employee potluck, institution-wide training, Thanksgiving). Reminder! (Insert anything that you need from employees]. This section serves to remind employees of things coming up that need their attention (e.g, Human Resource form deadlines, health and safety reminders, or how staffing may change in the upcoming weeks with estimated overtime or call outs). Programming and Events Event XX: Call out upcoming programming or events within the institution (e.g., employee get-togethers, training, office hours with the Warden). Encourage employees to attend these s and incl any details such as location or time. • Train. Call out upcoming programming or events within the institution (e.g., employee get-togethers, training office hours with the Warden). Encourage employee to attend these events and include any details such as location or time. Employee Spotligh ert nam em rgrO (Insert 4-6 sentences about the individual or group and why they are on the Employee Spotlight)Include details about recent achievements and commendable work they have done and thank them for their contributions. Finish with a strong note of appreciation (i.e., 'The institution is proud to have you on our team serving the BOP mission!, Things Top of Mind (Example]: I IM116 e t lkovide details about recent events of things going on in your life. Speak on anything you feel comfortable sharing. .\* (Example): One way that keeping my mental health a top priority: I am spending 15 minutes after work every day meditating a ausing to reflect on what I can do better as a leader. Mental health is a top priority at the institution, a I encourage everyone to seek the resources they need to stay well and healthy! Close your newsletter by thanking staff for their hard work and call out any important reminders. Warden [Insert Name) [Insert Date) EFTA00141473 Roundtable for Tenured Individuals to Support New Employees Objectives • Dedicate time for tenured employees to give advice and share knowledge with individuals new to BOP or the institution • Learn what is impacting employees and how to support them better Facilitation Set-Up and -ream Roles Location: If possible, select a private place (i.e., conference room) that is free of distraction and allows participants to see one another. Attendees should feel comfortable having an open dialogue with their coworkers and leaders. Time: 45 minutes is the suggested time range to maintain group attentiveness while giving everyone enough time to share their perspectives, ask questions and recap outcomes from the discussion. Frequency: To encourage continued guidance and dialogue between new and tenured employees, it is recommended to conduct these roundtables at least twice or quarterly per year. Roles: (1-2) Facilitators (ideally a tenured employee) & (1) Notetaker. The notetaker will primarily observe and take notes during the roundtable. They may provide support to the facilitator if needed. In their notes, they should record any main highlights and repeated themes as well as any notable quotes from the audience. Be sure not to include any personal identifying information while taking notes. Attendees: Tenured employees (volunteer-based) and individuals new to BOP or the institution within the last 3 — 6 months. Ideally, there is 1 tenured individual per 5 new employees attending. Supplies (Optional): • pens (1 per person) • name tags (1 per person) \14 1 EFTA00141474 Part 1: Introduction (5 minutes) Welcome (3 minutes) • Thank them all for attending • Facilitator(s) and notetaker provide brief introductions of themselves ilk Time: 5 minutes Example Language: Thank you all for being here. Our hope through today's conversation is to get a better understanding of your needs as employees new to the BOP or institution [Name] and provide knowledge and advice as individuals who have been here at [Institution Name] for a while. Beyond this conversation, we'd also like to lend ourselves as mentors and when you come across challenges as you figure out your role here. Icebreaker • Ask participants to introduce themselves by stating their name, how long they have been at the BOP, which institutions they have served (if applicable), and what they are hoping to get out of this conversation. • Encourage the audience to use a name tag, if possible. Setting the Stage (2 minutes) • State length of session (Note: In a corrections environment, some staff may arrive late or leave early). • Remind attendees that their participation is voluntary, and nothing shared in the room will be tied to them. • Address any concerns or questions from the audience. Part 2: Discussion (35 minutes) Verbalize: We want to take this time to talk about your initial experiences here and at the BOP overall, as well as answer any questions or talk through any roadblocks you may be facing. To start, do you have any questions for us about the job, institution, or anything else? Questions to help get the discussion started • In one word, what do you think about your job so far? • What questions do you have about your role or the institution? • Have you faced any roadblocks so far? How did you handle them? • What can leadership do better? • If you could change anything about your job, what would you change? • Describe a good day at work. What needs to happen and what does it look like? • What advice would you give someone on their first day here? • What would you like to see at our institution (i.e., for employees, for onboarding, new ideas)? Time: 35 minutes 2 EFTA00141475 • Would other discussions like this or events to be around other employees be helpful to your success here? How often should we check-in like this? Dos & Don'ts • Do keep questions open-ended and allow for awkward silences to be broken by the audience. • Do try to honestly answer all questions and in full. If there are questions that should be addressed one-on-one, let the audience know that if their question did not get answered to approach the facilitator(s) afterwards. • Don't ask simple questions that can be answered with yes or no. • Don't ignore or neglect any questions altogether. This will take away from having a transparent and helpful conversation for newcomers to the Bureau. Part 3: Wrap-Up (5 minutes) Verbalize: Is there anything we did not discuss today that you wish we had? • Allow people to speak if they are wrapping up their comments or have not had an opportunity to speak yet. • Thank everyone for their input and time. Verbalize: Please utilize everyone in this room as mentors and resources when you come across roadblocks as you figure out your role here. We encourage you to reach out with questions and support one another when you need help! Time: 5 minutes 3 EFTA00141476 15BNAS21D00000114 Page 1 of 24 SOUCITATIONICONTRACT/OFtDER FOR COMMERCIAL ITEMS 0 EROR TO COMPLETE BLOCKS 12, 17, 23, 24 & 30 REOUISITIOANLIABLI4 2 CONTRACT AO ISBNAS21D00000114 3 ANAJGOEFFFCTWE DATE 10/19/2020 4 OICES NLP.MEN • SOU WATION NUMBER ISBNAS20QVNP10032 a 501...TAPIA SSUE DATE 1,• 12/2020 7. FOR SOLICITATION INFORMATION CALL: a NAME ti TELEPHONE NUYBER (No caber Ws! 8 OFFER OUF DATE i I OCAL I NE ix 25 2020 12.00 FT 9 ISSUER BY ECikral litgetklof Rhin!. AqUIlliOrb 1111111CIIN311,11.1! )20 Ftn.• Street \VI Nei n401-5 WA.SIIINU ION, DC IONIA ' ooF ACILSITION IS I1 IMPFSTFOCtrn OR 74Ar ONSINESS El - .82CHE Sam K r ma Po • iv, /wit aF1 MOE 100.00 14 FOR K ACtievisin40 WA. ats %ass (n0S3: EL 04E LNIEK THE ACoEsHavridt WA OuTniESS PROGRar nimcs '4102 K sososs K sCA: PIE srAnnAnn 16,500,000.00 • 1. .1i. . = DELIVERY FIR RIR OFSTINATiON FES M OCR IS MARKEL) SEE FAHEDULE • 2 DISC11;%1 - ERRS NI: T 30 - 3a THIS CONTRACT IS A =ATE° ORDER UNDER DPAS • 5 CFR 700/ • In RATING 14. METHOD OF SOPOITATON x RFO K IFS RFP 'S CFI OF P TO CODE I 1 Sal. A0 i...41o.IST: RFC RY CODE i INAS Federal Ricca° of Moms lie): Acquisition Office LS Anna) Forces Reserve Complex • h r li RUM of Prisons COM•IlleCWITICCAkt.g0V • .,..:iitons Ikea: \ Mond Actuftwons Section L • • IC Suect \W 346 !acne Ewe% Drive Opted Prainc, TX 75051 , h oi MI.5 '. ASIIINGTON, Ix' 20534 i Ts CONTRACTOR/ 000E 421306404 'AcL" cfIDE 21713171 • Rs PAYVENT WLL BE WOE BY COLE BCO OFFERT.R :ANUS ASSOCIATES, INC. !Mini Nauss» Ab 811S Federal Burr= of ['think< Ficasc ensure motet ter the full o: ,mder nurnha Aofthemlous lhareACentral MCC IlthIlICKN Office colseonessorTACCIAT•Piv 320 2iry Sind \W Soon A)I-4 WASIIIKO TON, DC 2054E ni 76 CHECK IF REMITTANCE IS I) FFERENT AM) PUT SUCH AVORESS N .IFFER 81) SUBMIT iNVOI. et -OD- s E a. EH .... \ N BLOC,. 189 UAL ESE BLOCK BELOW S -,••ECKFII SEE ADOENOW 2t. DUANTITY n UNIT 23 unr Ppicr Delivery Dale: 10/19/2020 National LAP Services See Continuation Sheets) G.-Rt.-4.4... 4,i s1 fAlsinea/Pwisai Vann.%) iS A Ofill AITINO AND APPROPRIATION DATA See l ine Item Detail it TOTAL AWARD AMOUNT (For Grad Ow Only) 5608 650 00 K 2?a SDI :TAPIA INTTIRPORAIES BY REFERENCE FAR 52.212.1. 52.2124 FAR 52.212.3 AM) 52.212.5 ARE ATTACKED. ADDENDA U ARE U ARE NOT ATTACHE IT 271, CONTRAT:TIH)P >0 SF ORDER INCWIPORATES RY REFERENCE FAR 522124 FAR 522. .5 iS Al TACKED ADDENDA D ARE El ARE NOT ATTACHE C 28 CONTRACTOR S REQUIRED TO SON- KO DOCUMENT AND RETURN I COPIES 0 ISSUINS OFFICE CONTRACTOR AGREES TO FURAISHANR Oft PIER All ITEMS PT FORTH DR OTHERMEE ICEN1 FED ABOVE AND ON AAP ACCITIONAL SHEETS SUBJECT TO THE ERNS ANTI ()OWN T OAS SPECIFIFIT 29. AWARD,S CONTRACT REF °UMWloftOFFER DATED OW 1, 2020 . YOUR OFFER ON SOLICITATION IGLOO( 5) INCLUDING ANY ADDITONS OR 3KANGES WHOM ARE SET FORTH -ERE N IS ACT.EPTED AS TO ITEMS: III 3.3e S GritATURE OF OPENCRCINTRACTOR ITN NINE AM) MLR OF SOWER ( TYPE OR RAW, ) I t.,f; DATE RIAU) ;Is WITTE, STATES OF AML4CA (SIGNATVRE OF CONTRACTIN3 OF: CEP; 21'3 NAVE OF THE CONTRACIlte OFFICER (TYPE OR PRINT) :•E LATE St >NW Ira& 9/28/20 10/19/2020 AUTICRIZED FOR LOCAL REPROP1CTION PREVIOUS EDITION IS NOT USAB_E STANDARD FORM 1449 MEV. 2270121 Pnasoltio Cy GSA • FAR (48 CFR) 53212 EFTA00141477 15BNAS211:100000114 Page 2 of 24 19. I- EM NO. 2O. SCHEDULE OF SUPPLIES/SERVICES 21. QUANTITY 22. UNIT 23. UNIT PRICE 24. AMOUNT 32d. OUANTITY IN COLUMN 21 HAS BEEN 0 RECEIVED Ei INSPECTED El ACCEPTED, AND CONFORMS TO THE CONTRACT. EXCEPT AS NOTED: 320. SIGNATURE OF AUTHORIZED GOVERNMENT REPRESENTATIVE 32c. DATE 320. PRINTED NAME AND TITI F OF AUTHORIZED GOVERNMENT REPRESENTATIVE 32e. MAILING ADDRESS OF AUTHORIZED GOVERNMENT REPRESENTATIVE 321. TELEPHONE NUMBER OF AUTHORIZED GOVERNMENT REPRESENTATIVE 32g. E-MAIL OF AUTHORIZED GOVERNMENT REPRESENTATIVE 33. SHIP NUMBER 34. VOUCHER NUMBER 35. AMOUNT VERIFIED CORRECT FOR 36. PAYMENT FINAI 37. CHECK NUMBER • COMM FTF • pARnAt I PARTVg I 'FINN 38. SIR ACCOUNT NUMRER 39. SIR VOUCHER NUMBER 40. PAID BY 41a. 1 CERTFY THIS ACCOUNT IS CORRECT MD PROPER FOR PAYMENT 42a. RECEIVED BY (PAN; 410. SIGNATURE AND TITI E OF CERTIFYING OFFICER 41c. DATE 420. RECEIVED AT (Location) 42c. DATE REC'O (YYMM/OD) 420. TOTAL C.: \ TAI \ ERS STANDARD FORM 1449 (REV. wawa) BACK EFTA00141478 15 BNAS21 D00000114 Page 3 of 24 Table of Contents Section Il gyimn Pape Number 2 3 Contract Cla.uses.. .7 52.21-603-70 Contracting Officer's Representathe (COR) (June 2012). ..7 5227-103-72 52.27-103-72 DQI CONTRACTOR RESIDENCY REQUIREMENT BUREAU OF PRISONS (JUNE 2004). .8 52.218-000 CONTINUING CONTRACT PERFORMANCE DURING A PANDEMIC INFLUENZA OR OTHER NATIONAL EMERGENCY (May 2008)- .8 DJAR-PGD-15-CB Security of Department Information and Systems.. . 9 52.216-19 Order Limitations (Oct .................................... —..—..—..—...—..13 52.216-18 Ordering (Oct 1995). 14 52.217-8 Option to Extend Services (Nov 1999).. .14 52.204-21 Basic Safeguarding of Covered Contractor Information Systcms (June 2016)...._...._...._....14 4 52.217-9 Option to Extend tic Tam of the Contract (Mar 16 52.232-19 Availability Of Funds For The Nast Fiscal Year (Apr 1984). ..16 52.232-18 Availability Of Funds (Apr 1984) -17 BOP 7352242-71 EVALUATION OF CONTRACTOR PERFORMANCE UTILIZING CPARS (APR 2011)— - 17 52.212-3 Offeror Representations and Cerlifications—Commercial Items (Jun 2020)...---....- 52.212-5 Calract Tams and Conditions Required to Implement Statutes a - Executive Orden- Canmacial Rails (Jun 2(120)- 52.237-7 Indemnification and Medical Liability Insurance (Jan 1997)... 17 List of Attachments. 24 EFTA00141479 15BNAS21D00000114 Page 4 of 24 Section 2 - Commodity or Services Schedule Contract Guarantee. MDITIJM 3uaranteed Duan:ity %hernial- Guaranteed Amount Maximum Gua'an:eed Juan:ity Maximum Guaranteed Amount S') '.r: SCHEDULE OF SUPPLIES/SERVICES coNTINUATON SHEE I ITEM NO. SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICF AMOUNT 0001 EAP 8 Work/Life Services 37,000 Employees x Price/Year = Price per Employee/Year Base Year: 10/19/20-9/30121 Firm Fixed Price PSC: R431 Base Penod 37.000 EA D rev ous: $0.0000 Change- 516.4500 Current: $16.4500 Previous: $0.00 Change: S608,650 00 Zumml S608,650.00 ITEM NO. SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICF AMOUNT 0002 EAP 8 Wona fe services 37,000 Employees x PriceNear = Price per EmployeeNear 0:tion Year 1: 10/01/21-9/30/22 Firm Fixed Price R431 Ueexercised Option EA -.,\, -,,,, $00000 Chalin $16 4','n: 4','n: PSC: Current: $16 4500 Previous: $0.00 Change: $608,650 00 Ourrenl $608,650.00 37,000 ITEM NO. SUPPLIES/SERVICES QUANTITY UNIT UNI I PRICE AA1OUNT 0003 EAP & Work/Life Services 37,000 Employees x PriceNear = Price per Employee/ear 0:tion Year 2: 10/01/22-S•30 23 Firm Fixed Price PSC: R431 U-exerased Option 37,000 EA Frevous: 50.0000 Change 516.9400 Current: $16 9400 Previous: $0.00 Change: $626,780 00 .:un-ent 5626.780.00 ITEM NO. SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT 0004 EAP & WaxiLfe services 37,000 Employees x Price/Year = Price per Employee/Year Orion Year 3: 10/01123.9.3a24 Firm Fixed Price 37,000 EA °revous: EFTA00141480 5BNAS2 ye :) of :<4 CSC R431 ....lexe- 4.seLl Option ITEM NO. SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT 0005 EAP & Work /Life Services 37.000 Empoyees x PriceNear z. Price per Employee/Yea 0:tion Year 4: 10/011244.30 25 Firm Fixed Price PSC: R431 U 'exercised Option 37,000 EA arevous: S0.0000 Change ITEM NO. SUPPLIES/SERVICES QUANTITY UNIT UNI I PRICE AMOUNT 0006 EAP .4 We-e4L re services 37,000 Employees x Price/6 months= Price per Empoyee/6 months Potential 6-month Extension: 1041/25-3/31/26 Firm Fixed Price PSC: R431 Unexercised Option 37.000 :A oiev ,:us $0 0000 Base Total: 608,650.00 Exercised Options Total: $0.00 Unexercised Options Total: $2,802,380.00 Base and Options Total: 53,411,030.00 2.1 Section 2.1. CONTINUATION OF SF-1449, BLOCK 20 SECTION 2.1, SCHEDULE OF SUPPLIES/SERVICES Provide Employee Assistance Program services to all BOP employees, their dependents. and domestic partners. Services shall be performed in accordance with 15I3NAS2.0QVNP 10032; the contractor's quote dated 8/21/2020 and pncing update confumed 9/25/:0. and the attached Statement of Work. PERFORMANCE SHALL BEGIN October 192020 Base Period: 10/19/20-09.30/21: Estimated Total $608,650.00 With Government unilateral right to exercise 4 one-year options as follows: Option Year I: 10.01,21-09/30/22: Estimated Total $608,650.00 Option Year 2: 10 01 22-09.30,23: Estimated Total $626,780.00 Option Year 3: 10.01 23-09.30,24: Estimated Total $626,780.00 Option Year 4: 10 01 24-09.30,25: Estimated Total $626.780.00 Potential 6 month Extension: 10,01 25-03/31/26: Estimated Total $31 3,390.00 EFTA00141481 15BNAS21D00000114 Page 6 of 24 Estimated Grand Total: $3,411,030.00 FP FUNDS SHALL BE OBLIGATED VIA INDIVIDUAL TASK ORDERS DELIVERIES In accordance with Federal Acquisition Regulation (FAR) 16.505, and the clause located in FAR 52.216-18, Ordering, states that any supplies or services to be fumishcd under this contract shall be ordered by issuance of task orders by a warranted Contracting Officer in the NAS Contracting Section. X BILLING INFORMATION The Government will make payment on a monthly basis via Electronic Fund Transfer. Invoices with the contract number should be submited electronically to cobusinessoffice@top.gov. Contractors that arc classified as a small business arc required to indicate their small business size status on each invoice submitted for payment. ADMINISTRATIVE CONTRACTING OFFICER CONTRACTING OFFICER'S REPRESENTATIVE (COR EFTA00141482 5BNAS2 ge 7 of 24 Section 3 - Contract Clauses Clauses By Reference 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998) This contract incorporates one or more clauses by reference, with the same force and effect as if they were given in full .ext. Upon request. the Contracting Officer will make their full text available. Also, the full text of a clause may be accessed electronically at this/these address(es): www.acquisition.gov Clause Title Fill-ins (if applicable) 52.242-15 Stop-Work Order (Aug 1989) 52.203-3 3ratuities (Apr 1984) 5Z232-40 Providing Accelerated Parents to Small Business Subcontractors Dec 2013) 52.242-13 Bankruptcy (July 1995) 52253.1 Computer Brerated Forms (Jan 1991) 52.203-12 urnration On Payments To influence Certain Federal Transactions (Oa 2010) 5Z224-1 Privacy Act Notification (Apr 1984) 52.224.2 Privacy Act (Apr 1984) 52.204-12 Jnique Entity Identifier Ma ite-ance (Jet 2016) Clauses By Full Text 52.21-603-70 Contracting Officer's Representative (CUR) (June 2012) 3urcau of Prisons. 344 Marine Forces Drive. Grand Prairie. Texas 75051, is hereby designated as the Contracting Officer's Representative (CUR) wider this contract. b) the CUR is responsible, as applicable, for: receiving all deliverables, inspecting and accepting the supplies or services provide hereunder in accordance with the terms and conditions of this contract; providing direction to the contractor which clarifies the contractor effort. tills in details or otherwise serves to accomplish the contractual Scope of Work; evaluating petfonnance; and certifying all invoices/vouchers tin acceptance of the supplies or services furnished for payment. c) The CUR does not have the authority to alter the contractor's obligations under the contract, andor modify any of the expressed terms. conditions, specifications, or cost of the agreement. If as a result of technical discussions it is desirable to alter/change contractual obligations or the Scope of Work, the Contracting Officer shall issue such changes. EFTA00141483 158NAS21D00000114 Page 8 of 24 5227-103-72 5227-103-72 DOJCON'TRACTOR RESIDENCY REQUIREMENT BUREAU OF PRISONS (JUNE 2004) For dime of the five years immediately prior to selmission of an offeribidhucte, or prior to performance under a cant or commitment, individuals or contra= amiloyees providing services must have 1. Legally resickd in the United States (U.S.); 2. waked fir the US. overseas in a Fetal or military capacity, or 3. been a dependent of a Fedaal or military employee serving crixtseas. If the individual is not a US. citizen, they must be from a ocuntry allied with the US. The following v.tbsite provides arm information regarding allied countries httpd/www.state.govisNtreatykollectivedefense/ By signing this tallmete corninitmat document, or by commencing paformance, the contractor agn. to this net' -lion. [End of Clair] 52218.000 CONTINUING CONTRACT o GENCY (May 2008) O' ORMANCE DURING A PA 1:1 IC INFL 0 IF OR OT1 TER NATIONAL During a Pandemic or other emagaicy we understand tat our contracor maxi:force will experience dc sane high levels of absatreeisn as air federal anployoes. Although the Excusable Delays and Tenn ination for Default clauses used in Geritmment tamtratts list epidemics and quarantine msttictions among the [Issas to accuse delays in °attract performance, we expect our minis to make a =salable effort to keep performance at an acceptable level during emergency periods. The Office of Personnel Managanent (OPM) Ins provided guidance to federal mansgas and employees on the kinds of actress to be taken to ensure the continuity of operations during emerge's", periods. This guidance is also applicable to our contract workfare_ Centraltes are experted to have reasonalie policies in place for continuing work performance, particularly these performing mission critical services, during a pandemic infivaiza or other anagatcy situatiat. The types of actions a federal contractor should reasonably take to help ensure performance are: • Pncourage employees to get inoculattrts or fonow otter preventive measures as advised by the pubic health asvice. * Cross-train vaiers as backup far all melbas performing altbal services. This is particularly rnpatant for rook Suet) as gad services where televolt is rot an option. • Implement telekork to the greatest extent possible in te workgrtxp so systems are in place to apport successful mote work in an emenjercy. • O31111UriCate aPeetattrIS to an employees regardng their rotas and responsibilities er relation to rends wok in the edent of a pandemic health crisis or other emergency. • Pslabreh communication processes to notify employees of activation of thiS OWL • Integrate pandemic heäth crisis response expectations into televak agreements. • With the empbyee, assess requirements fa waking ä home (supplies and equipment needed faran extended telewak pertd). Security concerns should be casidenad in making equipment choicea agencies or contactors may wish to avoid use of ernptyees' personal computers and provide them with PCs or laptops as appropriate. • nettyrn ire how an employees who may teiework will communicate with one another and with management to accomplish work. • Practice telework regularly to ensure effectiveness. • Make it dear that in emergency situations, empbyees must perform an duties assigned by management, even if they are outside usual or customary duties. * Identify how time and attendance we be maintained. It is tic contractor's rcsronsibility to advise the Govern nent Canting Officer if they anticipate not being able to perform and to murk with the Depart n cot to fill gaps as necessary. This mears direct communication with the Contracting Offaxr or in his/her &mice, another rtsfronsible person in the canting office via telzphar or email messages ecknowlalging the ealtractoes notification. The inanntent cantor is responsible for assisting the Department in estimating the adverse anima, of nonpafonnanx and to work diligendy with the Departmart to crielop a strategy for maintaining the continuity of opaations. The Department does reserve dc right in sudi emergency situations to ter Fedaal anployers, anployecs of other agarics, cant sumort fran other existing contrmas, or to enter into new contracts for aitical micron services. Any new canting efforts would be acquired following the guidance in the Office of fedaal Procummart Policy issuance "Emetgoncy Acquisitions", May, 2007 and Subpart 18.2. Emergency Acquisition Ftrxibilities, of the Fedaal Acquisition Regulations. [End of Clause] EFTA00141484 15 BNAS21 D000001 14 Page 9 of 2g: EUAR-PGD-15-03 Security of Department Information and Systems i. Applicability to Contractas and Subconnactors This claim applies to all camactas and subcanractas, including cloud service providers ("CSPs"), and pasamel of contractors, subcontractors, and CSPs Reminder collectively, "Contractor) that may access, collect, store, process, maintain, use, share, mute, dissonant, transmit, or dispose of DOi information, it establishes and implements specific DOJ requirements applicable to this Cant. The requiremaus established haein an in aldition to those requited by the Fetal Acquisition Regulation eTAR"), including FAR 11.032(g) and 52239-1, the Privacy Act of 1974, and any other applicabb laws, mandates, Procurement Guidance Documents, and Executhe Oriels paiaining to the dackpment and operation of Information Systems and dr protection of Government information. This clause does not alter a diminish any existing tights, obligation or liabilityunder any other civil and/or criminal law, rub, regulation or mandate. iL General Definitions The following general definitions aptly to this clause. Specific definitions also apply as set forth in other raragaphs. A. Woman means any can munication or mprtsentation of lcnowledgc such as facts, data, or opinions, in any form or medium. including textual, nanerical, graphic, cartographic, narrative, or audiovisual information inducts information in an electronic format that allows it be stored, retrieval or transmittal, also referral to as "data," and "pemildly identifiable information" (1:11"), legardloss of kin 13. e , 'Identifiable information (or PID meats any information about an individual maintained by an agency, including., hit not limited to, information related to education, financial transactions, medical history, and crim inal orcmploymmt history and information, which can be used to distinguish or nee an individual's idernity, such as his or her mme, social security nunber, date and place of birth, mother's maiden name, biometric records, etc., including another pasonal information which is linked or linkable to an individual. C. DOJ Information mars any Information that is owned, produced, carolled, land z trxt by, or otherwise within the astody orrcsponsibilityoftheiQT, including, without limitation, Information related to DOJ progratns or personnel. It includes, without limitation, Information (1 ) provided by agar:ratedfa the DOJ, (2) managed or acquired by Conti-idol for the DOJ in connection with the performance of tie contract, and/ (3) acquired in atkr to perform de contract. D. Information %stem meats any !maces, or set of It urccs organized for accessing, collecting, storing, processing, maintaining, using, sharing, retrieving, disseminating, transmitting, adisposing of (harinafter collectively, ypanasing, storing, or transmitting') Information. • CoyaretinfamaationSystan means any information system mod for, involved with, or allowing, the processing, storing, or transmitting of DOJ information. ill. Confidentiality and Nondisclosure of DOJ information A. Preliminary and final cklistrables and all associated %%pricing papas and material garrated by Cantor containing DOJ Information are the property of the U.S. Govarment and mum be submitted to the Connoting Officer ("C0') or the CO's Repose name ("OCR') at the conclusion of the cased. Tie U.S. Goweranent has unlinked data rights to all such deliverables and associated working papets and materials inaccordancewith FAR 52.227-14. i3. All documents produced in dr pafonnanx of tits contact containing DOJ Incarnation are the property of the U.S. Government andContractor shall miler ropnxlux nor release to any third-partyat any time, including during or at expiration or termination of the cent without the prior written permission of the CO. C. Any Dui infamation made available to Cantor under this contract shall be used only for the purpose of performance of tics cotmact and shall not be divulged or male known in any manna to any persons accept as may be necessary in the performance of this contrm. In performance of dis cant, Contractor assumes nsporsibility for the protection of the confidentiality of any and all DOJ Information proctood, stored, or transmitted by the Cameo: When requested by the CO (typically to mar than annually), Cantor shall provide a report to the CO identifying, to the best of Contractor's law:ledge and belief, the tyre, am an, and level of sersitivity of the DOJ Information processed, stoned, or transmittedunder the Caw, including an estimate of the number of EFTA00141485 158NAS21D00000114 Page 10 of 24 indi iduals far who FII has been pnxessed, stored or transnitted under de Contract and whether such information includes social security numbers (in whole or in part). IV. Compliance with Information Technology Security Policks, Procedures and Requirements A. For all Co aed information Systems, Cart actor SR comply with all security requiranans, inducting but not limited to the regulations and guidance found in the Faktal Information Scarcity Management Act of 2014 CTISMA"), Privacy Act of 1974, E- Go ernment Act of 2002, National Institute of Standards andTechnology ("NEST") Spacial Publications esn, including NIST SP 803-37, 800-53, and 800-60 Volumes I and Ii, Federal Information Processing Standards ("PIPS') Publications 140-2,199, and 200, OMB Memoranda, Fedaal Risk and Authorization Manganant Program (fedRAMr), DO IT Security Standards, including DOJ Order 2640.2, as amended. These nxtuntments include but arc not limited to: 1. Limiting axes to DCU infommationand Covered Information Systems to authorized uscrs and to vat ba-uuns and functions that authorized usas are permitted to texacise; Pm iding security awararss training including, bra not limited to, nxognizing and reporting potaiial indicators of insider threats to teas and managrs of DOJ Information and Corcred Information Systems; 3. Creating, pawing, and retaining Co cred information Syaern audit records, repasts, and supporting documanation to amble re iming, monitoring, analysis, in estigation, reconstruction, and reporting of uniay.ful, unauthorized, or inapAup iaa activity related to such Co ard Information Systans and/or DOJ Information; 4. Maintaining authorizations to opaate any Co avd information System; 5. Parenting continuous monitoring on all Clowned Information Systems; 6. i stablishing and maintaining baselim configurations and in armories of Covered Information Systems, including hardware, software, firmware, and documentation, throughout the Information Syste Development Lifecycle, and establishing and enforcing sccurity configuration settings for IT products employed in information Systang 7. Ensuring appropiate contingency planning has been patterned, including DOJ Information and Covered Information Syste backups; 8. Identifying Co erect Information Syste usas, processes wing on behalf of users, or de ices, and authenticating and aifying the identifies of such users, prxesses, or de ices, using multifactor authentication or 1 ISPD-I2 compliant audentication methods what required; 9. Establishing an opezational Maid= handling capability for Co erect information Systems that includes adequate prepatation, detection, amlysis, containment, rood cry, and user response acti hies, and racking, documenting, and reporting incidents to appropriate officials and authorities whir Contractor's organization and the DOJ; 10. Performing periodic and timely maintenance on Coveted information Systems, and pro iding effective controls on tools, techniques, methanisms, and perscarl used to conduct such maintenance; 12. Protecting Covered Information Systc media containing DOJ Information, including paper, digital and electronic limiting =ass to DOJ Information to authorized usas; and sanitizing or destroying Covered information Systc media containing DOJ information before disposal, Masa or rase of such media; 13. Limiting physical access to Covered information Systems, cquipm era, and physical facilities housing such Covered information Systems to authorized US. citizens unless a wai er has bear granted by the Contacting Officer COY), and protecting the physical facilities and support infrastructure for such information Systems; 14. Screening individuals prior to autherizing access to Covered Information Systems to ensure compliance with DOJ Security standards; IS. Assessing the risk to DOI information in anted information Systems periodically, including scanning for vulnerabilities and mediating such ulnerabilitics in accordance with DOJ policy and ensuring the timely two al of assets no longer supported by the Contractor, EFTA00141486 15BNAS21D00000114 Page 11 of 24 16. Assessing the security controls of Co ard Information Systan s periodically to &amine if fir controls am effective in their application, de eloping and implan eating plans °faction designed to corrxt deficiencies and eliminate or reduce ulnaabilitics in such Information Systans, and monitoring security controls on an ongoing basis to ensue the contimrd cffecti ers of the controls; 17. Monitoring, controlling, and protecting information transmitted or received by Co ered information Systems at dr went! boundaries and key interml boundaries of such information Systems, and an playing architectural designs, software de ckpment techniques, and systems engineering principles that promote effecti e security; and 18. identifying, reporting, and correcting Co and Information Syste security flaws in a timely manrrr, pm Wing protection fro malicious code at appropriate locations, mantoring security alerts and advisories and taking appropriate action in response. B. Contractor shall not prixess, store, or transmit DOJ information using a Co and Information Syste without fast obtaining an Authority to Operate ("ATO") for each Co and information System. The ATO shall be signed by the Authorizing Official for the DOJ component responsible far maintaining the security, confidaniality, integrity, and availability of the DOJ Information under this calm. The DOJ sandanis and requiremaros for obtaining an ATO may bc found at DOJ Order 2640.2, as amaxied. (For Cloud Computing Systems, sec Section V, below.) C. Contractor dell ensue that ID Non-U.S. citizenaccesses orassiss in the de clopment, ()canna% managematt, or maintenancc of any DOJ Informatiat Sysem, unless a waiver has been granted by the by the DOJ Canponent i lead (or his or her designee) responsible for the DOJ Information System. the Dial Chief information Officer, and the DOJ Security oirna. D. When requestal by the DOI CO or COR, or other DOJ official as described below, in connection with DQI's efforts to ensure compliance with security requiremems and to maintain and safeguard against throats and hazards to the security, cafilentiality, integrity, and a ailability of DOJ Information, Contractor shall pro ide DOJ, including the Office of inspector General ("CiCe) and Fedaal law enfaeanent componans, (1) access to any and all information and meads, including electronic information, mgarding a Covaed information System, and (2) physical access to Conuactor's facilities, installations, systems, operations, doaiments, records, and databases. Such access may include indepaident alidation testing of controls, systc penetration testing, and FiSMA data re rows by MI or agents acting on behalf of DOJ, and such access shall be pro iced within 72 hours of the request. Additionally, Contractor dell cooperate with DQi's efforts to assure, maintain, and safeguard the security, confidentiality, integrity, and availability of Dal Information. E. The use of Contractor-owned laptops or other portable digital or elecuunic malia to proms or store DOJ information co oral by this claw is prohibited until Contractor po ides a letter to the DOJ CD, and obtains the CO's appro al, certifying compliance with the following mquirtments: 1. Media must be encrypted using a NiSi FIPS 140-2 appo ed product., 2. Contractor must daelop and im pkment a process to ensure that security and other applications software is kept up-to-date; 3. What applicable, media mutt utiliiv anti ins software and a host-based firewall mechanism; 4. Contractor must log all computer-tradable data extracts from databases holding DOJ Information and verify that each extract including such data has been erased within 90 days of extraction or that its to is still mquired. All DOJ information is sensiti e information unless spuillally designated as non-sensitive by the DO; and, 5. A Rules of Behavior ("ROB') font must be signed by users These rules ma address, at a minimum. authorized and official use, inhibition against unauthorized usas and use, and the piaecLion of DOJ information. The form also mist notify the user that he orsir has no reasonable expectationof privxy mgarding any canmtmications transmitted through or data stored on Contractor-owned laptops a other portable digital aelectronic media. F. Contractor-owned ranonable m a containing DOJ Information shall not be rano ed fib DOJ facilities without prior aggro al of the DOJ CO or COR. G. When no longer needed, all media mum be processed (sanitized, degaussed, a destroyed) in acconiance with DOJ security requiranents. Contractor mum keep an accurate in entay of digital ad:cm:tic media used in tlr performance of DOJ contracts. L Contractor must remo call DOJ information fro Contractor media and return all such information to the MT within 15 days of the expirationor terminationof the contract, unless otherwise extended by tie CO, or wai ed (in part or whole) by the CO, EFTA00141487 15BNAS21D00000114 Page 12 of 24 and all such information shall be rotund to the D01 in a format and form axepable to the DOJ. The ran al and return of all DOi information mist be accanplished in accordance with DOJ IT Scanty Standard roquiranents, and an official of de Contractor shall pro ide a %written certification certifying the =oval and rerun of all such information to the CO within 15 days of the remo al and return of all DOJ Infonnation. J. Dal, at its discretion, may suspend Contractor's access to any DOJ information, or terminate the contract, when DOJ suspecs that Contractor has failed to comply with any security requitement, or in dr event of an information Syste Security incident (see Section V.E. below), where the Department detain lois that either c antgi cs cause for such action. The suspension of access to DQ1 Information may last until etch time as DOI, in its sole disaeticn, &laminas that the situationgiving rise to such action has been corrocted or no longer exists. Contractor un&rstancls that any stspasion or termination in axordanoe with this po ision shall be at no cost to the DOJ, and that upon oequest by the CO, Contractor mutt immediately return all DOJ Information to DOJ, as well as any media upon which DOJ information asides, at Cant actor's expense. V. Cloud Computing A. Cloud Computing means an information Systc having dr essential characteristics described in MST SP 800-145, The NEST Definition of Cloud Computing. For dr sake of this pro ision and clatsc, Cloud Canputing includes Software as a Servkr, Platform as a Service, and iniiastructtre as a Service, and deployment in a hi ate Cloud, CommunityCloud, Public Cloud, or Hybrid Cloud. B. Cella-actor may not utilize dr Cloud system of any CSP unless: 1. The Cloud systc and CSP ha e been evaluated and approved by a 3PAO certified taller FedRAMP and Contractor has pro idcd the mast current Security Assmsnent Report ("SAR') to the DOJ CO for consickration as part of Cauractor's o call Systc Security Pb, and any subsequent SARs within 30 days of issuance, and has received an ATO fro the Authorizing Official for the DOI component responsible for maintaining the security confidentiality, integrity, and availability of the DO.i information under contract; or, 2. if not certified under FaIRAMP, the Cloud Syste and CSP have rood elan KID sigtrd by the Authorizing Official for the DOJ component imponsible for maintaining the security, anifidathality, integrity, and a ailability of the DOI information under the contract. C. Cella-actor must ensure that the CSP albws DOJ to access and 'erne c any DOJ information i d, stored or transnitted in a Cloud systc under this Can't within a mascnable time of any such request, but in no event less than 48 bons fro the rogues. To crane that the Dal can filly and appropriatelysmith and retrieve DOJ information fro dr Cloud system, access shall include any schemas, meta-data, and other asseciated data artifacts. VI. Information System Security Breach or Incident A. Definitions I. Confirm al Security Breach (hatinafter, "Confirmed Bleach') means any confirmed urntahorized atposuie, loss of control, compromise, cxfiltration, manipulation, disclosure, acquisition, or accessing of any Co cred Information System or any DOJ Information accessed by, mitt able from, processed by, stored on, or transmitted within, to or fro any such system. 2. Potential Security Breach (hatinaftr, "Potential Ilach") means any suspected, but unconfined, Co and Information Syste Security Breach. 3. Seatrity incident mars any Confirmed or Potential Co Bred Information System Security 13verch. B. Confirmed Broth. Contractor shall immediately (and in no c ant later than within 1 hour of discovery) report any Confirmed Breach to dr DOJ 00 and the CO's Represented c ("CDR"). If the Confirmed Brachoccurs reside of regular business hours and/or neither the DOI CO nor the CDR can be reachal, Connector mist call DOJ-CERT at 1-866-US4-CERT (1-866-8742378) immediately (and in no event later than within 1 hair of disco cry of the Confirmed Bleach), and shall notify the CO and OOR as soon as practicable. C. Potential Bleach. EFTA00141488 1驱N婚21D00000114 Page 13 of 24 1. Centractor shall report any Potential Breach within 72 lbws of detection to the D01 CO and the CDR, unless Contractor has (a) completed its in estigation of thc Potential Brach in a.ccordance with its own inter 枫I policies and procedu1、 far identification, in estigation and mitigation of Security Ircidens and (b) determined tint that has been no Confirmed Bara：h. 2. If Connaaor has not ma& a debunk rion vvithin 72 hours笛（梵trctinn of the Potential Breach wtether an Ccnfirmed Etrach has ocarral, Contractor shall rq)ort the Potential Reach to tic DOI 00 and COR within ar-hour (Lc , 73 hours firm detection of the Potential Bata：h)．If the time by which to report tic Potential Breach occurs outside碰K君ular business hours and/or ncillxr the DOI CO nor the CDR can be itached, Ccfmactor must call tic I刃J Computcr Emergary Readiness Team (D0J-CERT) at I-866一US4-CE 乏T (I-&镉-874-2378) within cnc-hour（讹．，乃hours fro detection of tic Potential Breach) and contact the DOJ CO and OOR as scon as practicable. a Any report submitted in accordance with paragraphs (B) and (C), abo a shall idattify (1) both the Information Systans and DOJInfamation in ol (Aor at risk, including the typt, amount, and k el of sasiti ity of the DOJ Information and, if tic 加3 Information corsairs PII, thc estimated number of uniqic imams of PII, (2) all siqs and prox cs being undertaken by Cattractor to minim i , ra11edy, and/or in estigue the Security Incident, (3) any and all other information as requimd by the US- CERT Federal Incickft Notification Gukkl诋s, including the functional imps：t, information in1pact, impact to ma) , threat ectcr, mitigatbn details, and all a ailable incident hails；and (4) any other information specifically requested by theD0J. Contractor shall continue to pro kb written updates to the DOI CO regarding tic status of tic Security Incident at least every three (3) cakndar days until informed otkrwise by the DOI 00. E. All detemilintions regarding wIrther and wtrn to notify individuals arWor fedaal agencies potentially affected by a Sccurity Incident will be made by DOJ saner officials or the DOJ Cat Management Tea at DOJ's discretion. F. Upon notification of a Security Incident in accordance with this section, Contractor must provide to DOI full access to a』秽 affected or potentially affectcd facility and/or Information Systan. imb Kling access by the DOJ OIG and Fedaal law enforcement orgartitations, and undertake any and all lisp:use actions I垧I&lambs am requiltd to ensue the protection of DOI Information, including pro iding requested images, log files, and e information to facilitate rapid nesalution of any Security bridal. G. DOJ, at its sob discretion, may obtain, and Contractor will permit, tic assistance of other federal ag:ncics and/or third party cam-actors or firms to aid in nsponse acti ides related to any Security Incident. Additicnally, DOJ, at its sole dixretion, may roar antiwar to retain, at Centractor's expense, a Third I物ty＾露输ng Organiation (3PAO), a.cceptable to DOJ, with exp raw in incident rat劫nse, compromise a镳：ssmatt, and federal searity control reqtimments, to =duct a thorough ulnerability and security assessnent of all affected Infonaut:in Systems. II. Response acti ides related to any Security Incident undertaken by DOJ, ircluding acti itics undertaken by antra:tor, other fedaal agarics, and any third-party contractors or finns at tic request or dim/ion of DOJ, may include inspections, in csti踟tits, forasic re icws, data analyses and processing, and final detennbations of responsibility for the Security Incident and/or liability for any ackliticall reqx acti itics. Contractor§all be nesper敝bile for a II costs a亚I mlatedrsXi= allocations mcpimd for all such 氏醇狐］骈：acti ities mlated to any Security Incident, including the vest of any penetration testing. VII. Pasonally Identifiable Information Mill-ration Requirement antiwar certifies that it has a sccuri桫po鬣yin pbee that contains proccdurs to pm ptly notifyany indi idual whose Per驳malty Identifiable Information ("my) 认'n, or is reasonably detarn ined by DOJ to ha c been, cantranised. Any natification§昭II be ccordinatcd with the DOI CO and shall not proceed until the DOI has made a detaminatien that notification 认ould not impede a law enforcement investigation or jeoparlize naticnal security. The method and content of any notification by Contractor thall be coordinated with, andsubject to tic apIroyal of, DQI. Contractor shall be rest为nsible far taking corrective action consistent认ithDOJ Data Breach Notification Procedures and as directed by tic DOI CD, including all COgS andexpenses associated with such corrxti e action, which may include providing credit mcnitoring to any i di idt Is whos: Pll was actually or potentially compromised. VIII. Pass-through 破Seal抒ty Requirements to Subcontractors and CSPs Tic mqtimm ants Kt forth in the preceding paragrapis of this c姻iseapply to all subcontra.ctas and CSPs who pale= work in connection with this Contract, including any CSP providing sentes for any otter CSP under this Contract, and Contractor shall flow do ;mins clause to all subxntractas and CSPs performing under this contract My btrach by any subcontractor or CSP of any of ttc po isions set forth in this clause will be attributed to Contractor. 貌216-19 Order Limitations (Oct 1995) EFTA00141489 15BNAS211:100000114 Page 14 of 24 (a) Minimu order. When the Government requires supplies or services covered by this contract in an amount of less than one for any single item listed on the SE 1449 in Blocks 19-24 the Go emmcnt is not obligated to purzhase, nor is the Contractor obligated to furnish, those supplies or su-viees under the contract. (b) Maximum order. The Contractor is not obligated to honor— ( I ) Any order for a single he in excess of the estimated quantities identified on the SF 1449 (Block 21. Quantity) within the current contract performance period- (2) Any order for a combination of items in excess of the estimated quantities identified on the SF 1449 (Block 21. Ouantity) within the current contract performance period; or (3) A series of orders fit, the same ordering office within 30 days that together call for quantities exceeding the limitation in paragraph (b)(I) or (2) of this section. (c) If this is a requirements contract (Le., includes the Requirements clause at subsection 52.216-21 of the Federal Acquisition Regulation (FAR)), the Go ern ment is not required to order a part of any one requirement fro the Contractor if that requirement exceeds the maximum-order limitations in paragraph (b) of this section. (d) Notwithstanding paragraphs (b) and (c) of this section, the Contractor shall honor any order exceeding the maximum order limitations in paragraph (b), unless that order (or orders) is returned to the ordering office within 7 days after issuance, with written notice stating the Cont actor's intent not to ship the item (or items) called for and the reasons. Upon receiving this notice, the Go eminent may acquire the supplies or services fro another source. (End of clause) 52.216-18 Ordering (Oct 1995) (a) Any supplies and services to be finished miler this contract shall be ordered by issuance of delivery orders or task orders by the individuals or activities designated in the Schedule. Such orders may be issued from the fret day through the last day of the contract's effective period (h) All delivery orders or task orders arc subject to the terms and conditions of this contract. In the event of conflict between a delivery order or task order and this contract, the contract shall control. (e) If mailed, a delivery order it task order is considered "issued" when the Government deposits the order in the mail. Orders may he issued orally, by facsimile, or by electronic commerce methods only if authorind in the Schedule. (End of clause) 52.217-8 Option to Extend Services (Nov 1999) The Government may require continued performance of any services within the limits and at the rates specifial in the contract. These rates may be adjusted only as a result of revisions to prevailing labor rates provided by the Secretary of labor. The option provision may be exercised more than once, but the total extension of performance hereunder shall not exceed 6 months. The Contracting Officer may exercise the option by written notice to the Contractor within the current contract period. (End of clause) 52.204-21 Basic Safeguarding ofCovered Contractor Information Systems (June 2016) (a) Definitions. As used in this clause— Covered contractor information system means an information syste that is owned or operated by a contractor that processes, stores, or transmits Federal contract information. EFTA00141490 15BNAS21D00000114 Page 15 of 24 Federal contract infannatia: means information, 110t intended for public release, that is provided by or gu mated for the Go airman under a contract to de clop or deliver a product or service to the Go anment, but not including information provided by the Go ailment to the public (such as on public web sites) or simple transactional information, such as rccessary to process paytnents. Infamy:ion means any communication or representation of lea wkxlge such as facts, data, or opinions, in any maliu or farm, including textual, numerical, graphic, cartographic, narrathe, or audio isual (Committee on National Security Systan s instruction (CNSSI) 4009). Infoonat ion systemmeansadisctetcsct of information resaaces ceganized far the collection, processing, maintenance, use, sharing, dissent imtion, or disposition of information (44 U.S.C. 3502). Safeguarding means meastues or controls that are pacribed to protect infamation systems. (b) Safeguarding requirements at:diva-Sures. (1) The Contractor shall apply the following basic safeguarding requirements and procedurs to protect co (bred contractor information systans. Requimments and procedures for basic safeguarding of co erred contractor information systans shall include, at a minimum, the following security controls (i) Limit information syste access to authorized users, processes acting on behalf of authorized uses, cede ices (including other information systems). (ii) Limit information systc access to the types of transactions and functions that authorized osiers arc (ermined to =cute. (ii) Vcrify and ccntroVlim it connections to and use of external information systems (i ) Control information posted or processed on publicly accessible information systans. ( ) Idanify information systc usas, prin.-viz acting on behalf of users, or devices. ( i) Authenticate (or crify) the identities of those users, processes, or &vices, as a prerequisite to allowing access to organizational information system s. ( i) Sanitize or destroy information syste media containing Falaal Contract information before disposal or release for muse. ( Limit physical access to organizational information systans, equipmai, and the mspecti cop:rating environmans to authorized indi ideals. (ix) Escort isitas and monitor isitor t-tivity, maintain audit logs of physical access and control and manage physical access de ices. (x) Monitor, MIMI, and protect organizational communications (i.e., information transmitted or rccei ed by organizational information systems) at the external boundaries and key internal boundaries of the infamation systems. (xi) Implement subnetworks for publicly accessible syste components that are physically or logically separated fro inter ml networks. (xi) Identify, report, andcorrect information and information system flaws in a timely mailer. (xiii) Provide II (ion fro malicious code at appropriate locations within organizational information systems. (xi ) Update malicious code protection mechanisms when new releases am available. (xv) Perform periodic scars of the information systc and real-time scans of files from external sautes as files are downloaded, opened, or accutaL (2) Other repayments. This clause does not relic e the Contractor of any oiler specific safeguarding mqtimments specifEd by Fe laal agaries and departments relating to co trod contractor information systems generally or other Fedaal safeguarding requirements for controlled mciassified information (CUI) as established by ExecuticOnla 13556. EFTA00141491 15BNAS21D00000114 Page 16 of 24 (c) Subcontracts. The Contractor shall include the substance of this clause, including this paragraph (c), in subcontracts under this contract (including subcontracts for the acquisition of commercial items, other dun commercially a ailable off-the-shelf items), in which the subcontractor may ha c Federal contract information residing in or transiting through its information system. (End of clause) 52.216-21 Requirements (Oct 1995) (a) This is a requirements contract for the supplies or services specified, and effective for the period stated, in the Schedule. The quantities of supplies or services specified in the Schedule arc estimates only and are not purchased by this contract. Except as this contract may otherwise provide, if the Goverment's requirements do not result in orders in the gm-unities described as "estimated" or "maximum" in the Schedule, that fact shall not constitute the basis for an equitable price adjustment. (h) Delivery or performance shall he made only as =thorned by orders issued in accordance with the Ordering clause. Subject to any limitations in the Order Limitations clause or elsewhere in this contract, the Contractor shall famish to the Government all supplies or services specified in the Schedule and called for by orders issued in accordance with the Ordering clause. The Government may issue orders requiring delivery to multiple destinations or performance at multiple locations. (c) Except as this contract otherwise provides, the Government shall order from the Contractor all the supplies or services specified in the Schedule that are required to he pumhased by the Government activity or activities specified in the Schedule. (d) The Government is not required to purchase from the Contractor requirements in excess of any limit on total orders under this contract. (e) If the Government urgently requires delivery of any quantity of an item before the earliest date that delivery may be specified under this contract, and if thr Contractor will not accept an order pmviding for the accelerated delivery, the Government may acquire the urgently required goods or services from another source. (0 Any order issued during the effective period of this contract and not completed within that period shall he completed by the Contractor within the time specified in the order. The contract shall govern the Contractor's and Government's rights and obligations with respect to that order to the same extent as if the order were completed during the contract's effective period; pmvided, that the Contractor shall not he required to make any deliveries under this contract after the last day Of the contract's effective period. (End of clause) 52.217-9 Option to Extend the Term of the Contract (Mar 2000) (a) The Government may extend the term of this contract by written notice to the Contractor within the current contract deriod; provided that the Government gives the Contractor a preliminary written notice; of its intent to extend at least 60 days [60 days unless a different number of days is inserted] before the contract expires. The preliminary notice does not commit the Government to an extension. (b) If the Govirnment exercises this option, the extended contract shall be considered to include this option clause. 11 (c) The total duration of this contract, including the exercise of any options under this clause, shall not caeca( five years (excluding the exercise of any option wider the clause 52.217-8. Option to Extend Services). tr (End of clause) 52.232-19 Availability Of Funds For The Next Fiscal Year (Apr 1984) Funds are not presently a ailable for performance under this contract beyond September 30 of the base year or any option year exercised. The Government's obligation for performance of this contract beyond that date is contingent upon the a ailability or appropriated funds fro which payment for contract purposes can he made. No legal liability on the part of the Gar/ailment for any EFTA00141492 15BNAS21 D00000114 Page It of 24 payment may arise for performance under this contract beyond September 30 of the base year or any option year exercised, until funds are made a ailablc to the Contracting Officer for performance and until the Contractor receives notice of a ailability, to be confined in writing by the Contracting Officer. (End of clause) 52.232-18 A ailability Of Finis (Apr 1984) Funds are not presently available for this contract. The Goverment's obligation ruder this contract is contingent upon the availability of appropriated finds from which payment for contract purposes can be made. No legal liability on the part of the Government for any payment may arise until funds are made available to the Contracting Officer for this contract and until the Contractor receives notice of such availability, to be conformed in writing by the Contracting Officer. (End of clause) BOP 2852.242-71 EVALUATION OF CONTRACTOR PERFORMANCE UTILIZING CPARS (APR 2011) The services, although not directly sup- is-N, shall be reviewed by Federal Bureau of Prisons (BOP) staff to ensure contract compliance. The contractor's performance will be evaluated in accordance with FAR 42.15. Contract monitoring reports will be prepared by the Contacting Officer's Representative (COR) and maintained in the contract file. In accordance with FAR 42.1502 and 42.1503, agencies shall prepare an evaluation of contractor performance and submit it to the Past Performance Information Retrieval System (PPIRS). The BOP utilizes the Department of Defense (DOD) web-based Contractor Performance Assessment Reporting System (CPARS) to provide contractor performance evaluations. The contractor shall provide and maintain a current c-mail address throughout the life of the contract. The contractor will receive an e-mail firm the Focal Point thru the following website address webptsmhalnavy.milwhen the contract is registered in CPARS. The e-mail will contain a "user ID" and temporary password to register in the CPARS system. The contractor must be registered to access and review its evaluation and/or provide a response. if assistance is required when registering, please contact the Contracting Staff/Focal Point. (End of Clause) 52.237-7 Indemnification and Medical Liability Insurance (Jan 1997) (a) It is expressly agreed and understood that this is a nonpersonal services contract, as defined in Federal Acquisition Regulation (FAR) 37.101, under which the professional services rendered by the Contractor an: rendered in its capacity as an independent contractor. The Cm ailment may e aluate the quality of professional and administrati c services pro idled, but retains no control o cr professional aspects of the services rendered, including by example, the Contractor's professional medical judgment, diagnosis, or specific medical treatments. The Contractor shall he solely liable for and expressly agrees to indemnify the Go eminent with respect to any liability producing acts or omissions by it or by its employees or agents. The Contractor shall maintain during the term of this contract liability insurance issued by a responsible insurance carrier of not less than the following amounts) per specialty per occurrence: MI million. (h) An apparently success-ful offeror, upon request by the Contracting Officer, shall furnish prior to contract award evidence of its insurability concerning the medical liability insurance required by paragraph (a) of this clause. (c) Liability insurance may be on either an occurrences basis or on a claims-made basis. If the policy is on a claims-made basis, an extended reporting endorsement (tail) for a period of not less than 3 years after the end of the contract term must also be pro idcd. (d) E idence of insurance documenting the required coverage for each health care pro icier who will perform under this contract shall be pm ided to the Contracting Officer prior to the commencement of services under this contract. If the insurance is on a claims-made EFTA00141493 15BNAS211300000114 Page 18 of 24 basis ands idence of an extended reporting endotsanent is not pro ided prior to dc commencanent of services, eidence of such endasement stroll be provided to the Contracting Officer pier to tic expiration of this cant. Final payment under this contract shall be withheld until c idence of the extended repotting enckirseman is pro ided to the Contracting Officer. (e) The policies e idaring required insurance shall also tornado an endorwment to de effct that any cancdlation or material change ad ersely affecting the Go ernment's it thrust shall not bc efft-ti c until 30 days aft!' tM insurer or the Contractor gi es written notice to the Contracting Officer. if, during the pafonnancc period of the contract the Cantor changes insurance pro its, the Contractor must provide e idence that dc Go emment will be intemnificd to the limits specified in paragraph (a) of this clause, for tie atilt paled of the contract, either order the new policy, era combination of old and now policies. (t) The Connactor shall insert the substance of Ns clause, including this paragaph (t), in all subcattracts under this cartract for health cam services and shall require such subcairrtas to pro lb c idence of and maintain insurarce in acconlance with paragraph (a) of this clause. At least 5 days befat the commencement of work by any subcontractor, the Canter shall furnish to the Camacting Officer evidare of such insurance. * Cattracting Officer insert the dollar vahc(s) of snuslard covaage(s) pre ailing within the kcal community as to the specific medical specialty, or specialties, cemented, or such higher amount as tine Contracting Offctr deans necessary to put= the Go ernment's intatsts. (End of dause) 52212-5 Contract Terms and Conditions Requital to implement Statutes or &coal e Orders- Commercial Items (Jun 2020) (a) The Contractor shall comply with the following Fatal Acquisition Regulation (FAR) clauses, which arc incorperated in this cant by ttfettnce, to implement provisions of law or Executive atlas applicable to acquisitions of commarial itans (1) 52203-1% Prchibition on Requiring Certain Imam! anfidentiality Aptanents or Statements (Jan 2017) (section 743 of Division E, Title VII, of the Corsolidated and Further Continuing Appropriations Act, 2015 (Pub. L 113-235) and its successor provisions in subsequatt appropriations acts (and as extended in cartinuing resolutions)). (2) 52204-23, Prohibition on Ccaracting for i fardware, Software, and Services Developed or Provided by Kaversky Lab and Other Caved Entities (Jul 2018) (Section 1634 of Pub. L. 115-91). (3) 52204-25, Proatition on Contracting for Certain Telecommunications and Video Surveillance Services or Equipmatt. (Aug 2019) (Section £29(a)(1)(A) of Pub. L 115-232). (4) 52209-10, Prchlition on Canting with !mated Domestic Corporations Nov 206). (5) 52233-3, Protest After Award (Aug 1996) (31 US.C. 3553). (6) 522334, Applicable Law for Breech of Contract Claim (Oct 20D4XPublic Laws 108-77 and 108-78 (19 U.S.C. 3805 note)). 03) The Cantor shall comply with the FAR claims in this paragraph (b) that de Contracting Officer has indicated as being incorpaatal in this contrn by mference to implement provisions of law or Executive atlas applicabb to acquisitions of commercial items [ContrxiingOfficer check as appropiate.] X (1) 52203-4 Restrictions on Subcontractor Sales to the Goveranent (Jun 2020), with Alternate I (Oct 1995) (41 U.S.C. 4701 and 10 U.S.C. 2402). (2) 52.203-13, Contractor Code of Business Ethics and Concha Qua 2020) (41 USE. 3509)). (3) 52.203-15, Whisdeblov.tr Protections under the American Recoveryand Reinvestment Act of2009 (June 2010) (Section 1553 of Pub. L 111-5). (Applies to contracts funded by the Amaican Recovay and Reinvestment Act of 2009.) X (4) 52.20440, Reporting Executive Can pensation and First-Tier Subccntract Awards (Jun 2020) (Pub. L. 109-282) (31 U.S.C. 6101 note). EFTA00141494 15BNAS21D00000114 Page 19 of 24 (5) [Reserved]. (6) 52.201-14, Service Contract Repotting Reqtiretnatts (Oct 20[6) (Pub. L.1 11-117, section 743 of Div. C). X (7) 52.204-15, Service Contract Reporting Requiranerns far Indefinite-Deli ay Contracts (Oct 2016) (PAL 111-117, secticn 743 of Di . C). X (8) 52.209-6, Protecting the Government's Int= Wien Subcontracting with antraztas Debarred, Stspended, or Premed for Debarment. (Jun2020) (31 U.S.C. 6101 note). X (9) 52209-9, Updates of Publicly Available Information Reonling Respcasibility Matters (Oct 2018) (41 U.S.C. 2313). (10) [Reserved]. (11)(i) 52.219-3, Notice of I IUBZar Set-Asick or Sole-Source Award (Mar 2020) (15 U.S.C. 657a). (i) Alternate I (Mar 2020) of 52219-3. X (12X) 52.219-4, Notice of Price E aluation Preference for I IUBZone Small Business Carenn (Mar 2020) (if dr offeror elects to waive the pmference, it shall so indicate in its offer) (15 US.C. 657a). (i) Alternate I (Mar 2020) of 52.219-4. (13) [Reserved] (140 52.219-6, Notice of Total Small Business Set-Aside (Mar 2020) (15 U.S.C. 644). (i) Alternate I (Mar 2020). (15Xi) 52.219-7, Notice of Partial Small Business Set-Aside (Mar 2020)(I5 U.S.C. 644). (i) Alternate I (Mar 2020) of 52.219-7. X (16) 52.219-8, Utiliation of Small Busims Caram (Oct 2018)(15 US.C. 637(dX2) and (3)). X(17)() 52.219-9, Small 13us tab Subcontracting Plan (Jun 2020) (15 U.S.C. 637(dX4)) (i) Altemate I (N3 2016) of 52.219-9. (iii) Alternate II (No 2016) of 52219-9. (i ) Alternate III (Jun 2020) of 52.219-9. ( ) Alternate IV (Jun 2020) of 52.219-9. (18)52.219-13, Notice of Set-Aside of Ordas (Mar 2020) (15 US.C. 644(r)). X (19) 52.219-14, Limitations on Subccntrwting (Mar 2020) (15 U.S.C. 637(aX14)). (20)52.219-16, liquidated Damages-6Subcon-tracting Plan (Jan 1999)(15 U.S.C. 637(dX4)(FX)). (21)52.219-27, Notice of Service-Disabled Vetann-Owned Small Business Set-Aside (Mar 2020) (15 U.S.C. 657t). X (22)(052.219-28, Past Award Small Business Prom Wray:saltation (Mar 2020) (15 U.S.C. 632(aX2)). (i) Alternate I (Mar 2020) of 52219-28. (23)52.219-29, Notice of Set-Aside for, or Sole Source Award to, Ecenomizally Disadvantaeed Women-Owned Small Business Carenz (Mar 2020)(15 US.C. 637(m)). EFTA00141495 15BNAS211300000114 Page 20 of 24 (24) 52.219-30, Notice of Set-Aside for, or Sole Source Award to, Women-Owned Small Business amens Eligible Unckx the Women-Chmed Small Business Progra (Mu 2020)(15 U.S.C. 637(m)). (25)52.219-32, Orders Issued Directly Under Small Business Reserves (Mar 2020)(15 U.S.C. 644(r)). (26) 52.219-33, Naimanuficnrer Rule (Mu 2020) (15 U.SC. 637(aX17)). X (27) 52.222-3, Con ict Labor (June 2033) (E.O. 11755). X (28) 52.222-19, Child Labor—Cooperation with Autkrities and Remedies (Jan 2020) (E.O. 13126). X (29) 52.222-21, Prohibition of Segregated Facilities (Apr 2015). X (30X) 52.222-26, Equal Opportunity (Sept 2016)(F-O. 11246). (i) Alternate I (Feb 1999) of 52.222-26. X (31X) 52.222-35, Equal Opportunity for Veterans (Jun 2020)(38 US.C. 4212). (i) Alternate I (July 2014) of 52.222-35. (32)(i) 51727-36, Equal Opportmity far Walters with Disabilities (Jun2020) (29 U.S.C. 793). (i) Alternate I (July 2014) of 52.222-36. X (33) 52.222-37, Employment Reports on Veterans (Jun 2020) (38 U.S.C. 4212). X(34) 52.222-40, Nbtifration of Employee Rights Under the National Labor Relations Act (Dec 2010) (E.O. 13496). X (35X) 52.222-50, Combating Trafficking in Pawns (Jan 2019) (22 U.S.C. chapter 78 and E.O. 13627). (i) Alternate I (Mar 2015) of 52.222-50 (22 U.S4C. chapter 78 and E.O. 13627). X(36) 52.222-54, Empbyment Eligibility Verification (Oct 2015). (Executi e Order 12989). (Not applicabt to the acquisition of catunercially a ailable off-tit -shelf itans or certain other types of commercial itans as prescribed in 22.1803.) _070 52-273-9, Estimate of Puct.utaw of Recovatd Material Content far EPA-Dcsignated Items (May2008) (42 U.S.C. 6962(c) (3)(AXii)). (Nbt applicable to dr acquisition of commercially available off-the-shelf items.) (i) Altemate I (May 2008) of 52.223-9 (42 U.S.C. 6962(i)(2XC)). (Not applicable to de acquisition of commercially a aibble off- the-shelf items.) (38)52.223-11, Ozar-Deptaing Substances and I ugh Global mt ing Potential Hydrofluorocarbms (Jim 2016)(6O. 13693). (39)52.2B-12, Maintenance, Service, Repair, or Disposal of Refrigaation Equipnent and Air Conditions (Jun 2016) (E.O. 13693). _(40X1) 57-293-13, Acquisition of EPEATe -Registered Imaging Eqtipment (Jun 2014) (E.O.s 13423 and 13514). (i) Alternate I (Oct 2015) of 52.223-13. _(41X1) 57, 73-14, Acquisition of EPEATe-Registered Tele isions (Jun2014) (6O.s 13423 and 13514). (i) Alternate I (Jun 2014) of 52.223-14. (42)52.223-15, Energy Efficiency in Energy-Consuming Products (Dec 2007) (42 U.S.C. 8259b). (43)(i) 51793-16, Acquisition of EPEATe-Registered Paschal Computer Products (Oct 2015) (6O.s 13423 and 13514). (i) Alternate I (Jun 2014) of 52.223-16. EFTA00141496 19-LI,Z75.30 (900Z cP1) n 31Lu331iV (PP) (£00Z idV) I 311= 3111/ (!!) 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EFTA00141497 15BNAS211300000114 Page 22 of 24 (c) The Contractor gall comply with the FAR clauses in this paragraph (c), applicable to commarial services, that the Contracting Officer has indicated as being incorporated in this contract by rofertnce to implement pro isions of law or Executive orders applicable to acquisitions of commacial items: [Contracting0ificercheckas appropialed (1) 57-779-41, Service Contract Labor Standards (Aug 2018) (41 U.S.C. chapta 67). (2) 57-779-42, Statanent of ES al= Rates for Fedaal i fires (May 2014) (29 US.C. 206 linden U.S.C. chapter 6'7). (3) 52.222-43, Fair Labor Standards Act and Service Contract Labor Standards-Price Adjustment (Multiple Year and Option Octanes) (Aug 2018) (29 US.C. 206 and 41 U.S.C. chapter 67). (4) 52-779-44, Fair Labor Standards Act and Service Contract Labor Standanis—Price Adjustment (May 2014) (29 U.S.C. 206 and 41 U.S.C. chapta 6'7). (5) 52-779-51, Excaption fib Application of the Service Contract Labor Standards to Contracts for Maintenance, Calibration, or Repair of Certain Equipment—Requirements (May 2014) (41 U.S.C. chapter 67). (6) 57 779-53, &caption fro Application of the Service Contract Labor Standards to Contracts for Certain Services— Reqtirements (May 2014) (41 US.C. chapter 67). (7) 52-779-55, Minimu ges Under Exccuti c Order 13658 (Dec 2015). (8) 57-779-62, Paid Sick Lea c Under Executive Order 13706 (Jan 201'7) (ED. 13706). (9) 51776-6, Promoting Excess Food Donation to Nonprofit Aganizations (Jun 2020) (42 US.C. 1792). (d) Comptroller Geneml a-gm:intim of Record. Tie Contractor shall comply with the pro isions of this paragraph (d) if this contract was awarded tsing other than sealed bid, is in excess of the simplified acquisition throshold, as defined in FAR 2.101, on the date of award of this contract and does not contain the clause at 52215-2, Audit and Records—Negotiation. (1) The Comptroller General of the United States, or an authorized representati c of the Comptroller General, shall ha c access to and right to examine any of dr antraaor's directly penal= r000als invol ing transactions rotated to this contract (2) The Camactor shall make available at its offices at all roasonable times the records, materials, and other e idence far examination, audit, or repruchrtian, until 3 years after fatal payment under this contract or for any shorter period specified in FAR subpart 4.7, Contractor Records Retartion, of the other clauses of this contract. If this contract is completely or partially terminated, the tecords relating to the work terminated shalt be male available for 3 years after any resulting final termination settlement. Records relating to appeals under tie disputes clause or to litigation or the settlement of claims arising under or relating to this contract shall be made a ailable until such appeals, litigation, or claims arc finally read at (3) As used in this clause, records include books, documents, accounting procedures and practices, and oiler data, regardless of tyre and rogaalless of form. This does not require the Contractor to acate or maintain any record that the Contractor dots rot maintain in the ordinary course of business or pursuant to a provision of law. (0(1) Notwithstanding de requirements of tie dauses in paragraphs (a), (b), (c), and (d) of this clause, the Contractor is not required to flow down any FAR clause, other than these in this paragraph (e)(1) in a suboormact for commercial items. Unless otherwise indicated below, the extent of the flow down shall be as twined by the clause— ()52.203-13, Contractor Code of13usiress Ethics andConduct (Jun 2020) (41 U.S.C. 3509). (ii) 52.203-19, Prohibition on Requiring Certain internal Confidentiality Agreements or Satanants (Jan 2017) (section 743 of Division E, Title VII, of the Consofidatcd and Further Continuing Appropriations Az 2015 (Pub. L. I13-235) and its sroessor p0 isicns in subsequent appropriations acts (and as extended in continuing resolutions)). (ii) 52.204-23, Prohibition on Contracting far Hardware, Software, and Saviors Developed or Pro ided by 1Caspasky Lab and Other Covered Entities (Jul 2018) (Section 1634 of Pub. L. 115-91). EFTA00141498 15BNAS21D00000114 Page 23 of 24 (i ) 52.201-25, Prohibition on Ccntrecting for Catlin Telecommunicaticts and Video Survallance Services or Equiptnern. (Aug 2019) (Section 889(aX1XA) of Pub. L 115-232). O 52.219-8, Utilization of Small Business Carcerns (Oct 2018) (15 U.S.C. 637(dX2) and (3)), in all subcontracts that offer further subcontracting cpportunities. If the subcontract (except subcontracts to small business concerns) exceeds the applicable thethuld spu.if. l in FAR 19.702(a) Cu the date of subcotnract award, the subconuactor mist include 52.219-8 in lower tier subcontracts that offer subcontracting opportunities. ( i) 52.222-21, Prohibition of Segregated Facilities (Apr 2015) ( i) 57-9, 2-26, Equal Oppommity (Sept 2016) (E.O. 11246). ( 52222-35, Equal Opporturrity for Veterans (Jun 2020) (38 U.S.C. 4212). (ix) 52-992-36, Equal Oppatunity far Worlcas with Disabilities (Jun 2020) (29 U.S.C. 793). (x) 52.222-37, Employmart Reports on Veterans (Jun 2020) (38 U.S.C. 4212) (xi) 57-779.40, Notification of Employee Rights Under the National Labor Relations Act (Mc 2010) (E.O. 13496). Flow down required in acccakure with pnagraph (0 of FAR clause 57.777-40. (xi)57-772-41, Service Contract Labor Standards (Aug 2018) (41 U.S.C. diaper 67). (xii) (A) 52.222-50, Combating Trafficking in Pawns (Jan 2019) (22 US.C. diaper 78 and EO 13627) (B) Altmuitt. I (Mar 2015) of 52.222-50 (22 U.S.C. chapter 78 and E.0 13627). (xi )52.222-51, Exemption fro Application of the Service Camera Labor Stan lards to Contracts for Maintenance, Calibration, or Repair of Certain Equipment-Requimments (May 2014) (41 US.C. chapter 67). (xv) 52.222-53, Exemption from Application of the Service Camact Labor Standards to Contracts for Certain Senices-Reqtimm ems (May2014) (41 U.S.C. chapter 67). (xv) 52.222-54, Bnploymcnt Eligibility Verification (Oct 2015) (E.O. 12989). (xvii) 52.222-55, Minimum gcs Under Executhe Order 13658 (Dec 2015). (xviii) 52-779-62 Paid Sick Lea e Under Doccutive Order 13706 (Jan 2017) (E.O. 13706). (xixXA) 52.224-3, Pti acy Training (Jan 2017) (5 US.C. 552a). (3) Akentin. I (Jan 2017) of 52224-3. (xx) 52.225-26, Contractors Pafonning Pri ate Security Fun:liars Outside the United Stars (Oct 2016) (Sectiat 862, as amended, of the National Defense Authairation Act for Fiscal Year 2008 10 U.S.C. 2302 Note). (xx) 52.226-6, Promoting Excess Food Donation to Nonprofit Organizations (list 2020) (42 US.C. 1792). Flow down required in accordance with paragraph (e) of FAR clause 52.226-6. (xxi) 52247-64, Reference far Privately Owned U.S.-Flag Commercial Vessels (Feb 2m16) (46 U.S.C. Appc. 1241(6) and 10 U.S.C. 2631). Flow dam legated in accordance with paragraph (d) of FAR dause 52247-64. (2) While not required, the Contrwtor may include in its subccntracts for commercial items a m inimal munbcr of acklitiard clauses nary to satisfy its contactual obligaticns. (F_nd of dause) EFTA00141499 15BNAS2100000Ct114 Page 24 of 24 Section 4 - List of Attachments Identifier tee Nunterci Pages 1 Statement cf Wak 14 3 Wit*? BICSAFT Irkmatinn 2 EFTA00141500 UST OF VACANT BOP POSITIONS (as of 06/15/20231WITH CORRESPONDING APPLICANT TOTALS Created by WSES/NRMO 17/19/20231 Note: PRO1 IN shows selections made las of 06116/211 though the employee is not yet in position. Source: taing & Strength R ort1IPP1 -20211 except Applicant on Certificate totals which came from I-IR Senwng Center (Grand Frame). FAC CODE FACILITY FUNO1YPE POSITION PP-SERIB-GR VACANT PROHN OUT APPUCANTS ON CERTIFICATES ACM CENTRAL OFFICE -ADM TRUST FUND ACCTG STUD TR G5-0599-05 1 0 0 ACM CENTRAL OFFICE -ADM S&E ADM OFFCR GS-0141-11 1 0 0 ACM CENTRAL OFFICE -ADM S&E ADMVASST GS-0303.07 1 0 0 ACM CENTRAL OFFICE -ADM S&E ASST PR. ES0301-00 1 0 0 ACM CENTRAL OFFICE -ADM S&E BLDG MGMT SPECLST GS.117212 1 0 0 ACM CENTRAL OFFICE -ADM S&E 04 OFFC OF FIN GS-0S01-15 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND 04 TRULINa APPS& OPS GS-0S01.10 1 0 0 ADM CENTRAL OFFICE -ADM TRUST FUND 04 TRULINa IT SEC GS421O10 1 0 0 ADM CENTRAL OFFICE -ADM S&E Cµ ACCTG SYS & POL GS-051O14 1 1 0 5 ADM CENTRAL OFFICE -ADM S&E CH.ADMV SUPRT SEC GS-0006-14 1 0 0 ADM CENTRAL OFFICE -ADM S&E Cµ BUDG EXECUTION GS-056O1S 1 0 0 26 ACM CENTRAL OFFICE -ADM S&E Ot CAPACITY PLANNING BRANCH GS-0006-15 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND 01, SVS DYLPMT & TANG GS-0501-14 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND CUR ST TR GS-0399-0S 1 0 0 AMA CENTRAL OFFICE -ACM TRUST FUND COMPRSECUR SPECLST GS.2210-12 1 0 0 AMA CENTRAL OFFICE -ADM B&F COMPRSPECLST GS.2210-13 1 0 0 AOM CENTRAL OFFICE -ADM TRUST FUND COMPRSPECLST GS.2210-12 1 0 0 ADM CENTRAL OFFICE -ADM B&F CONST REPR GS-0B0212 1 0 0 ACM CENTRAL OFFICE -ADM B&F CONST REPR GS-0B0212 1 0 0 ACM CENTRAL OFFICE -ADM S&E CONTRCTG OFFCR GS.1101-13 1 1 0 ACM CENTRAL OFFICE -ADM S&E CONTRCTG OFFCR GS.1101-13 4 1 0 ACM CENTRAL OFFICE -ADM S&E CONTRCTG OFFCR GS.1101-13 1 0 0 ACM CENTRAL OFFICE -ADM S&E CONTRCTG OFFCR GS.1101-13 1 1 0 ACM CENTRAL OFFICE -ADM S&E CONTRCTG OFFCR GS.1101-14 1 0 1 4 ACM CENTRAL OFFICE -ADM TRUST FUND DEP CH. TRUST FUND BRANCH FIELD OPERATIONS GS-0S0140 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND DEP 04, TRUST FUND BRANCH OPERATIONS GS-0S0140 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND FINANCIAL PROGRAM SPEOAUST GS-0S01-13 1 0 0 ACM CENTRAL OFFICE -ADM S&E FINANCL SPECLST GS-0501-12 1 0 0 ACM CENTRAL OFFICE -ADM S&E FNANCL MGMT INTERN GS-0S99-05 1 0 0 ACM CENTRAL OFFICE -ADM S&E FNANCL PROG SPECLST GS-0501-12 1 0 0 ACM CENTRAL OFFICE -ADM S&E FNANCL PROGRAM SPECIST GS-0501-13 1 0 0 ACM CENTRAL OFFICE -ADM S&E FNANCL SPECIST GL-0501-09 1 0 0 4 ACM CENTRAL OFFICE -ACM S&E FRANCE SPECIST GS-0501-12 4 1 0 ACM CENTRAL OFFICE -ADM S&E FRANCE SPECIST GS-0501-12 1 0 0 ACM CENTRAL OFFICE -ADM S&E FNANCL SPECIST GS-0501-12 10 0 0 ACM CENTRAL OFFICE -ADM S&E FNANCL SPECIST GS-0501-12 7 1 0 ACM CENTRAL OFFICE -ADM TRUST FUND FNANCL SPECIST GS-0501-13 1 0 0 13 ACM CENTRAL OFFICE -ADM S&E FNANCL SYSTADMIN GS-0501-12 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND INF TECNNOLGY SPECLST G52210-12 1 0 0 ACM CENTRAL OFFICE -ADM S&E INVENT MGMT SPECLST GS.201009 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND IT SECURITYAND AUDIT COMPLNC SPECEST GS.2210-13 3 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND LEAD TELECOMMUN SPECIST GS-0391-13 1 0 0 ACM CENTRAL OFFICE -ADM S&E MECHCL ENGR GS-003O13 1 0 0 ACM CENTRAL OFFICE -ADM S&E MGMT& PROG ANAL GS-0143-12 1 0 0 ACM CENTRAL OFFICE -ADM S&E MGMT ANAL GS-0143-12 1 0 0 8 ACM CENTRAL OFFICE -ADM S&E MGMT ANAL GS-0343-11 1 0 0 ACM CENTRAL OFFICE -ADM B&F MGMT ANAL GL-03A3-09 1 0 0 ADM CENTRAL OFFICE -ADM ea; MGMTASST G5-0344-07 1 0 0 ACM CENTRAL OFFICE -ADM S&E PROP DISPOS °ERR GS.1100-12 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND REGNL TRUST FUND ADMR GS-0101-13 3 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND SECT GS-011207 1 0 0 ACM CENTRAL OFFICE -ADM S&E SENIOR PROCUREMENT ADVISOR GS.1101-25 1 0 0 ACM CENTRAL OFFICE -ADM S&E SR (WOG ANAL GS-056O10 1 0 0 28 ACM CENTRAL OFFICE -ADM TRUST FUND SR BUDG ANLST GS-056O23 1 1 0 ACM CENTRAL OFFICE -ADM B&F SR CONTRSPECLST GS.1101-13 1 0 0 ACM CENTRAL OFFICE -ADM S&E SR CONTRCTG DERR GS.1101-13 1 1 0 53 ACM CENTRAL OFFICE -ADM S&E SR CONTRCTG °Era GS.1101-13 1 1 0 ACM CENTRAL OFFICE -ADM TRUST FUND SR ITSPEC GS421O13 1 0 0 ACM CENTRAL OFFICE -ACM TRUST FUND SR TRUST FUND ANAL GS-0501-13 1 0 0 ACM CENTRAL OFFICE -ACM TRUST FUND SR TRUST FUND ANAL GS-0501-13 1 0 0 ACM CENTRAL OFFICE -ACM S&E SUPPLY MGMT SPEC GS.2001-12 1 0 0 ACM CENTRAL OFFICE -ACM S&E SUPV ACCENT GS-0510-13 1 0 0 ACM CENTRAL OFFICE -ACM S&E SUPV FRANCE SMUT GS-0501-13 1 0 0 ACM CENTRAL OFFICE -ADM S&E SUPVRY OPERTGACCTNT GS-0510-13 1 0 0 ACM CENTRAL OFFICE -ADM B&F SUPVY CONST REPR GS-0B0213 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND SYSACCTNT GS-0510-13 1 0 0 3 ACM CENTRAL OFFICE -ACM S&E SYSACCTNT GS-051O13 7 0 0 ACM CENTRAL OFFICE -ADM S&E TRAFF MGMTSPECLST G5.213O09 1 0 0 3 ACM CENTRAL OFFICE -ADM TRUST FUND TRUST FUND ANAL GS-0S01-12 1 0 0 EFTA00141501 ADM CENTRAL OFFICE -ADM TRUST FUND TRUST FUND ANAL GS-0501-12 2 0 0 ADM CENTRAL OFFICE -ADM TRUST FUND TRUST FUND ANAL GS-0501-12 2 0 0 ACM CENTRAL OFFICE -ACM TRUST FUND TRUST FUND ANAL GS-0501-13 1 0 0 ACM CENTRAL OFFICE -ACM ASS UTILPROG MGR GS.161O13 2 0 0 ALO FPC ALDERSON S&E ASSOC WARDENS SECY GL-0318-07 1 1 0 0 ALO FPC ALDERSON VIE CHAPLAIN G5006O12 1 0 0 0 ALO FPC ALDERSON VIE CLINICAL DIRECTOR GP-0602-1S 1 0 0 ALO FPC ALDERSON S&E COOK FRMN WSJ000-08 1 1 1 ALD FPC ALDERSON S&E DRUG ABUSE PROG CODRD GS-0180-13 1 0 0 AM FPC ALDERSON S&E DRUG ABUSE PROG CODRD - MAT GS-0180-13 1 0 0 ALD FPC ALDERSON S&E ELCTRONTECHNO1 GS-0856-11 1 1 0 ALD FPC ALDERSON S&E HVAC FRMN WS.530643 1 1 0 ALD FPC ALDERSON S&E MEDICATION TECHNICIAN GL-0640-06 1 0 0 ALD FPC ALDERSON S&E MID-LEVEL PRACTMONER GS-0603-11 1 0 0 ALD FPC ALDERSON S&E MTNCE WRKR FRMN W4074908 1 1 0 ALD FPC ALDERSON S&E PROCUR& PROP SPECLST GL-1101-09 1 1 0 ALO FPC ALDERSON S&E REGISTERED NURSE GL-0610-10 1 0 0 ALO FPC ALDERSON S&E SAFETY SPECLST GL-0018-09 1 0 0 ALD FPC ALDERSON S&E SR OFFCRSPECLST GL-0007-08 0 1 0 ALD FPC ALDERSON S&E STAFF PSYCH GS-0180-12 1 0 0 ALD FPC ALDERSON TRUST FUND TRUST FUND spcasr GS-0301.09 1 1 0 ALO FPC ALDERSON S&E WARDEN GS-0006-15 1 1 0 AU FOALICEVILIE S&E ACCTG STUD TR GS-0S99.05 1 0 0 AU FOAUCEVILLE S&E CAPTAIN'S SECY GS-0318.06 1 1 0 AU FOALICEVILLE S&E 04 PHARMACIST GS-066O12 1 0 0 AU FOALICEVILLE S&E CLNCL DIR GP-0601-1S 1 0 1 AU FOALICEVILLE S&E COMPR SPECLST G5.221O11 1 0 0 AU FOALICEVILLE S&E CORRECTNL CNSLR GS-0007.09 1 1 0 AU FOAUCEVILLE S&E DNTLOFFCR GP-0680-13 1 0 0 AU FOAUCEVILLE S&E DIC ASST/SATEILITE OPERSADMR GS-0006-13 1 0 1 16 AU FOAUCEVILLE UNICOR FABf&C WRKR FRMN WS-3105-07 3 0 0 AU FOALICEVILII S&E FINANCLSPECLST G541501.09 1 1 0 AU FOAUCEVILLE S&E HLTH SRVCSADKAR GS-0670-12 1 1 0 AU FOALICEVILII S&E LT GS-0007-11 1 0 0 AU FOAUCEVILLE S&E LT GS-0007.09 1 0 0 AU FOAUCEVILLE S&E MEDICATION TECHNCN GS-060O06 1 0 0 AU FOALICEVILLE S&E MID-LEVEL PRACTITIONER GS-061O11 1 0 0 AU FOAUCEVILLE S&E RESOLVE COORDINATOR GS-0180-13 1 0 1 AU FOAUCEVILLE S&E SAFETY ADM GS-0018-12 1 1 0 AU FOAUCEVILLE S&E SOC SO STUO TR GS-0101.05 1 0 0 AU FOAUCEVILLE S&E SR OFFCRSPECLST GI:01:07-08 28 1 0 AU FOALICEVILLE S&E STAFF PHARMACIST GS-066O11 1 0 0 AU FOALICEVILLE S&E STAFF PSYCH GS-0180-12 1 0 0 AU FOALICEVILLE S&E SUPWW CONTRSPECLST G5.1101-11 1 0 0 3 AU FOALICEVILLE S&E TCHR G5.171O1I 1 0 0 1 AU FOAUCEVILLE S&E UNIT SECY GS-011206 1 0 0 AU FOAUCEVILLE S&E VOCTNLTRNG INSTRU GS.1711-11 1 0 0 AU FOAUCEVILLE TRUST FUND WHSE WRKR FRMN WS-6907.00 1 1 0 7 AU FOALICEVILII S&E WHSE WRKR FRMN WS-6907-04 1 1 0 ALM FCC ALLENWOOD S&E ADVANCED CL PSYCH GS-0180-13 1 0 0 AIM FCC ALLENWOOD S&E ADVANCED CL PSYCH (SECURE ADMN) GS-0180-13 1 0 0 AIM FCC ALLENWOOD S&E ASSOC WARDEN GS-0006.10 1 0 0 AIM FCC AILENWOOD S&E ASST F000 SRVCADMR ITRI GL-1667-09 1 0 0 AIM FCC ALLENWOOD S&E CHALLENGE PROG PSYCH GS-0180-13 1 0 0 AIM FCC AILENWOOD UNICOR COMPLEX FACTORY FRMN W5460108 1 1 0 ALM FCC ALLENWOOD S&E COMPR SPECLST G5.221O11 1 0 0 AIM FCC ALLENWOOD S&E CORRECINL CNSLR GL-0007-09 1 1 0 IS AIM FCC ALLEIMOOD PHS DENTAL OFFICER CC-0680-13 1 0 0 AIM FCC ALLENWOOD S&E DISCPL HAG OFFCR GS-0006-12 1 1 0 11 AIM FCC ALLENWOOD S&E DNTLOFFCR GS-0680-13 1 0 0 AIM FCC A11(10/000 S&E DRUG ABUSE PROG CO:WO)MAT) G5418013 1 0 0 AIM FCC ALLENWOOD S&E ELCTRL WRKR FRMN WS.2805-09 1 1 0 AIM FCC ALLENWOOD S&E DAP DVINAT MGR GS-0201-13 1 0 1 25 AIM FCC ALLEIMOOD S&E DAP DVIPRAT SPECLST GS-0201.09 1 1 0 AIM FCC ALLENWOOD S&E GUIDANCE COUNSELOR GS.1700.11 1 0 0 ALM FCC ALLENWOOD S&E HLTH INF T(CHNCN GL 067S 07 1 1 0 AIM FCC ALLENWOOD S&E HR INTERN GL 0199 OS 1 0 0 AIM FCC ALLENWOOD UNICOR INOL ENGRG TEC11NCN GL 089S 09 1 0 0 AIM FCC ALLENWOOD UNICOR INDL PROP MGMT SPECLST G5.1101-12 1 0 0 AIM FCC ALLENWOOD S&E INF REC.PTNST GL-0304-04 1 0 0 t. ALM FCC ALLENWOOD S&E INF RECPTNST GL-0304-04 1 0 0 AIM FCC ALLENWOOD S&E INST HAG PROG ASST GL-0303-07 1 0 0 AIM FCC ALLENWOOD S&E LT G50007-11 1 0 0 AIM FCC ALLENWOOD S&E LT GS-0007-11 1 0 0 AIM FCC ALLENWOOD S&E MEDICATION TECHNICIAN GL-064006 1 0 1 0 AIM FCC ALLENWOOD S&E MTNCE WRKR FRMN W44709-08 1 1 1 10 AIM FCC ALLENWOOD S&E PARALEGAL SPECLS7 GS-095OI1 1 0 0 9 EFTA00141502 ALM FCC ALLENWOOD VIE PHYS01 WI G5-0603-21 1 0 0 ALM FCC ALLENWOOD ME PROCURE, PROD SPECLST GL-I101-09 1 1 0 ALM FCC ALLENWOOD ME PSYCHLGY PREDOCTOR.AL INTERN GL-0199-09 3 1 0 33 ALM FCC ALLENWOOD ME PSYCHLGY STUD TR GS-019907 2 0 0 ALM FCC ALLENWOOD ME PSYCHLGY TECHNCN GL-0181-D7 1 0 0 3 ALM FCC ALLENWOOD UNICOR QUAL WANG SPECIST G5.1910-21 1 0 0 ALM FCC ALLENWOOD UNICOR RECYCLING FACTORY TECHNCN GS-010309 1 0 0 ALM FCC ALLENWOOD ME REGISTERED NURSE GL-0610-10 I 2 0 ALM FCC ALLENWOOD ME REGISTERED NURSE GL-0610-10 1 1 0 ALM FCC ALLENWOOD UNICOR REMOTE °PERINI ACCTNT GS-0510-11 1 0 0 ALM FCC ALLENWOOD ME SOC WRICR G5-0285-21 1 0 0 ALM FCC ALLENWOOD VIE SOC WRICR G5-0285-21 1 0 0 AIM FCC ALLENWOOD ME SPEC (DUG TCHR G5.1710-11 1 0 0 ALM FCC ALLENWOOD S&E SPECIALTY TRTMNT PROG SMUT G5-0101-11 3 0 0 AIM FCC ALLENWOOD ME SR CLC ATTY GS-0905-14 1 1 0 AIM FCC ALLENWOOD ME SR CLOVER G54905-14 1 0 0 AIM FCC ALLENWOOD S&E SR OFFCRSPECLST GL-0037-08 61 2 0 2 AIM FCC ALLENWOOD VIE STAFF PSYCH GS-018042 1 0 0 AIM FCC ALLENWOOD VIE SUPVY RECRSPECLST TRIM G5-0188-11 1 1 0 7 ALM FCC ALLENWOOD ME TCHR G5.1710-11 1 1 0 3 AIM FCC ALLENWOOD UNICOR UNICOR ACCENT GL-0510-03 1 0 0 AIM FCC ALLENWOOD ME UNIT SECT GL-031806 1 1 0 AIM FCC ALLENWOOD ME UNIT SECY GL-0318-06 1 0 0 AIM FCC ALLENWOOD ME um sys RPM OPERTR FRPAN WS-4742-08 1 0 0 AIM FCC ALLENWOOD VIE VOCTNL TRNG INSTRU (CULINARY' G5.1712-11 1 0 0 AIM FCC ALLENWOOD VIE WARDEN G5-0006-15 1 2 0 AIM FCC ALLENWOOD UNICOR WHSE WRICR AWN W5-6907-04 1 0 0 AIM FCC ALLENWOOD VIE WHSE WRKR FRMN W5-6907-04 1 0 0 ASH FO ASHLAND VIE ADMVASST GU0303-07 1 0 0 ASH FO ASHLAND ME ASST F000 SRVCADMR GL-1667-11 1 2 0 ASH FO ASHLAND ME CAPTION'S SEC/ GL-0318-06 1 2 0 17 ASH FO ASHLAND ME CLNCL PSYCH GS-018042 1 0 0 ASH Ftt ASHLAND ME ENVRNMTL COMPUTE SPECLST G5-0018-13 1 0 0 ASH FO ASHLAND ME LT G5-0007-21 3 1 0 ASH FO ASHLAND ME MID-LEVEL PRACTMONER GL-0610-03 1 0 0 ASH FO ASHLAND ME PIPEFTR AWN WS-4204-09 1 0 0 ASH FO ASHLAND UNICOR PROC IMPRVIIATSPECIST G5.1101-13 1 0 0 ASH FO ASHLAND UNICOR PROEM ORILLA G5.1152-11 1 0 0 ASH FO ASHLAND ME FICA SPEtt57 GL-0188-03 1 0 0 ASH FO ASHLAND ME FICA SUPVR G5-0188-11 1 1 0 ASH FO ASHLAND ME REENTRY MF COORD G54101-11 1 1 0 ASH FO ASHLAND ME REGISTERED NURSE GL-0610-10 I 1 0 ASH FO ASHLAND ME SAFETY COMPLNC SPECLST GL-0018-09 1 0 0 ASH FO ASHLAND ME SUPVR OF EDUC G5.1710-12 1 1 1 3 ASH FO ASHLAND TRUST FUND TRUST FUND SLIAVR GS-030142 1 0 0 4 ASH FO ASHLAND UNICOR UNICOR BUS MGR GS-0601-12 1 0 0 ASH FO ASHLAND ME UNIT MGR G5-0006-22 1 1 0 9 ASH FO ASHLAND UNICOR WHSE WRKR FRMN WS-6907-05 1 0 0 ASH FO ASHLAND UNICOR WHSE WRKR FRMN W5-6907-04 1 0 0 2 ASH FO ASHLAND ME WHSE WRKR FRMN W5-6907-04 1 0 0 7 A7L USD ATLANTA VIE ADVANCED CARE LVL MOT GS-018043 1 0 0 ATL USD ATLANTA VIE ASSOC WARDEN G54006-14 I 1 0 ATL USD ATLANTA VIE ASST F000 SRVCADMR G5.1667-21 I 1 0 ATL USD ATLANTA ME CAPTAIN SECRETARY GL-0318-06 I 1 0 ATL USD ATLANTA ME CLNCL DIA GS-0602-15 1 0 0 ATL USD ATLANTA ME CLNCL NURSE GL-0610-10 1 0 0 A7L USD ATIANTA ME COMPR SPECLST G5.2210-21 1 0 0 ATL LISP ATLANTA ME CON7R SPECLST GL-I102-09 1 0 0 A7L USD ATLANTA ME CORRECTNL CNSLR GL-0037-09 1 0 0 A7L USD ATLANTA VIE CORRECTNL SYS OFFCR GL-0[07-08 1 1 0 All USD ATLANTA UNICOR CUSTOMER SERVICE REP GL-0303-09 1 0 0 A7L USD ATLANTA ME [DOC TECHNOT G11702-07 1 0 0 11 A7L USD ATIANTA ME ELCTRL WRKR FRMN W5.280S-CP9 1 0 0 A7L USD ATIANTA ME ELCTRONTECHNOT GS-085611 1 0 0 ATL USD ATLANTA UNICOR FABRIC WRKR FRMN W5.3105-07 6 0 0 ATL USP ATLANTA UNICOR FACTORY MGR G5.1101-12 1 0 0 ATL USD ATUUJTA ME FOOD %VC ADMR G5.1667-23 1 1 0 ATL USD ATLANTA ME FOOD SRVC ADMR TRANCE GL-I667-09 1 0 0 ATL USD ATLANTA ME GEN FRMN WS-4749-14 1 0 0 13 ATL FOAIIANTA ME HUMAN RESOURCE MANAGER TRAINEE GS-0201-11 1 0 0 4 ATL USD ATLANTA ME HUMAN RESOURCE SFECIST GL-0201-09 1 1 0 12 ATL USD ATLANTA UNICOR UNIX ENGRG TEDINCN GL-0895-09 1 0 0 ATL USD ATUIDITA UNICOR UNIX PROG MANAGER G5.1101-13 1 0 0 ATL USD ATUINTA ME LOCISPAITN GL-0301-10 1 1 0 ATL USD ATUINTA ME LT G5-0007-21 8 1 0 ATL USD ATLANTA ME MEDtt OFFCR G5-0602-15 1 0 0 ATL USD ATLANTA ME MID-LEVEL PRACTMONER G54610-11 1 0 0 EFTA00141503 A7L USP ATLANTA UNICOR PROD MAGIINE MCH FRMN W5.5350-08 1 0 0 A7L LISP ATLANTA S&E PSYCHIATRIC NURSE GL-0610-10 1 0 0 A7L USP ATLANTA UNICOR QUAL ASSINC MGR G5.191OI2 1 0 0 A7L LISP ATLANTA UNICOR QUAL ASSINC SPCCLST G5.191O10 1 0 0 A7L USP ATLANTA UNICOR REMOTE °PERINI ACCTNT GS-0S1O11 1 0 0 A7L LISP ATLANTA S&E SR OFFCRSPECLS7 GL-0007-08 2 0 0 A7L USP ATLANTA S&E SR OFFCRSPECLS7 GL-0007-08 33 1 0 A7L LISP ATLANTA PHS STAFF NURSE CC-0610-04 1 0 0 A7L LISP ATLANTA S&E STAFF PHARMACIST GS-0660-11 1 0 0 A7L USP ATLANTA S&E SUPVRY CONTRSPECIST G5.1102-11 1 1 0 2 A7L LISP ATLANTA S&E TIME & LVCLK GL4S44-05 1 0 0 11 A7L LISP ATLANTA UNICOR UNICOR ACCIN7 GL4S10-09 1 0 0 A7L LISP ATLANTA UNICOR UNICOR BUS ADMR GS-0S01-12 1 0 0 A7L LISP ATLANTA UNICOR UNICOR BUS MGR GS4S01-13 1 0 0 A7L LISP ATLANTA S&E UNIT MGR GS-0006-12 1 0 0 21 A7L LISP ATLANTA S&E VOCTNL 7RNG INSTRU G5.1712-11 1 0 0 A7L LISP ATLANTA UNICOR WHSE WRKR FRMN WS-6907-00 2 0 0 A7L USP ATLANTA UNICOR WHSE WRKR SUM WS-690746 1 0 0 APN USP ATWATER S&E CASE MGR G54101-11 1 0 0 MW USP ATWATER S&E CLNCL DIR GP-0602-1S 1 0 0 APN LISP ATWATER S&E COOK FRMN WS740008 1 0 1 S APN LISP ATWATER S&E CORRECTNE SYS OFFCR GL-0007-08 1 1 0 MW USP ATWATER S&E ELCTRONTECHNO1 GS-0856-11 1 1 0 1 APN USP ATWATER S&E FOOD SRVC ADMR G5.1667-13 1 0 1 7 APN USP ATWATER S&E HUMAN RESOURCE MGR GS-0201-13 1 1 0 APN LISP ATWATER S&E INF REC.PINS7 GL-0304-04 1 0 0 4 APN USP ATWATER S&E INFECTION PREY &CON7 NURSE G5461O11 1 0 0 APN LISP ATWATER S&E LICENSED PRACTICAL NURSE GL-064047 1 1 0 1 APN LISP ATWATER S&E LT GS-0007-11 2 1 0 S APN LISP ATWATER S&E AMR SMUT GL-0188-09 2 0 0 12 APN LISP ATWATER UNICOR RECYCLING FACTORY TECHNCN GL-0303-09 1 0 0 APN USP ATWATER S&E SAFETY SPECLST GL4018-09 1 1 0 APN LISP ATWATER S&E SIS TECHNCN GL-1802-08 1 0 0 APN LISP ATWATER S&E SPEC EDUC TCHR G5.171O11 1 0 0 OW LISP ATWATER S&E SPEC INVESTIGATIVE AGT GS-0006-12 1 1 0 6 MW LISP ATWATER S&E SPECIALTY TRTMNT PROG SPCCLST G54101-11 1 0 0 MW USP ATWATER S&E SR OFFCRSPECLST Gt-0007-08 38 1 0 MW USP ATWATER S&E TCHR G5.1710-11 1 0 0 MW USP ATWATER S&E UNIT SECT GL-0318-06 1 1 0 MW USP ATWATER S&E WHSE WARR FRMN WS-6907-03 1 0 0 BAS FO BASTRC4. UNICOR ACCOUNTANT GL4S10-09 1 0 0 MS FO BASTROP PHS ADVANCED PRACTICE NURSE II CC-0610-11 1 0 0 MS FO BASTROP S&E ASST LOCKSMITH GL-0301-09 1 0 0 BAS FO BASTROP UNICOR AUTMTV MECH FRMN W5•5823•10 1 0 0 MS FCI BASTROP UNICOR AUTMTV WRKR FRMN WS.5823-08 3 0 0 BAS FO BASTROP S&E CAPTAIN GS-0007-12 1 1 0 BAS FO BASTROP S&E CAPTAIN'S SECY GI:0318-06 1 1 0 BAS FO BASTROP S&E COOK FRMN WS700008 3 1 0 MS FO BASTROP S&E DAP COORDINATOR G54180-13 1 1 0 MS FO BASTROP S&E DENTAL ASSISTANT GL-0681-06 1 1 0 MS FO BASTROP S&E ELCTRONTECHNCN GS-0856-11 1 0 0 MS FO BASTROP S&E HVAC FRMN W5.530649 1 0 0 MS FCI BASTROP S&E LT GL4C07-09 1 1 0 MS FCI BASTROP S&E MEDICATION TECHNICIAN GI:0640-06 1 0 0 MS FO BASTROP S&E MIDLEVEL PRACTMONER GS-061O11 1 0 0 MS FO BASTROP S&E MINCE WRKR FRMN W5474908 1 0 0 MS FO BASTROP S&E PROCUR& PROP SPCCLST GL-1101-09 1 1 0 MS FCI BASTROP S&E PSYCHLGT TECNNCN GL-0181-07 1 1 0 MS FCI BASTROP S&E REGISTERED NURSE GL-0610-10 2 0 0 MS FO BASTROP UNICOR SHEET MIL WRKR FRMN WS•3806-08 1 0 0 MS FO BASTROP S&E SPEC (DUG TCHR G5•171O11 1 0 0 MS FO BASTROP S&E SR OFFCRSPECLS7 Gt-0007-08 10 1 0 MS FO BASTROP UNICOR SUPVY INDUSTRIAL SPCCLST G5.115O12 1 0 0 MS FCI BASTROP S&E TCHR G5.171O11 1 0 0 MS FO BASTROP S&E TOOL RM OFFCR GL-0303-08 1 0 0 MS FCI BASTROP TRUST FUND TRUST FUND SPECLS7 GL-0301-09 1 0 0 MS FO BASTROP TRUST FUND TRUST FUND SUPYR G54301-12 1 0 0 MS FO BASTROP S&E UNIT MGR GS-0006-12 1 0 0 MS FO BASTROP S&E UNIT SECT GL-0318-06 1 0 0 S BAS FO BASTROP S&E WHSE WRKR FRMN WS-6907-00 1 0 0 1 BAS FO BASTROP UNICOR WHSE WRKR SUPYR WS-690746 1 0 0 BEC FO BECKLEY S&E ACCTG TECHNCN GL-0S2S-07 1 1 0 BEC FO BECKLEY S&E ASSOC WARDEN GS4006-14 1 1 0 BEC FO BECKLEY S&E ASSOC WARDEN'S SECY GL-031847 1 0 0 BEC FO BECKLEY S&E ASST CASE MGM7 COORD G54101-11 1 0 0 4 BEC FO BECKLEY S&E ASST MTH SRVG ADMR G5467O11 1 1 0 BEC FO BECKLEY PHS CH PHARMACIST CC-0660-12 1 0 0 EFTA00141504 BEC FO BECKLEY S&E COOK FRMN WS.7404-08 3 1 0 BEC FO BECKLEY S&E CORRECTNL CNSIR Gt-0007-09 3 0 0 BEC FO BECKLEY S&E DISCPL HAG OFFCR GS4006-12 1 1 0 BEC FO BECKLEY S&E DRUG ABUSE TRTMNT SPECLST G54101-11 1 0 0 S BEC FO BECKLEY S&E ELCTRL WRKR FRMN WS280S-09 1 1 0 2 BEC FO BECKLEY S&E FACIE MGR G5.1640-12 1 0 0 BEC FO BECKLEY S&E FOOD SRVC ADMR G5.1667-12 1 0 0 4 BEC FO BECKLEY S&E FOOD %VC ASST GL-1603-07 1 1 0 BEC FO BECKLEY S&E LOCISMIN GL-0301-10 1 0 0 BEC FO BECKLEY S&E MINCE WRKR FRMN W54749-O8 1 I 0 BCC FO BECKLEY S&E PARAMEDK GI-0640-09 1 0 0 BEC FO BECKLEY S&E PLMBNG WRKR FRMN W54206 08 1 0 0 BEC FO BECKLEY UNICOR QUAL ASSFINC MGR G5.1910-21 1 1 0 BCC FO BECKLEY S&E QUAL IMPRVMT/INFECHONCONTRL NURSE GS-0610-11 1 0 0 S BEC FO BECKLEY S&E REGISTERED NURSE GL-0610-10 1 0 0 SEC FO BECKLEY S&E SR OFFCRSPECLST Gt-0007-08 1 0 0 SEC FO BECKLEY S&E STAFF PSYCH G54180-12 1 1 0 SEC FO BECKLEY S&E UNIT MGR GS0006-I2 1 0 0 SEC FO BECKLEY S&E UNIT SECT GL-0318-06 1 0 0 SEC FO BECKLEY UNICOR UPHOLSTERY WRKR FRMN W5.3206-08 1 0 0 4 SEC FO BECKLEY S&E WHSE WRKR FRMN W5.7305-04 1 0 0 SEC FO BECKLEY UNICOR WHSE WRKR FRMN W54907-04 1 0 0 3 BEN FO BENNETTSVILLE S&E ASSOC WARDEN GS4006-14 1 0 0 BEN FO BENNETTSVILLE UNICOR AUTMTV WRKR FRMN WS.5823-08 2 0 0 BEN FO BENNETTSVILLE S&E BUS ADMR GS-050142 1 0 0 1 BEN FO BENNETTSVILLE S&E CASE MGR G54101-11 2 0 0 S BEN FO BENNETTSVILLE S&E [OMR SPECLST GL-1102-09 1 0 0 BEN FO BENNETTSVILLE S&E COOK FRMN WS.7404-08 1 0 0 3 BEN FO BENNETTSVILLE S&E EDUC ST TR GI:1799-0S 1 0 0 BEN FO BENNETTSVILLE S&E DIC ASST/SATELITE OPUS ADMR GS4006-13 1 1 0 BEN FO BENNETTSVILLE S&E FACE MGR G5.1640-12 1 0 1 4 BEN FO BENNETTSVILLE S&E HLTH sava STUD TR GS-0699.05 1 0 0 BEN FO BENNETTSVILLE S&E HUMAN RESOURCE MGR G54201-12 1 1 0 BEN FO BENNETTSVILLE S&E HUMAN RESOURCE SPECS GL-0201-09 1 0 0 BEN FO BENNETTSVILLE S&E HUMAN RESOURCE STUD TR GS-0299.0S 1 0 0 BEN FO BENNETTSVILLE S&E 'NCO TECH STWIR GI-2299-0S 1 0 0 BEN FO BENNETTSVILLE S&E LT GS-0OW-11 1 0 0 BEN FO BENNETTSVILLE S&E MEDO. OFFCR GP-0602-1S 1 0 0 BEN FO BENNETTSVILLE UNICOR PIM WRKR FRMN W5410248 1 0 0 BEN FO BENNETTSVILLE S&E REGISTERED NURSE GL-0610-10 1 0 0 BEN FO BENNETTSVILLE S&E SECY GL 0318 06 1 0 0 BEN FO BENNETTSVILLE UNICOR SHEET MTLWRKR FIRM WS 3806 08 1 0 0 BEN FO BENNETTSVILLE S&E SOC SO STUD TR GL 0199 OS 1 0 0 BEN FO BENNETTSVILLE S&E SPEC CMG TCHR G5.1710-21 1 0 0 BEN FO BENNETTSVILLE S&E SR OFFCRSPECLST GL-0007-08 20 1 0 BEN FO BENNETTSVILLE S&E STAFF PSYCH G54180-12 1 0 0 BEN FO BENNETTSVILLE S&E TOOL ROOM OFFICER GL-0303-08 1 0 0 S BEN FO BENNETTSVILLE S&E UNIT SECT GL-0318-06 1 1 0 BEN FO BENNETTSVILLE TRUST FUND WHSE WRKR FRMN W54907-04 1 0 0 2 MR FO BERLIN S&E ADVANCED NURSE PRACTITIONER GL-0601-11 1 0 0 BER FO BERLIN S&E ASSOC WARDEN GS-000644 1 1 0 BER FO BERLIN S&E ASST CASE MGMT COORD G54101-11 1 0 0 BER FORERUN PHS CH PSYCH G54180-13 1 0 0 BER FO BERLIN S&E CONTR SPECLST GL-1102-09 1 0 0 BER FO BERLIN S&E COOK FRMN WS.7404-08 1 1 0 BER FO BERLIN S&E ENVRNMTLPROTCTN SPEOST GS4028-11 1 0 0 BER FO BERLIN S&E GEN FRMN W54749-14 1 0 0 BER FO BERUN S&E HLTH SRVCSADMR GS-0670-12 1 1 0 BER FO BERUN S&E HUMAN RESOURCES SPECLST GL-0201-09 1 0 1 MR FO BERLIN S&E LT GL-0007-09 1 1 0 MR FO BERLIN S&E PARAMEDIC GI-064009 1 0 0 MR FO BERUN S&E PIPEFTR FRMN WS4204-09 1 0 0 MR FO BERUN S&E REGISTERED NURSE GL-0610-10 1 0 0 MR FO BERUN S&E RELIGIOUS SERVICES ASST GL-0303-07 1 1 0 MR FO BERLIN S&E SR OFFCRSPECLST GL-0007-08 27 1 0 MR FO BERLIN S&E TOIR GS.1710-11 1 0 0 2 MR FORERUN S&E UNIT SEC! GL-0318-06 1 1 0 MR FORERUN S&E um sys RPM OPERTR FRMN WS-4742-08 1 0 0 1 BER FO BERUN S&E VOCTNLTRNG INSTRU GS.1712-11 1 0 0 BR FO RERUN S&E WARDENS SECY GL-0318-08 1 1 0 EUG FO BIG SPRANG S&E AIR COND EQ MEN FRM WS.S1061P9 1 0 0 RIG FO BIG SPRING S&E ASSOC WARDEN GS.0006-14 1 1 0 EUG FO BIG SPRING S&E CASE MGR G54101-11 1 1 0 7 EUG FO BIG SPRING S&E CHAPLAIN GS-0060-12 1 0 0 MG FO BIG SPRING S&E CLINICAL PSYCHOLOGIST GS-018012 1 0 0 BIG FO BIG SPRING S&E COOK FRMN WS 7404 08 1 0 0 BIG FO BIG SPRING S&E CORR SYS Cf KR GL 0007-08 1 1 0 EFTA00141505 BIG FO BIG SPRING S&E DENTAL ASSISTANT GL-0681-06 1 0 0 BIG FO BIG SPRING S&E DENTAL OFFICER GS-068043 1 0 0 BIG FO BIG SPRING S&E DRUG ABUSE PROG COOK GS-0180-13 1 0 0 BIG FO BIG SPRING S&E DRUG TREATMENT SPEC G5-0101-11 1 0 0 BIG FO BIG SPRING S&E EDU STUDER GS179405 1 0 0 SIG FO BIG SPRING S&E ELECTRICAL MIK RIM WS 280509 1 0 0 BIG FO BIG SPRING S&E DIU ASST/SATEILITE OPERSADMR GS-000643 1 1 0 BIG FO BIG SPRING S&E HEALTH TECHNICIAN GL-0640-06 1 0 0 BIG FO BIG SPRING S&E HUMAN RESOURCE STUD TR GL-0299-0S 1 0 0 BIG FO BIG SPRING S&E INFO TECH STUD TR GS.2299-05 1 0 0 BIG FO BIG SPRING S&E LT GS-000741 4 0 0 BIG FO BIG SPRING TRUST FUND MATERIAL HNDLR FRM W5490704 1 0 0 BIG FO BIG SPRING S&E MATERIAL HNOLR FRM W5490704 1 0 0 BIG FO BIG SPRING S&E MID-LEVEL PRACTITIONER GS-0610-11 1 0 0 BIG FO BIG SPRING S&E PHYSICIANS ASST GS-060341 1 0 0 BIG FO BIG SPRING S&E RECREATION SPECIALIST GL-0188-09 1 1 0 BIG FO BIG SPRING S&E SECURITY OFFICER GL-0301-10 1 1 0 BIG FO BIG SPRING S&E SPEC EDUC TCHR G5.1710-21 1 0 0 BIG FO BIG SPRING S&E SR OFFCRSPECLST GL-0037-08 18 1 0 BIG FO BIG SPRING S&E TCHR G5.1710-11 1 1 0 1 BIG FO BIG SPFUNG S&E UNIT MGR GS-0006-12 1 0 0 II BMA FCC BEAUMONT S&E ASSOC WARDEN'S SECY GL-0318-07 1 0 0 4 BMA FCC BEAUMONT S&E ASSOC WARDEN'S SECY GL-0318-07 1 0 0 BMA FCC BEAUMONT S&E ASST LOCKSMITH GL-0301-09 1 0 0 BMA FCC BEAUMONT S&E ASST RECRSUPVR GS-0188-11 1 0 1 4 BMA FCC BEAUMONT S&E ASST SUPYR OF EDUC GS.1710-12 1 1 0 BMA FCC BEAUMONT S&E BURG ANAL GL-0560-09 1 1 0 BMA FCC BEAUMONT UNICOR BUS ADMR GS-050142 1 0 0 BMA FCC BEAUMONT S&E CAPTAIN'S SECY GL-0318-06 1 1 0 BMA FCC BEAUMONT S&E CASE MGR GS-0101-11 1 0 0 S BMA FCC BEAUMONT S&E CASE MGR GS-0101-11 1 0 0 BMA FCC BEAUMONT S&E CHAPLAIN GS-0060-12 1 0 0 8MA FCC BEAUMONT S&E CHAPLAIN GS-0060-12 1 0 0 BMA FCC BEAUMONT S&E COWER SPECLST GL-1102-09 1 0 0 BMA FCC BEAUMONT S&E COOK FRMN WS-740448i 1 1 0 BMA FCC BEAUMONT S&E COOK FRMN WS .740448 1 1 0 BMA FCC BEAUMONT S&E CORRECTNL CNSLR GI0607-09 1 1 0 BMA FCC BEAUMONT S&E CORRECTNL CNSLR GI0607-09 1 0 0 BMA FCC BEAUMONT S&E CORRECTNL SYS OFFCR GI-0607-08 1 1 0 BMA FCC BEAUMONT S&E DEP CAPTAIN.00MPLEX GS-000743 1 0 1 4 BMA FCC BEAUMONT S&E DRUG ABUSE PROG COORD GS-018043 1 0 0 BMA FCC BEAUMONT S&E DRUG ABUSE FROG COORD GS-018043 1 0 0 BMA FCC BEAUMONT S&E DRUG ABUSE PROG COORD GS-018043 1 0 0 BMA FCC BEAUMONT S&E DRUG ABUSE TRTMNTSPECIST GS-010141 2 0 0 4 BMA FCC BEAUMONT S&E DRUG ABUSE TRTMNTSPECIST GS-010141 2 0 0 BMA FCC BEAUMONT S&E DRUG ABUSE TRTMNTSPECIST GS-010141 1 0 0 BMA FCC BEAUMONT S&E WU STUDTR GS-1799-05 1 0 0 BMA FCC BEAUMONT S&E ELCTFU. WRIOR FRMN WS-280S-CP3 3 1 0 BMA FCC BEAUMONT S&E ELCTRONTECHNO1 GS-0856-11 1 0 0 BMA FCC BEAUMONT UNICOR FABRIC WRKR FRMN WS.310S-07 3 0 0 BMA FCC BEAUMONT UNICOR FACTORY MANAGER TRAINEE GS-1101-11 1 0 0 BMA FCC BEAUMONT UNICOR FACTORY MGR GS.1102-12 1 0 0 BMA FCC BEAUMONT S&E FOOD SRVC ASST GL-1603-07 1 1 0 BMA FCC BEAUMONT S&E FOODSRVCASST GL-1603-07 1 1 0 BMA FCC BEAUMONT S&E FOODSRVCASST GL-1603-07 1 0 0 BMA FCC BEAUMONT S&E HUMAN RESOURCE STUD TR GL-0299-05 1 0 0 BMA FCC BEAUMONT S&E HYAC FRMN WS5306CP3 1 0 0 8MA FCC BEAUMONT S&E INF RECPTNST GL-0304-04 3 0 0 BMA FCC BEAUMONT S&E INFO TECH STUD TR G5.2299-05 1 0 0 BMA FCC BEAUMONT S&E LEG ASST GL-0986-08 1 1 0 BMA FCC BEAUMONT S&E LT GS-0007-11 9 0 0 BMA FCC BEAUMONT S&E MTNCE WFUCR FRAM W5.474908 1 0 0 BMA FCC BEAUMONT S&E PLMBNG WRKR FRMN W5.420608 1 0 0 BMA FCC BEAUMONT S&E PSYCHLGY TEDINCN GL-0181-07 1 0 0 BMA FCC BEAUMONT UNICOR QUALASSRNC MGR G5.1910-21 1 0 0 BMA FCC BEAUMONT UNICOR QUALASSRNC MGR GS.1910-12 1 0 0 BMA FCC BEAUMONT S&E SAFETY SPECIALIST GL-0018-09 1 1 0 BMA FCC BEAUMONT S&E SECY GL-0318-06 1 1 0 BMA FCC BEAUMONT UNICOR SEWING MACH RPRER FRMN WS.530148 1 0 0 BMA FCC BEAUMONT S&E SPEC EDUC TCHR GS.1710-11 1 0 0 BMA FCC BEAUMONT S&E SPEC POPULATION PROG COORD GS-0101-11 1 1 0 BMA FCC BEAUMONT S&E SPECIALTY TRTMNT PROG SPECLST GS-0101-11 1 0 0 BMA FCC BEAUMONT S&E SR OFFCRSPECLST GL-0007-08 64 1 0 BMA FCC BEAUMONT S&E STAFF PSYCH G5-0180-12 1 0 0 BMA FCC BEAUMONT S&E TCHR GS.1710-11 1 1 0 BMA FCC BEAUMONT S&E TIME & LEAVE CLERIC GL4S44-05 1 0 0 BMA FCC BEAUMONT TRUST FUND TRUST FUND SMUT GL-0301-09 1 1 0 7 EFTA00141506 BMA FCC BEAUMONT UNICOR UNICOR ACCTNT GL-0S10-09 1 0 0 BMA FCC BEAUMONT UNICOR UNICOR BUS MGR GS-0S01-13 1 0 0 BMA FCC BEAUMONT S&E UNIT SECT GI:0312-06 3 0 0 4 BMA FCC BEAUMONT S&E UNISYS RPM OPERTR FRMN WS-0742-08 1 0 0 2 BMA FCC BEAUMONT S&E WARDENS SECT GI:031208 1 1 0 BMA FCC BEAUMONT S&E WAREHOUSE WORKER FRMN WS-6907-04 1 1 0 BMA FCC BEAUMONT UNICOR WHSE WRKR FRMN WS-6907-04 1 0 0 EIMA FCC BEAUMONT TRUST FUND WHSE WRKR FRMN WS-6907-04 2 0 0 BMA FCC BEAUMONT S&E WHSE WRKR FRMN WS-6907-03 1 1 0 13MA FCC BEAUMONT UNICOR WHSE WRKR SUM WS-6907-06 1 In 0 BRO MCC BROOKLYN S&E ASST F000 SRVC &OMR G5.1667 -11 1 1 0 8R0 MDCBROOKLYN ME CASE MGMTCOORD GS-0101-12 1 0 0 8R0 MDC BROOKLYN VIE OREF DENTAL OFFKER GP-0620-13 1 0 0 8R0 MIX BROOKLYN S&E COMPR SPECLST G5.221O11 0 0 0 8R0 MCC BROOKLYN S&E COMPR SRVCS MGR G5.221O12 1 0 0 8R0 MDC BROOKLYN S&E CONTR SPECLST GL-1101-09 1 0 0 8R0 MDC BROOKLYN S&E CORRECTNL CHSLR GL-0007-O9 1 1 0 8R0 MDC BROOKLYN S&E CORRECTNL SYS OFFCR GL-0007-08 5 1 0 8R0 MDC BROOKLYN ME DRUG ABUSE PROG COORD GS-0180-13 1 0 0 8R0 MDC BROOKLYN PHS DRUG ABUSE PROG COORD MAT CC-0180-13 1 0 0 8R0 MDC BROOKLYN S&E ELCTRONTECHNO1 GS-0236-11 1 0 0 8R0 MDC BROOKLYN S&E DAR PREPAREDNESS OFFCR GS-0006-12 1 0 0 S 8R0 MDC BROOKLYN S&E ENGRG TECHNO1 GS-0901-11 1 0 0 8R0 MDC BROOKLYN ME EXEC ASST GS-0006-13 1 0 0 11 8R0 MDC BROOKLYN ME MANCE SPECIST GL-0S01-09 3 1 0 8R0 MCC BROOKLYN PHS HEALTH SYSTEMS SPEOAL6T CC-0610-11 1 1 0 8R0 MDC BROOKLYN ME HUTH SNCS ASST GL-0303-D7 1 0 0 8R0 MDC BROOKLYN ME HUMAN RESOURCE SPECLST GL-0201-09 2 1 0 7 8R0 MIX BROOKLYN S&E HUMAN RESOURCE STUD TR GS-0299-05 1 0 0 8R0 MDC BROOKLYN S&E HVAC FRMN WS.5306-09 3 0 0 8R0 MDC BROOKLYN S&E INFOTECH STUD TR G5.2299-05 1 0 0 8R0 MDC BROOKLYN S&E LEG ASST GL-0986-08 2 1 0 8R0 MOC BROOKLYN S&E LT GS-0007-11 10 0 0 8R0 MDC BROOKLYN S&E LT GL-0007-O9 1 0 0 8R0 MDC BROOKLYN ME MEDtt OFFCR GP-0602.15 1 0 0 8R0 MCC BROOKLYN S&E MEDICATION TECHNICIAN GL0600-D6 1 0 0 8R0 MDC BROOKLYN VIE MENTOR COORD G5-000609 1 0 0 8R0 MDCBROOKLYN S&E MTNCE WRKR FRMN WS-470903 1 0 0 8R0 MCC BROOKLYN S&E PARAMEDIC GL-0600-09 2 0 0 8R0 MDC BROOKLYN S&E PLMBNG WRKR FRMN WS-420648 2 0 0 8R0 MDC BROOKLYN VIE PSYCH TECH GI-0181-07 1 0 0 3 8R0 MDC BROOKLYN ME QUAL IMPROVMT/INFECT PREY & CONT COORD GS-0610-11 1 0 0 1 8R0 MDC BROOKLYN ME MR SPECLST GI:018209 2 1 0 8R0 MDC BROOKLYN S&E FICA SUPVR GS-012211 1 0 0 4 8R0 MDC BROOKLYN S&E REGISTERED NURSE GL-0610-10 0 0 0 8R0 MDC BROOKLYN S&E SAFETY MGR GS-001212 1 1 0 8R0 MDC BROOKLYN S&E SIS SUPRT TECHNCH GL-1801-08 1 1 0 8R0 MDC BROOKLYN ME SR OFFCRSPECLST GL-0007-08 92 1 0 8R0 MDC BROOKLYN ME STAFF PSYCH GS-0180-12 3 0 0 8R0 MDC BROOKLYN VIE SUPW CORRECTIONAL SYSTEMS SPECIALIST GS-0006-11 2 1 0 6 BRO MDC BROOKLYN VIE TIME & LV CLK GL-0544-05 1 0 0 BRO MDC BROOKLYN ME UNIT MGR GS-0006-12 2 1 0 ID BRO MDC BROOKLYN ME unisys PPM CfERTR FRMN WS-4742-0B 0 0 0 BRY FPC BRYAN ME CASE MGR GS-0101-11 1 0 0 BRY FPC BRYAN VIE CMEF GENERAL DENTA GS-0680-13 1 1 0 BRY FPC BRYAN VIE CLNCL DIA GS-0601-U 1 0 0 BRY FPC BRYAN UNICOR CUSTMR SRYC REP GL-0303-09 1 0 0 BRY FPC BRYAN S&E DRUG ABUSE TRTMNTSPECIST GS-0101-11 1 1 0 BRY FPC BRYAN S&E EDUCTECHNO1 GL-1701-07 1 1 0 BRY FPC BRYAN ME FNANCL SMUT GL-0501-09 1 1 0 8 BRY FPC BRYAN S&E LT GL-0007-09 2 1 0 BRY FPC BRYAN VIE PLMBNG WRKR FRMN WS-4206-0B 1 0 0 BRY FPC BRYAN UNICOR PRODUCTION CONTROLLER G5.1151-11 1 0 0 BRY FPC BRYAN S&E REGISTERED NURSE GL-0610-10 2 1 0 BRY FPC BRYAN VIE SOC WRKR GS-018541 1 0 0 BRY FPC BRYAN VIE SPEOALTT PROG COORD GS-0180-13 1 1 0 BRY FPC BRYAN S&E SPORTS SPECLST GL-0030-09 1 0 0 BRY FPC BRYAN ME SR OFFCRSPECLST GL-0007-08 5 1 0 2 BRY FPC BRYAN ME SUPWW OMPUUN GS-0060-12 1 0 0 BRY FPC BRYAN TRUST FUND TRUST FUND SUPERVISOR GL-0301-11 1 0 0 5 BRY FPC BRYAN ME UNIT MGR GS-0006-12 1 0 0 26 BRY FPC BRYAN ME UNIT SECT GL-0318-06 1 1 0 BRY FPC BRYAN ME WARDEN GS-000645 1 1 0 BSY USP BIG SANDY VIE ASST HLTH SRVCS ADMR GS-067O11 1 1 0 3 BSY USP BIG SANDY S&E CAPTAIN'S SECY GI:0312-06 1 0 0 11 BSY USP BIG SANDY S&E CASE MGMTCOORD GS-0101-12 1 1 0 5 BSY USP BIG SANDY S&E 04 PSYCH GS-0180-14 1 0 1 1 EFTA00141507 BSY USA BIG SANDY S&E CHAPLAIN GS-0060-22 1 0 0 0 BSY USA BIG SANDY S&E CHAPLAIN GS-0060-22 1 0 0 BSY USA BIG SANDY S&E CLNCL DIA GP 0602.15 1 0 0 BSY USA BIG SANDY S&E COOK AWN WS.7404-08 3 0 0 BSY LISP BIG SANDY S&E CORRICINL CNSLR GI:0607-09 1 0 0 BSY USA BIG SANDY S&E CORRECINL SYS OFFCR GL-0037-08 1 0 0 10 BSY USA BIG SANDY S&E FACIE ASST GL-1603-07 1 1 0 3 BST USA BIG SANDY S&E FOOD SRVC ADMR GS.1667-23 1 1 0 3 BSY USP BIG SANDY S&E HUMAN RESOURCE SPEC1ST GL-0101-09 1 0 1 3 BSY USA BIG SANDY S&E LT GS-0007-21 1 2 0 BST LISP BIG SANDY S&E MEDICATION TECHNICIAN GL 0640 06 1 0 0 BSY USA BIG SANDY S&E MTNCE WRKR FRMN W5.4749.08 1 0 0 BSY USA BIG SANDY S&E PSYCHLGY TEDINCN GL 0181 07 1 0 0 4 BSY USA BIG SANDY S&E SG TECHNCN GL-180248 1 1 0 BSY USA BIG SANDY S&E SPEGALTY PROG CODRD GS-018043 1 0 0 BSY USA BIG SANDY S&E SR OFFCRSPECLST GI:0607-08 24 0 0 BSY USA BIG SANDY S&E STAFF PSYCH GS4180-12 1 0 0 BSY LISP BIG SANDY S&E SUPVRY CHAPUUN GS-0060-23 1 1 0 BSY USA BIG SANDY S&E SUPVRY CONTRSPECLST G5.1101-11 1 0 0 BSY USA BIG SANDY S&E TIME & LVCLK GL-0544-05 1 0 0 10 BUT FCC BUTNER UNICOR ACCOUNTING TRAINEE GL4510-07 1 0 0 BUT FCC BUTNER S&E ACCTG TECIINCN GL4525-07 1 0 0 7 BUT FCC BUTNER UNICOR ACCTNT GS-051009 1 0 0 BUT FCC BUTNER S&E ADVANCED CARE LVL PSYCH GS4180-13 1 0 0 BUT FCC BUTNER S&E ASSY PR OF MISNG GS4610-12 1 0 0 3 BUT FCC BUTNER S&E ASST SUPYR OF EDUC GS.1710-12 1 0 0 4 BUT FCC BUTNER TRUST FUND ASST TRUST FUND SUPVR GS-030141 1 0 0 8 BUT FCC BUTNER S&E BURG ANAL GL4560-09 1 0 0 BUT FCC BUTNER S&E CASE MGR GS-010141 1 0 0 35 BUT FCC BUTNER S&E COMMIT& TREAT FORENSIG PSYCHOLOGIST GS-018043 3 0 0 4 BUT FCC BUTNER S&E COMMITMENT & TRUANT SOC WRKR GS-0185-21 1 0 0 BUT FCC BUTNER S&E COMPR SPECLST GS.2210-21 1 0 0 8 BUT FCC BUTNER UNICOR CONTR SPECLST G5.1101-11 1 0 0 BUT FCC BUTNER S&E COMM SPECLST GI:1101-09 1 1 0 BUT FCC BUTNER S&E COOK FRMN WS.7404-08 0 1 0 BUT FCC BUTNER S&E CORRECTNL CNSLR GL-0207-09 _ 1 0 0 BUT FCC BUTNER S&E CORRICINL SYS OFFCR GI0607-08 S 0 0 69 BUT FCC BUTNER UNICOR COST ACCTNT GS-0510-21 1 0 0 BUT FCC BUTNER S&E DENTAL ASSISTANT GL-0681-07 _ 1 0 0 1 BUT FCC BUTNER PH5 DIRECTOR Of NURSING CC-0610-13 1 1 0 5 BUT FCC BUTNER S&E DISCPL HAG OFFCR GS-000642 1 1 0 23 BUT FCC BUTNER S&E ELCTROWIECHNO1 G54856-11 1 0 0 BUT FCC BUTNER S&E MUG MEDCLTECHNO1 GL-0640-09 0 0 0 BUT FCC BUTNER S&E ENGRG TECHNO1 GS-0801-11 1 0 0 BUT FCC BUTNER UNICOR RAMC WRKR FRMN WS.310547 1 0 0 BUT FCC BUTNER UNICOR FACTORY °KUHL ALCM GS-0510-21 1 0 0 BUT FCC BUTNER S&E FOOD %VC ASST GL-1603-07 1 1 0 BUT FCC BUTNER S&E FORENSIC UNIT PSYCH GS4180-23 1 0 0 BUT FCC BUTNER S&E HEALTH SERVICES AMR TRAINEE GS4301-11 1 0 0 BUT FCC BUTNER S&E HLTH INF TECHNO/ GL-0675-07 1 0 0 BUT FCC BUTNER S&E HUMAN RESOURCE SPECIST GL-0101-09 1 1 0 BUT FCC BUTNER S&E HVAC FRMN WS.5306-CP3 1 0 0 BUT FCC BUTNER UNICOR INDUSTRIAL PROGRAM MGR G5.1101-13 1 0 0 BUT FCC BUTNER UNICOR INDUSTRIAL SPECIALIST G5.1150-12 1 0 0 BUT FCC BUTNER S&E LICENSED PRACTICAL NURSE GL-0620-07 5 0 0 1 BUT FCC BUTNER S&E LOCKSMITH GS-030140 1 0 0 1 BUT FCC BUTNER S&E LT GS-0007-21 1 0 0 BUT FCC BUTNER S&E LT GS-0007-21 1 0 0 BUT FCC BUTNER S&E MED°. OFFCR GP4602-15 3 0 0 BUT FCC BUTNER S&E MEDICAL TECHNOLOGIST GL-064049 1 0 0 BUT FCC BUTNER PHS MEDICAL TECHNOLOGIST CC 0644 09 _ 1 0 0 BUT FCC BUTNER S&E MEDICATION TECHNICIAN GL MO 06 3 0 0 BUT FCC BUTNER PH5 MID-LEVEL PRACTMONER CC-0603-11 1 0 0 BUT FCC BUTNER PHS MIDLEVEL PRACTMONER CC-0610-11 1 0 0 BUT FCC BUTNER S&E MINCE WRKR FRMN WS-474948 1 1 0 BUT FCC BUTNER S&E NRSNG ASST GL-0621-05 0 0 0 BUT FCC BUTNER S&E NURSE EDUCATOR G54610-10 1 0 0 BUT FCC BUTNER PH5 ONCOLOGY NURSE CC-0610-10 1 0 0 BUT FCC BUTNER S&E OPERTG RM STAFF NURSE GL-0610-10 1 0 0 BUT FCC BUTNER PH5 OPERTG RM STAFF NURSE CC-0610-10 1 0 0 BUT FCC BUTNER UNICOR OPTICS FACTORY FRMN WS-401009 1 0 0 BUT FCC BUTNER PH5 PHARMACY RESIDENT TRAINEE CC 0660 09 1 0 0 BUT FCC BUTNER S&E PHRINCY TECHNCN GL-0661 OS 3 0 0 BUT FCC BUTNER PH5 PHYS THRPST CC-0633-06 1 1 0 BUT FCC BUTNER S&E PLMBNG WRKR FRMN W5.420608 1 1 0 3 BUT FCC BUTNER S&E PROCUR& PROP SPECLST GL-1101-09 1 0 0 0 BUT FCC BUTNER S&E PSYCHIATRIC PHYSICIAN GP-0602-15 1 0 0 EFTA00141508 BUT FCC BUTNER PHS PSYCHIATRIC PHYSICIAN CC-0602-15 1 0 0 BUT FCC BUTNER S&E PSYCHLGY POSTDOC7C4IAL (TRI G54180-11 2 0 0 BUT FCC BUTNER ME PSYCHLGY PREDOCTORAL INTERN GI:0199-09 1 0 0 6 BUT FCC BUTNER ME PSYCHLGY TECHNCN GL-0181-07 1 1 0 3 BUT FCC BUTNER PHS PSYCH7RC MIDLEVEL PRACTITIONER CC-0610-12 1 0 0 6 BUT FCC BUTNER ME DUAL IMPRVM7 & INACTION CONT NURSE GS0610-11 1 0 0 3 BUT FCC BUTNER ME AMR SPECLS7 GL-0188-09 1 0 0 BUT FCC BUTNER S&E REGISTERED NURSE GL-0610-10 12 0 0 BUT FCC BUTNER PHS REGISTERED NURSE CC-0610-10 6 0 0 BUT FCC BUTNER PHS REGISTERED NURSE ICO-STEP) CC-0610-10 1 CI 0 BUT FCC BUTNER S&E SAFETY MGR G5401213 1 0 1 3 BUT FCC BUTNER ME SAFETY SPECLST GL-0018-09 1 0 0 BUT FCC BUTNER ME 56 SUPRT TEOINCN GL-1802-08 1 0 0 14 BUT FCC BUTNER S&E SOC WRKR GI-0185-09 1 0 0 BUT FCC BUTNER ME SOCIAL SCIENCE STUDENT INTERN GI-0199-0S 1 0 0 BUT FCC BUTNER PHS SOCIAL WORKER CC-0185-11 1 0 0 BUT FCC BUTNER ME SPEC CMG TCHR G5.1710-21 1 0 0 BUT FCC BUTNER ME SR OFFCRSPECLS7 GL-0037-08 107 4 0 BUT FCC BUTNER ME STAFF PSYCH G54180-12 1 0 0 BUT FCC BUTNER ME STAFF PSYCH G54180-12 1 0 0 BUT FCC BUTNER ME STAFF PSYCH G54180-12 1 0 0 BUT FCC BUTNER S&E STUD INTERN GL-0939-05 1 0 0 BUT FCC BUTNER UNICOR STUD INTERN BUSINESS & INDUSTRY GI:0099-0S 1 0 0 BUT FCC BUTNER S&E SUPVRY C0t4TRSPECLST G5.1102-12 1 0 0 BUT FCC BUTNER ME SUPVY CLINICAL NURSE GS0610-11 1 1 0 3 BUT FCC BUTNER ME TCHR G5.1710-11 2 0 0 7 BUT FCC BUTNER ME TIME & LV GUI GL-0544-05 1 1 0 9 BUT FCC BUTNER UNICOR UNICOR kCC7N7 GL-0510.09 1 0 0 BUT FCC BUTNER UNICOR UNICOR CONTR SPECIST G5.1102-11 1 0 0 BUT FCC BUTNER ME UNIT MANAGER INTERN GL-0199-C6 1 0 0 BUT FCC BUTNER ME UNIT MGR G54006-12 1 0 0 34 BUT FCC BUTNER ME MIL SYS RPRER OPERTR FRMN WS-4742-0B 1 0 0 BUT FCC BUTNER PHS UTIMATION REVIEW NURSE CC-0610-10 1 1 0 BUT FCC BUTNER ME VOCTNL 7RNG INSTRU G5.1712-11 1 0 1 4 BUT FCC BUTNER ME WHSE WARR FRMN WS-6907-04 3 1 0 13 BUT FCC BUTNER UNICOR WHSE WANK FRMN WS-6907-04 1 0 0 CAA LISP CANAAN ME ACCTG TECHNCN GI0525-07 1 0 0 6 CAA LISP CANAAN ME ADVANCED PRACTICE N GS-061D11 1 0 0 CAA LISP CANAAN ME CHAPLAIN G54060-12 1 0 0 CAA LISP CANAAN ME CHAPLAIN G54060-12 1 0 0 CAA LISP CANAAN ME CLNCL DIR GP-0602-15 1 0 0 CAA LISP CANAAN S&E DNTL HYGIENIST GL-0682-08 1 1 0 CAA USD CANAAN ME DAP DVtPMT SPECEST a-0201-09 1 1 0 CAA USD CANAAN ME FACIE ASST GI:160347 1 0 1 CAA USD CANAAN ME FOOD %VC ADMR G5.1667-23 1 0 0 CAA USD CANAAN ME HUMAN RESOURCE SPECLST GL-0201-09 1 1 0 CAA LISP CANAAN ME LT G5.0007-11 1 1 0 CAA LISP CANAAN ME MEDtt OFFCR GP-0602-15 1 0 0 CAA USD CANAAN ME PSYCHLGY TECIINCN GL-0181-07 1 1 0 CAA USD CANAAN ME REGISTERED NURSE GL-0610-10 1 1 0 CAA USD CANAAN ME REGISTERED NURSE GL-0610-10 1 1 0 CAA USD CANAAN ME SAFETY COMPLNC SPECLST GL-0018-09 1 0 0 CAA USD CANAAN ME SR OFFCRSPECLS7 GL0007-08 24 1 0 CAA USD CANAAN ME TCHR G5.1710-21 1 0 0 3 CAA USD CANAAN ME VOCTNL 7RNG INSTRU G5.1712-11 1 1 0 2 CCC MCC 0410%G0 ME ASSOC WARDEN G54006-14 1 1 0 CCC MCC 0410%G0 ME ASSOC WARDEN'S SECY GL-0318-D7 1 0 0 6 CCC MCC CHICAGO ME ASST LOCKSMITH GL-0301-09 1 1 0 CCC MCC CHICAGO ME BURG ANAL GL-056009 1 0 0 CCC MCC CHICAGO ME CLC A7TY GS-090544 1 0 0 CCC MCC 04ICAGO ME COMPR SPECLST G5.2210-21 1 0 0 CCC MCC CHICAGO ME CONTR SPECLST GL-1102-09 1 1 0 CCC MCC 04ICAGO ME COOK FRMN WS.7404-0/3 1 0 0 1 CCC MCC CHICAGO ME DRUG ABUSE TRTMNT SPECLS7 G54101-11 1 0 0 6 CCC MCC CHICAGO ME DAP DVIPMT MGR G54201-13 1 1 0 CCC MCC CHICAGO ME ENGRG 7ECHNO4 GS-0802-11 1 0 0 2 CCC MCC CHICAGO ME FACIE ASST GI:160347 1 0 0 5 CCC MCC CHICAGO ME GEN FRMN WS-4749-14 1 1 0 CCC MCC CHICAGO ME HLTH SRVCSASST GI:030347 1 0 0 1 CCC MCC CHICAGO S&E HUMAN RESOURCE SPECLST GL-0201-09 1 1 0 8 CCC MCC 0410%G0 ME LT G54007-11 1 0 0 CCC MCC 041040 S&E MINCE WRKR FRMN WS-4749-0B 1 0 0 2 CCC MCC CHICAGO S&E PARAMEDK GLOW-09 1 0 0 CCC MCC CHICAGO ME PSYCHLGY PREDOCTORAL INTERN GL-0199-09 0 0 0 4 CCC MCC CHICAGO ME AMR SPECLST GL-018&09 1 0 0 7 CCC MCC CHICAGO ME REGISTERED NURSE GI:0610-10 1 0 0 CCC MCC CHICAGO ME RELIGIOUS SRVCSASST GI:0303-07 0 0 0 4 EFTA00141509 CCC MCC CHICAGO S&E SAFETY MGR GS-0018-12 1 0 0 CCC MCC CHICAGO S&E 56 SUPRT TECHNCN GL-I802-08 1 0 0 5 CCC MCC CHICAGO S&E SPEC EDUC TCHR G5.171O21 1 0 0 5 CCC MCC CHICAGO S&E SPEC POPULATION PROG COORD GS-0101-11 1 0 0 CCC MCC CHICAGO S&E SR OFFCRSPECLST GL-0007-08 21 1 0 CCC MCC CHICAGO S&E SUPVR EDUC/REC GS.1710-12 1 1 0 CCC MCC OlICAGO S&E TCHR GS.1710-11 1 0 0 6 CCC MCC CHICAGO S&E UNIT SECT GL-0318-06 1 0 0 4 CCC MCC CHICAGO S&E WHSE WRKR FRMN W5-6907-03 1 0 0 8 CCC MCC CHICAGO TRUST FUND WHSE WRI02 FRMN W5-6907-02 1 0 0 3 COA FCC COLEMAN S&E ASSOC WARDEN G54006-14 1 1 0 COA FCC COLEMAN S&E ASSOC WARDEN G54006-14 1 2 0 COA FCC COLEMAN S&E ASSOC WARDEN'S SECT GL-0318-D7 1 1 0 COA FCC COLEMAN S&E ASST FOCO SRVC ADMR G5.1667-12