EFTA00141295

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FBOP's Response: The FBOP Reentry Services Division (RSD) and Correctional Programs Division (CPD) have collaborated to draft guidance.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 FBOP will provide further updates as the draft guidance is reviewed and approved as needed.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suicide and for whom a cellmate is recommended will continue to have a cellmate until the recommendation is changed or rescinded, including establishing a contingency plan for cellmate re-assignment, with criteria for exceptions based on the particular individual or security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 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) 1 2 3 4 Back 2 21 Managing Housing Units, Pan 1 EFTA00141321 I Y2024 Instructor Guide 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) 1 2 3 4 Back 2 a 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 imok 3 p 4 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 p 2 3 4 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.) • DI PARI MI NI ()) RISI K flIII RA ARIA Al/ (TI PRISON, (NOR) Ye Staffing Tool (NW-A/Lin. Noon Piotot)pe) OM. ,omoNentled NM W Onopire 4. AST Prototype Capabilities 16 3.771 ✓ Built on criteria including institution specific characteristics validated by BOP Central Office and MXRO Region Subject Matter Experts 0 0,0 IRO • MO P0,00. 2000 90. HO MINIM= Non ✓ Replace and standardize outdated 2016 Staffing Guidelines 1.100/ ✓ Provide transparent centralized view of recommended Custody staff by IM institution ✓ Improve over time with more features and additions (Iterative prototype) 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 OBJECTIVE Current Usage of Overtime (Overall Snapshot, Reasons for Overtime) Connection: Augmentation Not Associated with Overtime Connection: Incidents Not Associated with Overtime To review and Connection: Leave (Sick & AWOL) Associated with Overtime Connection: Vacancies Not Associated with Overtime analyze the risks BOP's Overtime Tool associated with BOP's increased Section 2: Augmentation Usage, Connections usage of overtime Overview: Overtime and Augmentation and augmentation Current Usage of Augmentation (Overall Snapshot) Connection: Incidents Not Associated with Augmentation and analyze the Connection: Leave (Sick and AWOL) Not Associated with Augmentation effectiveness of Connection: Vacancies Not Associated with Augmentation recruitment, Section 3: BOP Incentive Analysis relocation and Summary of BOP Incentives Overview of Insights retention Recruitment & Relocation Incentive Usage Retention Incentive Usage - Findings and Insights incentives. 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 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 85% of incentive Retention incentives have both been increasing over time, disputing payments are do not appear to the hypothesis that they are used to substitute focused on retention reduce staff each other incentives separations S 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. 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) Overtime • 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 Augmentation • 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 Incentives • 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 Uncover risks associated with increased Analyze the usage of recruitment, use of overtime hours per staff use of augmentation hours per staff 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 • Overtime and Augmentation hours for all BOP staff by institution and region (FY17-FY21) • Per-person hiring, relocation and retention incentive • Inmate related incidents by institution and region (FY17-FY21) spending for FY17-FY21 across all 122 BOP institutions Data Inputs • Sick and AWOL leave by institution and region (FY19-FY21) • BOP exit survey data 2016-2020 • Vacancies across all institutions (FY21) • Cost to hire* • Overtime and Augmentation usage are used to substitute each other (I.e., as one increases, the • Retention incentives reduce staff separations other decreases) • Retention incentives are connected to hard-to-fill • The institutions with the highest overtime and augmentation usage are the most short-staffed locations and positions Hypotheses • 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 1. Review summation of incentives given to staff 2. Review BOP's current overtime hours by custody and non-custody staff 2. Breakdown recruitment, relocation, and retention 3. Test relationship of overtime and augmentation between inmate incidents, sick & AWOL incentives by percent of staff and the top positions usage, and vacancies with regression analysis (The strength of relationships is scored using R2. In receiving them Analyses statistics, R2 is the proportion of the variation in the dependent variable that is predictable from the 3. Analyze retention incentive variance of top BOP Conducted independent variable. For the purposes of these analyses, an R2 value of.50 or greater is positions receiving incentives considered a strong relationship) 4. Calculate average retention incentive spending per staff 4. Review BOP's current Overtime Tool to address gaps and opportunities for improvement 5. Test relationship between separation rate and retention incentive spending with regression analysis • Unable to retrieve workplace injuries date to test relationship with overtime and • Unable to retrieve cost associated with hiring new staff augmentation at BOP to compare to cost of staffing incentives Limitations • 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 *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. Correlation Correlation with Analyses Conducted Against Overtime and Augmentation Data with Overtime? Augmentation? Inmate Incidents x Sick Leave and Absent Without Leave (AWOL) Usage s/ x Vacancies 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 Key Findings 250 183 194 182 200 • Overtime usage (hours) has increased significantly 135 from 93 hours per staff in 2017 to 182 hours per staff C 150 93 in 2020* 100 50 • While the overtime usage has gone down minimally from 2020, the 2021 average is approximately 95% 201/ 2018 2019 2020 2021 higher from its 2017 average fiscal Year • The region with the highest overtime usage (hours) Average Overtime Hours per Staff by Region per staff in 2020 is South Central, but the Western region had the highest percent increase from 2017 to 300 2020 250 200 ■ 2017 • In 2021, the top 5 institutions with the highest Overtime ii 150 ■ 2018 per staff were and Big Spring FCI, Brooklyn MDC, 100 ■ 2019 so Coleman Complex, Forrest Complex, and Yazoo City 2020 Complex and the highest vacancies were Beaumont, MXR NCR NER SCR SER WXR ■ 2021 Butner Complex, Florence Complex, Thomson USP, and Region 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). Total Overtime Hours by Reason Key Findings 4,000 • Custody overtime hours of 963 thousand in 2017 was 3,500 3,392 relatively low compared to outside hospital hours of 3,220 1,822 thousand* 3,000 However, over the years the gap between the two has been closing 2,500 2,345 Overtime Hours In 2019, custody overtime hours surpassed outside 2,000 1,822 1,763 yo Custody hospital by 22% —0— Outside Hospito In 2021, custody overtime hours surpassed outside —0— Other hospital by 37% Other reasons for overtime have remained relatively low compared to custody and outside hospital, 500 however it would be beneficial to understand the full reasons for overtime 2017 2018 2019 2020 2021 Fiscal Year *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 and Augmentation Key Findings R2 = 0.2036 43 500 • • Assessing augmentation and overtime by fiscal year Overtime Hours 400 2019, the R2 value is .20 - Meaning it is not significant -,E 300 enough to conclude that there is a strong relationship 200 • • • • • • •• • • Although the relationship is not strong, it is leaning 100 • II • towards a positive one. Since institutions have 0 anecdotally relayed that overtime and augmentation 0 5 10 15 20 25 30 are used to substitute each other, it would be Thousands Augmentation Hours anticipated that they would have a negative relationship (as one increased, the other decreases) Average Overtime and Augmentation Hours Per Staff 250 • When assessing the 5-year usage trend analysis for 194 200 183 182 overtime and augmentation, they both follow the same trend—both have increased over time 150 0 100 -•-•Overtime 50 7 10 10 14 13 .0 —.Augmentation • • 2017 2018 2019 2020 2021 Fiscal Year 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. Overtime and Inmate Incidents Key Findings R2 = 0.2882 250 • • Assessing at the incidents and overtime by fiscal year, the R2 value is .29 - Meaning it is not significant enough 200 • to conclude that there is a strong relationship • • 150 • • 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 • I • • • Additionally, it is acknowledged that incidents represent an extreme outcome of increased institution safety risks— 50 meaning that there might still be increased safety risks with increased overtime usage, even if those do not • connect to an increase in incidents 0 0 50 100 150 200 250 300 350 400 450 Thousands Overtime Hours 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 saidfor 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. Overtime and Vacancies Key Findings R2 = 0.1874 250 200 • 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 150 • • There does not seem to be a relationship between C 100 • • overtime hours and vacancies 3 so • 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) 0 • *The weak relationship between Overtime and Vacancies .50 could be due to a position not beingfilled as a result of a 0 so 100 150 200 250 300 350 400 450 500 staff member on extended leave or staffing guidelines not Thousands being the most up to date Overtime Hours 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. High-level coding of Ability to filter by Track overtime Access to Regional Data pulled from Current reasons for agency, regionally, spending regionally Directors for local administrators Capabilities overtime (Custody, and facilities to drill and/or by facilities awareness on that pull from and Features Outside Medical, down further to assess spending overtime spending financial system Other) against their (UFMS) on a allocated budget 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. Average Augmentation Hours per Staff Key Findings 14 13 15 10 10 • Following a similar pattern of overtime, augmentation 10 7 usage (hours) has also increased significantly from 7 0 hours per staff 2017 to 13 hours per staff 2021 x • While the augmentation usage has gone down minimally from 2020, the 2021 average is 2017 2018 2019 2020 2021 approximately 86% higher from its 2017 average Fiscal Year The region with the highest augmentation in 2021 is Average Augmentation Hours per Staff by Region North Central, but the Western region had the highest 20 percent increase from 2017 to 2021 is • 2017 In 2021, the top 5 institutions with the highest 10 • 2018 Augmentation per staff were and Berlin FCI, Sheridan S ■ 2019 FCI, Thomson USP, Waseca FCI, and Williamsburg FCI 2020 and the highest vacancies were Beaumont Complex, 111111111 g olid 1101 101 ■ 2021 Butner Complex, Florence Complex, Thomson USP, and MR NR 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. Augmentation and Incidents Key Findings 250 R2 = 0.1299 • • Assessing at the incidents and augmentation by fiscal 200 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 •S. • • inmate driven • •• • • • Although, there is no relationship found, there could be a • so • • • • risk to safety of institutions as incidents are only one • • •• • • factor considered. r. fles • • • de OF di ° OS •• • • 0 • • • • 0 2 4 6 10 12 14 16 Thousands Augmentation Hours 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. Augmentation and Leave Key Findings R2 = 0.0892 20 1 • 2 18 0 • • Assessing at leave and augmentation by institutions, -C 16 • the R2 value is .09 - Meaning it is not significant enough 14 to conclude that there is a strong relationship • • • Leave Hours 12= • • • • • • • There does not seem to be a relationship between 10 • • • • • • • • • augmentation hours and leave usage • • 8 • • • : • a • 0 • • Since augmentation might be underreported (it is • 6 i • I • % . 54 *t e e • • unplanned and does not impact operational budget 4 • • the way that overtime does), the leave usage 40. • • relationship could be understated as it would be 2 anticipated that augmentation would follow a similar 0 0 2 4 6 8 10 12 14 16 trend of overtime and leave Thousands Augmentation Hours 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. Augmentation and Vacancies Key Findings R2 = 0.1293 250 200 • • Assessing the vacancies and augmentation by institutions, the R2 value is .13 - Meaning it is not 150 significant enough to conclude that there is a strong • a., relationship 100 • t • There does not seem to be a relationship between • • • augmentation hours and vacancies 50 - • • • Since augmentation is used to supplement the • 0 shortage of staff, there might be other driving factor(s) • leading to increase augmentation use (i.e., staff -50 callouts) 0 5 10 15 20 25 I housanc, Augmentation Hours 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 ($2.1M) • 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 ($231K) • 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 Relocaticm 600% 4% increase in total spending for recruitment incentives (from $980K in 21 4 of total incentive spending was spent on relocation incentives. FY17 to $6.9M in FY21). 700% $2.4M increase in recruitment incentive 2X in relocation incentives for Lieutenants. Lieutenants received payments to GS 5/6 Correctional more total incentive more in relocation incentives than Officers since FY17. spending from FY17 to any other position in corrections. FY21. 2.8% Total spending across all incentives has more than 544 of staff received recruitment incentives total relocation incentives distributed. across all regions. The Western Region doubled in the last five years, from $21M to USP Thomson distributed the greatest distributes the greatest number of number of relocation incentives (67 recruitment incentives (5% of all staff $51M. total). receive a recruitment incentive). 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. % of BOP Staff on Retention Incentives 60% Key Fin dings 50% Retention incentives are used frequently, especially in s 40% the Western region and focus on Senior Officer Specialists O 30% •13 20% • Retention incentives are used frequently 10% 0% I Retention incentives were used 21K times from FY17-FY21 MXR NCR NER SCR SER WXR ■ 2017 ■ 2018 ■ 2019 ■ 2020 ■ 2021 • The Western region uses the most retention incentives About half of all retention incentives used in FY17-FY21 focused Top 10 Positions w/ Greatest Retention Incentive Sum on the Western region 6 • The position that receives the largest amount of 5 retention spending is GS-8 Senior Officer Specialists Sum of incentive ■ 201i $17.7M was spent for GS-8 Senior Officer Specialists from FY17- • 2018 FY21 • 2019 e 2020 • 2021 SR DIETER REGISTERED SR OFFCER Id hill niii Ind ..Id ..6 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 Average Retention Incentive Spending Per Staff Key Findings 111 ra 0 12 Retention incentives do not appear to reduce staff .c 10 separations Dollars per Staff a • Average per staff spending is highest in the Mid-Atlantic and lowest in the Western Region 6 However, the Western region spends the most in total on 4 retention incentives. The Mid-Atlantic region spends almost 2 double on retention incentives per staff compared to the Western region 0 MXR NCR SCR SER WXR • Retention incentives do not appear to be effective at reducing staff separations Separation Rate vs. Retention Incentive Spending R2 =0.004 There is no strong correlation between incentive spending and 10% 9% • • • • staff separations— the R2 value is.004- Meaning it is not 8% • • da• significant enough to conclude that there is a strong •• • • • relationship Separation Rate 7% • 6% 5% • 4% 3% 2% 1% 0% SM 10M 15M 20M Sum of Retention Incentive Spending £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. Cost to Hire vs. Cost of Correctional Officer Retention Incentives 200 Key Findings 180 Cost to Hire* ($4.1K) BOP may be using retention incentives when it may be 160 140 more cost-effective to hire new staff 120 100 • BOP uses retention incentives when it may be cheaper so just to hire new staff. However, BOP should further 60 investigate its own per capita cost of hiring 40 External research indicated that the cost to hire new employee 20 0 was $4.1 K. However, a deeper analysis of BOP's cost of hiring is (1K, 2K] (2K, 38) (38, 481 (4K, 5K) (5K, 6K) (6K, 7K) (7K, 8K] (88, 98] required to understand at what cost point incentives make Retention incentive $ Amount sense to retain staff. Does Access to Retention Incentives Best Describe your Reason for • Nearly half of non-retirement staff separations exit Percentage of Respondents Leaving your Current Position? (BOP Exit Survey Data) survey respondents cite their inability to receive a 60% retention incentives as their reason for leaving 40% • However, survey response rate was limited with only 433 20% • respondents from FY17-FY20 0% 2017 2018 2019 2020 *Source• Automatic Data Processing (ADP) SAO Respondents% ii•Non•Retirement % —Ko—Voluntary Retirement % 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. BOP Positions w/ Largest Retention % Range (FY17-FY21) 50% Key Findings 45% Retention incentives vary within BOP positions 40% • Assistant Food Service Administrators retention 35% • incentives have the largest retention incentive variance t 30% • C 124 retention incentives given to Food Service Administrators 0 "E. 25% • ranged from 1% to 32%, but most were between 5-15% a., • a, cc 20% 15% • Most Correctional Officers who receive retention 10% ! II 1 incentives are awarded between 10-15% of their salary • 5% 674 Correctional Officers were awarded retention incentives • • from FY17-FY21 0% AE. . D PO S. se..t. 0 & 3.C. 0 .„.k. 2" st., k- 04Cs c,ot kt. V C.• W Q. Nt P. OD 4(-) jz AW o14. 4, t -%(. S' .4(... kq. -i-f (,t% se: ,...§.- .4-• GI 2.4 4t" C' 4> A ct- 2 V A.. (,) (40(.7 4;7 .3* 0 O. 4%* k. 0 e 2 2' .2 0 C.; 42 O ct /140 0 4.000 -P. 40 A. ISSt 1 € U I *Please note that as of Summer 2021, Chief Dental kt t 0 BOP Position Officers no longer receive incentives due to Title 39 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. Key Findings Associate Warden Drug Abuse Prog Registered Nurse at Retention incentives can vary up to almost 20% for at FCI Jesup Coord. At Memphis FCI FCI Tucson the same position for the same institution 30% • Variation in retention incentives indicates that BOP may 25% benefit from incentive policy standardization 20% Although most positions at each institution have similar retention incentives, there still exists variation for the same ae/ position at the same institution. Without clear guidance on why 15% 1 such variation exists, it is recommended that the bureau further 10% investigate why this is the case. 5% • Ranges were observed across all disciplines within various institutions 0% There are nearly 60 positions at BOP that have a range of Minimum Maximum Minimum Maximum Minimum Maximum retention incentives for the same position at the same Incentive Incentive Incentive Incentive Incentive Incentive institution *The Associate Warden at FCI Jesup was only temporarily assigned and was soon thereafter appointed to Chief Psychologist 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 $1.13M Estimated costs for NCR psychologists saved applying eligible for incentive NCR psychology model to current award after licensure services applied to staff current staff Challenge Solution Impact Incentives at BOP have been The goal of this model is to create a system of Anecdotally, some retention incentive distributed at the Warden's discretion retention that retains highly qualified staff recipients reported that they will delay and as a result, has caused a lack of and motivates entry level staff to gain the their retirement as a result of the new incentive structure. Although the standardization of retention incentives knowledge, skills, and abilities to promote number of staff receiving incentives across BOP. The Psychology Services into positions of increasing levels of difficulty increased from 66 to 132 out of 137 Administrator for the North Central and responsibility in the agency. The model staff, the new structure saves Region (NCR) was tasked with analyzing applies retention incentives through a $168K. Additionally, it also promotes the incentive structure for the entire standardized and transparent incentive psychology licensure by requiring scheme for all staff. The model relies on licenses to be eligible to receive a region. The evaluation found that the retention incentive. current incentives model resulted in both specific "institutional factors" and a wide range of incentive payments specific individual factors (location, offered for similar positions across difficulty filling positions, security level, level the region. of specialization, department head) to determine incentive amount. It also requires that staff be licensed to receive an incentive. EFTA00141363 33 EFTA00141364 Summary of Analysis & Findings Below is summary of all findings informed by the analysis conducted. OVERTIME AUGMENTATION INCENTIVES • Overtime usage (hours) has increased • The 2021 average augmentation usage is Recruitment Relocation Retention significantly from 2017 to 2020 approximately 86% higher from the 2017 • GS-5/6 • Lieutenants • 85% of 00 • In 2019, standard custody surpassed average Correctional received incentive outside hospital by 37% for the reasons for • Incidents are not associated with Officers $2.4M more payments working overtime augmentation hours receive the in relocation are focused • It cannot be concluded that incidents, are a • Sick and AWOL leave usage is not most incentives on retention direct affect of overtime associated with augmentation hours recruitment than the incentives • Institutions with increased usage of • Vacancies are not directly associated with incentives next position overtime could be an indicator of increased augmentation hours from FY17- sick and AWOL leave usage FY21 '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. % of BOP Staff Receiving Incentives by Region 70% 60% Key Findings SO% 2 40% Incentive spending has grown over time since 2017 Hi 46 30% 20% 10% • The western region gives out more retention incentives 0% I mmffil than other regions MXR NCR NER KR KR %RR More staff in the Western region receive more incentives, Region however, the middle Atlantic region spends the most on ■ 2017 ■ 2018 ■ 2019 ■ 2020 ■ 2021 average ($11.25K) per staff since 2017 Incentive Money Spent Across BOP Regions • BOP staff have increasingly been awarded incentives C O $20 From FY17-FY21, more and more BOP staff have been given 3 $18 some form of staffing incentives across all regions $16 $14 Sum of Incentive • 2017 $12 • 2018 • BOP has steadily increased incentive payments since $10 • 2019 FY17 $8 ■ 2020 $6 From FY17-FY21, total spending across all incentives has more 'Aka ■ 2021 than doubled from $21M to $51M S4 $2 S. 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. % of BOP Staff on Recruitment Incentives 8% Key Findings 7% 6% 5% Recruitment spending has increased and has primarily 4% targeted entry level Correctional Officers e. 3% 2% 1% • BOP has steadily increased recruitment incentive 0% payments since FY17 MXR NCR NER SCR SER WXR More incoming staff have received recruitment incentive • 2017 • 2018 • 2019 • 2020 • 2021 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 €54.0 incentives 2 $3.5 $3.0 From FY17-FY21, more and more BOP staff have been given Sum of Incentive $2.5 some form of staffing incentives across all regions $2.0 ■ 2017 $1.5 • 2018 • GS-5/6 Correctional Officers receive the most $1.0 • 2019 recruitment incentives $0.5 .3. Hill ..III .. ,,,,,, ...I. c. ...I __... -_. Ell ■ 2020 New Correctional Officers have seen the sharpest increase in er _,.,.s t ,..., e ,,,...,c± ....- a —in S. ,■ • 2021 et. .44 recruitment incentives with incentive payments totaling $9M ' 4 .. e C. ▪ .4. e Nit cr 0 cT PP oq.e .C. \ P Ce ,S i , . .1/4>I SS s. 40? e i's> c° 4 •S 36 EFTA00141367 Relocation Incentive Usage-Findings and Insights Relocation incentives offer compensation to existing staff who are encouraged to relocate to other BOP institutions. % of BOP Staff on Relocation Incentives Key Findings Relocation incentives* are rarely used and focus on 1% Lieutenants - - 0% MXR NCR NER SCR SER WXR • The number of BOP staff receiving relocation incentives • 2017 ■ 2018 s 2019 is 2020 ■ 2021 has remained relatively low BOP seldomly uses relocation incentives to attract new Top 10 Positions w/ Greatest Relocation Incentive Sum Correctional Officers or other non-custody staff • Lieutenants receive the lion share of relocation incentives $1.0 Lieutenants received $2.4M more in relocation incentives than Sum of Incentive • 2017 $0.8 the next position from FY17-FY21 • 2018 $0.6 • 2019 $0.4 s 2020 *Relocation incentives are separate from relocation reimbursement. A • 2021 $0.2 relocation incentive is compensation offered in addition to relocation reimbursement This analysis did not examine relocation reimbursements. 5- _I... HUI.WI _I-I El .1 _ dl .1.a_ DRUG ABUSE CH POOR SR DI FCER SWART HLTH SRVCS SRI:ROLA FACIL MGR TIM UNIT MGR POULTICE PACT COURD SPECIALIST CHAPLAIN *MAR (CORRECT= MGR (CORRECTIONS GS DT GSOT 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 Proposed solutions Identified Challenges Across the Employee Lifecycle Appropriate staffing Develop an Automated ratios ro ensure safety • Limited exposure and practice at Staffing Tool to establish • Current hiringpractices are falling and security of staff and tramings a reliable source far behind projected retirements Inmates determining staffing leech Sufficient hiring processes Invest in woaforce to identify and retain • Current recruitment • mentors* program appears planning capabilities to Correctional Officers long- strategies make it inconsbtently executed proacnwly forecast term difficult to hire retirements, promotions. specialized roles and staff aim Effective resource management. staff Conduct a cost-benefit allocution and • Negative media • &Maur shift schedule analysis of &hour vs. 12. standardized processes ha: affected requires additional shift hour shifts to optimize officers' sense of changes Ina 2A-hour staff allocation institutions adequately pride staffing environment staffed sth a skilled Conduct bather wage workforce to fulfill their • Naad to measure effectiveness a • Staffing formula does not account and 65-Level analysis to unique missions retention incentive.. and market ai dynamic factors benchmooi compensation competitiveness Ex .ected Outcomes 1 Improved processes at 8Oe that address current staff -,,Moduling to effectively allocate Correctional and constraints 0 Decreased level of vacancies and reduced dine to hire Igt'e arsine LmlotAvnInTWOnWerte(0. turtling.* • ',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.13 Additionally, 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. Ova tea fl ea Ea. SSA Can , YO Wan* laaa coo° labga Yap mat iamb* alas alSin 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== 1a la • •r -414.• ten &W. San SIM was, c..4s erns dia.. 0, see. ••••• .4,••••• (ce WV. 0,1 •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 rangedfrom 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 Send Vacancy klentilln need Posting Materials Candidates given toRI vacancy Core Value Assessment 7o -:s to vacancy Interview Is the Regional c 3 Days < 20 Days candidates on USAJOBS Director the selecting official for this position (e.g., Choose Candidate < 5 Days to hire UNICOR Department Head, Case Evaluates candidate Management qualifies 'ons and Perform < 15 Days <17 Days Coordinator, Genera' develops list of background check, Foreman)? qualified andidates drug, physical test 1 Regional HR Local HR 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 Subm.1 Local HR lustrfication mmo) J dam mine. consolidated need to apply Posts job vacancy Staffing Unit for Direct Flea on USAION (HRAIO) notified Authority 0DHA) I Submit, IOS011aitlOn to DOI Candidata'. swan on OOP's behalf COCA HR notified Corevalue Assessment 1 Auttiorded to Interview c 20Dast Candidates accept and (*Made, • applications under DHA Choose Candidate <s Days to hire Evaluates Candidate 001(02%2On clualifica101nS and Perform aPINOVOl to determines list of oackground check '17 Clays Panonnel candidates clot& physical LOU OirectOrS Offir. 1 [,louts S7 Days Figure 3.1: Process ofobtaining 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 2021Oficer 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 "I didn't know BOP sought-after HSD positions such as physicians, nurse practitioners, and physician's was an option assistants. In addition to a national shortage of nurses, BOP is competing against local when I was in 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 nursing school." comparison to nearby hospitals. — 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 "Let's get Introduction to Correctional Techniques (ICT) is a training all new correctional hires are required away from 'I to complete when joining an institution. ICT is a five-week program for a total of 184 hours of figured it out, instruction that is taught in two phases. However, day one is often a few months before starting you can ICT, which could create a challenge for new hires that then feel unprepared. Ideally, all figure it out Correctional Officers would complete ICT training before their first shift, but given scheduling too.' constraints, this is not always the case. - Focus Group Phase I of ICT occurs in-person at an officer's assigned institution and focuses on security issues, Participant 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. 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- Focus group participants indicated that on-the-job, real-time training would position them to be month more successful than ICT. Current ICT relies on PowerPoint training, misses opportunities for person is cross-departmental training, and is often led by less experienced staff. Moreover, COVID-19 training a restrictions have exacerbated training backlogs, preventing staff from obtaining requisite skills three- and attending additional training opportunities. The current scheduling process does not account week for all training requirements—which creates a risk for instructors being selected based on person."— availability rather than expertise or training capability. Focus group participants recommended Focus adding the role of Field Training Officer, to create a permanent training instructor to facilitate ICT Group and additional training opportunities across the Bureau. Participant 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 Total BOP Staff as of 2021 BOP Staff by Region: Correctional Officers 40,000 V Other (as of 2021) 35,000 7,000 6,000 30,000 5,000 25,000 4,000 N • Other Staff 3,000 tol▪2 0,000 • Other Staff 2,000 • Correctional Officers tt 15,000 1,000 • Correctional Officers 10,000 0 CC CC CC CC CC LLII X Z Z 5,000 Region 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 Sum the total number of 3•day, 2MultIply Muhl* by the number of days 3sum sum the total number of man 4DivIde To find the total number of S-clay, and 7-day posts each post is manned. The result days across each type of posts needed positions, dMde the is the total number of man total man days by 210. A days. remainder of 72 or more is one additional position. SO (Total Number of 7.day posts) x 364 • 18,200 20 (Total Number of 5-day posts) x 260. 5,200 18,200 . 5,200 • 1,560 • 24,960 24,960/ 210. 118 positions 10 (Total Number of 3-day posts) X 156 • 1,560 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 "I feel like to accurately calculate how many positions an institution will need to remain secure. While trainings are the formula does provide an easy, standardized approach to determine staffing levels, it is scheduled not agile enough to adjust to an individual institution's needs. For example, the current without thinking formula does not account for Correctional Officers accruing more paid time off over their about staff career or variations in training requirements. Field research indicated that institutions could scheduling." have a low staff vacancy rate, but still struggle to staff while some Correctional Officers are - Focus Group on military deployment. Data analysis illustrates that overtime and augmentation have Participant been increasing over the years and indicate the staffing formula struggles to provide BOP the estimates needed to accurately staff its institutions. 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? „ %t lop • 7 Days • S Days • 3 Days • I Day 0 • 6 Days • 4 Days • 2 Oaw What Is the pwcentage of total awrectIonal Officer (GSA positions by security lever • Minimum13M • Medium (12%) • Administrable (3310 0 Security Level • 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 • base level staffing includes a variety of positions and teamsMIMI include Captain. Lieutenant Secretary. FU% 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 2021guidelines 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)•• • Complex (16-24 medical service hours)•• • Detention/Transfer Center (16 medical seance hours)•• • Low, Medium, or USP (12.16 medical service hours)•• What is the care level of the institution? • Care levels I. 2, 3.4 • Care Level How many inmates are served? • For detention and transfer centers, staffing is determined by admissions, discharges and population O Inmate 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 Composition and Volume of FIE's 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 fowned 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 PROGRAM AREAS Criteria irclude institution security level, inmate Criteria include security level and inmate volume volume, irmate gender and inmate care level BASE LEVEL STAFFING: EDUCATION RECREATION Slag inOode Chug Alm. Program Coordinator. Dfug Abuse DEPARTMENT MENT Treatment Specoliz MAT Psychologist at Mau 0(4 stag 9 stiff fee the F✓aterel 500 inmate 6 scoff for the enemy, 500 inmate Peychoitou DtythOlOtyS•IV•COS Secretary of Pitshology Savicti population and I additional staff for population. l additions :,an for Techncun every 200 inmates. I additional stall everySOO inmate:. <ornifteret Additional Staff Psychologists art determined by the lollomre for special need populations. satellite program or non tentraged Uffloom/sate rebut recreation area: Ma High Stones 1:350 use Medium Security. 1:500 CHAPLAINCY SERVICES REENTRY AFFAIRS use Log Security: IMO stall foe the basolong 500 inmate I staff for the batelesel 500 inmate use Lunen," Security: 1:700 Population I aciciimmi staff for population. l additions sun for Female Lana Minmurn Secunty. 1:250 major med<al tulle's. special each facility of a complex or facility Mak &Female Detention Centers 1:350 programs, or txenta programs. Ann any WO volunteer, SUPPLEMENTAL STAFFING WOMEN AND SPECIAL oxnxericoilinaw complexes nave addeonal psychologists for POPULATIONS restr eted housing inmates. Higher inmate Ure lugs ago Only porrnned for temelfiand rotetstate acclioona psyCholopus Finage tense institution: :peva, mission irnetutone I ere staffedWith an acl0ttionel intik* venom <offline', additional staff lo • each uncut reedental music" Figure 9 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 Regional Office U.S. Institutions Legislate 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 • Uses CPD and HSO's guidelines to • Reports overtime and augmerration provide guidance to local 0.5. Congress usage to Regional Offices institutions for them to assess the • Mentefes local recruitment needs number of staff authorized • Requests incentives • • Puts policies into practice decided Staffing lamb measured and • mks for direchhire authority via ♦ by HRMD Assents staffing eves and coordinates faring adjusted according to only justdication memos to HIND • assists witch recruitment efforts vacancies: writes polices across insittuttortS; in to staff ratios • Reports vacancies where RD is • Identities staffing challenges at approving incentive requests and submit selecting official instamions direct.hire requests to DOJ • klana:••• budget • Recommend incentive requests and sends to HRMD foe approval by Personnel office 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 Figure 10 • 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. 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 Compressed scheduling is Correctional Officers needed, an institution ensures that all posts (spaces that common in other non-stop require COs) have coverage through the roster process. Rosters are created settings. Hospitals require once a quarter and must account for posts that require 24-hour coverage, 24/7 staffing like BOP generally within the constraints of 8-hour shift schedules. While BOP has taken institutions and successfully steps to standardize and automate this arduous process, it still requires manual use 12-hour shifts to updates which can result in human error. optimize their scheduling. The development of a roster (with associated timelines) can be seen below. ROSTER DEVELOPMENT PROCESS 7 Wino Awn Antes Awn S wens Awn a NM) Awn )Week, Away l wen Awn I Wen Awn 0 wens Awn • Etlar* roster posted publicly to notify S Roster corny:tee resolves staff o' all assignments. days off. and complaints and sends the final shifts available roster to the warden foe approval fi fil0 Committee roster posted. • Final roster posted Roster Implemented 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 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 Rosters also utilize an 8-hour shift schedule that results not only in a greater number of shift stated that the transitions, but a reduced number of available days off for Correctional Officers. Frequent shift mindset of some changes create a risk of delayed or missed communication between staff and departments. A staff on 12-hour compressed shift schedule might free up days during the week that would allow Correctional shifts is: "We do Officers to take care of their responsibilities outside of work and as a result reduce the amount them for an of sick time they take. emergency. If it works for that, why not always do it?" 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% ■ Office of Workers Compensation 90% (Injury) 80% ■ Weather 70% ■ Absent Without Pay 60% 50% 30% 30% ■ Leave Without Pay 33% 40% ■ Training 30% 20% ■ Sick 10% ■ Annual 0% 2019 2020 2021 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 14 15 10 10 in 10 7 5 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 Average Overtime Hours per Staff by Region Staff by Region 20 300 250 15 ■ 2017 200 ■ 2017 3 150 Mal g 10 ■ 2018 ■ 2018 100 5 ■ 2019 50 ■ 2019 ■ 2020 ■ 2020 MXR NCR NER SCR SER WXR MXR NCR NER SCR SER WXR Region Region Figure 14 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 AritneWn tcov, riltrotts to 6, /*WOO, ,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, "One of the most and lower compensation. Field research indicated that federal institutions face rewarding parts of competition in hiring and retention from state institutions and other region-specific work the job is the such as oil refineries in Texas-based institutions. The competition between jobs is highest ability to help in more populated areas, while the challenge of keeping employees in more remote areas inmates get their was attributed by field research participants to a lack of access to outside entertainment, lives on track." - stores, good school systems, and ways staff can spend their free time. For example, a staff Focus Group member that joined the institution as a young adult may want to relocate to an institution Participant 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. "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% dill 30% 25% 20% 2017 g 15% • 2018 10% • 2019 5% • 2020 0% SR OFFCER SR OFFaR Ilk REGISTERED 'HUMOR I nth nth IIIII Lill 11111 iii.1 MID LEVEL CORRECTIONAL COOK FRAIN CORRECTIONAL CORRECTIONAL CASE MANAGER • 2021 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 • 2017 .4 3,000,000 • 2018 In 2,000,000 • 2019 • 2020 1,000,000 • 2021 "Sp li (CORl l c: lit/1 111 p !I tin DRUG ABUSE CORRECTIONAL QUAL IMPRVAIT MINCE WRCR RACInONER PROG COORD or FicER & INFECTOR FRLUT S 0616) CONE NURSE G5 00) Positions 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 "RDAP here is staff stories internally and externally, which will likely aid in the recruiting and retaining of better than quality hires. BOP made strides in 2020 by completing a rebrand of their website and social any substance media pages; the next step is to consider using these platforms to share and boost positive abuse program news regarding local institutions through Bureau-wide successes. Focus groups at one site anywhere in visit were immensely proud of their Residential Drug Abuse Program (RDAP). the country." - Focus Group An RDAP participant returned to that focus group's facility to speak on the program, how it Participant 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. 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 • Develop Automated Stalling • Tool Amplify messaging of Cotrectional Officers' positive mission impact Invest in Workforce Planning Capabilities C GI Conduct a Cost Benefit Analysis of 8- How vs. 1241out Shifts - invest in Internships for Specialized Re Roles Assess the impact of current supplemental onboarding programs OW High Impact tow Effort • Medium Effort • High Effort 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). Phase 1: Define Metivadology , ••t‘rporate ability to adjust muitipic vor lab e> Define comprehensive criteria to Create baseline staff ng guider nes baser] on enabling prediction of risk tradeoffs to categorize mission variables categorization of mission criteria specific staffing levels Objective Categorize institutions based on Compute optimal number of staff levels at each Adjust baseline staff requirements based on criteria set that will dreve staffing institution broken cot by discipline based on the changing mission needs variables. E.g.. inmate levels cntena set. Es.. layout inmate population. and population and congressional mandates mission Audience Central Office Central and regional office Institution wardens and admins Owner, Central Office Central and regional office (Static number) Central and regional office update it on a recurring basis (frequency to be determinedl Data Layout security level. and missions of Staffing levels of all disciplines in institutions inmate-to-staff assaults. staff to -inmate institutions assaults. incident reports 10-12 Weeks 10 - 12 Weeks TIM (next PoP) who volt be updating the tool and the frequency of it *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 Illkill11 jtj Figure 1: ,National wage is an aggregate of allindustries that hove Correctional Officers employed (state, local, federal, etc.). Graph is organized by BOP wage trend Figure 2 Data Source: Bureau ofLabor 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 2Calculate Calculate the number of days 3 Subtract Subtract that number from 4Average Finally, average the T.O.P. for of each staff member for the each staff member was not 364 days per year (e.g.. 364- all employees of that specific past year. assigned to their post (e.g., 165 - 199). The final number is instituuon for the review year 65). this staff members available (Average T.O.P. at HAX in 2019 time to be on post was 179). Bureou-Wide Analysis Insoturion Specific Appendix F: Document Review BOP Document Review Document Insights BOP Phase II Campaigns and Reviewed BOP's marketing campaigns for recruitment and the successes Accomplishes 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 Analyzed list of employees receiving retention incentives based on institution Rivers, Edgefield, Butner, Allenwood, and Philadelphia Recruitment or Relocation Analyzed list of incentives by amount and date being received broken out by Incentive for Three Rivers, employee. Data includes past 2 years Edgefield, Butner, and Philadelphia Staffing Levels for Three Rivers, Trended out staffing levels by authorized, filled, and vacancies by pay period Edgefield, Butner, Allenwood, and for both Correctional Officers and Medical staff. Used past 20 pay periods for Philadelphia 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, Reviewed average trend of turnover rates by location broken out by 2017, 2016 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, Reviewed BOP department's staffing requirements to increase understanding HSD 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 Reviewed leave trend for past 5 years to see what type of leave has increased 2021-20 CST Manual Reviewed the CST's new mission and objectives Proposed CST Policy 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 Analyzed EAP utilization and staff suicide data Wellness 2021 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 curement Executive Administration Division 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 • Incentives and Benefits Currently and Awards Menu of consider Offered 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 • Applicable Communications from • Applicable from Central Office to RO to Wardens Communications (e.g., 1) Dal, 2) Union, 3) • Resources for Conducting Stay Warden to HRM, Regional Offices, 4) Interviews 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 • 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 488Mitamesse • BOP spent S73M on a total of Saa relocation incentives O • The top positions receiving relocation incentives include Lieutenants (52.6M). Health Services Relocation Administrators (5199K) and 65-8 Semor Olr.cec Specialists ($231K) Incentives • Relocation incentives only account for 3.5% of all incentive spending rms 4. /3 • 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 ofPersonnel 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 1Department 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 • Conduct Stay Interviews with • Conduct working session with • Develop the Incentives Central Office SMEs high.nsk group staff Central Office SMEs to discuss Playbook • Conduct working session with • Distribute Incentives survey to Implementing new offerings • Develop and distribute Mid-Atlantic and Western 4800• high-ask group staff • Conduct working session with trainings and communications Regional Office SMEs to • Analyze interview and survey Central Office ADs and RDs around the Incentives validate findings in Central findings around incentives goals Playbook resource Office session Out • High-RiskGroups In MXR • Determine top monetary • Determine performance • Share the Incentives and WXR Identified and non-monetary goals around incentives and Playback with all levels of (CorrecriOnol Officers, New Hires, incentives staff would like metrics to track incentives leadership at BOP and begin Nurses) to receive usage 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 "The people I work of the top three high-risk groups (Correctional Officers, New Hires, and Nurses) were with inspire me and requested to participate in a Stay Interview. The interviews provided them an opportunity make me want to to answer a series of questions pertaining to their work, their values, and what motivates do my best work." them to continue working at BOP, in addition to an opportunity to share ideas of new — Stay Interview ways to incentivize employees or improve existing processes (See Section Four: Making it Participant, WXR Happen). 50 interviews were conducted with employees in the Mid-Atlantic (30 Correctional Officer interviewees) and Western (20 interviewees) Regions, who represented 19 BOP institutions. Figure 3 shares interviewee demographics from the two regions. Participant Statistics. In addition to interviews, a survey was sent to approximately 4,800 employees in the Mid-Atlantic and Western Regions who were either 50 interviewees 20 Correctional Officers Correctional Officers, Nurses, or New Hires, asking them to rank the 18 Nurses 12 New Hires incentives and benefits options they valued most. Survey completion was 25.9% at the time the survey was closed. Incentives and benefits 950+ 19 options on the survey included both incentives the Bureau currently data institutions offers, and new ideas informed through Stay Interviews or external points represented research on what other federal agencies offer. Options were both monetary and non-monetary, including an award for consistent 5 5.4 years attendance. Each option that may need union approval, policy change, time zones average etc. was highlighted for employee awareness. represented tenure Figure 3 ‘ma a 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 who demonstrates high standards of public service by stimulating progress in the (Employee) BOP Kathleen Hawk Sawyer Award Management staff who is committed to ensuring accountability and excellence in their area (Management) 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 Granted to managers and supervisors for outstanding contributions to advancing EEO, to Opportunity Award EEO Officials who demonstrate effectiveness, or to an employee whose work is not directly (EEO)/Affirmative Employment related to EEO but advances equal opportunity Award Director's Special Recognition Recognizes any contribution that has a significant impact on any area within the Bureau at Award 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 Employees from any level whose work performance clearly deserves national recognition Recognition Award The Maryellen Thoms Assistant Recognizes on-the-job excellence among employees whose contributions positively impact Director's Award for the Health HSD, Food Services or Safety Services Division Dr. Thomas R. Kane Award for the Recognizes on-the-job excellence among employees who have made significant Information, Policy, and Public contributions in their field of technology Affairs Division 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 "Staff appreciation meals, ice cream trucks, not limited to the following: coffee trucks, they help a. Employee's picture in a prominent location boost morale and it's a b. Letter of commendation from Warden breath of fresh air when c. Reserved parking space you hear there are these d. Monthly and Quarterly events to build team cohesion and boost things." morale (e.g., bowling, cookouts) — Stay Interview e. Family events (e.g., new Correctional Officer swearing in Participant, MXR Nurse ceremony, potlucks) to include employees' families 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. "[From my supervisor] I just want • Local Executive Staff Meeting Invite — This is a non-monetary a simple email that says I offering to give employees insight into how the local Executive recognize you, you have Staff operates. By inviting an employee to attend an Executive improved, and you're doing great. Staff meeting, they may feel more valued and present in That would help me a lot, instead of only hearing from them when decisions that impact their workplace and peers. something goes wrong." • Handwritten Thank You Note - This is a non-monetary offering to reward and recognize employees for any special contribution — Focus Group Participant, FCI Otisville Employee 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. 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 Group or Current or Non-Monetary Individual New? Quality Step Increase (QSI) Additional within-grade increases that Monetary Individual (GS I CurrentlyOffered augment base pay employees only) Above Minimum Rate (AMR) Appointment of an employee at a Monetary Both CurrentlyOffered salary rate above the minimum step of the qualifying grade for superior qualifications or special need I Special Achievement Award for Recognize consistent performance that Monetary (Lump Sum) Individual CurrentlyOf vi Sustained Superior Performance exceeds normal job expectations for a (SSP) period of at least six months Factory Gainsharing Award Rewards factories within the Federal Monetary (Group Cash Award) Group CurrentlyOffered Prisons Industries, Inc SES Performance Awards Rewards excellence over a one-year Monetary (Between S - 20% of Individual CurrentlyOffered (Bonuses) performance cycle for SES appointees base pay) Letters of Commendation Rewards one-time contribution by an Non-Monetary (letter signed by Both CurrentlyOffered employee or group of employees appropriate leadership) Time Off Awards (TOM) Grants time off without charging leave Non-Monetary Both Currently Offered to recognize superior accomplishments Student Loan Repayment Provides employees a maximum Non-Monetary Individual Currently Offered lifetime amount of $60,000, or maximum annual repayment amount of $10,000 each year, per OPM guidelines Annual Leave Credit Utilized to credit prior work experience Non-Monetary Individual CurrentlyOffered towards an employee's annual accrual rate Honorary Service Medals Provides honorary recognition for Non-Monetary Individual CurrentlyOffvi significantly contributing to the mission Public Service Awards Given to private citizens and Non-Monetary (certificates or Individual CurrentlyOffevtl organizations for outstanding plaques) contributions to the Agency Bureau-wide Awards (Director's Nationally recognizes superior Non-Monetary Individual CurrentlyOffered Awards Included) accomplishments during the year Career Service Insignia (Pins) Recognizes employees for their years Non-Monetary (Pins for S-year Individual CurrentlyOffered of service to the Agency increments) Significant Accomplishment Recognizes an employee's individual Non-Monetary Individual Currently Offered Awards for Transfer or Separation contribution to a specific facility at a time of transfer or separation Retirement Plaques Given to all employees who retire from Non-Monetary Individual CurrentlyOf vi the Agency Retirement Letters Congratulatory notes from the Director Non-Monetary Individual CurrentlyOf vi of the Agency and the President, if eligible Retirement Badge Recognizes the service of employees by Non-Monetary Individual CurrentlyOf vi embossing their badge in a special casing Recognition for Service of Recognizes service of deceased Non-Monetary Individual CurrentlyOffered Deceased Employees employees Public Health Service (PHS) Recognizes USPHS employees who are Non-Monetary (medals, Individual CurrentlyOffered Commissioned Officers Awards not eligible for monetary or TOM citations, commendations, and Decorations ribbons) The President's Award for Highest honor federal government can Non-Monetary Individual CurrentlyOf vi Distinguished Federal Civilian bestow upon a career employee to Service recognize exceptional achievements Superior Accomplishment Award A lump sum cash award given or letter Monetary or Non-Monetary, Both CurrentlyOffered based on Special Acts or Service of commendation for a one-time Budget permitting contribution Local Awards (Institution-Based) Employee of the Month, Supervisor of Monetary or Non-Monetary, Individual CurrentlyOffered the Quarter, Rookie of the Year, CO of Budget permitting the Year 21 EFTA00141439 22 Superior Accomplishment Award Rewards employees who contribute Monetary or Non-Monetary, Individual Currently Offered for Foreign Language Skills through their foreign language skills Budget permitting Distinguished and Meritorious The most prestigious awards to career Monetary (25% - 35% of base Individual Currently Offered Executive Awards Senior Executive Service (SES) pay award) & Non-Monetary members to recognize extraordinary (gold pin and certificate signed king-term achievements by the President) SES Superior Accomplishment Recognition of a suggestion, invention, Monetary & Non-Monetary, Individual Currently Offered Incentive Awards or special act that has a significant, Budget permitting tangible impact Recruiter of the Mouth, Quarter, Recognizes recruiter's excellent impact Monetary (up to $250) or Non- Individual New suggestion Year Award on institution/region recruitment goals Monetary (picture at the with Incentives institution/in newsletter), Playbook Budget permitting Local Executive Staff Meeting Inviting an exceptional employee to Non-Monetary Individual New suggestion Invite attend an Executive Staff meeting to with Incentives give insight on how leadership Playbook operates Handwritten Thank You Note Recognizes employees for any special Non-Monetary Both New suggestion contribution or act of service with Incentives Playbook Lead Peer Group or Training Rewards employees with leadership Non-Monetary Individual New suggestion opportunities when they present such with Incentives potential 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 Outcomes capture performance and progress, Outcome measuring achievement of goals and informing overall success Metrics are a combination of precise qualitative Metric 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 Uses historical data (i.e., the last five fiscal years' data) to calculate a Historical Rate Average Retention Rate. This historical average becomes the baseline for comparing future years' retention rate against. Historical Turnover Uses historical data (i.e., the last five fiscal years' data) to calculate a Historical Rate 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 Regional Office SERS sends HRhID sends Repoli Office sends request SIRS rev4,n,, mates request request request to equest to IIOR and analysts to Personnel Director SERS Directors Office (PDO)and HRMO for Regional Office staff SERS reviews the approval conducts analysis analysis packet from After review, the (reviews turnover Regional Office and Director will grant a trends. staffing conducts their own final approval levels, recruitment analysis. through a written efforts for role) and memo. unites a letter SERS does not Jusufying the approve the re0lleSf. incentive and how it Region°I Office is helps the institution. rat tied. • 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 Regional Level I I Central Office I Wardens • Incentive Award Planning and Review • incemive Award Planning and Review Committee (Union rep • Approves QSis. TOM. and cash Committee (Union rep included). meet as included). meet as needed awards up to $1.500 for all needed • BOP Incentive Awards Coordinator- focal point for Issues institution employees concerning program. coordinates collection and processing • Approves suggestions implemented of awards at their institution Regional Directors • Refers suggestions to Regional Assistant Directors BOP Director Office for region.wide and Bureau. • Approves OS's. TOM. and cash awards over wide implementation consideration $ S00 for employees • Approves O515. TOM. and • Approves awards up to • Approves of regional awards. with executive cash awards up to $3000 $7500 to non-SES attorneys Human Resource Managers for employees In their • Approves Bureau-wide staff concurrence • Maintains records on awards and • Provides recommendations on all divisions awards selections suggestions nominations for Bureau-wide awards • Approves suggestions that • Delegates approval • Publicizes award selection • Approves suggestions for regionovIde have a Bureaumide impact authority of up to $3000 to • Processes awards implementation or referral of suggestions for • Oversees operations of AD/RDs and up to $1500 to • Sends requests for additional bureau-wide Implementation incenwes Awards Program Wardens. Trawling Center funding to Regional Office. Men to within their specific Directors and HRSC Chief Central Office IRA may errokIM adw regunrenn for award oppenes division • Recommends employees st ippon • Approves all Bureau-wide for awards tnat require DOJ • Serves as central records point of contact for incentive Awards Log Human Resource Administrators divisional awards approval and Personnel Folders • Suggests awards viten • maintains records on awards and their dhAsion is the lead or Department Heads & Supervisor,. suggestions s selection primarily Impacted by the • Nominates staff for awards pookiceaward implementation of the • Progides staff evaluations • Processes awards approved suggestion 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 Increase awareness Regional Central Office Once to kickoff Awareness of the playbook and Directors, (Personnel implementation their role in Regional HRAs Director's implementation Office) Email Incentives Playbook Increase awareness Wardens Regional Once to kickoff Awareness of the playbook and Directors implementation share next steps for implementation Email Incentives Playbook Increase awareness Institution Central Office Once to kickoff Awareness of the playbook and HRMs (Personnel implementation share next steps for Director's implementation Office) Email Incentives Playbook Increase awareness Employees Regional Once at beginning of Awareness of the playbook Directors 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 didit 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? -.guy • 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] 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 providedfrom 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 of2 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. HOW OFTEN SHOULD I USE THE CHECKLIST? It is recommended to determine who the high-risk groups are by using the criteria checklist at HIGH -RISK GROUPS: USE WHEN: least once a year along with reviewing similar reports (e.g., Turnover Report) to ensure proper The following groups of • You want to determine if a identification of high-risk groups. Frequently re-evaluating the high-risk groups once a quarter group of employees or a specific will help determine if resources need to be re-allocated to new groups. employees were initially individual is at a high risk of identified as being at a higher separating from the BOP risk of separating from the BOP WHAT TO CONSIDER WHEN USING THE CHECKLIST? • You want to identify the groups • The checklist is meant to serve as one general model for identifying high-risk groups, not by Central Office and Regional of employees or specific the sole resource Office Executive Staff: individuals to give incentives to • The questions are ordered by their ranking of most impactful to least impactful, as • You have limited resources and determined by the Central and Regional Office Executive Staff Correctional Officers want to prioritize who to • Not all criteria will apply to every institution, region, or group of employees incentivize Nurses • Please note there can be multiple appropriate approaches for applying the criteria New Hires WHO CAN HELP? This list should be constantly re- 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 evaluated to determine if these 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 groups are still at high-risk. the BOP, or want to learn more about the Incentives Playbook, please contact HRMD. Talk with Wardens and BOP leaders around you to share Forget to talk to your peers and executive teams to DO how you identified high-risk groups at your institution and see if neighboring institutions have similar high-risk groups. DON'T work together to identify who the high-risk groups are at your institution. EFTA00141466 Page 2 of2 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. CRITERIA CHECKLIST TO IDENTIFY HIGH-RISK GROUPS IS THE GROUP ❑ Location of Institution: Is the cost of living considered high for this location? HIGH -RISK? ❑ 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? • More than 50% of the items (7+) ❑ Job Market Competition: Is there local competition for the high-risk group to earn better or work better hours (including work have been checked YES, then from home option)? the group is likely to be high-risk ❑ Job Market Competition: Is there national competition for the high-risk group to earn better or work better hours (including • More than 75% of the items work from home option)? (11+) have been checked YES, ❑ Pay: Is the salary considered below the competitive rate compared to local competition? then the group is very likely to ❑ Schedule: Is there flexibility or multiple options for setting the work schedule for this high-risk group (i.e., night shifts, holiday be high-risk hours, hybrid eligibility)? • 100% of the items (15) have ❑ Time-to-Recruit/Hire: Does it take a long time to recruit and hire for this high-risk group? been checked YES, then the group is extremely likely to be ❑ Morale: Is the mental and emotional condition of the high-risk group considered low? high-risk ❑ 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? If you have questions, ❑ Supervisor/Manager Relationships: Does the high-risk group have a lack of qualified and strong leaders and mentors within please contact HRMD. their roles? ❑ 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. HOW OFTEN DO I USE THIS? Provide employees with timely, specific, and personalized feedback. Ideally thank yous would STAY INTERVIEW FEEDBACK USE WHEN: occur on the spot, but realistically it is most effective to provide a note of thanks or words of (Conducted Nov. - Dec. 2022): • You see employees in the appreciation within a month of the action, whether that's in person, through an email or in a hallway, signing in for their shift, 'Acknowledge staff on the spot handwritten note. or notice an individual or group when they do a great job." going above and beyond • You wish to boost morale and WHAT DO I SAY? When thanking an employee, think about including details such as: encourage employees • What action was taken and when "[Leaders] can better recognize • You want to set an example of • How it positively impacted other employees and the institution's success staff by pullingyou to the side, appreciation for other executive having a conversation with you, staff or supervisors in the institution EXAMPLES: and letting you know you are • "Thank you for taking an overtime shift today; your commitment keeps all of us safe." doing a good job." • You want Executive Staff, • "I appreciate that you shared your ideas during the staff recall. That encourages others to Department Heads and share their thoughts." Supervisors to practice • "The night/early morning shifts are crucial to keeping inmates and employees safe. Thank recognition and build stronger you for being here." "I like face-to-face recognition for connections • "Thank you for coming in early to prepare food for everyone; your efforts are appreciated." specific work and getting • "Thank you for jumping in so quickly to cover a post you're not used to." feedback, too." Take 15-30 minutes each week to walk around your Use primarily generic, broad thank yous that DO 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 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." WHAT DO I SAY? SPEAKING POINTS: Consider writing a newsletter once a month or once a quarter to USE WHEN: share consistent communication and frequently-occurring highlights to I want to use this newsletter to be transparent about • You feel like you do not have employees. You can include the following items in your newsletter: consistent interaction with employees what is happening in our institution and providing a You feel there is a disconnect in • An update on what is going on in your life and around the institution way for staff to recognize one another. communication between levels or • Highlight upcoming events or programming shifts • Highlight different operational or policy changes Due to scheduling conflicts or • Appreciation for employees or leaders who are consistent, reliable, I'm excited to use this form of communication to institution specific situations, you and hard working (i.e., an employee or group spotlight) better share news and achievements from our often don't have enough time to visit • Share institution or regional achievements (i.e., how many medical employees, but you want to make trips were completed, how many meals were served, new processes institution, our region, and all of BOP. sure that all are aware of what is implemented) going on • Highlight new trainings and teams at your institution with a point of You have heard that employees want contact more transparency and information CLICK HERE FOR TEMPLATE from leadership You think your employees need more avenues for recognition WHAT MATERIALS SHOULD I USE? NEWSLETTER TEMPLATE You want to share major Consider using the template attached on this page in the blue box. accomplishments made by individuals Include your employees! Ask what they would like to see and hear or your institution about, then update the template to match the needs of your institution. Provide various details and segments in the newsletter. Try DO 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. HOW OFTEN DO I SHARE THIS INFO? These "Contribution Reminders" can be shared when your Executive Staff completes STAY INTERVIEW FEEDBACK USE WHEN: required monthly or quarterly reports for your institution or region. You can share the (ConductedNov - Dec. 2022): • You wish to boost morale and information with staff at a staff recall, through the newsletter, or in an email. remind staff of the big picture "I like interacting with inmates. I • You want to highlight all WHAT IS IMPACTFUL TO INCLUDE? want to learn how to say something departments and employees' • How many FSA programs were offered or conducted this month or quarter meaningful!" impacts in a specific way • Number of inmates kept safe through events such as medical transports You want Executive Staff, • Amount of contraband discovered Department Heads and • Employees who have made a level of tenure "BOP is great about allowing you to Supervisors to practice • Promotions recognition and practice tying • How many inmates complete their GEDs this year do collateral duties and be part of seemingly small contributions to • Did our institution or any staff members get recognized locally, regionally or at BOP? things besides your job. I joined the larger institution or Bureau-wide DCT (disturbance control team) impacts WHO CAN HELP? team as a medical staff member Work with Department Heads and Executive Staff who frequently work on routine reports to and it helps me do something 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, bigger than my position which number of new hires that joined during the quarter, etc. This is also a great way to increase provides a wealth of knowledge." connections between departments and cross-train leaders! Utilize BOP's core values (Courage, Respect, Integrity, Highlight negative events or areas where the DO Correctional Excellence) and connect employee contributions to the BOP's impact. DON'T 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 Employee Appreciation Team Bulletin Board Department Appreciation Sports Viewing Party Offering (i.e., team walk, Meal Superbowl, World Series) (for shout-outs, compliments, Lunch achievements) exercise class, yoga at institution) • Time to Plan: 2 weeks • Time to Plan: 1 month • Time to Plan: 2 weeks • Cost $$ - $$$ • Time to Plan: 1 month • Cost $ - $$ • Cost: $$ • Time to Plan: 1 month • Frequency:Twice per • Cost $ • Frequency Annually for each • Frequency: Quarterly • Cost $$ - $$$ quarter • Frequency: Twice per quarter department • Frequency: Quarterly Correctional Worker's Supervisor Thank-You Shift Appreciation Meal Meal with the Warden Institution Talent Show Week Notes (Le., Morning, Night) • Time to Plan: 2 weeks • Time to Plan: 1 month • Time to Plan: 1 month • Time to Plan: 1 week • Time to Plan: 2 weeks • Cost $ - $$ • Cost $ - $$ • Cost $$$ -$$$$ • Cost: $ • Cost: $ - $$ • Frequency: Quarterly, • Frequency: Annually • Frequency: Annually • Frequency: Monthly • Frequency Quarterly alternating shifts Local Event Family Potluck (i.e., bowling with approval Volunteer Day (i.e., work (with approvalfrom local Employee Cook-Off Birthday Shout-Outs from local executive staff) with local non-profit) executive staff) • Time to Plan: 1 month • Time to Plan: 1 month • Time to Plan:1 month • Time to Plan: 2 weeks • Time to Plan: 1 month • Cost: $ - $$ • Cost $ • Cost: $ - $$ • Cost $ - $$ • Cost $ - $$ • Frequency: Annually • Frequency: Monthly • Frequency Twice per year • Frequency:Twice per year • Frequency:Twice per year WHAT "Staff appreciation meals, ice cream trucks, coffee trucks, they help KEY: $ low-cost option boost morale and it's a breath offresh air when you hear there are $$ some costs associated, utilize the Employee's Club or Union WE HEARD: these things." $$$ higher cost option, plan for funding 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: HOW DO OFFICE HOURS WORK? INVITING STAFF: Give employees multiple opportunities throughout the month (during various shifts, if You want to connect with possible) to stop by and check-in with you. Suggest employees and/or leaders come by if they Institution employees and employees on a more personal want advice on career development or have ideas for bettering the institution or the BOP. level leadership - please feelfree to • You want to offer opportunities Consider a catchy title for the office hours - such as Wednesdays with the Warden. You could stop by my office from 4:00-5:00 for employees to share ideas, also consider offering brainstorming sessions for employees and leaders where everyone is on Wednesdays this month. concerns and insight encouraged to share advice, ideas and feedback. My door will be open, and I • You want to share tips and tricks would love to hear from you. You with junior employees and set HOW DO I PREPARE FOR OFFICE HOURS? can come with ideas for an example for other leaders to • Provide equal effort regardless of the shift where office hours are held do the same • Remind employees of office hours as they approach bettering our institution, talk • You want employees to feel • Be prepared to take concerns and ideas with an open mind about career development, or heard and valued • Look into upcoming trainings and career-development opportunities to share with simply check in. employees looking to further their skills • Be prepared to answer questions or refer employees to resources WHAT WE HEARD: • Mentally prepare for employees to come with problems or complaints that are larger than "We have a new Warden who you can handle. If this happens, tell them that you will follow up with appropriate resources communicates with us on how we and/or suggestions. can better ourselves." Thank employees for coming to your office hours! Advise other executive staff to host office hours to let DO 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 haveyou on our team serving the BOP mission!, Things Top of Mind (Example]: I IM116 et 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 • Dedicate time for tenured employees to give advice and share knowledge with individuals new to BOP or the institution Objectives • 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) Time: 5 minutes Welcome (3 minutes) • Thank them all for attending • Facilitator(s) and notetaker provide brief introductions of themselves ilk 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) Time: 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)? 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) Time: 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! 3 EFTA00141476 15BNAS21D00000114 Page 1 of 24 SOUCITATIONICONTRACT/OFtDER FOR COMMERCIAL ITEMS REOUISITIOANLIABLI4 0 EROR TO COMPLETE BLOCKS 12, 17, 23, 24 & 30 2 CONTRACT AO 3 ANAJGOEFFFCTWE 4 OICES NLP.MEN • SOU WATION NUMBER a 501...TAPIA SSUE DATE DATE ISBNAS21D00000114 10/19/2020 ISBNAS20QVNP10032 1,• 12/2020 a NAME ti TELEPHONE NUYBER (No caber Ws! 8 OFFER OUF DATE i I OCAL 7. FOR SOLICITATION I NE INFORMATION CALL: ix 25 2020 12.00 FT 9 ISSUER BY ooF ACILSITION IS I1 IMPFSTFOCtrn OR aF1 MOE 100.00 14 FOR ECikral litgetklof Rhin!. ' AqUIlliOrb 1111111CIIN311,11.1! )20 Ftn.• Street \VI 74Ar ONSINESS ❑ ELWA ACtievisin40 WA. ats %ass (n0S3: 04E LNIEK THE ACoEsHavridt OuTniESS PROGRar El - .82CHE Sam nimcs '4102 Nein 401-5 ❑ sososs WA.SIIINU ION, DC IONIA ❑ r ma Po • iv, /wit ❑ sCA: PIE srAnnAnn 16, 500,000.00 • 1. DELIVERY FIR RIR OFSTINATiON • 2 DISC11;%1 - ERRS • In RATING .1i. FES M OCR IS MARKEL) - 3a THIS CONTRACT IS A . SEE NI: T 30 =ATE° ORDER UNDER DPAS • 5 CFR 700/ 14. METHOD OF SOPOITATON = FAHEDULE x RFO ❑ IFS RFP 'S CFI OF P TO CODE I 1Sal. A0 i...41o.IST:RFC RY CODE i INAS Federal Ricca° of Moms • h r li RUM of Prisons COM•IlleCWITICCAkt.g0V lie): Acquisition Office • .,..:iitons Ikea: \ Mond Actuftwons Section LS Anna) Forces Reserve Complex L • • IC Suect \W 346 !acne Ewe% Drive , h oi MI.5 Opted Prainc, TX 75051 '. ASIIINGTON, Ix' 20534 i Ts CONTRACTOR/ 000E 4 21306404 'AcL" 21713171 • Rs PAYVENT WLL BE WOE BY COLE BCO OFFERT.R cfIDE Ficasc ensure motet ter the full o: Ira& :ANUS ASSOCIATES, INC. Federal Burr= of ['think< ,mder nurnha !Mini Nauss» Ab Aofthemlous lhareACentral MCC IlthIlICKN Office 811S 320 2iry Sind \W colseonessorTACCIAT•Piv Soon A)I-4 WASIIIKO TON, DC 2054E ni 76 CHECK IF REMITTANCE IS I) FFERENT AM) PUT SUCH AVORESS N 81) SUBMIT iNVOI.et -OD- s E a. EH ....\ N BLOC,. 189 UAL ESE BLOCK BELOW S -,••ECKFII SEE ADOENOW .IFFER 2t. n 23 DUANTITY UNIT unr Ppicr Delivery Dale: 10/19/2020 National LAP Services See Continuation Sheets) G.-Rt.-4.4... 4,is1 fAlsinea/Pwisai Vann.%) iS A Ofill AITINO AND APPROPRIATION DATA it TOTAL AWARD AMOUNT (For Grad Ow Only) See l ine Item Detail 5608 650 00 ❑ 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 El ARE ARE NOT ATTACHE C 28 CONTRACTOR S REQUIRED TO SON - KO DOCUMENT AND RETURN I COPIES 0 29. AWARD,S CONTRACT REF °UMWloftOFFER DATED OW 1, 2020 ISSUINS OFFICE CONTRACTOR AGREES TO FURAISHANR Oft PIER All ITEMS PT FORTH . YOUR OFFER ON SOLICITATION IGLOO( 5) INCLUDING ANY ADDITONS OR DR OTHERMEE ICEN1 FED ABOVE AND ON AAP ACCITIONAL SHEETS SUBJECT TO THE 3KANGES WHOM ARE SET FORTH -ERE N IS ACT.EPTED AS TO ITEMS: ERNS ANTI ()OWN T OAS SPECIFIFIT III 3.3e S GritATURE OF OPENCRCINTRACTOR ;Is WITTE, STATES OF AML4CA (SIGNATVRE OF CONTRACTIN3 OF: CEP; ITN NINE AM) MLR OF SOWER ( TYPE OR RAW, ) I t.,f; DATE RIAU) 21'3 NAVE OF THE CONTRACIlte OFFICER (TYPE OR PRINT) :•E LATE St >NW 10/19/2020 9/28/20 AUTICRIZED FOR LOCAL REPROP1CTION STANDARD FORM 1449 MEV. 2270121 PREVIOUS EDITION IS NOT USAB_E Pnasoltio Cy GSA • FAR (48 CFR) 53212 EFTA00141477 15BNAS211:100000114 Page 2 of 24 19. 2O. 21. 22. 23. 24. I- EM NO. SCHEDULE OF SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE 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 32c. DATE 320. PRINTED NAME AND TITI F OF AUTHORIZED GOVERNMENT REPRESENTATIVE 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 36. PAYMENT 37. CHECK NUMBER CORRECT FOR • COMM FTF • pARnAt FINAI 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 15BNAS21 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 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 4 List of Attachments. 24 EFTA00141479 15BNAS21D00000114 Page 4 of 24 Section 2 - Commodity or Services Schedule Contract Guarantee. MDITIJM %hernial- Maximum Maximum 3uaranteed Duan:ity Guaranteed Amount Gua'an:eed Juan:ity 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 EA Drev ous: Previous: $0.00 37,000 Employees x Price/Year = Price per Employee/Year $0.0000 Change: S608,650 00 Base Year: 10/19/20-9/30121 Change- Zumml S608,650.00 Firm Fixed Price 516.4500 PSC: R431 Base Penod Current: $16.4500 ITEM NO. SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICF AMOUNT 0002 EAP 8 Wona fe services 37,000 EA -.,\, -,,,, Previous: $0.00 37,000 Employees x PriceNear = Price per EmployeeNear $00000 Change: $608,650 00 0:tion Year 1: 10/01/21-9/30/22 Chalin Ourrenl $608,650.00 Firm Fixed Price $16 4','n: PSC: R431 Ueexercised Option Current: $16 4500 ITEM NO. SUPPLIES/SERVICES QUANTITY UNIT UNI I PRICE AA1OUNT 0003 EAP & Work/Life Services 37,000 EA Frevous: Previous: $0.00 37,000 Employees x PriceNear = Price per Employee/ear 50.0000 Change: $626,780 00 0:tion Year 2: 10/01/22-S•30 23 Change .:un-ent 5626.780.00 Firm Fixed Price 516.9400 PSC: R431 U-exerased Option Current: $16 9400 ITEM NO. SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT 0004 EAP & WaxiLfe services 37,000 EA °revous: 37,000 Employees x Price/Year = Price per Employee/Year Orion Year 3: 10/01123.9.3a24 Firm Fixed Price 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 EA arevous: 37.000 Empoyees x PriceNear z. Price per Employee/Yea S0.0000 0:tion Year 4: 10/011244.30 25 Change Firm Fixed Price PSC: R431 U 'exercised Option ITEM NO. SUPPLIES/SERVICES QUANTITY UNIT UNI I PRICE AMOUNT 0006 EAP .4 We-e4L re services 37.000 :A oiev ,:us 37,000 Employees x Price/6 months= Price per Empoyee/6 months $0 0000 Potential 6-month Extension: 1041/25-3/31/26 Firm Fixed Price PSC: R431 Unexercised Option 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 $313,390.00 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'TRACTORRESIDENCY REQUIREMENT BUREAU OF PRISONS (JUNE 2004) For dime ofthe five years immediately prior to selmission ofan offeribidhucte, or prior to performance under a cant or commitment, individuals or contra=amiloyees providing services must have 1. Legally resickdin the UnitedStates (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. [EndofClair] 52218.000 CONTINUING CONTRACT O' ORMANCE DURING A PA 1:1 IC INFL 0 IF OROT1TER NATIONAL o GENCY (May 2008) 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 andTennination for Default clauses usedin 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 andemployees on the kinds of actress to be taken to ensure the continuity ofoperations 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 ofactions 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 ofa 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. • nettyrnire 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 theDepartncot to fillgaps as necessary. This mears direct communication with the Contracting Offaxr or inhis/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 ofopaations. The Department does reserve dc right in sudiemergency situations to ter Fedaal anployers, anployecs ofother agarics, cant sumort franother existing contrmas, or to enter intonew contracts for aitical micron services. Any new canting efforts would be acquired following the guidance in the Office offedaal ProcummartPolicy issuance "Emetgoncy Acquisitions", May, 2007 and Subpart 18.2. Emergency AcquisitionFtrxibilities, oftheFedaal AcquisitionRegulations. [Endof Clause] EFTA00141484 15BNAS21D00000114 Page 9 of 2g: EUAR-PGD-15-03 Security ofDepartment Information and Systems i. Applicability to Contractas and Subconnactors This claim applies to all camactas andsubcanractas, 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 ofDOi information,it establishes and implements specific DOJ requirements applicable to this Cant.The requiremaus establishedhaein an in aldition to those requited by the Fetal AcquisitionRegulationeTAR"), includingFAR 11.032(g) and 52239-1, the Privacy Act of 1974, andany other applicabb laws, mandates, Procurement Guidance Documents, and Executhe Oriels paiaining to the dackpment and operationofInformation Systems anddr protectionof Government information. This clause does not alter a diminish any existing tights, obligation or liabilityunder any other civil and/or criminal law,rub, regulationor mandate. iL General Definitions The following general definitions aptly to this clause. Specific definitions also apply as set forth in other raragaphs. A. Womanmeans any canmunicationor mprtsentationoflcnowledgc suchas facts, data, or opinions, inany 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 ofkin 13. e , 'Identifiableinformation (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, andcriminal orcmploymmt history and information, which canbe used to distinguish or nee anindividual's idernity, suchas his or her mme, social security nunber, date and place ofbirth, mother's maidenname, biometric records, etc., including another pasonal information which is linkedor linkable to an individual. C. DOJ Information mars any Information that is owned, produced, carolled,landz 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)managedor acquired by Conti-idol for the DOJin connection with the performance oftie contract, and/ (3) acquiredinatkr to perform de contract. D. Information %stem meats any!maces, or set ofIt 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 modfor, involved with, or allowing, the processing, storing, or transmitting ofDOJinformation. ill. Confidentiality and Nondisclosure ofDOJinformation A. Preliminary and final cklistrables and allassociated %%pricing papas andmaterial garrated by Cantor containing DOJ Information are the property of the U.S. Govarment andmumbe 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 andmaterials inaccordancewith FAR 52.227-14. i3. All documents produced indr pafonnanx oftits contact containingDOJIncarnationare 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. AnyDuiinfamationmade available to Cantor under this contract shall be used only for the purpose ofperformance of tics cotmact and shall not be divulgedor male knownin any manna to any persons accept as may be necessary in the performance ofthis contrm.In performance ofdis cant,Contractor assumes nsporsibility for the protection of the confidentiality ofany and allDOJInformationproctood, 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 ofContractor's law:ledge and belief, the tyre, aman, and level of sersitivity ofthe 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, storedor transnittedunder de Contract and whether such information includes social security numbers (in whole or inpart). IV. Compliance with Information Technology Security Policks, Procedures and Requirements A. For all Co aed information Systems, Cart actor SR comply withall security requiranans, inducting but not limited to the regulations and guidance found in the Faktal Information Scarcity Management Act of2014 CTISMA"), Privacy Act of 1974,E- Go ernment Act of2002, National Institute ofStandards andTechnology ("NEST") Spacial Publications esn,includingNIST SP 803-37, 800-53, and 800-60 Volumes I andIi,Federal Information Processing Standards ("PIPS') Publications 140-2,199, and200, OMB Memoranda, Fedaal Risk and Authorization Manganant Program(fedRAMr),DO IT Security Standards, includingDOJ Order 2640.2, as amended. These nxtuntments include but arc not limited to: 1. Limiting axes to DCU infommationand CoveredInformation Systems to authorized uscrs and to vat ba-uuns and functions that authorizedusas are permitted to texacise; Pm iding security awararss training including, bra not limited to, nxognizing andreportingpotaiial indicators ofinsider threats to teas and managrs ofDOJ Information and CorcredInformation Systems; 3. Creating, pawing, andretaining Co cred information Syaern audit records, repasts, andsupportingdocumanation to amblere iming, monitoring, analysis, in estigation, reconstruction, andreporting ofuniay.ful, unauthorized, or inapAup iaa activity related to suchCo ard Information Systans and/or DOJ Information; 4. Maintaining authorizations to opaate any Co avd information System; 5. Parenting continuous monitoring onall Clowned Information Systems; 6. i stablishing andmaintaining baselim configurations and in armories ofCovered Information Systems, including hardware, software, firmware, and documentation, throughout the Information Syste Development Lifecycle, andestablishingand enforcing sccurity configuration settings for IT products employed ininformation Systang 7. Ensuring appropiate contingency planning has been patterned, including DOJInformation andCovered Information Syste backups; 8. Identifying Co erect Information Syste usas, processes wing on behalf ofusers, or de ices, and authenticating and aifying the identifies of such users, prxesses, or de ices, using multifactor authentication or1ISPD-I2 compliant audentication methods what required; 9. Establishing anopezational 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, andreporting incidents to appropriate officials and authorities whir Contractor's organization and the DOJ; 10. Performing periodic and timely maintenance onCoveted information Systems, and pro iding effective controls on tools, techniques, methanisms, andperscarl used to conduct such maintenance; 12. Protecting CoveredInformation Systc media containingDOJ Information, includingpaper, digital and electronic limiting=ass to DOJInformation to authorized usas; and sanitizing or destroying Covered information Systc media containing DOJ information before disposal, Masa or rase ofsuch media; 13. Limiting physical access to Covered information Systems, cquipmera, 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 andsupport 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 antedinformation 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 supportedby 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 informationshall berotund to the D01in a format and formaxepable to the DOJ. The ran al and returnof all DOi information mist be accanplished in accordance with DOJIT Scanty Standard roquiranents, and an official ofde Contractor shall pro ide a %written certification certifying the =oval andrerun ofall 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 withany security requitement, or indr event ofan information Syste Security incident (see Section V.E. below), where the Department detainlois that either c antgi cs cause for such action. The suspension ofaccess to DQ1Information may last until etch time as DOI, inits sole disaeticn, &laminas that the situationgivingrise to such action has beencorroctedor 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 thatupon oequest by the CO, Contractor mutt immediately return allDOJ 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 describedinMST SP 800-145, The NEST Definition ofCloudComputing. For dr sake ofthis pro isionand 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 ofany CSP unless: 1. The Cloudsystc andCSP ha e beenevaluated andapprovedby a 3PAO certified taller FedRAMP and Contractor has pro idcd the mast current Security Assmsnent Report("SAR') to theDOJCO for consickrationas part ofCauractor's o call Systc SecurityPb, andany subsequent SARs within30 days ofissuance, and has receivedan ATO fro the Authorizing Official for the DOI component responsible for maintaining the security confidentiality, integrity, and availability ofthe DO.i information under contract; or, 2. if not certifiedunder FaIRAMP, the Cloud Syste andCSP have rood elanKID sigtrd by the Authorizing Official for the DOJ component imponsible for maintaining the security, anifidathality, integrity, anda ailability of theDOIinformationunder the contract. C. Cella-actor must ensure that the CSP albws DOJ to access and 'erne c any DOJ information i d, stored or transnittedin a Cloud systc under this Can't withina mascnable time ofany such request, but in no event less than48 bons fro the rogues. To crane that the Dal can filly and appropriatelysmith andretrieve DOJ information fro dr Cloud system, access shall include any schemas, meta-data, and other asseciateddata artifacts. VI. Information System Security Breach or Incident A. Definitions I. Confirmal Security Breach (hatinafter, "ConfirmedBleach') means any confirmed urntahorized atposuie, loss of control, compromise, cxfiltration, manipulation, disclosure, acquisition, or accessing ofany 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 andInformation Syste Security Breach. 3. Seatrity incident mars any Confirmed or Potential Co BredInformation System Security 13verch. B. ConfirmedBroth. Contractor shall immediately (and inno c ant later than within 1 hour ofdiscovery) report any Confirmed Breach to dr DOJ00 and the CO'sRepresented c ("CDR"). If the Confirmed Brachoccurs reside ofregular 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 inno event later than within 1hair ofdisco cry ofthe Confirmed Bleach), andshall notify the CO andOOR as soon as practicable. C. Potential Bleach. EFTA00141488 1驱N婚21D00000114 Page 13 of 24 1. Centractor shall reportany Potential Breach within 72lbws ofdetection to the D01CO and the CDR,unless Contractor has (a)completed its in estigation ofthc Potential Brach in a.ccordance with its owninter 枫I policies and procedu1、faridentification, in estigation and mitigation of Security Ircidens and(b)determined tintthat has been no Confirmed Bara：h. 2. IfConnaaor has not ma& a debunk rion vvithin 72 hours笛（梵trctinn ofthe Potential Breach wtether an Ccnfirmed Etrach has ocarral,Contractor shall rq)ortthe Potential Reach to tic DOI00 and COR within ar-hour(Lc ,73 hours firm detectionofthe Potential Bata：h)．Ifthetime by which to report tic Potential Breach occurs outside碰K君ular business hours and/or ncillxrthe DOICO nor the CDR can beitached,Ccfmactor mustcall tic I刃J Computcr Emergary Readiness Team(D0J-CERT) at I-866一US4-CE 乏T(I-&镉-874-2378)withincnc-hour（讹．，乃hours fro detection oftic Potential Breach)andcontact the DOJ CO andOOR as scon as practicable. a Any report submittedin accordance with paragraphs(B)and(C),abo a shall idattify(1)both the Information Systans and DOJInfamationin ol (Aor at risk,including the typt,amount,and k el ofsasiti ityofthe DOJ Information and,iftic 加3 Information corsairs PII,thc estimated number ofuniqicimamsofPII,(2)all siqs and prox cs being undertaken by Cattractor to minim i ,ra11edy,and/or in estigue the Security Incident,(3)anyand all other information as requimd by the US- CERT Federal Incickft Notification Gukkl诋s,including the functional imps：t,information in1pact,impactto ma) ,threat ectcr,mitigatbn details,and all a ailable incident hails；and(4)anyotherinformation specifically requested by theD0J.Contractor shall continue to pro kb written updates to the DOICO regarding tic status oftic Security Incidentat 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 sanerofficials orthe DOJ Cat ManagementTea at DOJ's discretion. F. Upon notification ofa Security Incidentin accordance with this section,Contractor must provide to DOIfull accessto a』秽 affected or potentially affectcd facility and/or Information Systan.imbKling access by the DOJ OIG and Fedaal law enforcement orgartitations,and undertake any and alllisp:use actions I垧I&lambs am requiltd to ensuethe protection ofDOI Information, including pro iding requested images,log files,and e information to facilitate rapid nesalution ofany Security bridal. G. DOJ,at itssob discretion,mayobtain,and Contractor will permit,tic assistance ofother federal ag:ncics and/or third party cam-actors or firms to aid in nsponse acti ides related to any Security Incident.Additicnally,DOJ,atits 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,withexp raw in incident rat劫nse,compromise a镳：ssmatt,and federal searitycontrol reqtimments,to =ductathorough ulnerability and security assessnentofall 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-partycontractors or finns at tic requestor dim/ion of DOJ,may include inspections,in csti踟tits, forasic re icws,data analyses and processing,and final detennbations ofresponsibility for the Security Incidentand/or liability for any ackliticall reqx acti itics.Contractor§all be nesper敝bile for aII costs a亚I mlatedrsXi= allocations mcpimd for all such 氏醇狐］骈：acti ities mlated to any Security Incident,including the vest ofany penetration testing. VII. Pasonally Identifiable Information Mill-ration Requirement antiwarcertifies 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 reasonablydetarnined by DOJ to ha c been,cantranised.Any natification§昭II be ccordinatcd with the DOICO andshall not proceed until the DOIhas made adetaminatien that notification 认ould not impede a law enforcementinvestigation orjeoparlize naticnal security.The method andcontent ofany notification by Contractor thall be coordinated with,andsubjectto tic apIroyal of,DQI.Contractor shall be rest为nsible far taking corrective action consistent 认ith DOJ Data Breach Notification Procedures and as directed by tic DOICD,including all COgS andexpenses associated with such corrxti e action,which mayinclude 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 Ktforth in the preceding paragrapis ofthis c姻iseapply to all subcontra.ctas and CSPs who pale= work in connection with this Contract,including any CSP providing sentes for anyotter CSP under this Contract,and Contractor shall flow do;mins clause to all subxntractas and CSPs performing under this contract My btrach byany subcontractor orCSP ofanyof 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 ofless 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 oforders 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 ofany 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 ofdelivery 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 ofconflict 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 ofrevisions to prevailing labor rates provided by the Secretary of labor. The option provision may be exercised more than once, but the total extension ofperformance 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 gumated 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 communicationor representation oflea 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 Systans instruction (CNSSI) 4009). Infoonation systemmeansadisctetcsct of informationresaaces ceganized far the collection, processing, maintenance, use, sharing, dissentimtion, or disposition ofinformation (44 U.S.C. 3502). Safeguarding means meastues or controls that are pacribed to protect infamationsystems. (b) Safeguarding requirements at:diva-Sures. (1) The Contractor shall apply the following basic safeguarding requirements and procedurs to protect co (bredcontractor information systans. Requimments and procedures for basic safeguardingofco erred contractor information systans shall include, at a minimum, the following security controls (i)Limit information syste access to authorizedusers, processes acting on behalfofauthorized uses, cede ices (including other informationsystems). (ii)Limit information systc access to the types oftransactions and functions that authorized osiers arc (ermined to =cute. (ii) Vcrify and ccntroVlimit connections to and use of external information systems (i ) Control information posted or processedonpublicly accessible information systans. ( ) Idanify information systc usas,prin.-viz acting on behalf ofusers, or devices. ( i) Authenticate (or crify) the identities of those users, processes, or &vices, as a prerequisite to allowing access to organizational informationsystems. ( i) Sanitize or destroy information syste media containing Falaal Contract informationbefore 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 andmonitor isitor t-tivity, maintainaudit logs ofphysical access and control andmanage physical access de ices. (x) Monitor,MIMI, and protect organizational communications (i.e., information transmitted or rccei ed by organizational informationsystems) at the external boundaries andkey internal boundaries of the infamationsystems. (xi) Implement subnetworks for publicly accessible syste components that are physically or logically separated fro interml networks. (xi) Identify, report, andcorrect information andinformation system flaws in a timely mailer. (xiii) ProvideII (ionfro malicious code at appropriate locations within organizational information systems. (xi ) Update malicious code protection mechanisms whennew releases am available. (xv) Perform periodic scars of the information systc and real-time scans offiles from external sautes as files are downloaded, opened, or accutaL (2) Other repayments. This clause does not relic e the Contractor ofany oiler specific safeguarding mqtimments specifEd byFe laal agaries and departments relating to co trod contractor informationsystems generally or other Fedaal safeguarding requirements for controlledmciassifiedinformation (CUI) as established byExecuticOnla 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-shelfitems), 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 ofany 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; ofits intent to extend at least 60 days [60 days unless a different number ofdays 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 ofany 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 OfFunds 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 15BNAS21D00000114 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 ofa ailability, to be confined in writing by the Contracting Officer. (End of clause) 52.232-18 A ailability OfFinis (Apr 1984) Funds are not presently available for this contract. The Goverment's obligation ruder this contract is contingent upon the availability ofappropriated finds from which payment for contract purposes can be made. No legal liability on the part ofthe 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 ofPrisons (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 ofDefense (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 ofthe 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 ofthe 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 ofnot 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 ofnot less than 3 years after the end of the contract term must also be pro idcd. (d) E idence ofinsurance 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 ifardware, 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.111-117, 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 IssuedDirectly Under Small Business Reserves (Mar 2020)(15 U.S.C. 644(r)). (26) 52.219-33, NaimanuficnrerRule (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, ChildLabor—Cooperation with Autkrities andRemedies (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 inPawns (Jan 2019) (22 U.S.C. chapter 78 andE.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 -shelfitans or certain other types ofcommercial itans as prescribed in 22.1803.) _070 52-273-9, Estimate ofPuct.utaw ofRecovatdMaterial Content far EPA-DcsignatedItems (May2008) (42U.S.C. 6962(c) (3)(AXii)).(Nbt applicable to dr acquisition of commercially available off-the-shelfitems.) (i) Altemate I (May 2008) of52.223-9 (42 U.S.C. 6962(i)(2XC)).(Not applicable to de acquisitionof commercially a aibble off- the-shelfitems.) (38)52.223-11, Ozar-Deptaing Substances andI ugh Global mt ing Potential Hydrofluorocarbms (Jim 2016)(6O. 13693). (39)52.2B-12, Maintenance, Service, Repair, or Disposal ofRefrigaation Equipnent and Air Conditions (Jun 2016) (E.O. 13693). _(40X1) 57-293-13, AcquisitionofEPEATe-RegisteredImaging Eqtipment (Jun 2014) (E.O.s 13423 and 13514). (i) Alternate I (Oct 2015) of 52.223-13. _(41X1) 57, 73-14, AcquisitionofEPEATe-RegisteredTele isions (Jun2014)(6O.s 13423 and 13514). (i) Alternate I (Jun 2014) of52.223-14. (42)52.223-15, Energy Efficiency in Energy-ConsumingProducts (Dec 2007) (42 U.S.C. 8259b). (43)(i) 51793-16, AcquisitionofEPEATe-RegisteredPaschalComputer Products (Oct 2015) (6O.s 13423 and 13514). (i) Alternate I (Jun 2014) of52.223-16. EFTA00141496 EFTA00141497 19-LI,Z75.30 (900Z cP1) n 31Lu331iV (PP) (£00Z idV) I 311= 3111/ (!!) '00z D's-n oi Pre (q)I I7Z %kid '351190 (900Z cPA) slossDA le!al3ww0) tell-•S'f1P31mO 'CI= !id 10.1301131RPid 41,9-L17Z-Z5 (!X£9) — «CIXP)LE9'3•S'n SiXLioZ gin= ICOqnS 513:01S0U ileewS 01 S1113111Xed `5-Zt7Z7S (Z9) x ‹IZSS '35"n (966i 2ny) sluen2aJeS X1YroDS Xpe-lid `1-6£Z79 (i9) — . (Z£££ i£) (1'ioz xevg) xued P11111 lo3w,r+od kx-a-z7g (oo) '(z£££ '35'f-1100oz InDlinwoteueiN PlemVID.1 339(S usP131I1O-3kIsuukt sPun13!unro313 AlluatuXed `17£-Z£Z7S (60 — •(ucuysTi 1£) (810Z1•Xl)Watulietiew premV Jo; ulzilEAS—nisIrell. SPOU 3glan-130 WattlX2d V - Z£Z7S (SO X <WLO£Z •3•Tri ol ‘sost, D'sn I 0 (Li oz ow) sw311 le!alannue0 su3n1Xedlu3wIlmq `0£-Z£Z7S Qs)— '((PLOEZ •35n oi ‘sosi7:3's-n 10 (zooz oioA)swon Maiom 0330 swellaindiu 2uPueu!i101 sauD.L`6Z-Z£Z7S (9S) — '(2Z0Z Inlf) S11131103130Jd II4.183j UpliD3 U0 Ye", `zI-6zz•zs. (50 "35-n z0 (Looz oN) EDIV A3u3213w3.1D~ 3PPI1O al9MAU03CITIS ao SUOglil5n2l `9-97ZZS (t7g) :ysTi zt,)(Looz oN) 4w-los vaiv XDIDaDttl3 JO .13EISKI JO 339CN `1,-9ZZ'ZS (£9) — .(3:0 NIZO£Z D's-n m !sow moik uoRwpoiOnV osua.KI leucgeNI ‘poptn we se `m uc933S)(9I0Z 43O)S3re3S P3gun 3913P!sinO suoPlind 4 !inwS 31e !id 2LIFLoli3d s 8313PiRICO `9Z-S-a7S (ZS) •gnwau 3quoluatanxba °quo panuo3 gassy ul3gru ongjo 342 4 Fu3s!uuN minas Pre `suoPetol30321‘5:O3) 000Z 31111O SJSeqaind US!a10.3 ~ 110 SUD!WIS321`£1-grag (10 X <31011 io££ '35'n 61 "b3s p`IOSZ '35T1 61) (6I0Z 13O) 9 113LUD3-12V opeu.'S-SWZS (00 - '£-SZZ75 (MOZ kiN1) in 33tUrniV ( — .£-SZZ'ZSP (HOZ API) n 31LUXni\/ (P!)- '£-SZZZ530 (tIOZ API) I 31=m1Y (!!) Tb-ZI I Pre `Zt-Z I I `I b-ZI I `8£i-01i `ISZ-601 `691-601 `ES-601 `ZOC-S01 `98Z-80I 48L-80I `ZS!-(01 "I %RI 100t7'D'S'Il 61 ‘310t1 908£ J'S'n61 Z I IZ .35'n 61 "mou i0££ `03 =LIM '35Y1 It7)(bIOZ A20)131/ gull PgE1-51131113215V 3PP-11 33r3—ue3P3wV XnEl `£-SCZ75 (!X61') •(£8 rudey3 •35n (HozAoiN)sp!idchiS—oRD1lowv xn£I 1-szz•zs (80 — •£-1=5.10 (L 10Z uef) I ~Pi C!) — <WS'S "J•Tri s) (L. loz uor)noggeu.x3o `cszers ()(&) x '(£69£1 'O-3) (910Z unf)sumo3 `IZ-£ZZ'ZS (9b) — '(£69£1 'O3) (9IOZ unf) slosQDV `0Z-£ZZ7S (S14 *(£159 'CQ)(INDZ unf) 2u! 31P.IM 2u!åss3 Poi 02$1 s3PRod 10~3 2uftnkozu3 `.8 I-£ZZ7S (fl,) P lZ 06ed v 1.O0000CILZSVNEISI. 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 incorporatedin this contract by rofertnce to implement pro isions of law or Executive orders applicable to acquisitions ofcommacial items: [Contracting0ificercheckas appropialed (1) 57-779-41, Service Contract Labor Standards (Aug 2018)(41U.S.C. chapta 67). (2) 57-779-42, Statanent ofES 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 andOption Octanes) (Aug 2018) (29 US.C. 206 and41U.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 ofCertain Equipment—Requirements (May 2014)(41U.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)(41US.C. chapter 67). (7) 52-779-55, Minimu gesUnder 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, PromotingExcess FoodDonation to Nonprofit Aganizations (Jun 2020) (42 US.C. 1792). (d) Comptroller Genemla-gm:intim ofRecord. 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 ofthe simplified acquisition throshold, as definedin FAR 2.101, on the date of award of this contract and does not contain the clause at 52215-2, Audit andRecords—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 ofdr antraaor's directly penal= r000als invol ing transactions rotated to this contract (2) The Camactor shall make available at its offices at allroasonable 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 specifiedin FAR subpart 4.7, Contractor Records Retartion, of the other clauses ofthis 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 ofclaims 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 oftyre and rogaalless ofform. This does not require the Contractor to acate or maintainany record that the Contractor dots rot maintain in the ordinary course of business or pursuant to a provisionoflaw. (0(1) Notwithstanding de requirements oftie dauses in paragraphs (a),(b), (c), and (d) ofthis clause, the Contractor is not required to flow downany 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 twinedby the clause— ()52.203-13, Contractor Code of13usiress Ethics andConduct (Jun 2020) (41 U.S.C. 3509). (ii) 52.203-19, Prohibition onRequiring Certain internal Confidentiality Agreements or Satanants (Jan2017) (section743 of Division E, Title VII, of the Consofidatcdand Further Continuing Appropriations Az 2015 (Pub. L. I13-235) andits sroessor p0 isicns in subsequent appropriations acts (and as extendedin continuing resolutions)). (ii)52.204-23, Prohibition onContracting far Hardware, Software, and Saviors Developed or Pro idedby 1Caspasky Lab and Other CoveredEntities (Jul 2018) (Section 1634 ofPub. 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 cfWak 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 -20211except Applicant on Certificate totals which came from I-IR Senwng Center (Grand Frame). APPUCANTS FAC FACILITY FUNO1YPE POSITION PP-SERIB-GR VACANT PROHN OUT ON CODE 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 CfKR 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 1 1 0 COA FCC COLEMAN S&E ASST HEIM SRVCS ADMR G5467O12 1 1 0 COA FCC COLEMAN S&E ASST SLIPYR Of EDUC GS171O12 1 1 0 COA FCC COLEMAN S&E BUDG ANAL GI:0560-09 1 0 0 3 COA FCC COWAN! S&E CASE MGR G54101-11 1 1 0 48 COA FCC COLEMAN S&E CASE MGR GS-0101-11 1 1 0 COA FCC COLEMAN S&E CHAPLAIN GS-006O12 1 0 0 COA FCC COLEMAN S&E CHAPLAIN TRAINEE GS-006O11 1 0 0 COA FCC COLEMAN S&E CLINICAL PSYCH -PHIS G54180-13 1 0 0 COA FCC COLEMAN S&E CLINICAL PSYCH- STAFF G5-0180-12 1 1 0 COA FCC COLEMAN UNICOR COMPLEX FACTORY FRMN WS4601-08 7 0 0 COA FCC COLEMAN S&E COMPR SPECLST G5.221O12 1 0 0 COA FCC COLEMAN S&E COOK FRMN WS•7404-08 1 1 0 7 COA FCC COLEMAN S&E COOK FRMN WS.7404-08 1 0 0 COA FCC COLEMAN S&E COOK FRMN WS.7404-08 1 1 0 COA FCC COLEMAN S&E CORRICHIL Crag GL-0007-09 3 1 0 COA FCC COLEMAN S&E CORRICHIL Crag GL-0007-09 3 1 0 COA FCC COLEMAN S&E DEP CAPTAIN-COMPLEX GS-0007-12 1 0 0 COA FCC COLEMAN S&E DEP CASE MGMTCRDCOMPLIN GS-0101-12 1 0 0 COA FCC COLEMAN S&E DRUG ABUSE FROG CODRO G54180-13 1 0 0 I COA FCC COLEMAN S&E DRUG ABUSE TRTMNT SPEC G54101-11 1 0 0 3 COA FCC COLEMAN S&E EDUCSPECIST GS.1701-11 1 0 0 COA FCC COLEMAN S&E EDUCTECHNCN GL-1702-07 1 0 0 COA FCC COLEMAN S&E ELCTRL MUM FRMN W5.280649 1 0 0 COA FCC COLEMAN S&E ELCTRONTECHNCN G5-0856-11 1 0 0 COA FCC COLEMAN S&E EMERG MEDCL TECHNO1 GI-0640-09 2 0 0 COA FCC COLEMAN S&E EXEC MST GS-000S-13 1 0 1 36 COA FCC COLEMAN S&E FNANCL SPECIST GL-0501-09 1 0 0 9 COA FCC COLEMAN S&E GUIDANCE COUNSELOR G5.174O21 1 0 0 COA FCC COLEMAN S&E HLTH INF TECHNCN GI067507 1 0 0 COA FCC COLEMAN S&E HLTH INF TECHNCN GL-067S-D7 1 1 0 COA FCC COLEMAN S&E HLTH SRVCS ASST GL-0303-07 1 1 0 COA FCC COLEMAN S&E HLTH SRVCS ASST GL-0303-D7 1 0 0 COA FCC COLEMAN S&E HVAC FRMN WS•S350-09 1 0 0 COA FCC COLEMAN S&E NYC FRMN WSS306CP9 1 0 0 COA FCC COLEMAN S&E INTERN GI:0099-0S 1 0 0 COA FCC COLEMAN S&E INTERN GL-9905-05 1 0 0 COA FCC COLEMAN S&E LT GS-0007-11 3 0 0 COA FCC COLEMAN S&E LT GS-0007-11 1 1 0 COA FCC COLEMAN S&E MEDtt OFFCR GP-0602-IS 1 0 0 COA FCC COLEMAN S&E MEDtt OFFCR - TELE PSYCH GP-0602-15 1 0 0 COA FCC COLEMAN S&E MEDICATION TECHNICIAN GL 0640 06 1 0 0 S COA FCC COLEMAN S&E MTNCE WRKR FRMN WS 4749 08 1 1 0 4 COA FCC COLEMAN S&E MTNCE WRKR FRMN WS474908 1 0 0 COA FCC COLEMAN S&E MTNCE WRKR FRMN WS-47494/3 1 0 0 COA FCC COLEMAN PHS NURSE PRACTITIONER CC-0610-11 1 0 0 COA FCC COLEMAN UNICOR OPERTNLACCINT GS-061O11 1 0 0 COA FCC COLEMAN S&E PARALEGAL SPECIALIST G5495O11 1 1 0 COA FCC COLEMAN S&E PHARMACY Dracut GS-066O11 1 0 0 COA FCC COLEMAN S&E PHYSICIAN ASSISTANT GS-0603-11 1 0 0 COA FCC COLEMAN S&E PHYSICIAN ASSISTANT GS-0603-11 1 1 0 COA FCC COLEMAN S&E PLMBNG WRKR FRMN WS-4206-0B 1 0 0 COA FCC COLEMAN UNICOR PROEM CNTRLR G5.1152-11 1 0 0 COA FCC COLEMAN UNICOR PROEM CNTRLR GS.11S2-11 1 0 0 COA FCC COLEMAN S&E PSYCHLGY TECHNCN GL-0181-07 1 0 0 6 COA FCC COLEMAN S&E AMR SPECIST GL-0188-09 1 1 0 IS COA FCC COLEMAN PHS REGISTERED NURSE CC-0610-10 1 0 0 COA FCC COLEMAN S&E REGISTERED NURSE GL-0610-10 1 0 0 COA FCC COLEMAN S&E REGISTERED NURSE GL-0610-10 1 0 0 COA FCC COLEMAN S&E REGISTERED NURSE GL-0610-10 1 1 0 COA FCC COLEMAN S&E SAFETY SPECLST GL-0018-09 1 0 1 6 COA FCC COLEMAN S&E SECT GL-0318-06 1 0 0 10 COA FCC COLEMAN S&E SIS SUPRT TECHNCN GL-0303-08 1 1 0 25 COA FCC COLEMAN S&E SIS SUPRT TE044CH GL-0303-08 1 1 0 EFTA00141510 COA FCC COLEMAN S&E SPEC EDUC TCHR GS.1710-11 1 0 0 COA FCC COLEMAN S&E SPEC EOUC TCHR GS.1710-11 1 0 0 COA FCC COLEMAN S&E SPEC TRTFANT PROG SPEC GS-0101-11 1 0 0 COA FCC COLEMAN S&E SPEC TRTFANT PROG SPEC GS-0101-11 1 0 0 COA FCC COLEMAN S&E SR OFFCRSPECLST GL-0037-08 78 4 0 COA FCC COLEMAN S&E TCHR GS.1710-11 1 0 0 14 COA FCC COLEMAN S&E TCHR GS.1710-11 1 0 0 COA FCC COLEMAN S&E TCHR GS.1710-11 1 0 0 COA FCC COLEMAN UNICOR UNICOR BUS MGR GS-0501-23 1 2 0 COA FCC C011MAN S&E UNIT SECY GL-0318-06 1 2 0 COA FCC COLEMAN S&E UNIT SECY GL-0318-06 1 2 0 COA FCC COLEMAN S&E UNIT SECY GL-0318-06 1 0 0 COA FCC COLEMAN S&E VOCTNLTRNG INSTRU G5.1711-21 1 2 0 COA FCC COLEMAN S&E VOCTNCIRNG INSTRU G5.1711-21 1 2 0 COA FCC COLEMAN TRUST FUND WHSE WRItS FRMN W54907-04 1 0 0 S COA FCC COLEMAN S&E WHSE WRItS FRMN W54907-03 1 0 0 COA FCC COLEMAN UNICOR WHSE WRItS FRMN W54907-04 1 0 0 CPO CENTRAL OFFICE-CPD S&E ASST ADMR GS-0006-24 1 1 0 CPO CENTRAL OFFICE-CPD S&E Cµ INTELL UNIT GS-0006-14 1 1 0 9 CPO CENTRAL OFFICE-CPD S&E CORRECTEL SRVGSPECLST GS-000643 1 0 1 9 CPO CENTRAL OFFICE-CPD S&E CORRECTEL SYSSPECLST GS-000642 1 0 0 Is CPO CENTRAL OFFICE-CPD S&E EXEC ASST GS-0006-24 1 1 0 IS CPO CENTRAL OFFICE-CPD S&E INTEL ANALYST GS-0006.22 1 1 0 CPO CENTRAL OFFICE-CPD S&E INTELL ANAL GS-0006.22 1 1 0 CPD CENTRAL OFFICE -CPD S&E INTELL ANAL IMERRIFIEID. VA GS-0006.22 1 0 1 17 CPD CENTRAL OFFICE -OD S&E INTELL ANALYST GS-0006.22 3 1 0 CPD CENTRAL OFFICE -CPD S&E INTELL ANALYST (Florence, CO) GS-000642 1 1 0 la CPD CENTRAL OFFICE -OD S&E INTELL ANALYST (MARTINSBURG IlU) GS-0006-22 1 1 0 CPO CENTRAL OFFICE-CPD S&E INTELL OPUS OFFCR GS-0006-22 1 0 0 CPD CENTRAL OFFICE-CPD S&E INTELL °PERS OFFCR MARTINSBURG] GS-000642 1 0 0 CPO CENTRAL OFFICE -CPO S&E INTELL °PERS OFFCR 'Martinsburg] GS-0006.12 1 1 0 CPD CENTRAL OFFICE-CPD S&E BUELL °PERS OFFCR IOXLAHOMA CITY - NGU) GS-0006.12 1 0 0 14 CPD CENTRAL OFFICE-CPD S&E 'WELL RESSPECLST [CUMBERLAND) GS-0006-09 1 0 0 CPD CENTRAL OFFICE -OD S&E BUELL RES SPECLST (CUMBERLAND. MD) GS-0006.11 1 0 0 10 CPD CENTRAL OFFICE-CPD S&E INTELLRESSPECLST (Terre Haute/ GS-000641 1 0 0 1 CPD CENTRAL OFFICE -CPO S&E MGMT ANAL GS-0143-23 1 1 0 10 CPD CENTRAL OFFICE-CPD S&E MGMT ANAL GS-0343-:.[.f 1 0 0 CPD CENTRAL OFFICE-CPD S&E MGMT ANAL GS-0143-22 1 1 0 CPD CENTRAL OFFICE-CPD S&E MGMT ANAL GS-0143-22 1 0 0 4 CPD CENTRAL OFFICE .CPD S&E PHYSICAL SECURHYSPECLST GS-0080-22 1 1 0 VD CENTRAL OFFICE - 00 S&E REGNL LAW ENFORCEMENT COORD GS-0006-24 1 0 0 CPD CENTRAL OFFICE-CPD S&E SECUR SPECLST GS-0080-22 1 0 0 CPD CENTRAL OFFICE -OD S&E SENOR SECURE INST MGR IDAL) GS-0006-23 1 0 0 CPD CENTRAL OFFICE -OD S&E SR INTELL ANAL GS-0006-23 4 2 0 CPD CENTRAL OFFICE -OD S&E SR INTELL ANAL (Martinsburg) GS-0006-23 1 0 0 8 CPD CENTRAL OFFICE -OD S&E SR INTELL ANAL (NEW YORK. NY1 GS-0006-23 1 0 0 CPD CENTRAL OFFICE-CPD S&E STUD TR ICkricall GS-0399-05 1 0 0 CRW FMC CARSWELL S&E ASSOC WARDEN'S SECT GL-0318-07 1 0 0 la CRW FMC CARSWELL S&E ASST HLTFI SRVG ADMR GS-0670-22 I 2 0 CRW FMC CARSWELL S&E MST HUMAN RESOURCE MGR GS-0201-21 I 2 0 CRW FMC CARSWELL S&E ASST LOCKSMITH GL-0301-09 1 0 0 CRW FMC CARSWELL S&E CAPTAIN'S SECT GI-0318-06 I 0 1 9 CRW FMC CARSWELL S&E CASE MGR GS-0101-21 1 2 0 24 CRW FMC CARSWELL S&E CM. DNTL OFKR GP-0680-14 1 0 0 CRW FMC CARSWELL PHS CHEF TECHNOLOGIST CC-0644-11 1 0 0 CRW FMC CARSWELL S&E COMPR SPECLST GS.1210-21 1 0 0 9 CRW FMC CARSWELL S&E COOK FRMN WS.7404-08 1 1 0 CRW FMC CARSWELL S&E DRUG ABUSE PROG COORO GS-0180-23 1 0 0 CRW FMC CARSWELL S&E DRUG ABUSE PROG COORO GS-0180-23 1 0 0 CRW FMC CARSWELL S&E EDU STUD TR G5.1799.05 1 0 0 CRW FMC CARSWELL S&E ELCTRONTECHNCN GS-0856-21 1 0 0 CRW FMC CARSWELL S&E ENVRNMTLCOMPINCSPECLST GS-0018-21 1 0 0 CRW FMC CARSWELL S&E FACE MST GI-160347 1 0 0 CRW FMC CARSWELL S&E FNANCI SPEC/ST GI-0501-09 I 2 0 CRW FMC CARSWELL S&E FORENSICS UNIT PSYCH GS-0180-23 1 1 0 CRW FMC CARSWELL S&E GUIDANCE COUNSELOR GS.1740-21 1 1 0 CRW FMC CARSWELL S&E HLTH INF TECHNCI4 GI-0675-07 1 0 1 CRW FMC CARSWELL S&E HLTH SRVCSASST GL-0303-07 2 1 0 CRW FMC CARSWELL S&E HLTH MG STUD TR GI-0699-0S 1 0 0 CRW FMC CARSWELL S&E HUMAN RESOURCE STUD TR GI-0199-0S 1 0 0 CRW FMC CARSWELL S&E NYC FRMN W5.5306-09 1 0 0 CRW FMC CARSWELL S&E INFO TECH STUD TR G5.2299.05 1 0 0 CRW FMC CARSWELL S&E IC SUM GS-0644-11 1 0 0 CRW FMC CARSWELL S&E LEG ASST GI-0986-08 1 1 0 CRW FMC CARSWELL S&E LICENSED PRACTICAL NURSE GL-06.20-07 3 0 0 CRW FMC CARSWELL S&E MEDCI OFFCR GP-0601-IS 6 0 0 CRW FMC CARSWELL S&E MEDCI RFC ADM SPECLST GI-0649-09 1 0 0 EFTA00141511 CRW FMC CARSWELL ME MEM SUPPTECHNO1 GL-0622t6 1 0 0 CRW FMC CARSWELL ME MEM TEOINLGS7 GL-0644-09 2 0 0 CRW FMC CARSWELL ME MIDLEVEL PRAGMONER GS-061O11 1 0 0 CRW FMC CARSWELL PHS NURSE CONSULTANT IV CC-0610-12 1 0 0 4 CRW FMC CARSWELL ME PARAMEDIC GL-0640-09 1 0 0 CRW FMC CARSWELL PHS PLAYS THRPST CC-0633-09 1 0 0 CRW FMC CARSWELL ME PROCUR& PROP SPECIST GL-1101-09 1 1 0 CRW FMC CARSWELt S&E PSYCHIATRIC NURSE GL-0610-10 3 0 0 CRW FMC CARSWELL ME PSYCHLGT STUD TR GL-0199-D7 1 0 0 CRW FMC CARSWELL ME PSYCHLGT TEOINCN GL-0181-D7 1 0 0 CRW FMC CARSWELL S&E PSYCHTRC MIDLEVEL PRACTITIONER GS-0603-12 1 0 0 CRW FMC CARSWELL ME REGIONAL SOCIAL WORKER GS-0185-12 1 0 0 CRW FMC CARSWELL VIE REGISTERED NURSE GL-0610-10 9 1 0 CRW FMC CARSWELL S&E SAFETY COMPUANCE SPECLST GL-0018-09 1 0 0 10 CRW FMC CARSWELL PHS SENIOR STAFF DIETIT CC-0630-11 1 0 0 CRW FMC CARSWELL PHS MOOR THERAPIST CC-0633-09 1 0 0 CRW FMC CARSWELL ME SOC SO STUD TR G5419405 1 0 0 CRW FMC CARSWELL ME SPEC EDUC TCHR G5.1710-21 1 1 0 CRW FMC CARSWELL ME SPECIALTY PROG COORD GS-018043 1 0 0 CRW FMC CARSWELL ME SR OFFCRSPECLST GL-0007-08 10 1 0 CRW FMC CARSWELL ME STAFF PSYCH GS-018042 1 0 0 CRW FMC CARSWELL PHS SUPERVISORY CUNICAL NURSE CC-0610-11 1 0 0 1 CRW FMC CARSWELL S&E SUPVY CUNICAL NURSE G54610-11 1 0 0 CRW FMC CARSWELL ME SUPVY CORRECTIONAL SYSTEMS SPECIAUST G54006-11 1 0 0 3 CRW FMC CARSWELL ME TOOL RM OFFCR GL-0303-08 1 1 0 CRW FMC CARSWELL ME UNIT SECY GL-0318-06 1 1 0 31 CRW FMC CARSWELL PHS UTILQ REV NURSE CC-0610-10 1 0 0 CRW FMC CARSWELL ME WHSE WRKR FRMN W5-6907-04 2 1 0 CRW FMC CARSWELL TRUST FUND WIG( WRKR FRMN W54907-04 1 1 0 CRW FMC CARSWELL ME WHSE WRKR FRMN W5-6907-03 1 1 0 CUM FO CUMBERIAND ME ASSOC WARDEN'S SECY GL-0318-07 1 0 0 CUM FO CUMBERIAND ME ASST HLTH SRVG ADMR GS467O11 1 1 0 CUM FO CUMBERIAND S&E BUS ADMR GS-0501-12 1 0 0 CUM FO CUMBERIAND UNICOR BUS ADMR GS-0501-12 1 0 0 CUM FO CUMBERIAND ME CAMP ADMR SECY GL-0318-D7 1 0 0 CUM FO GUMS/Ran/0 S&E CASE MGR GS-0101-11 1 0 1 9 CUM FO CUMBERIAND ME CLNCL DIR GP-0602-1S 1 0 0 CUM FO CUMBERIAND ME COMPR SPECLST G3221O11 1 0 0 CUM FO GUMS/Ran/0 S&E COMPR SRVCS MGR GS421O12 1 0 0 CUM FO CUMBERIAND VIE DRUG ABUSE TRTMNT SPECLST GS-0101-11 1 0 0 CUM FO CUMBERIAND ME (DOC TECHNO1 GL-1702-D7 1 0 0 CUM FO CUMBERIAND ME EXEC ASST/SATEUTE °PERS AOMR GS-000643 1 1 0 CUM FO CUMBERIAND ME FACIE MGR G5.164O22 1 0 0 CUM FO CUMBERIAND UNICOR FACTORY MGR G5.1101-12 1 0 0 CUM FO CUMBERIAND UNICOR FNANCL MGMT INTERN GI:0599-0S 1 0 0 CUM FO CUMBERIAND ME AMR PULSE GL-0188-09 1 0 0 CUM FO CUMBERIAND ME REGISTERED NURSE GL-0610-10 1 0 0 CUM FO CUMBERIAND UNICOR SILK SCREEN MKR & PFUNTER FRMN WS4401-0B 1 0 0 CUM FO CUMBERIAND ME SR OFFCRSPECLS7 GL0007-08 11 0 0 CUM FO CUMBERIAND UNICOR UNICOR BUS MGR GS-0'30143 1 0 0 CUM FO CUMBERIAND ME um vs RPM MESITA FRMN WS-4742-0B 1 1 0 DAN FO DANBURY ME ADVANCED PRACTICE N G54610-11 1 1 0 DAN FO DANBURY ME ASST MTH MG ADMR G54670-11 1 1 0 DAN FO DANBURY ME CHAPLAIN GS-006O12 1 0 0 DAN PO DANBURY VIE CLNCL NURSE GL-0610-10 1 0 0 DAN PO DANBURY VIE COOK FRMN W5.7404-08 1 1 0 4 DAN PO DANBURY ME [DAMON'. CNSLR GI:01:07-09 1 0 0 DAN PO DANBURY S&E DRUG ABUSE TRTMNTSPECLST G5-0101-11 1 1 0 DAN PO DANBURY ME (DOC SPECLST G5.1701-11 1 0 0 DAN PO DANBURY UNICOR ELCTRL EQUIP WRKR FRMN W5.2854-08 1 0 0 DAN FO DANBURY S&E ELCTRL WRKR FRMN W5.280543 1 1 0 2 DAN FO DANBURY UNICOR FACTORY MGR G5.1601-12 1 0 0 DAN FO DANBURY ME GEN FRMN WS-4749-14 2 0 0 5 DAN FO DANBURY S&E HUMAN RESOURCE MGR GS-0201-12 1 0 0 DAN ED DANBURY UNICOR !NIX SPECLST G5.115O12 1 0 0 DAN PO DANBURY PHS MIDLEVEL PRACTITIONER CC-0610-11 1 1 0 DAN PO DANBURY ME MINCE WRKR FRMN W54749O8 1 0 0 4 DAN PO DANBURY ME PIPEFTR FRMN WS-420149 1 0 0 DAN PO DANBURY ME PLMBNG WRKR FRMN WS-4206O8 1 0 0 2 DAN PO DANBURY ME PSYCHLGT PREDOCTORAt INTERN GL-0199-09 1 1 0 5 DAN PO DANBURY UNICOR PUROGG AGT GL-110S-09 1 0 0 DAN PO DANBURY ME RELIGIOUS SRVCSASST GL-0303-07 1 1 0 DAN PO DANBURY ME SPECIALTY PROG COORD GS-0180-13 1 0 0 2 DAN PO DANBURY VIE SPECIALTY PROG COORD 'SKILLS) GS.0180-13 1 0 0 S DAN FO DANBURY ME SR OFFCRSPECLST GL-0007-0B IS 1 0 4 DAN ED DANBURY PHS STAFF PHARMACIST CC-0660-11 1 0 0 DAN FO DANBURY VIE UTILSTS RPRER °MYR FRMN WS-474248 1 0 0 EFTA00141512 OCT MSTC - DENVER ME AUDIO/VIS PROEM OFFER G5.1071-12 1 1 0 OCT MSTC - DENVER ME BUDG ANAL GS-056049 1 1 0 3 OCT MSTC • DENVER ME DIRECTORS SEG G54118.08 1 1 0 OCT MSTC • MAR ME HUMAN RESOURCE SPECS GL-0201-09 1 0 0 5 OCT MSTC - DENVER ME INSTRUCTIONAL SYS SPECLST G5.1750-12 3 1 0 OCT MSTC - DENVER ME TRNG SPECIST GS-0006-12 1 0 0 10 OCT MSTC - DENVER ME TRNG TECHNCH G5.1702-08 1 0 0 DEV FMC DEVENS S&E ASSOC WARDENS SECT GL-0318-07 1 0 0 DEV FMC DEVENS ME ASST METH SRVCS ADMR G5-0670-12 1 0 0 UV FMC DEVENS ME CHAPLAIN GS-0060-12 1 0 0 UV FMC DEVENS S&E CLNCL DIETIttAN GS-0630-11 1 0 0 2 UV FMC DEVENS ME COOK FRMN W5.7404-08 1 0 0 4 UV FMC DEVENS VIE DEP CH. PSYCH GS-0180-13 1 0 0 DEV FMC DIMS PHS DRUG ABUSE FROG COORO CC-0180-13 1 0 0 DEV FMC DLVENS VIE HLTH INF TECHNO4 GI0675-07 1 0 0 UV FRAC OVENS ME HLTH SAVES ASST GL-0303-07 1 0 0 UV FMC MUG ME HSKPNG TECHNCN GL-0640-08 1 0 0 UV FMC DEVENS ME HUMAN RESOURCE MANAGER G54201-13 1 1 0 UV FMC DEVENS ME HVAC FRMN W5.530649 2 1 0 UV FMC DEVENS PHS INFECTION PREY &CONE NURSE CC-0610-11 1 0 0 UV FMC DEVENS ME 1AB SUM GS 4644-12 1 1 0 UV FMC DEVENS ME LICENSED PRACTICAL NURSE GL-0620-07 1 0 0 UV FMC DEVENS ME LT GS-0007-11 2 0 0 UV FMC DEVENS ME LT GL4C07-09 1 1 0 UV FMC DEVENS ME MEDG. OFFCR GP-0602-15 1 0 0 UV FMC DEVENS ME MEDG. RFC ADMR GS-0669.11 1 0 0 UV FMC DEVENS ME MENTAL HLTH UNIT PSYCH GS-0180-13 1 0 0 UV FMC DEVENS VIE MID-LEVEL PRACTMONER - NP GS-0610-11 1 0 0 UV FMC DEVENS VIE MTNCE WRICR FRMN W5474908 1 1 0 UV FMC DEVENS ME NRSNG ASST GL-0621-05 1 0 0 2 UV FMC DEVENS ME PARAMEDIC GL-064009 1 0 0 1 UV FMC DEVENS PHS PHYSICUIN ASSISTANT CC-0603-11 1 0 0 UV FMC DEVENS S&E PSTCHLGT POSTDOCTORAL nal GS-0180-11 1 0 0 1 UV FMC DEVENS ME PSTCHLGY PREDOCTORAL INTERN GL-0199-09 1 0 0 24 UV FMC MUG ME PSTCHLGY TECHNCN GL-0181-07 1 0 0 1 DEV FMC DIMS S&E PSYCHTRC MIDLEVEL PRACTITIONER GS-0610-12 1 0 0 UV FMC OWENS ME PSYCHTRC PHTSCN GP-0602-1S 1 0 0 UV FMC OWENS ME FICA THRPST GL-0638-09 1 0 0 UV FMC DEVENS S&E REGISTERED NURSE GL-0610-10 S 1 0 1 UV FMC DEVENS ME RELIGIOUS SRVCS ASST GL-0303-07 1 0 0 1 UV FMC DEVENS ME SAFETY ADMINISTRATOR GS-0018-13 1 1 0 UV FMC DEVENS PHS SENIOR PHARMACIST CC-0660-11 1 0 0 UV FMC DEVENS VIE SEX OFFENDER PROG PSYCH GS-0180-13 1 0 0 UV FMC DEVENS VIE SEX OFFENDER PROG SPECIST GS-0101-11 1 0 0 UV FMC DEVENS S&E SOC WFUCR GS-0185-11 1 0 0 UV FMC DEVENS PHS SOCIAL WORKER CC-0185-11 1 0 0 UV FMC DEVENS ME SPEC INVESTIGATA/E AGT GS-0006-12 1 1 0 DEV WCDS/ENS ME SA OFFCRSPECLST GL-0037-08 33 1 0 DEV FMC DEVENS PHS STAFF NURSE CC-0610-10 1 0 0 DEV FMC DEVENS ME STUDENT INTERN GL-0699-05 1 0 0 DEV FMC DEVENS ME SUPVY CUNICAL NURSE GS-0610-11 1 0 0 DEV FMC DEVENS ME TCHR G5.1710-21 1 0 0 DEV FMC DEVENS ME TIME & LV CLIC GL-0S44-05 1 0 0 UV FMC DEVENS ME UNIT MGR GS-0006-12 1 0 0 7 UV FMC DEVENS ME UNIT SECY GL-0318-06 1 0 0 12 UV FMC DEVENS ME um sys RPM OPERTR FRMN W5474248 1 0 0 UV FMC DEVENS ME WARDEN ES-0306.1S 1 0 0 UV FMC DEVENS S&E WMSE WARR AWN W5490744 1 0 0 DIR CENTRAL OFFICE-DIR ME ADMVOFFCR G5-0341-11 1 0 0 DIR CENTRAL OFFICE-DIR ME ASSOCIATE DEPUTY DIRECTOR ES -034000 1 1 0 DIR CENTRAL OFFICE-DIR S&E CH, OFF OF LEGISAFF GS-000645 1 0 0 DIR CENTRAL OFFICE - DIA VIE Cµ OFF OF LEGG AFF GS-00064S 1 0 0 DIR CENTRAL OFFICE-DIR VIE FORMS ANAL G5-0343-12 1 0 0 DTH FPC DULUTH S&E CAPTAIN'S SECT GL-031846 1 0 0 DTH FPC DULUTH ME CH PSYCH GS-0180-13 1 0 DTH FPC DULUTH ME DRUG ABUSE TRTMNTSPECLST GS-0101-11 1 1 0 DTH FPC DULUTH ME ELCTRI. WRICA FRMN W5.280549 1 1 0 DTH FPC DULUTH ME FACIE MGR G5.1640-21 1 1 0 DTH FPC DULUTH ME FNANCI. SPECIST GI:0501-09 1 0 0 DTH FPC DULUTH ME HEALTH SERVICES ASSISTANT G5-0303-07 1 1 0 2 DTH FPC DULUTH ME HUMAN RESOURCE MOST G1-0201-09 1 0 0 9 DTH FPC DULUTH ME LT G14007-09 3 0 0 DTH FPC DULUTH ME MEDGTECHNCN GL-064046 1 0 0 DTH FPC DULUTH ME REGISTERED NURSE GS-0610-10 1 1 0 DTH FPC DULUTH VIE SAFETY MGR GS-001841 1 0 0 DTH FPC DULUTH VIE SA OFFCRSPECIST GL-0037-08 3 1 0 DTH FPC DULUTH VIE SUPV OF (DUG GS.1710-11 1 1 0 EFTA00141513 ON FPC DULUTH ME UNIT SECT GL-0118-06 1 0 0 DUB FO DUBLIN ME ADVANCED PRACTICE NURSE GS-0610-11 1 0 0 DUB FO DUBLIN VIE ASSOC WARDEN GS-0006-14 1 1 0 DUB FO DUBLIN ME ASSOC WARDEN'S SECT GL-0318-07 1 1 0 I DUB FO DUBLIN ME BUDG &ACCTG OFFCR GS-0501-11 1 0 0 2 DUB FO DUBLIN ME CAPTAIN'S SEC! GL-0318-06 1 0 0 DUB FO DUBLIN ME CASE MGR GS-0101-11 2 0 0 4 DUB FO DUBLIN S&E CHAPLAIN GS-0060-12 1 0 0 DUB FO DUBLIN ME CHAPLAIN GS-0060-12 1 0 0 2 DUB FO DUBLIN ME CLNCL DIA GP-0602-1S 1 0 0 DUB FO DUBLIN S&E COMPR SRVG MGR G5.2210-12 1 0 0 DUB FO DUBLIN ME COOK FRMN W5.7404-08 6 0 0 DUB FO DUBLIN UNICOR CUSTMR 5/WC REP GL-0303-09 1 0 0 DUB FO DUBLIN S&E DENTAL ASSISTANT GL-068106 1 0 0 2 DUB FO DUBLIN UNICOR DISTR SPECLSTiLINCOR) GL2030-09 1 0 0 DUB FO DUBUN ME DRUG ABUSE PROG COORO MAT SPANISH GS-0180-13 1 0 0 2 DUB FO DUBLIN ME DRUG ABUSE TRTMNTSPECLS7 GS-0101-11 3 0 0 DUB FO DURUN UNICOR FACTORY MGR G5.1101-12 1 0 0 DUB FO DUBLIN ME LICENSED PRACTICAL NURSE GL-062C/-07 1 0 0 DUB FO DUBLIN ME LT GL-0037-09 1 1 0 DUB FO DUBLIN ME LT GS-0007-11 1 1 0 DUB FO OURUN ME MEDCL REC ADM SPECLST GL-0669-03 1 1 0 DUB FO DUBLIN ME MEDICAL OFFICER GP-0602-1S 1 0 0 DUB FO OURUN VIE MID-LEVEL PRACTMONER GS-0603-11 1 o 0 DUB FO OUBUN PHS MID-LEVEL PRACTMONER NP CC-0610-11 1 0 0 DUB FO DUBLIN VIE PARAMEDIC GL-064009 1 o 0 DUB FO DUBLIN PHS REGNL HLTH SRYCS ADM* CC-0670-14 1 0 0 1 DUB FO OUBUN VIE REGNL PHYSICIAN GS-0602-1S 1 0 0 5 DUB FO DUBLIN ME SAFETY COMPLNC SPECIST GL-001B-09 1 0 0 1 DUB FO OUBUN ME SECT GL-031B-06 1 0 0 DUB FO DUBLIN ME SOC WRKR GS-018541 1 0 0 DUB FO DUBLIN ME SPECIALTY PROG COORD - RESOLVE SPANISH GS-0180-13 1 0 0 DUB FO CIUBUN S&E SR OFFCRWELLST GL-0007-08 11 0 0 DUB FO DUBLIN ME STAFF PSYCH GS-0180-12 3 0 0 DUB FO DUBLIN ME SUPVRY CHAPIAIN GS-0060-12 1 1 0 DUB FO DUBLIN S&E SUPVY CORRECTIONAL SYSTEMS SPECIALIST G5-0006-11 1 0 0 DUB FO DUBLIN ME TCHR G5.1710-11 1 0 0 7 DUB FO DUBLIN VIE TOOL RM OFFCR GL-0303-08 1 1 0 DUB FO DUBLIN S&E VOCTNL 7RNG INSTRU G5.1711-11 1 o 0 DUB FO DUBLIN TRUST FUND WHSE WRKR FRMN W54907-04 1 o 0 EDG FO EDGEFIELD VIE ASSOC WARDEN GS-0006-14 1 1 0 EDG FO EDGEFIELD S&E ASSOC WARDEN'S SECT GL-0311-07 1 1 0 EDG FO EDGEFIELD ME CAPTAIN GS-0007-12 1 1 0 EDG FO EDGEFIELD ME CAPTAIN'S SECT GL-0318-06 1 1 1 14 (DC FO EDGEFIELD S&E CASE MGR G54101-11 1 0 0 EDG FO EDGEFIELD PHS CHEF GENERAL DENTA CC-06&O06 1 1 0 3 EDG FO EDGEFIELD VIE CLINICAL PSYCH G54180-13 1 0 0 EDG FO EDGEFIELD ME CORRECT/IL CNSLR GL-0037-09 1 1 0 6 EDG FO EDGEFIELD ME CORRECINL SYS OFFCR GL-0037-08 1 1 1 13 EDG FO EDGEFIELD PHS DRUG ABUSE PROG COORD CC-0030-00 1 0 0 EDG FO EDGEFIELD ME EDUCTECHNO1 GL-1702-07 1 1 0 EDG FO EDGEFIELD UNICOR FABRIC WRKR FRMN W5.3105-07 4 0 0 4 EDG FO EDGEFIELD ME HLTH SRVCSASST GS-0303-07 1 0 0 EDG FO EDGEFIELD ME LEG ASST GL-0936-08 1 0 0 EDG FO EDGEFIELD ME LOCKSMITH GS-0301-10 1 0 0 EDG FO EDGEFIELD ME LT GS-0007-11 4 1 0 EDG FO EDGEFIELD ME LT GL-0007-09 1 1 0 EDG FO EDGEFIELD PHS MID-LEVEL PRACTITIONER CC-0000-00 1 0 0 EDG FO EDGEFIELD ME MINCE WRKR FRMN WS-4749-08 1 0 0 EDG FO EDGEFIELD ME MTRIS HNOIS SUPVR W54907-04 1 0 0 ECG FO EDGEFIELD PHS PHARMACIST CC-0610-10 1 0 0 EDG FO EDGEFIELD ME PSYCHLGY IECHNCN GL-018147 1 1 0 EDG FO EDGEFIELD ME REGISTERED NURSE GL-0610-10 1 o 0 EDG FO EDGEFIELD UNICOR REMOTE OPERTNLACCTNT GS-0510-11 1 o 0 EDG FO EDGEFIELD PHS SEMOR PHARMACIST cc.o600-o6 1 0 0 EDG FO EDGEFIELD ME SR OFFCRSPECLST GL-0007-08 27 0 0 (DC FO EDGEFIELD ME STAFF PSYCH GS-0180-12 1 o 0 EDG FO EDGEFIELD ME STUD TR G5.1799-05 1 0 0 EDG FO EDGEFIELD ME SUPVRY CONTRACT SPEC GS.1102-11 1 o 0 EDG FO EDGEFIELD ME UNIT MGR GS-0006-12 1 1 0 16 (DC FO EDGEFIELD ME UNIT SECY GL-031206 1 1 0 IS (DC FO EDGEFIELD TRUST FUND WHSE WRKR FRMN W54907-04 1 o 0 ELK FO ELKTON ME ASST HLTH SRVG ADMR GS-0670-11 1 1 0 ELK FO ELKTON ME BUDG ANAL GL-0560-09 1 1 0 ELK FO ELKTON ME CAPTAIN GS-0007-12 1 1 0 ELK FO ELKTON ME CASE MGR GL-0101-11 1 1 0 ELK FO ELKTON VIE CH PSYCH GS-0180-14 1 0 0 EFTA00141514 ELK FO ELKTON UNICOR COMPRASST G14333549 3 0 0 ELK FO ELKTON UNICOR COMPR SPECLST GI:121049 3 0 0 ELK FO ELKTON S&E COMM SPECLST GL-1102-09 1 0 0 ELK FO ELKTON S&E COOK FRMN W5.740448 1 0 0 ELK FO ELKTON UNICOR DATA SRVG FACTORY MGR G54101-12 1 0 0 ELK FO ELKTON S&E DRUG ABUSE TRTMNTSPECLST GL-0101-11 1 1 0 S ELK FO ELKTON S&E EDUCTECHNCN GL-1702-07 1 0 1 1 ELK FO ELKTON S&E ELCTRONTECIINCN GS-085641 1 0 0 3 ELK FO ELKTON S&E FINANCIAL SPECLS7 GL-0501-09 1 1 0 ELK FO ELKTON S&E HUMAN RESOURCE MGR G54201-12 1 0 0 1 ELK FCI ELKTON S&E LT GI-0407-09 1 1 0 ELK FO ELKTON S&E LT G54007-11 1 1 0 ELK FO ELKTON S&E PROCUR& PROP SPECUT GL-1101-09 1 0 0 ELK FO ELKTON S&E REGISTERED NURSE GI-0610-10 1 0 0 ELK FO ELKTON S&E SPORTS SMUT GL4030-09 1 1 0 ELK FO ELKTON S&E SR OFFCRSPECLST GI:0407-08 26 1 0 ELK FO ELKTON S&E UNITSECY GL43318-06 3 1 0 ELK FO ELKTON S&E WARDEN GS4006-15 1 1 0 ENG FO ENGLEWOOD S&E ASSOC WARDEN'S SEC/ GL43318-07 1 0 0 10 ENG FO ENGLEWOOD S&E CASE MGR G54101-11 2 1 0 9 ENG FO ENGLEWOOD S&E 04 PSYCH G54180-14 1 0 0 S ENG FO ENGLEWOOD S&E CLNCL NURSE G54610-10 1 0 0 ENG FO ENGLEWOOD S&E COOK FRMN W5.7406403 1 0 0 ENG FO ENGLEWOOD S&E CORRECTNL SYS OFFCR GI0407-08 1 0 0 ENG FO ENGLEWOOD S&E ELCTRL WRKR FRMN W5.280549 1 0 0 4 ENG FO ENGLEWOOD S&E EMERG MEDCLTECHNO1 GI0640-09 1 0 0 ENG FO ENGLEWOOD UNICOR FABR/C WRKR FRMN W5.3105.07 1 0 0 ENG FO ENGLEWOOD SU FACIL ASST GI:160347 1 0 0 3 ENG FO ENGLEWOOD SU FNANCL SPECLST GL43501-09 1 1 0 3 ENG FO ENGLEWOOD SU FORENSICS UNIT PSYCH G54180-13 1 0 0 ENG FO ENGLEWOOD SU HLTH INF TECHNO4 G14367547 1 0 0 1 ENG FO ENGLEWOOD SU HUMAN RESOURCE MGR GS-0201-12 1 1 0 ENG FO ENGLEWOOD UNICOR INDL ENGRG TECIINCN GL-0895-09 2 0 0 ENG FO ENGLEWOOD UNICOR INDL HYGIENST G54690-12 1 0 0 ENG FO ENGLEWOOD SU LT G54007-11 3 1 0 ENG FO ENGLEWOOD SU MTRLS HNDLR WS.690743 1 0 0 ENG FO ENGLEWOOD UNICOR MTRLS HNDLR W5490704 1 0 0 ENG FO ENGLEWOOD SU PARAMEDIC GL4640-09 1 0 0 ENG FCI ENGLEWOOD S&E PHYSCN ASST GS-0603-11 1 1 0 ENG FO ENGLEWOOD UNICOR PROG MGR G54101-13 1 0 0 ENG FO ENGLEWOOD S&E PSYCHLGY PREDOCTORAL INTERN GL-0199-09 1 0 0 8 ENG FO ENGLEWOOD S&E SEX OFFENDER PROG COORD GS-018043 1 0 0 1 ENG FO ENGLEWOOD S&E SPECIALTY 7RTMNT PROD SPEC'S GS-010141 1 0 0 ENG FO ENGLEWOOD S&E SR OFFCRSPECLST GL4037-08 25 1 0 ENG FO ENGLEWOOD S&E STAFF PHARMACIST GS-066041 0 0 0 ENG FO ENGLEWOOD S&E SUPVRY CONTRSPECLST GL-1102-11 1 0 0 ENG FO ENGLEWOOD S&E TOOL RM OFFER GL-0303-08 1 0 1 ENG FO ENGLEWOOD UNICOR UNICOR BUS MGR GS4501-12 1 0 0 ENG FO ENGLEWOOD S&E UNIT MGR GS4006-12 1 1 0 ENG FO ENGLEWOOD S&E UNITSECY GL-0318-06 1 1 0 7 ENG FO ENGLEWOOD S&E Unisys RPM OPERTR FRMN W5474248 1 0 0 ENG FO ENGLEWOOD S&E WHSE WRKR FRMN W5490704 3 0 0 5 ERE FO EL RENO UNICOR ACCINT GL4510-09 1 0 0 ERE FO EL RENO UNICOR BUS ADMR GS-0501-12 1 0 0 ERE FO EL RENO SIIE CASE MGR G54101-11 1 0 0 6 ERE FO EL RENO SILE CORRECTNL CNSLR G1-003749 1 0 0 ERE FO EL RENO UNICOR COST ACCINT G54510-11 1 0 0 ERE FO EL RENO UNICOR DAIRY FARMER FRMN W5.500147 1 0 0 ERE FO EL RENO UNICOR GEN FRMN W5.3801.14 1 0 0 ERE FO EL RENO S&E HLTH SRVCSASST GL-0303-07 1 0 0 ERE FO EL RENO S&E HUMAN RESOURCE MGR G54201-12 1 0 0 ERE FO EL RENO S&E HUMAN RESOURCE STUD TR GS-0299.0S 1 0 0 ERE FO EL RENO S&E LT G54007-11 3 1 0 4 ERE FO EL RENO PHS MID-LEVEL PRACTITIONER CC-0603-11 1 0 0 ERE FO EL RENO UNICOR MR WRKR SLIPVR W5.380148 1 0 0 ERE FO EL RENO UNICOR PROEM CNTRLR G5.1152-11 1 0 0 ERE FO EL RENO SILE PSYCH LW( STUD TR INTERN GS-019407 1 1 0 ERE FO EL RENO SILE RELIGiOUS SRVCSASST GL-0303-07 1 0 0 ERE FO EL RENO UNICOR SHEET MTLWRKR FRMN W5.380608 1 0 0 ERE FO EL RENO S&E SR OFFCRSPECLST GL-0007.D8 20 0 0 ERE FO EL RENO SU STAFF MEDICAL OFFIC G40601-15 1 0 0 ERE FO EL RENO SU STUO TR GL-179945 1 0 0 ERE FO EL RENO SU STUD TR GL-1299-05 1 0 0 ERE FO EL RENO SU TCHR GS.1710-11 1 0 0 ERE FO EL RENO UNICOR UNICOR ACCINT GS4510-11 1 0 0 ERE FO EL RENO SU VOCTNL 7RNG INSTRU G54712-11 1 0 0 ERE FO EL RENO UNICOR WHSE WARR SUPVR W54907.04 1 0 0 EFTA00141515 EST FO ESTILL SIIE ACCOUNTANT GI-051043 1 0 0 EST FO ESTILL SIIE ACCTG STUD TR G54099.05 1 0 0 EST FO ESTILL VIE CAPTAIN'S SECY GI:031206 1 0 0 EST FO ESTILL VIE CASE MGR GS4101-11 4 0 0 EST FO ESTILL VIE COMPR SPECLST GS.2210-11 1 0 0 EST FO ESTILL SEX COOK FRMN WS.74044B 5 2 0 EST FO ESTILL SEX CORRECTNL CNSLR GL4037-09 3 0 0 EST FO ESTILL SU CORRECTNL SYS OFFCR GL4C07-08 1 0 0 I) EST FO ESTILL SIIE DENTAL HYGIENIST GI0681-08 1 0 0 1 EST FO ESTILL SEX DN7L OFFCR GS-068043 1 0 0 EST FO ESTILL S&E DRUG ABUSE PROG COORO G54180-13 1 0 0 EST FO ESTILL SEX EDUCTECHNO1 GI-1701-07 1 0 0 EST FO ESTILL VIE ELCTROWIECHNO1 GS-0035641 1 0 0 EST FO ESTILL S&E FIN PROG SPEC GI-0501-09 1 1 0 EST FO ESTILL VIE HLTH SRVCSASST GI-0303-07 1 0 0 EST FO ESTILL VIE HLTH SRVCS STUD TR GS-0099-0S 1 0 0 EST FO ESTILL SEX HUMAN RESOURCE STUD TR GS-0099-0S 1 0 0 EST FO ESTILL SEX INFO TECH STUD TR GS-0099-0S 1 0 0 EST FO ESTILL VIE LT GL-0037-09 1 0 0 EST FO ESTILL S&E LT GS4007-11 4 1 0 EST FO ESTILL VIE MEDCL OFFCR GP-0602-15 1 0 0 EST FO ESTILL PHS MIDLEVEL PRACTITIONER 1 1 0 EST FO ESTILL PHS PHARMACIST 1 0 0 EST FO ESTILL SEX PSYCHLGT TECHNCH GI:0181-07 1 1 0 EST FO ESTILL SEX REGISTERED NURSE GL-0610-10 3 0 0 EST FO ESTILL VIE RELIGIOUS SRVCSASST GL-0301-07 1 0 0 EST FO ESTILL SEX SAFETY ADMINISTRATOR GS-001212 1 1 0 EST FO ESTILL SEX SR OFFCRSPECLST GL4037-08 50 0 0 EST FO ESTILL SEX STAFF PSYCH G541130-12 1 0 0 EST FO ESTILL SEX TCHR GS.1701-11 1 0 0 EST FO ESTILL UNICOR UNICOR ACCUIT GS-0510-11 1 0 0 EST FO ESTILL SEX UNIT MGR GS-000642 1 0 0 EST FO ESTILL S&E UNIT SECY GI:031206 1 0 0 EST FO ESTILL SEX VOCTNL TRNG INSTRU Dectridan GS.1711-11 1 0 0 EST FO ESTILL SEX VOCTNL 7RNG INSTRU Welder GS.1711-11 1 0 0 EST FO ESTILL S&E WHSE WRKR FRMN W5490744 1 0 0 EST FO ESTILL TRUST FUND WHSE WRKR FRMN W54907-04 1 1 0 FAI FO FAIRTON VIE ADVANCED PRACTICE N GS-0610-11 1 0 0 FAI FO FAIRTON S&E BUS ADMR GS4S01-12 1 1 1 FAI FO FAIRTON VIE CASE MGR G54101-11 1 0 0 FAI FO FAIRTON VIE CLNCL NURSE GL-0610-10 1 1 0 FN FO FAIRTON S&E COMPR SPECLST GS-2210-11 1 0 0 FN FO FAIRTON VIE COMPR SRVG MGR GS-2210-12 1 0 0 FM FO FAIRTON VIE [OMR SRECLST GL1101-D7 1 0 0 FM FO FAIRTON VIE COOK FRMN WS-740A-0B 1 1 0 4 FM FO FAIRTON SEX CORREGINL [MLR GL4037-09 1 0 0 FM FO FAIRTON UNICOR DISTR SRYCS MR GL-0303-09 1 0 0 FM FO FAIRTON VIE EDUCSPECLST GS.1701-11 1 0 0 FM FO FAIRTON VIE ELCTRI WRKR FRMN WS-2805O9 1 0 0 FM FO FAIRTON VIE HLTH 5/WCSACIMR GS-0670-12 1 0 1 FN FO FAIRTON VIE HUMAN RESOURCE STUD TA GL-0199-05 1 0 0 FN FO FAIRTON VIE LT GS4007-11 1 0 0 FN FO FAIRTON VIE LT GS4007-11 1 0 0 FM FO FAIRTON VIE MINCE WRKR FRMN WS-47494B 1 1 0 FM FO FAIRTON VIE PARAMEDIC GI-0640-09 1 0 0 FM FO FAIRTON VIE PSYCHLGT TECHNCH GI-01111-07 1 0 0 FM FO FAIRTON UNICOR QUAL ASSFUIC MGR GS-1910-11 1 0 0 MI FO FAIRTON UNICOR QUAL ASSFOIC SPECIST GL-1910-09 1 0 0 FAI FO FAIRTON SEX AMR SPECGT GI:0111209 1 1 0 FAI FO FAIRTON SEX SR OFFCRSPECLST GL-0007-0B 7 1 0 CAI FO FAIRTON VIE TCHR GS.1710-21 1 0 0 FAI FO FAIRTON SEX UNIT MGR GS-000642 1 0 0 9 FAI FO FAIRTON VIE UNIT SECT GI:031206 1 0 0 I) FM FO FAIRTON S&E WARDENS SEC( GI:031208 1 0 0 FM FO FAIRTON VIE WHSE WRKR FRMN W5490744 1 1 0 FLM FCC FLORENCE SEX ADVANCED CARE LVL PSYCH G54180-13 3 0 0 FLM FCC FLORENCE VIE ADVANCED PRACTICE N GS-061041 1 0 0 FLM FCC FLORENCE SEX AD% UNIT PSYCH G54180-13 1 0 0 FLM FCC FLORENCE SEX ASSOC WARDEN GS-000S-14 1 1 0 FLM FCC FLORENCE VIE ASSOC WARDEN'S SECY GL-031207 1 1 0 FLM FCC FLORENCE VIE ASST F000 SRVCADMR ITRI G5.1667-09 1 0 0 FLM FCC FLORENCE VIE ASST HLTH SRVG ADMR GS-0670-12 1 0 0 FLM FCC FIG*ENCE VIE BUDG &ACCTG OFFCR GS-0501-12 1 0 0 FLM FCC FLORENCE S&E BUDG ANAL GL-0560-09 1 0 0 RA FCC FIG*ENCE S&E CAMP ADMR GS4006-13 1 1 0 RA FCC FIG*ENCE S&E CAPTAIN'S SEC/ GL-031B-06 1 0 0 7 RA FCC FIG*ENCE S&E CASE MGR GS4101-11 S 1 0 9 EFTA00141516 FLM FCC FLORENCE VIE 04 PSYCH G54180-14 1 2 0 FLM FCC FLORENCE ME CHAPLAIN G54060-12 1 0 0 FLM FCC FLORENCE PHS 04EF PHARMACIST G54660-12 1 2 0 FLM FCC FLORENCE ME COMPR SPECLST G5.2210-21 1 0 0 FLM FCC FLORENCE ME COOK FRMN W5.7404-08 7 2 0 4 FLM FCC FLORENCE ME CORRICRIL CNSLR GL-0007-09 3 1 0 FLM FCC FLORENCE VIE DEP CAPTAIN.COMPLEX G54007-13 1 1 0 P.M FCC FLORENCE ME DEP 04, PSYCH G5-0180-13 1 0 0 FLM FCC FLORENCE PIE DN7L HYGIENIST GL-0681.08 1 0 0 FLM FCC FLORENCE PIE DRUG ABUSE TRTMNT SPECLST GS-010141 3 1 0 FLM FCC FLORENCE ME ELCTRL Vadat FRMN W5.280543 1 0 0 2 FLM FCC FLORENCE PIE ELCTRON TECHNOlITRI GL-0856-10 1 0 0 FLM FCCFLORENCE PIE ENGRG TECHNO1 G54801-11 1 0 0 2 FLM FCCFLORENCE UNICOR FIELD FNANCLAMAR GS-050143 1 0 0 FLM FCCFLORENCE PIE FOOD %VC ASST GL160347 1 0 0 FLM FCC AMERCE PIE GUIDANCE COUNSELOR G5.1740-21 1 0 0 FLM FCCFLORENCE PIE HLTH SRVCSADMR GS 467013 1 0 0 6 PM FCC FLORENCE PIE HUMAN RESOURCE MGR GS-020143 1 0 1 1 PM FCCFLORENCE PIE HUMAN RESOURCE SPECIST GI:0101.09 1 0 0 RAI FCC FLORENCE ME LT GS-000741 1 0 0 PM FCC FLORENCE ME LT GS-000741 1 0 0 PM FCC FLORENCE VIE LT GS-000741 5 2 0 PM FCC FLORENCE PIE MEDCL OFFCR GP-0602-1S 1 0 0 PM FCCFLORENCE PIE MIDLEVEL PRACTITIONER GS-060341 1 0 0 FLM FCC EU:ADIGE PIE MTNCE MUM FRMN WS-4749-0B 1 1 0 FLM FCC FLORENCE PIE PARAMEDIC GL-0640.09 1 0 0 FLM FCCFLORENCE PIE PROCUREMENT AND PROPERTY SPECIALIST GL-1101.09 1 1 0 FLM FCC FLORENCE PHS PSYCHIATRIC NURSE GL-0610-10 1 0 0 FLM FCCFLORENCE PIE PSYCHOLOGY 'TECHNICIAN GL-018147 1 0 0 FLM FCC FLORENCE PIE PSYCHTRC MID-LEVEL PRACTITIONER GS 461012 1 1 0 FLM FCC FLORENCE PIE QUAL IMPRVMVINFECTION CONTRL NURSE GS 461011 1 1 0 FLM FCC FLORENCE PIE MGR SPECLST GL-0188.09 3 1 0 ELM FCCFLORENCE ME REENTRY Mr WORD GS-010141 1 1 0 FLM FCC FLORENCE PIE REGISTERED NURSE GL-0610-10 4 0 0 FLM FCC FLORENCE PIE REINTEGRATION UNIT PSYCH GS-018043 1 0 0 FLM FCC FLORENCE ME RELIGIOUS SRVCS MST GL-0303.07 1 0 0 FLM FCC FLORENCE VIE RESTRICTIVE HOUSING PSYCH GS-018043 1 0 0 FLM FCC AMERCE ME SAFETY ADMIN GS-0018-13 1 1 0 FLM FCC FLORENCE ME 56 TELEPH INNER GI-0303.08 1 0 0 FLM FCCFLORENCE ME SPEC (DUG TCHR G5.1710-21 1 0 0 FLM FCCFLORENCE ME SPECIALTY PROG COORD - STAGES GS-018043 1 0 1 2 FLM FCCFLORENCE ME SPECIALTY TRTMNT PROG SPECIST GS-010141 6 1 0 3 FLM FCCFLORENCE ME SR OFFCRSPECLST GL-0007-08 103 1 0 FLM FCC FLORENCE VIE TCHR G5.1710-21 1 1 0 S PM FCC FLORENCE PIE UNIT MGR GS-0006-12 1 1 0 PM FCC FLORENCE PIE UNIT SECY GL-031806 3 1 0 FLM FCC FLORENCE PIE um sys RPM OPERTR FRMN WS-4742-0B 1 1 0 ELM FCC FLORENCE PIE VOCMILTRNG INSTRU GS-1711-11 1 0 0 FLM FCC FLORENCE PIE WHSE WRKR FRMN W54907-04 3 1 0 3 FLM FCC FLORENCE VIE WHSE WRKR FRMN W54907-03 1 0 0 FOR FCC FORREST CITY VIE ASSOC WARDEN'S SEC/ GE-0318-07 1 2 1 8 FOR FCC FORREST CITY VIE ASST FOOD SRVCADMR G51667-I2 1 2 0 FOR FCC FORREST CITY PIE ASST HUH Sava ADMR GS-0670-12 1 0 0 FOR FCC FORREST CITY PIE ASST MAIM RESOURCE MGR GS-0201-12 1 2 0 FOR FCC FORREST CITY PIE CASE MGR GS-0101-11 3 2 0 22 FOR FCC FORREST CITY PIE CHAPLAIN GS-006042 1 0 0 FOR FCC FORREST CITY PIE CLNCL DIA GP-0602-15 1 0 0 FOR FCC FORREST CITY ME COMPLEX WARDEN GS-00064S 1 1 0 FOR FCC FORREST CITY PIE COMPR SPECLST GL2110-11 1 0 0 FOR FCC FORREST cm PIE COMPR SRVCS MGR G5.2210-23 1 0 0 FOR FCC FORREST CITY ME COOK FRMN W5.74044/3 1 1 0 3 FOR FCC FORREST CITY VIE CORRECINL CNSLR GL-0007-09 3 0 0 FOR FCC FORREST CITY PIE CORRECINL SYS OFFCR GL-0007-08 1 1 1 42 FOR FCC FORREST CITY ME INTL OFFCR GP-0680.13 1 0 0 FOR FCC FORREST CITY PIE EDO STUD TR G5.179405 1 0 0 FOR FCC FORREST CITY PIE EDUCTECHNCN GL170147 1 1 0 FOR FCC FORREST CITY UNICOR FACTORY MGR GS.1101-12 1 0 0 FOR FCC FORREST CITY UNICOR FACTORY MERRIL ACCTNI G5-0510-11 1 0 0 FOR FCC FORREST CITY PIE GEN FRMN WS-4749-14 1 1 0 FOR FCC FORREST CITY PIE HUMAN RESOURCE STUD TR GL-0199.05 1 0 0 FOR FCC FORREST CITY PIE INFO TECH STUO TR G5.2299.05 1 0 0 FOR FCC FORREST CITY PIE LT G5-0007-11 7 1 0 FOR FCC FORREST CITY PIE MTNCE WRKR FRMN WS-4749-0B 1 0 0 FOR FCC FORREST CITY UNICOR QUAL ASSANC MGR G5.1910-21 1 0 0 FOR FCC FORREST CITY PIE MGR SUPYR G5418212 1 1 0 FOR FCC FORREST CITY VIE REGISTERED NURSE GL-0610-10 5 0 0 FOR FCC FORREST CITY ME SAFETY SPECLST GL-0018.09 1 0 0 EFTA00141517 FOR FCC FORREST CITY S&E SPORTS SPECLST Gt-003009 1 2 0 FOR FCC FORREST CITY S&E SR OFFCRSPECIST GL-0[07-08 22 2 0 FOR FCC FORREST CITY PHS STAFF PHARMACIST CC-0660-11 1 0 0 FOR FCC FORREST CITY S&E STAFF PSYCH G5-018042 2 0 0 FOR FCC FORREST CITY S&E SUPV COMM SPECLST GS-110241 1 0 0 FOR FCC FORREST CITY S&E SUPVR OF EOUC G5.1710-23 1 2 0 FOR FCC FORREST CITY S&E SUPVRY CMAP1AW GS-006043 1 2 0 FOR FCC FORREST CITY S&E SUPW CORRECTIONAL SYSTEMS SPECIAUST GS-000641 1 0 0 FOR FCC FORREST CITY S&E TCHR G5.1710-21 2 1 0 FOR FCC FORREST CITY S&E TIME & LV CLIC G1-0544-05 1 1 0 FOR FCC FORREST CITY S&E UNIT MGR GS-000642 3 1 0 12 FOR FCC FORREST CITY S&E VOCTNITRNG INSTRU G5471241 1 0 0 FOR FCC FORREST CITY S&E WHSE WARR FRMN WS-6907-04 1 1 0 FPI CENTRAL OFFICE-FPI UNICOR ACCT TRNEE GS-051007 4 0 0 FPI CENTRAL OFFICE -FM UNICOR ACCTG STUDENT TRAINEE GS-0599-05 3 0 0 FPI CENTRAL OFFICE -FM UNICOR ADMVOFFCR G5-0/0141 1 0 0 FPI CENTRAL OFFICE -FM UNICOR ADP SYS AMR G5.221OI2 4 0 0 FPI CENTRAL OFFICE-FPI UNICOR ASST Clang GS-0505-14 1 0 0 FPI CENTRAL OFFICE -FM UNICOR BUSINESS DEVELOPMENT SPECIAUST GS.1101-13 1 0 0 FPI CENTRAL OFFICE -FM UNICOR CH, FIELD IT OPS SUPRT SEC G5-2210-14 1 0 0 FPI CENTRAL OFFICE -FM UNICOR COWER SPECLST G54102-12 1 0 0 FPI CENTRAL OFFICE -FM UNICOR COWER SPECLST G54102-11 1 0 0 FPI CENTRAL OFFICE -FM UNICOR CORPORATE QUALITY ASSURANCE MGR G5491O14 1 0 0 FPI CENTRAL OFFICE -FM UNICOR DEP CH INFO SECUROFFCR G5-2210-14 1 0 0 FPI CENTRAL OFFICE -FM UNICOR EXEC CONS G54101-14 1 0 0 FPI CENTRAL OFFICE -FM UNICOR FACTORY MGR (TR) GS-1201-11 S 1 0 8 FPI CENTRAL OFFICE-FPI UNICOR FIELD FNANCI AMR GS-0501-11 1 0 0 FPI CENTRAL OFFICE -FM UNICOR FIELD FNANCI AMR GS-0501-13 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR INDISPECIST GS.1101-22 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR INDISPECIST GS.115042 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR MGMT& PROG ANAL GS-034342 2 0 0 FPI CENTRAL OFFICE -FM UNICOR MGMT ANAL G5-034343 4 0 0 49 FPI [DOBAIOFFICE - FPI UNICOR MGMT ANAL G5-034342 1 0 0 FPI CENTRAL OFFICE -FM UNICOR MGMT ANAL G5-034343 1 0 0 FPI CENTRAL OFFICE -FM UNICOR MGMT ANAL G5-010342 1 0 0 FPI CENTRAL OFFICE -FN UNICOR MGMT ANAL GS-010342 1 0 0 FPI CENTRAL OFFICE -FM UNICOR MGMT SPECIST GS-0301-09 1 0 0 FPI CENTRAL OFFICE -FN UNICOR OPERS MGR G5410143 1 0 0 FPI CENTRAL OFFICE -FN UNICOR OPERS MGR G5410143 1 0 0 FPI CENTRAL OFFICE -FN UNICOR °PRIG ACCTNT GS-051042 3 0 0 FPI CENTRAL OFFICE -FM UNICOR PROCURCONTRIG OFFCR GS.1102-14 2 0 0 FPI CENTRAL OFFICE -FM UNICOR PROG MGR G5410143 1 0 0 FPI CENTRAL OFFICE -FM UNICOR PROG 0.14R G5410143 2 0 0 FPI CENTRAL OFFICE -FM UNICOR PROG 0.14R GS-110143 2 0 0 FPI CENTRAL OFFICE -FM UNICOR PROG MGR GS-110144 1 0 0 FPI CENTRAL OFFICE -FN UNICOR PROG 0.14R GS-110144 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR PROG MGR GS.110143 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR PROG MGR GS.1101-14 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR P0.01 MGR GS.110142 5 0 0 FPI CENTRAL OFFICE-FPI UNICOR QUAL ASSR 70.NEE GS.191O09 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR RECYCLING FACTORY TECHIKN GL-0303-09 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR REGNI RECYCLING SOURCING MGR GS.1101-12 2 0 0 FPI CENTRAL OFFICE-FPI UNICOR MM. SYS ADMR GS42IO13 2 0 0 FPI CENTRAL OFFICE-FPI UNICOR SEW MACH FRMM TRNEE WS.5301-07 2 0 0 FPI CENTRAL OFFICE -FM UNICOR SR CONTRCTG OFFCR GS-1102-13 1 0 0 FPI CENTRAL OFFICE -FM UNICOR SR OPUS MGR GS-1101-14 1 0 0 FPI CENTRAL OFFICE -FM UNICOR SR OPUS MGR GS-110144 1 0 0 FPI CENTRAL OFFICE -FM UNICOR SR OPERS MGR G5410140 1 0 0 FPI CENTRAL OFFICE -FN UNICOR STUD TR G5.1299-05 1 0 0 FPI CENTRAL OFFICE -FM UNICOR SUSTAINABIUTY MGR G5.1250-23 1 0 0 FPI CENTRAL OFFICE -FM UNICOR SYS ACCTNT GS-051043 1 0 0 FPI CENTRAL OFFICE -FN UNICOR TEXTIS MFG SPECLST G5410143 1 0 0 FPI CENTRAL OFFICE -FM UNICOR UNICOR CONTR SPECIST G5410241 6 0 0 FPI CENTRAL OFFICE -FN UNICOR UNICOR STUD TR G5.119905 2 0 0 FPI CENTRAL OFFICE -FN UNICOR UNICOR STUD TR G5.119905 1 0 0 FPI CENTRAL OFFICE -FN UNICOR UNICOR STUD TR G5.119905 1 0 0 FPI CENTRAL OFFICE -FN UNICOR UNICOR STUD TR G5.1199-05 1 0 0 FPI CENTRAL OFFICE -FM UNICOR WORKERS COMP SPECLST GS-030141 1 0 0 FTD FO FORT DIX UNICOR ACCTNT GS-051041 1 0 0 FTO FO FORT DIX S&E ASST F000 SRVCADMR ITN GL1667-09 1 0 0 FTC) FO FORT DIX TRUST FUND ASST TRUST FUND SUPYR GS-030141 1 1 0 FTC, FO FORT DIX S&E BUDG &ACCTG OFFCR GS-0501-22 1 1 0 FTC, FO FORT DIX S&E BUS ADMR GS-0501-23 1 1 0 FTC, FO FORT DIX S&E CAPTAIN G5-000743 1 0 0 FTC, FO FORT DIX DIE CAPTAIN'S SECY GI-0316-0S 1 1 0 13 FTD FO FORT DIX DIE CASE MGR GS-0101-11 1 0 0 FTC) FO FORT DIX DIE CORREC1NL CNSLR G1-0037-09 1 1 0 EFTA00141518 FTD FO FORT DIX S&E CORRECTNL SYS OFFCR GL4C07-08 1 0 0 FTD FO FORT DIX S&E DNTLOFFCR GS-0680-13 1 0 0 FTD FO FORT DIX S&E DRUG ABUSE PROG COORD GS-01130-13 1 0 0 FTD FO FORT DIX S&E DRUG ABUSE TRTMNTSPECLST G54101-11 1 1 0 FTO FO FORT DIX S&E EDUCSPECLS7 G5.1701-11 1 0 0 FTO FCi FORT DIX S&E ENGRG TECHNO1 GS-0B02-11 1 0 0 FTO FCi FORT DIX UNICOR FABRIC WRKR FRMN WS310S-07 1 0 0 FTO FCi FORT DIX UNICOR FACTORY MGR G5.1101-12 1 0 0 FTD FCi FORT DIX S&E FNANCL SPECIST GI:0501-09 1 1 0 FTD FCi FORT DIX S&E FOOD SRVC ASST GL-160347 1 CI 0 FTD F Ci FORT DIX S&E HLTH INF TECHNO4 GL-0675-07 1 0 0 FTD FCi FORT DIX S&E HUMAN RESOURCE SPECLST GL4201-09 1 1 0 FTD FCi FORT DIX S&E INF RECPTNST GL4304-04 1 0 0 FTD FCi FORT DIX S&E IT GS-0007-11 1 1 0 FTD FCi FORT DIX S&E IT GI060709 1 1 0 FTC, FO FORT DIX S&E MIOIEVELPRACTIRONER GS-0603-11 1 1 0 FTC, FO FORT DIX S&E MTNCE WRICR FRMN WS-4749.0B 1 0 0 FTD FO FORT DIX UNICOR MTNCE WRIal FRMN WS-4749.0B 1 0 0 FTC, FO FORT DIX S&E PLMBNG WRKR FRMN WS-4206.0B 1 0 0 FTD FCi FORT DIX UNICOR PROON CARLA GS.1152-11 1 0 0 FTC, FCi FORT DIX S&E PSYCHTRC PHYSCN GP-0602-IS 1 0 0 FTC, FO FORT DIX UNICOR QUAL ASSRNC MGR G5.1910-11 1 0 0 FTC. FO FORT DIX S&E MGR SMUT GL-0111-09 1 0 0 FTD FO FORT DIX UNICOR RECYCLING FACTORY TECH GL-0303-09 1 0 0 FTD FCi FORT DIX UNICOR RECYCLING FACTORY TECI4NCH GL-0303-09 3 0 0 FTC, FCi FORT DIX S&E REGISTERED NURSE GL-0610-10 4 2 0 FTC, FO FORT DIX S&E secata. EDUC TCHR G5.1701-11 1 0 0 FTD FO FORT DIX S&E SR OFFCRSPECLST GL-0607-0B 51 1 0 L, FTD FO FORT DIX S&E STUDENT TRAINEE DIN GL-0299-0S 1 0 0 FTC, FO FORT DIX S&E SUN'S CLINICAL NURSE G54610-11 1 0 0 FTC, FCi FORT DIX S&E TCHR G5.1710-11 3 0 0 B FTC, FCi FORT DIX S&E UNIT MGR GS-0006-12 1 0 0 13 FTD FCi FORT DIX S&E UNIT SECY GL-031206 S 1 0 FTC, FCi FORT DIX UNICOR MIS( WRKR FRMN WS6907-04 1 0 0 FTO FO FORT DIX UNICOR WHSE WRKR SUVA WS-6907-05 1 0 0 FTW FMC FORT WORTH S&E ADVANCED CARE LYL PSYCH GS-01130-13 1 0 0 2 FTW FMC FORT WORTH S&E ASSOC WARDEN G54006-14 1 1 0 FTW FMC FORT WORTH S&E CHEF DENTAL OFFKER GS-0680-14 1 0 0 6 FM FMC FORT WORTH S&E COOK FRMN WS-7404-0B 1 1 0 FTW FMC FORT WORTH S&E DENTAL HYGIENIST GI0682-08 1 0 0 FTW FMC FORT WORTH S&E DINGNS7C RADIOLOGICTECHNLGST G1464747 1 0 0 FTW FMC FORT WORTH PHS DIETITIAN CC-0630-11 1 0 0 FTW FMC FORT WORTH S&E DRUG ABUSE TRTMNTSPECLST G54101-11 1 1 0 FTW FMC FORT WORTH S&E FACT ASST GL -1603-07 1 1 0 FTW FMC FORT WORTH S&E FNANCI SPECIST GI:0501-09 1 0 0 FTW FMC FORT WORTH S&E FOOD SRVC ASST GL -1603-07 1 1 0 9 FM FMC FORT WORTH S&E HLTH SRVCSADMINITRAINEEI G54101-11 1 0 0 FTW FMC FORT WORTH PHS HOSMAL ADMN (ASST NSA) CC-0670-12 1 0 0 4 FTW FMC FORT WORTH S&E HUMAN RESOURCE MANAGER TRAINEE GS4201-11 1 0 0 FTW FMC FORT WORTH S&E HUMAN RESOURCE MOST GL-0201-09 1 1 0 14 FTW FMC FORT WORTH S&E MAC FRMN WS.5306.09 1 0 0 FM FMC FORT WORTH S&E UCENSEO PRACTICAL NURSE GL-062007 1 0 0 FTW FMC FORT WORTH S&E IT GS-0007-11 1 0 0 FTW FMC FORT WORTH S&E IT GL-0037-09 1 0 0 FM FMC FORT WORTH S&E MATERIAL HNOLR SUPER WS-6907-04 1 1 0 FTW FMC FORT WORTH S&E MEDCL OFFCR GP-0602-1S 6 1 0 FTW FMC FORT WORTH PHS MEDCL OFFCR. GENERAL CC43602-15 1 0 0 FM FMC FORT WORTH S&E MIDGEWL PRACTIDONER IPHYSCN ASST) GS-0603-11 1 0 0 FTW FMC FORT WORTH PHS MIDADALPRACTMONER (PHYSICIAN ASSISTANT) CC-0603-11 1 1 0 FM FMC FORT WORTH S&E MTNCE WRKR FRMN WS-4749.0B 1 0 0 4 FM FMC FORT WORTH PHS NURSE °mart - CO STEP CC-0610-10 1 0 0 FM FMC FORT WORTH PHS NURSE SPECLST4WOUND WE) CC-0610-10 1 0 0 FM FMC FORT WORTH PHS OTHER HEALTH SRYC (STAFF TECHN). CO-STEP CC 0644 09 1 0 0 FTW FMC FORT WORTH S&E PARAMEDIC (HEALTH TECH) GL 0640 09 1 0 0 FM FMC FORT WORTH PHS PHARMACIST (CHIEF) CC 0660 13 1 1 0 FM FMC FORT WORTH PHS PHARMACIST (CO-STEP) CC-066011 1 0 0 FM FMC FORT WORTH PHS PHARMACY OFFICER CC-0660-11 1 0 0 FM FMC FORT WORTH S&E PLMBNG WRKR FRMN WS-42064B 1 0 0 FTW FMC FORT WORTH PHS PROGRAM MGT OFFIaR/CtUAL MGR CC-0671-11 1 0 0 FTW FMC FORT WORTH S&E PSYCALGE PREDOCTORAL INTERN GL43199-09 0 0 0 2S FTW FMC FORT WORTH S&E PSYCHOLOGY TECH GL4318107 1 0 0 FTW FMC FORT WORTH S&E REGISTERED NURSE GL-0610-10 17 1 0 FM FMC FORT WORTH S&E RELIGIOUS SRVCSASST GL43303-07 1 1 0 FTW FMC FORT WORTH S&E SOC V/RKR GS-018.5.11 1 1 0 FTW FMC FORT WORTH S&E SPEC (DUG TCHR G5.1710-11 1 0 0 FTW FMC FORT WORTH S&E SR OFFCRSPECLST GL43037-08 10 1 0 FTW FMC FORT WORTH PHS STAFF NURSE (REGISTERED NURSE) CC43610-10 1 0 0 EFTA00141519 FTW FMC FORT WORTH PHS STAFF PHARMACIST CC-0660-11 1 0 0 1 FTW FMC FORT WORTH S&E SUPVY CONICAL NURSE GS-0610-11 1 0 0 FTW FMC FORT WORTH S&E UNIT MGR GS-0006-12 1 1 0 FTW FMC FORT WORTH S&E UNIT SECT GL-0318-06 1 1 0 27 FTW FMC FORT WORTH S&E WARDENS SEC( GL-0318-08 1 0 0 FTW FMC FORT WORTH S&E WHSE WRIER SUVA WS-6907-03 1 0 0 GIL FO GIIMER S&E ASSOC WARDEN GS-0006-14 1 1 0 GIL FO GILAIER S&E ASST F000 SRVCADMR ITRI G14667-09 1 0 0 GIL FO GIIMER S&E ASST LOCKSMITH GL-0301443 1 1 0 3 GIL FO GIIMER S&E CASE MGR GS-0101-11 1 0 0 1 GIL FO GILMER S&E 04 PSYCH GS-0180-14 1 0 0 GIL FO GIIMER S&E CLNCL NURSE GL-061040 1 0 0 GIL FO GIIMER S&E CONTR SPECLST 0.4102-09 1 0 0 GIL FO MAIER S&E COOK FRMN WS.7404.003 2 1 0 GIL FO GIIMER S&E CORRECTNL [NOS GL-0007-09 1 0 0 11 GIL FO GIIMER S&E CORRECTNL SYS 0FFCR GL-0007-08 1 1 0 GIL FO GIIMER S&E EDUC SPECLST G54701-11 1 0 0 4 GIL FO GIIMER S&E ELCTRON TECHNO4 GS-0856-11 1 1 0 GIL FO GILMER S&E FOOD SRVC ADMR G54667-12 1 1 0 GIL FO GILMER S&E HYAC FRMN WS.5306.09 1 1 0 GIL FO GILMER S&E LT GS-0007-11 1 0 0 GIL FO GILMER S&E MCA SUPYR G5-0188-11 1 0 0 8 GIL FO GILMER S&E SR OFFCRSPECLST G1-0007-08 13 1 0 GIL FO GILMER S&E STAFFPSYCH GS-0180-12 1 0 0 GIL FO GILMER S&E SUPVM 04APLAAN GS-0060-12 1 0 0 GIL FO GILMER S&E SUPVM CONTR SPECLST GS.1102-11 1 0 0 GIL FO GILMER S&E TCHR GS.1710-11 2 1 0 GIL FO GILMER S&E UNIT SECT GL-0318-06 1 0 1 16 GIL FO GILMER S&E WI4SE WRKR FRMN W54907-04 1 0 0 2 GIL FO GILMER TRUST FUND WHSE WRKR FRMN W54907-04 1 0 0 GIL FO GILMER UNICOR WHSE WRKR FRMN W5490704 1 0 0 GIL FO GILMER UNICOR WHO WRKR SUVA WS-6907-06 1 0 0 GUI FO GILMER S&E FiREARMSINSTRU GS-0006-12 4 1 0 GUI FO GILMER S&E SEC( G5-0318.06 1 1 0 13 GLN FO GILMER S&E TRAINING INSTRUCTOR GS-0006-12 6 1 0 GP GRAND PRAIRIE, TX (DSCCI S&E ADMVASST GL-0303-D7 8 1 0 29 GP GRAND PRAIRIE, TX (DSCCI S&E T.µ DSCC GS-0006415 1 1 0 GP GRAND PRAIRIE, TX (DSCCI S&E CIASSIEN/COMPUTATIONSPECLST GS-0006-11 10 0 0 GP GRAND PRAIRIE, TX (DSCCI S&E CORRECTIIL PROG SPECIST GS-0006-13 1 0 0 13 GP GRAND PRAIRIE, TX (DSCCI S&E (ACC OPUS MGR GS-0006-13 2 1 0 GP GRAND PRAIRIE, TX (DSCCI S&E INMATE °ASSIGN &COMPLRATION SPECLST GS-0006-11 4 1 0 GP GRAND PRAIRIE, TX (DSCCI S&E INMATE CLASSIEN COMPUTATION TECIMCN GL-0963-09 6 0 0 GP GRAND PRAIRIE, TX (DSCCI S&E MGMT ANAL G5-0143-12 2 0 0 18 GP GRAND PRAIRIE, TX (DSCCI S&E SEC CH GS-0006-14 1 0 0 4 GP GRAND PRAIRIE, TX (DSCCI S&E TRNG SPECLST GS-0006-12 2 0 0 II GM GRAND PRAIRIE, TX (HRSCI S&E ADMVSRVCSASST GL-0303-D7 1 0 0 2 GM GRAND PRAIRIE, TX (HRSCI S&E DEP 04, CONSLDTD PROaNG UNIT GS-0201-13 1 1 0 GM GRAND PRAIRIE, TX (HRSCI S&E OAP BENEFITS SPECLST GS-0201-12 1 0 0 13 GRA GRAND PRAIRIE, TX (HRSCI S&E HUMAN RESOURCES MOST GL-0201-09 1 0 0 GM GRAND PRAIRIE, TX (HRSCI S&E HUMAN RESOURCES SPECLST, GU GS-0201-12 3 1 0 GM GRAND PRAIRIE, TX (HRSCI S&E SR HUMAN RESOURCES SPECLST GS-0201-13 1 0 1 6 GRE FO GREENVILLE UNICOR ASSOC WARDEN GS-0006-13 1 0 0 GRE FO GREENVILLE S&E ASST F000 SRVCADMR G5.1667-11 1 0 0 7 GRE FO GREENVILLE S&E 04EF EINTL OFFER GS-0680-13 1 0 1 2 GRE FO GREENVILLE PHS CLINICAL PSYCHOLOGIST CC-0180-12 1 1 0 GRE FO GREENVILLE S&E COOK FRMN WS.7404-08 1 0 0 2 GRE FO GREENVILLE S&E CORRECTNL SYS OFFCR GL-0007-08 1 1 0 11 GRE FO GREENVILLE UNICOR COST ACCTNT GS-0510-11 1 0 0 GRE FO GREENVILLE S&E DENTAL ASSISTANT GL-0681-06 1 0 0 2 GRE FO GREENVILLE S&E ELCTRL WRKR FRMN WS-280503 1 1 0 7 GRE FO GREENVILLE S&E ENVRNMTL& SAFETY COMPLNC ADPAR GS-0018-12 1 1 0 GRE FO GREENVILLE S&E EXEC ASST/SATEUTE °PERS ADM 14 GS-0006-13 1 1 0 EFTA00141520 GRE FO GREENVILLE S&E FALL MGR GS.1640-12 1 1 0 GRE FO GREENVILLE S&E GUIDANCE COUNSELOR G5.1790-11 1 0 0 GRE FO GREENWLLE S&E HLTH SRVCSADMR GS-0670-12 1 0 0 GRE FO GREENWLLE UNICOR INDLSPECLST GS-IGO-12 1 0 0 GRE FO GREENWLLE S&E LCP CHAPLAIN GS43060-12 1 0 0 GRE FO GREENWLLE S&E LT GS-0007-11 3 0 0 GRE FOGREENVILLE S&E MEDCL OFFCR GP-0602-1S 1 0 0 GRE FO GREENVILLE S&E MTNCE WRICR FRMN WS-4749.08 1 1 0 GRE FO GREENVILLE S&E PARAMEDIC GL-0640-09 1 0 0 GRE FO GREENVILLE S&E PHRIACY TECHNCN GL-0661-0S 1 MC 0 GRE FO GREENVILLE S&E PLMBNG WRKR FRMN W5.4206 003 1 0 0 GRE FO GREENWLLE UNICOR PROG MGR G543140-14 1 0 0 GRE FO GREENVILLE UNICOR QUAL ASSRNC MGR G5.1910-11 1 1 0 GRE FO GREENVILLE S&E RECK SPECLST GL43188-09 1 1 0 GRE FO GREENVILLE S&E REGISTERED NURSE GL.0610-10 1 1 0 GRE FO GREENVILLE S&E REUGIOUS SRVCSASST Gt-0303-07 1 0 0 GRE FO GREENVILLE S&E SIS SUPRT TECFINCN G1-180108 1 0 0 GRE FOGREENVILLE PHS SPECIALTY PROG COORD CC-0180-13 1 0 0 GRE FOGREENVILLE S&E SR OFFCRSPECLST GI:003708 23 0 0 GRE FO GREENVILLE S&E SUPVRY CONTRSPECLST G5.1101-11 1 0 0 GRE FO GREENVILLE S&E SUPVY CORRECTIONAL SYSTEMS SPECIAUST GL-0036-11 1 1 0 GRE FOGREENVILLE S&E UNIT SECY GL-0318-06 1 0 0 GRE FO GREENVILLE S&E VOCTNLTRNG INSTRU GS.1711-11 1 0 0 GRE FO GREENVILLE S&E WARDEN ES-0306430 1 1 0 GUA MCC GUAYNABO S&E ACCTG TECHNCN GS-0S2S.07 1 0 0 4 GUA MCC GUAYNABO S&E CASE MGR GS-0101-11 1 0 1 11 GUA MDCGUAYNABO S&E CHAPLAIN GS43060-12 1 0 0 GUA MDCGUAYNABO S&E COMPR SRVG MGR GS.2210-12 1 0 0 GUA MDCGUAYNABO S&E CORRECTNL SYS OFFCR GL-0037-08 1 1 0 26 GUA MDCGUAYNABO S&E EMU PREPAREDNESS OFFCR GS-0006-I2 1 0 0 11 GUA MCC GUAYNABO S&E FOOD SRVC ADMR G5.1667-13 1 1 0 GUA MCC GUAYNABO S&E LT GS-0007-11 3 0 0 GUA MCC GUAYNABO S&E WOO. OFFCR GP-0601-1S 1 0 0 GUA MDCGUAYNABO S&E MID-LEVEL PRACTITIONER GS-0603-11 1 0 0 GUA MDCGUAYNABO S&E PARALEGAL SPECLST GS-0950-11 1 0 0 GUA MDCGUAYNABO S&E SPEC EOUC TCHR G5.1710-11 1 0 0 GUA MDCGUAYNABO S&E SR OFFCR GL-0007-07 1 0 0 GUA MDCGUAYNABO S&E SR OFFCRSPECLST GL-000708 9 0 0 GUA MDCGUAYNABO S&E SUM* OF EOUC G5.1710-12 1 1 0 GUA MDCGUAYNABO S&E SUPVY CORRECTIONAL SYSTEMS SPECIAUST G54006-11 1 0 0 6 GUA MIX GUAYNABO TRUST FUND WHSE WRItS FRMN W54907-04 1 0 0 GUA MDCGUAYNABO S&E WHSE WAG FRMN W5-6907-04 1 0 0 HA2 FCC HAZELTON S&E ADVANCED CARE LVI PSYCH IFIT) G54180-13 1 0 0 HA2 FCC FIAZELTON S&E ASSOC WARDEN GS-0006-14 1 1 0 HA2 FCC MAZELTON S&E ASST FOOD SRVCADMR GS-1667-12 1 0 0 10 HA2 FCC HAZELTON PHS ASST HLTH SRVCS ADMR CC-0670-12 1 0 0 3 HA2 FCC HAZELTON S&E ASST HUMAN RESOURCE MGR GS-0201-12 1 0 0 HA2 FCC HAZELTON S&E CAPTAINS SEC.' GL-0318-06 1 1 0 HA2 FCC HAZELTON S&E CASE MGR GS-0101-11 1 1 0 17 HA2 FCC HAZELTON S&E CLNCL PSYCH GS-0180-12 1 0 0 HA2 FCC HAZELTON S&E COMPR SRVCS MGR GS-2210-13 1 0 0 HA2 FCC HAZELTON PHS DEP CH, PSYCH CC-0180-13 1 0 0 HA2 FCC HAZELTON S&E DRUG ABUSE PROD CODRD G54180-13 1 0 0 HA2 FCC HAZELTON S&E DRUG ABUSE TRTMNT SPECLST GS-0101-11 1 0 0 HA2 FCC HAZELTON S&E ELCTRONTECHNCN G54385611 1 1 0 HA2 FCC HAZELTON S&E ELCTRONTECHNOlfri0 GL 0856 11 1 0 0 HA2 FCC HAZELTON S&E ENGINEERING TECH GS-0802-11 1 0 0 HA2 FCC 14A2ELTON S&E EtIVRNMEL & SAFETY COMPLNC ADMR GS-001843 1 0 0 HA2 FCC HA2ELTON S&E GUIDANCE COUNSELOR (ESA! GS-1740-I1 1 0 0 HA2 FCC HA2ELTON S&E HLTH INF TECHNCN GL-0675-07 1 0 0 4 NA2 FCC HAZELTON S&E HLTH SRVCS ADAIR GS-067013 1 0 0 HA2 FCC HAZELTON S&E HUMAN RESOURCE MGR GS-0201-13 1 0 0 1 HA2 FCC HA2ELTON S&E HVAC FRMN WS-5106-09 1 0 0 HAZ FCC WUELTON S&E LT GS-0007-11 1 1 0 HA2 FCC HA2ELTON S&E LT GS-0007-11 6 0 0 HA2 FCC HA2ELTON S&E MEDCI OFFCR GP.0601-1S 1 0 0 NA2 FCC MAZELTON S&E MEDICATION TECHNICIAN GL-0640-06 1 0 0 4 HA2 FCC HAZELTON PHS MID-LEVEL PRACTITIONER CC-0610-11 1 0 0 HA2 FCC HAZELTON S&E MID-LEVEL PRACTITIONER GS-061011 1 0 0 HA2 FCC HAZELTON S&E MTNCE 'MUIR FRMN WS-474948 1 0 0 HA2 FCC HAZELTON S&E AMR SPECIST GL 0188 09 1 1 0 HA2 FCC HAZELTON S&E RESTRICTIVE HOUSING PSYCH GS-018013 1 0 0 HA2 FCC HAZELTON S&E SAFETY COMPUANCE SPECIALIST GL 0018 09 1 0 0 HA2 FCC HAZELTON UNICOR SHEET MTLWRKR RIMN W5.3806 08 3 0 0 HA2 FCC HAZELTON S&E SOC MUIR GS-018S-11 1 0 0 HA2 FCC HAZELTON S&E SPEC EOUC TCHR G5.1710-11 1 0 0 HA2 FCC HAZELTON S&E SPEC INVESTIGATIVE AGT GS-0006-12 1 0 1 8 EFTA00141521 HAZ IFCC HAZELTON S&E SPECIALTY PROG COORD1FITI GS-0180-13 1 0 0 HAZ FCC HAZELTON S&E SPECIALTY PROG COORD1Resolvel G54180-13 1 0 0 HA2 FCC HAZELTON S&E SR OFFCRSPECLST GI:0607-08 66 1 0 HA2 FCC HAZELTON S&E TCHR G5.1710-21 1 1 0 5 HA2 FCC HAZELTON S&E TIME & LV CLIC GL43544-05 1 0 0 HAZ FCC HAZELTON S&E UNIT MGR GS-0006-12 1 0 0 19 HA2 FCC HAZELTON S&E UNIT SECY GL-031846 3 1 0 HAZ FCC HAZELTON S&E UNIT SECY GL-031846 1 0 0 HAZ FCC HA2ELTON TRUST FUND WHSE WRKR FRMN WS490704 1 0 0 FIAZ FCC HAZELTON UNICOR WHSE WRKR SUM WS4907-04 1 0 0 HER FO HERLONG S&E ADVANCED PRACTICE N GS-0610-11 1 0 0 HER FO HERLONG S&E BUDG &ACCTG OFFCR GS-0501-11 I 0 0 HER FO HERLONG S&E CAMP ADMIN SECRETARY GS-011847 1 0 0 HER FO HERLONG VIE CASE MGR GS-0101-11 1 0 0 HER FO HERLONG S&E Cµ ONE OFFCR GP-0680-13 1 1 0 HER FO HERLONG S&E CHAPLAIN GS-0060-12 1 0 0 HER FO HERLONG S&E COOK FRMN W5.740448 3 0 0 HER FO HERLONG S&E DRUG ABUSE PROG COORD G5-0180-13 1 0 0 HER FO HERLONG S&E EDUCTECHNO1 GL-1702-07 1 0 0 HER FO HERLONG S&E FACT MGR G5.164012 1 0 0 HER FO HERLONG S&E ENANO SPECIST GL-0501-09 1 0 0 HER FO HERLONG S&E HLTH SRVCSADMR G54670-12 1 0 0 HER FO HERLONG S&E INF REC.PTNS7 GL-0304-04 1 0 0 HER FO HERLONG S&E LT GL-0007-09 1 1 0 HER FO HERLONG S&E LT GS-0007-11 1 1 0 HER FO HERLONG S&E MEDICATION TECHNICIAN GL -0640.06 1 0 0 HER FO HERLONG S&E AMR SPECIST GL-0188-09 1 0 0 HER FO HERLONG S&E REGISTERED NURSE GL-0610-10 1 1 0 HER FO HERLONG S&E SIS TEC.HNCN GL-1802-08 1 0 0 3 HER FO HERLONG S&E SR OFFCRSPECLST GL43037-08 38 0 0 HER FO HERLONG SILE TCHR GS.1710-11 1 1 0 HER FO HERLONG TRUST FUND TRUST FUND SPECIST GL-030149 1 0 0 HER FO HERLONG S&E UNIT SECT GL-031846 1 0 0 HER FO HERLONG SIIE WARDEN GS-0006-15 1 1 0 HON FCC HONOLULU PHS ASST HLTH SRVCS ADMIR CC-0670-11 1 0 0 HON FCC HONOLULU S&E 01PSYCH GS-0180-13 1 0 0 HON FCC HONOLULU S&E CLINICAL DIRECTOR GP-0602-1M 1 0 0 HON FCC HONOLULU S&E COMPR SPECLST GS-0099-05 1 0 0 HON FCC HONOLULU S&E CORRECTNL SYS OFFCR GL-01:07-08 1 1 0 HON FCC HONOLULU S&E FNANO SPECIST GL-0501-09 1 1 0 HON FCC HONOLULU S&E HUMAN RESOURCE MGR GS-0201-13 1 1 0 HON FCC HONOLULU S&E LEG ASST GL43986-08 1 0 0 HON FCC HONOLULU S&E LT GS-0007-11 3 1 0 HON FCC HONOLULU PHS PAID-LEVEL PRACTMONER CC-0601-11 1 0 0 HON FCC HONOLULU S&E SPEC EOUC TCHR GS-1701-21 1 0 0 HON FCC HONOLULU S&E SPEC INVESTIGATEVE AGT GS-0006-12 1 1 0 HON FCC HONOLULU S&E SR OFFCRSPECLST GL-0037-08 23 1 0 HON FCC HONOLULU S&E TOW G51710-11 1 0 0 4 HON FCC HONOLULU S&E UNIT SECT GL-031846 1 0 0 6 HON FCC HONOLULU S&E WHSE WRKR FRMN W54907-03 1 0 0 HOU FCC HOUSTON S&E BUDG ANAL GL-0560413 1 0 0 4 HOU FCC HOUSTON S&E CASE MGR GS-0101-11 1 1 0 14 HOU FCC HOUSTON S&E COMPR SPECLST GS.2210-11 1 0 0 S HOU FCC HOUSTON S&E COOK FRMN W5.7404-08 1 0 1 17 HOU FCC HOUSTON S&E CORRECTNL SYS OFFCR GL43037-08 1 0 0 HOU FCC HOUSTON S&E (MP DVLPMT MGR GS-0201-13 1 1 0 HOU FCC HOUSTON S&E FOOD SVG ASST GL-1603-07 1 0 0 HOU FCC HOUSTON S&E GEN FRMN W54749-14 1 1 0 HOU FCC HOUSTON S&E LT GI:0607-09 1 0 0 HOU FCC HOUSTON PHS NURSE PRACTITIONER CC-0610-11 1 1 0 HOU FCC HOUSTON S&E PARALEGAL SPECIST GS-0950-11 1 0 0 HOU FCC HOUSTON S&E REGISTERED NURSE GL-0610-10 1 0 0 HOU FCC HOUSTON S&E SPEC EOUC TCHR G5.1710-21 1 0 0 HOU FCC HOUSTON S&E SR OFFCRSPECLS7 GL-01:07-08 8 1 0 HOU FCC HOUSTON S&E STUD TR GL-0199-05 1 0 0 HOU FCC HOUSTON S&E STUD TR GI:1799-0S 1 0 0 HOU FCC HOUSTON S&E STUD TR GL2299-05 1 0 0 HOU FOC HOUSTON S&E SUPVRY CONTRSPECLST G5.1102-11 1 0 0 HOU FCC HOUSTON S&E WHSE WRKR FRMN W54907-04 1 0 0 14 HAM CENTRAL OFFICE- HRM S&E ADMVOFFCR G54101-09 1 0 0 HRM CENTRAL OFFICE- HRM S&E CIASSIEN &CIAPNSN SPECLST GS-0201-13 5 0 0 40 HAM CENTRAL OFFICE- HRM S&E CURRICULUM DEVELOPER GS-0006-12 3 1 0 9 HRM CENTRAL OFFICE- HRM S&E CURRICULUM DEVELOPER GS-0006-12 1 0 0 11 HRM CENTRAL OFFICE- HRM S&E DEP 00. ClASSIEN & CIAPNSN SEC G54201-13 1 1 0 HAM CENTRAL OFFICE- HRM S&E DEP CH. LBR MGMT AFL &SEC GS-0006-14 1 0 0 IIIIM CENTRAL OFFICE- HRM S&E EQUAL EMPIMNT OPPORTUNITY SPECIST G54260-12 1 0 0 4 IIIIM CENTRAL OFFICE- HRM S&E HUMAN RESOURCE SPECIST GS-0201-12 4 0 0 8 EFTA00141522 HAM CENTRAL OFFICE- HRM S&E HUMAN RESOURCE SPECLST GS-0201-12 1 0 0 HAM CENTRAL OFFICE - HRM S&E HUMAN RESOURCE STUD TA GS-02940S 4 0 0 HAM CENTRAL OFFICE - HRM S&E HUMAN RESOURCE STUD TA GS-02940S 1 0 0 HAM CENTRAL OFFICE - HRM S&E HUMAN RESOURCE STUD TA GS-02940S 1 0 0 HAM CENTRAL OFFICE- HRM S&E LBR MGMT RD. SPECIST GS-0201-13 1 0 0 4 HAM CENTRAL OFFICE- HRM S&E LBR MGMT RD SPECLST GS-0201-13 1 0 0 1 HAM CENTRAL OFFICE- HRM S&E LBR MGMT RD SPECLST GS-0201-13 1 0 0 2 HAM CENTRAL OFFICE - HRM S&E MGMT ANAL G54343-13 1 1 0 HAM CENTRAL OFFICE- HRM S&E RECRUIT SPECIST G54201-11 1 0 0 HAM CENTRAL OFFICE- HRM S&E RECRUIT SPECIST G54201-11 4 0 0 HAM CENTRAL OFFICE- HRM S&E SOCIAL MEDIA SPECLST G5.1001-11 1 1 0 3 HAM CENTRAL OFFICE- HRM S&E SUPVRY LBR REL SPECST GS-0201-14 1 0 0 7 HSD CENTRAL OFFICE - HSO S&E 04EF PHARMACIST CC-0660-06 1 0 0 HSD CENTRAL OFFICE - HSO S&E COMPRSPECLST GS-2210-13 1 0 0 3 HSD CENTRAL OFFICE- HSO DIE HLTH INFORMATIM SPECLS7 G54671-13 1 1 0 HSD CENTRAL OFFICE- HSO DIE HLTH INfORMATIMSPECLS7 G54671-13 1 0 0 HSD CENTRAL OFFICE-HSO DIE MTH SYS SPECLST (FSA) G54671-13 1 0 0 HSD CENTRAL OFFICE- HSO DIE MANAGEMENT PROGM & ANAL G54671-13 1 0 0 HSD CENTRAL OFFICE- HSO DIE MEDCL CONTR CONS (FSA) G54343-13 1 0 0 4 H50 CENTRAL OFFICE- HSO DIE MEDCL DCSIGANTOR/UDL7ATION REVIEWER ADMR CC-0671-13 1 0 0 5 H50 CENTRAL OFFICE- HSO S&E MED0 OFFCR (FSA) GP-0602-15 1 1 0 HSD CENTRAL OFFICE - HSO S&E MEDICAL F6CAL CONSULTANT G5-0143-13 1 0 0 12 HSD CENTRAL OFFICE-HSO S&E MGMT ANAL CONTRACTING GS-0343-13 1 0 0 HSD CENTRAL OFFICE- HSO S&E NATIONAL HEALTH SYSTEMSADMINISTRATOR GS 4670-15 1 0 0 2 HSD CENTRAL OFFICE- HSO S&E NATI DRUG FREE WORKPL COORD G54301-13 1 0 0 HSD CENTRAL OFFICE- HSO S&E OCCUPATIONAL MEDIONE PHYSICIAN GP-0602-15 1 0 0 HSD CENTRAL OFFICE- HSO S&E PHYSICM *SA) GP-0602-15 1 0 0 Nal CENTRAL OFFICE- HSO S&E PROD MIST IFSAI G5-0143-13 3 0 0 HSD CENTRAL OFFICE- HSO S&E GUN. IMPRVMT PROD SPECIST G54671-13 1 0 0 HSD CENTRAL OFFICE-HSO S&E SR. DEP ASST DIR CC-0006-00 1 0 0 HSD CENTRAL OFFICE - HSO S&E TRNSTNAL CARE PHARMACIST (FSA) CC-0660-11 1 0 1 1 IPP CENTRAL OFFICE- IPP S&E BRANCH CHIEF, IT SPEC GS-2210-1S 1 0 0 IPP CENTRAL OFFICE- IPP S&E CM ADMV SYS DYLPWIT SEC G5.2210-14 1 0 0 3 IPP CENTRAL OFFICE - IPP S&E CM, DIGITAL FORENSICS UNIT GS-000644 1 0 0 IPP CENTRAL OFFICE- PP S&E CM, HELP DESK SEC G5.2210-14 1 0 0 IPP CENTRAL OFFICE- IPP S&E CM, MAINFRAME SUPRT SECT GS-2210-14 1 0 0 IPP CENTRAL OFFICE-IPP S&E CM NAIL INFRASTRUCTURE SUPRT SEC GS-2210-14 1 0 0 IPP CENTRAL OFFICE- IPP S&E CM, NAIL NETWORK SUPRT SEC GS-2210-14 1 0 0 IPP CENTRAL OFFICE - IPP S&E CM SENTRY SYS OVIPMT SEC GS-2210-14 1 0 0 IPP CENTRAL OFFICE -IPP S&E COMPRSPECLST G5.2210-12 3 0 0 IPP CENTRAL OFFICE-IPP S&E COMPR SPECIST G5.2210-13 1 0 0 IPP CENTRAL OFFICE - IPP S&E COMPRSPECLST G5.2210-12 4 0 0 IPP CENTRAL OFFICE-IPP S&E COMPRSPECLST G5.2210-13 1 0 0 IPP CENTRAL OFFICE-IPP S&E COMPRSPECLST G5.2210-13 6 0 0 IPP CENTRAL OFFICE- IPP S&E COMPRSPECLST GS-2210-13 1 0 0 IPP CENTRAL OFFICE- IPP S&E COMPRSPECLST GS-2210-13 1 0 0 IPP CENTRAL OFFICE- PP S&E COMPR SPaLST (FSA) GS-2210-13 1 0 0 IPP CENTRAL OFFICE- PP S&E COMPR SPaLST (FSA) GS-2210-14 1 0 0 IPP CENTRAL OFFICE- PP S&E COMPR SPaLST (FSAI GS-2210-12 1 0 0 IPP CENTRAL OFFICE- PP S&E DEP DIRECTOR. ORE GS-0101-15 1 0 0 IPP CENTRAL OFFICE- PP S&E FORENSICS ANAL GS-000643 1 0 0 IPP CENTRAL OFFICE- PP S&E Forensks Analyst IFSAI G5.2210-13 1 0 0 IPP CENTRAL OFFICE -IPP S&E INFO TECH STUDENT TRAINEE G5-2299-05 1 0 0 IPP CENTRAL OFFICE - PP S&E INTERN GS-009907 5 0 0 IPP CENTRAL OFFICE- PP S&E NETWORK ENGINEER (F5A) G5.2210-14 1 0 0 IPP CENTRAL OFFICE- PP S&E P0.01 MGR G5.2210-14 1 0 0 IPP CENTRAL OFFICE- PP S&E P0.01 MGR (FSA) G5.2210-14 1 0 0 IPP CENTRAL OFFICE- IPP S&E P0.01 MG0.-APPLD TECHNLGY GS-2210-14 1 0 0 IPP CENTRAL OFFICE- PP S&E P0.01 MGR-ABDO TECHNLGY (FSAI GS-2210-14 1 0 0 IPP CENTRAL OFFICE- PP S&E SENIOR DATABASE ADMN (FSA) G5.2210-14 1 0 0 IPP CENTRAL OFFICE - IPP S&E SEX OFFENDER SOC S0I RES ANAL G54101-14 1 0 0 IPP CENTRAL OFFICE- IPP S&E SOC SO RES ANAL G54101-13 4 0 0 20 IPP CENTRAL OFFICE- IPP S&E SOC SO RES ANAL G54101-14 1 0 0 IPP CENTRAL OFFICE- IPP S&E SOC SO RES ANAL G54101-13 1 0 0 IPP CENTRAL OFFICE - IPP S&E SOC SO RES ASST GS-0102-07 1 0 0 IPP CENTRAL OFFICE- IPP S&E SOFTWARE SYS DISASTER RECOVERY G5.2210-14 1 0 0 IPP CENTRAL OFFICE- IPP S&E SR CLOUD ENGINEER (FSA) GS-2210-13 1 0 0 IPP CENTRAL OFFICE- IPP S&E SR CLOUD ENGINEER (FSA) GS-2210-14 1 0 0 IPP CENTRAL OFFICE-IPP S&E SR. DEP ASST DIR (ENT ADM) ES-2210-00 1 0 0 IPP CENTRAL OFFICE- IPP S&E SR. DEP ASST DIR (FIELD OPERATIONS) ES-2210-00 1 0 0 IPP CENTRAL OFFICE- IPP S&E STATCNSOC SO GS-1530-13 1 0 0 12 IPP CENTRAL OFFICE- IPP S&E SUPVY COMPR SPECLST GS-2210-13 1 0 0 IPP CENTRAL OFFICE- IPP S&E SUPVY COMPR SPECLST GS-2210-13 1 0 0 IPP CENTRAL OFFICE- IPP S&E SYS/NETWORK ADMIN G5.2210-14 3 0 0 IPP CENTRAL OFFICE-IPP S&E WEB DEVELOPER G5.2210-13 1 0 0 IPP CENTRAL OFFICE-IPP S&E WEB DEVELOPER G5.2210-13 1 0 0 1ES FO JESUP S&E ACM TECHNCN GL-0525-05 1 1 0 EFTA00141523 JES FO NSW VIE ASST HLTH SRVG ADMR GS4670-11 1 1 0 JES FO NSW VIE CAPTAIN'S SEC/ GL-0316-06 1 1 0 JES FO NSW SEX CASE MGR G54101-11 1 1 0 JES FO NSW SEX CORRECTNL CNSLR GL-0037-09 1 0 0 JES FO NSW SEX ONTLOFFCR GS4680-13 1 0 0 JES FO NSW S&E MC ASST/SATEUTE OPUS ADMR GS4006-13 1 0 1 40 JES FO NSW UNICOR FABRIC WRKR FRMN W5.310547 2 0 0 JES FO NSW S&E CACI MGR G5.1640-12 1 0 0 5 JES FO NSW S&E MEDCL OFFCR GP-0602-1S 1 0 0 JES FO NSW S&E MTNCE WRER FRMN W5474908 1 2 0 B JES FO JESUP PHS NURSE CC-0610-05 1 0 0 TES FO JESUP S&E PLMBNG WARR FRMN WS42064/3 1 2 0 TES FO JESUP UNICOR PROG MGR G5.1101-13 1 0 0 JES FO JESUP S&E PSYCHLGY TECNNCN GI-018147 1 0 0 4 TES FO JESUP S&E RELIGIOUS SRVCS ASST GI030347 1 0 0 5 TES FO JESUP S&E SPORTS MOST GL403043 1 1 0 8 TES FO JESUP S&E SPORTS MOST GL-0303-09 1 1 0 JES FO NSW S&E SR OFFCRSPECLST GL4C07-08 1 1 0 JES FO NSW S&E STAFF PSYCH GS-018042 1 0 0 TES FO NSW S&E STUD TR G54299434 1 0 0 TES FO NSW S&E TCHR GS.1710-21 1 1 0 TES FO NSW TRUST FUND TRUST FUND PULSE GL-0301-09 1 1 0 3 TES FO NSW S&E UNIT SECT GI:031206 3 0 0 14 JES FO NSW S&E VOCTNLTRNG INSTRU G5.1712-21 1 0 0 TAT FO LA TUNA S&E ACCTG TECHNCT4 GI:052547 1 0 0 6 TAT FO LA TUNA S&E ASST LOCISMITH GL-0301-09 1 0 0 TAT FO LA TUNA S&E CAPTAIN'S SECT GL-031646 1 0 0 TAT FO LA TUNA S&E CHAPLAIN GS-0060-12 1 0 0 TAT FO LA TUNA S&E COOK FRMN WS7404 08 5 1 0 TAT FO LA TUNA S&E CORRECTNL SYS OFFCR GL-0007-06 1 1 0 TAT FO LA TUNA S&E DRUG ABUSE PROG COORD G54180-23 1 0 0 TAT FO LA TUNA S&E DRUG ABUSE PROG COORD G54180-23 1 0 0 IAT FO LA TUNA S&E WU STUD TR GL-17990S 1 0 0 TAT FO LA TUNA S&E ELCTFIL WRKR FRMN W5.280549 1 0 0 1 IAT FO LA TUNA S&E DAP DYIPMT SPECLST GL4201-09 1 0 0 4 IAT FO LA TUNA S&E FOOD %VC ASST GL-1603-07 1 0 0 3 IAT FO LA TUNA S&E GEN FRMN W54749-14 1 1 0 IAT FO LA TUNA S&E HLTH SRVCSADMR GS-067022 1 0 0 IAT FO LA 'UNA S&E HUMAN RESOURCE STUD TR GI-0299-0S 1 0 0 IAT FO LA TUNA UNICOR INOLSPECLST GS.1250-21 1 0 0 TAT FO LA TUNA S&E INFO TECH STUO TR GL2299-05 1 0 0 TAT FO LA TUNA S&E LT GS-000741 5 0 0 TAT FO LA TUNA S&E LT GL4C07-09 1 0 0 TAT FO LA TUNA S&E MEDCL OFFCR GP-0602-15 1 0 0 TAT FO LA TUNA S&E MIDLEVEL PRACTITIONER GS-060341 1 0 0 1 TAT FO LA TUNA S&E PLMBNG WM(0. FRMN WS-42064B 1 0 0 1 TAT FO LA TUNA UNICOR QUAL ASSANC MGR GS.1910-21 1 0 0 3 TAT FO LA TUNA S&E AMR SUPVR GS418211 1 1 0 TAT FO LA TUNA S&E REGISTERED NURSE GL-0610-10 1 0 0 1 TAT FO LA TUNA S&E SIS SUPRT TECHNCN GL-1802-08 1 0 0 TAT FO LA TUNA S&E SPEC EDUC TCHR GL-1710-11 1 0 0 TAT FO LA TUNA S&E SPORTS MOST GL-0030-09 1 0 0 TAT FO LA TUNA S&E SPORTS MOST GL 0030 09 1 0 0 TAT FO LA TUNA S&E SR OFFCRSPECLST GL-0007-08 24 0 0 TAT FO LA TUNA S&E SUPYISORYCOt4TR SPECLST GL-1102-11 1 0 0 TAT FO LA TUNA S&E UNIT MGR GS-0006-12 1 0 0 TAT FO LA TUNA S&E UNIT SECT GI:031246 1 0 0 LAT FO LA TUNA UNICOR WHSE WRKII FRPAN W5490703 1 0 0 TAT FO LA TUNA S&E WHSE WRIO2 HUHN W5490704 1 0 0 LEE LISP LEE S&E CASE MGR G54101-21 1 0 0 LEE USA LEE S&E ONTLASST GL-0681-06 1 0 0 LEE LISP LEE S&E LT GS-000741 1 1 0 LEE USP LEE S&E MID-LEVEL PRACTITIONER GS-0610-21 1 0 0 LEE USP LEE S&E MINCE WRKR FRMN W5474908 1 0 0 LEE USP LEE S&E FICA SUPVR GS-018BM 1 1 0 LEE LISP LEE S&E REGISTERED NURSE GL-0610-10 1 1 0 LEE LISP LEE S&E SPECIALTY 7RTMNT PROG MOST G54101-21 1 0 0 LEE USP LEE S&E SPECIALTY 7RTMNT PROG MOST GS-0201-21 1 0 0 LEE USP LEE S&E SR OFFCRSPECLST GL-0037-08 B 0 0 LEE USP LEE S&E SUPYRY 04ANAIN GS-006043 1 0 0 LEE USP LEE S&E TCHR GS.1710-21 1 1 0 LEE LISP LEE S&E UNIT SECT GI:031206 1 1 0 LEW USP LEWISBURG S&E ASSOC WARDEN G54006-14 1 1 0 LEW USP LEWISBURG S&E ASST CASE MGMT COORD G54101-21 1 0 0 LEW USP LEWISBURG S&E ASST HUMAN RESOURCE MGR GS4201-11 1 0 0 LEW USP LEWISBURG S&E BUS ADMR GS4501-13 1 0 0 LEW LISP LEWISBURG S&E CASE MGR GS4101-11 1 0 0 EFTA00141524 LEW USP LEWISBURG S&E CLINICAL PSYCHOLCGIST (Resolute Goad) GL-0180-13 1 0 0 LEW USP LEWISBURG S&E CONTR SPECLST GL1102-09 1 0 0 LEW USP LEWISBURG S&E COOK FRMN W5.7404-08 6 1 0 LEW USP LEWISBURG S&E CORRECTNL CNSLR G1-0037-09 1 0 0 LEW USP LEWISBURG PHS DENTAL HYGEN67 1 0 0 LEW USP LEWISBURG S&E DEP CAPTAIN GS-0007-22 1 0 0 LEW USP LEWISBURG S&E DRUG ABUSE PROG COORD GS-0180-13 1 0 0 LEW USP LEWISBURG S&E DRUG ABUSE TRTMNTSPECLST GS-0101-11 1 0 0 LEW USP LEWISBURG S&E EXEC ASST/SATELITE OPUS ADMR GS-0006-23 1 0 0 19 LEW USP LEWISBURG S&E LT GS-0007-21 1 0 0 LEW LISP LEWISBURG S&E LT GS-0007-09 3 1 0 LEW LISP LEWISBURG S&E MID-LEVEL PRACTMONER GS-0610-11 1 0 0 LEW USP LEWISBURG S&E PIPEFTR FRMN WS-4204-09 1 0 0 LEW LISP LEWISBURG S&E REINTEGRATION HOUSING PSYCH GS-0180-13 1 0 0 LEW USP LEWISBURG S&E SR OFFCRSPECLST GL-0037-08 32 0 0 LEW LISP LEWISBURG ME STAFF PSYCH GS-0180-12 1 0 0 LEW LISP LEWISBURG ME TIME & LV CLIC GL-0544-05 1 0 0 LEW USP LEWISBURG ME UNIT SECY GL-0318-06 1 0 0 LEW USP LEWISBURG TRUST FUND WHSE WRICR SUM WS-6907-04 1 1 0 LOC FMC LEXINGTON ME ASSOC WARDEN GS-0006-14 1 1 0 LOC FMC LEXINGTON ME AMMAN WRKR FRMN WS.5823-08 1 0 0 LOC FMC LEIONGTON ME CASE MGR GL-0101-11 1 1 0 LOC FMC LEXINGTON ME COMPR SPECLST GS.2210-11 1 0 0 LOC FMC LEXINGTON ME COOK FRMN WS.7404-08 0 1 0 LOC FMC LEXINGTON UNICOR COST ACCIN7 GS-0510-11 1 0 0 LOC FMC LEXINGTON UNICOR COST ACCIN7 GS-0510-11 1 0 0 LOC FMC LEIONGTON ME DENTAL ASST - EXPAND FUNC GL-0681-06 1 0 0 LOC FIX LEXINGTON UNICOR ELCTRL EQUIP WRKR FRNIN WS.21254-08 3 0 0 LOC FMC LEXINGTON UNICOR ELCTRON FAttORY MGR GS.1101-12 1 0 0 LOC FMC LEIONGTON ME DIC *SST/SATELLITE OPERSADMR GS-0006-23 1 0 1 23 LOC FMC LEXINGTON ME FACIE ASST GL-1603-07 1 0 0 3 LOC FMC LEXINGTON ME FOOD SRYC ASST GL-1603-07 1 0 0 LEX FMC LDONGTON S&E FORENSICS UNIT PSYCH GS-0180-13 1 0 0 LEX R‘IC LDONGTON ME GEN FRMN WS-4749-14 1 0 0 11 LEX MIC LEXINGTON ME HYAC FRMN WS.5306CP3 1 0 0 1 LEX PAC LEXINGTON UNICOR INDLSPECIST G5.1250-21 1 0 0 LEX R‘IC LEXINGTON PHS 1103 SUPY (Other Health Sem) CC-0604-11 1 0 0 LEX FMC LDONGTON ME LOCKSMITH GL-0301-10 1 0 0 LOC FMC LEXINGTON S&E LT GS-0007-21 1 1 0 LEX FMC LEXINGTON ME MATERIALS HMI FRMN WS-6907-04 1 0 0 4 LEX FMC LEXINGTON ME MEDCL RECADMR GS-0669-11 1 0 0 2 LOC FMC LEIONGTON DIE MEM SUPPTECHNCN GL 0622 06 1 0 0 1 LOC FMC LEXINGTON ME MEDICAL RECORDS TECH GL-0675-07 1 0 0 LOC FMC LEIONGTON PHS MID-LEVELPRACTITIONER - PA CC-0603-11 1 1 0 LOC FMC LEIONGTON PHS NURSE MANAGER Hither) CC-0610-11 1 0 0 LOC FMC LEXINGTON UNICOR PKR FRMN WS-7002-05 1 0 0 LOC FKIC LDONGTON UNICOR PRCON CICALA GS-1152-11 1 0 0 LOC FMC LDONGTON ME PSYCH INTERN GS-0199-09 1 0 0 39 LOC FMC LEXINGTON ME PSYCHLGY TECHNCN GL-0181-07 1 0 0 LOC FMC LEXINGTON UNICOR QUAL ASSRNC SPECIST G1-1916-09 1 0 0 LOC FMC LEIONGTON ME QUAL IMPRYMT MGR - HLTH SYS SPECLST GS-0671-12 1 0 0 LOC FMC LEXINGTON PHS QUAL IMPRVMT& INF CONE NURSE (other) CC-0610-11 1 0 0 LOC FMC LEXINGTON ME FICA SPECIST GL-0188-09 1 1 0 7 LOC FMC LEXINGTON ME REGIONAL MAST PHYSICIAN GP-0602-1S 1 0 0 LEX FMC LEXINGTON PHS REGISTERED NURSE lather) CC-0610-10 1 0 0 LEX FMC LEXINGTON ME SAFETY ADMR GS-0018-13 1 0 0 LEX FMC LEXINGTON ME SAFETY SPECLST GL-0018-09 1 0 0 LOC FMC LEXINGTON S&E SOC WRKR GS-018.5-11 1 0 0 LEX FMC LEIONGTON S&E SR CLC ATP/ GS-0905-14 1 0 0 LEX FMC LEXINGTON S&E SR OFFCRSPECLS7 G1-0607-08 19 1 0 LOC FMC LEXINGTON PHS STAFF PHARMACIST ISA) CC-0660-12 1 0 0 LEX FMC LEXINGTON S&E STAFF PSYCH - CounseIng GS-0180-12 1 1 0 LOC FMC LEXINGTON UNICOR SUPP CHAIN MGR GS.1150-12 1 0 0 LOC FMC LEXINGTON UNICOR SUPVRY OPERTGACCTNT GS-0510-12 1 0 0 LOC FMC LEXINGTON DIE SUPVY CLINICAL NURSE GS-0610-11 1 0 0 LOC FMC LEXINGTON DIE TIME & LV CLK GL-0544-0S 1 2 0 LOC FMC LEXINGTON TRUST FUND TRUST FUND SUPYR GS-0301-12 1 0 0 10 LOC FMC LEXINGTON UNICOR UNICOR ACCINT G1-0516-09 1 0 0 LOC FMC LEXINGTON UNICOR UNICOR ACCH17 G1-051609 1 0 0 LOC FMC LDONGTON UNICOR UNICOR ASST BUS MGR GS-0501-22 1 0 0 LOC FMC LEXINGTON UNICOR UNICOR GONER SPECIST GL-1102-09 1 0 0 LOC FMC LEXINGTON UNICOR UNICOR STUD11 GS.1199-04 1 0 0 LOC FMC LEXINGTON DIE UNIT SECT GL-0318-06 1 1 0 LOC FMC LEXINGTON UNICOR WHSE WRKR SUM WS-6907-06 1 0 0 LOC FMC LEXINGTON UNICOR WHSE WARR SUPYR WS-6907-04 1 1 0 LOC FMC LEXINGTON S&E WOUND WEE SPECIALIST -RN GL-0610-10 1 0 0 LOM FCC LOMPOC S&E ASSISTANT RECRSUPYR GS-01118-11 1 0 1 EFTA00141525 LOM FCC LOMPOC ME ASSOC WARDEN'S SECY GI:031847 2 1 0 2 LOM FCC LOMPOC ME ASST KM SRVG ADMR GS-067O12 1 0 0 1 LOM FCC LOMPOC ME ASST HUMAN RESOURCE MGR GS-0201-12 1 0 0 LOM FCC LOMPOC ME CAPTAIN'S SEC/ GL-031846 1 1 0 7 LOM FCC LOMPOC ME CASE MGR GS43101-11 3 1 0 6 LOM FCC LOMPOC PHS 04 PHARMACIST 1 0 0 LOM FCC LOMPOC ME CHAPLAIN GS-006O12 1 0 0 LOM FCC LOMPOC ME COOK FRMN W5.7404.08 1 0 0 LOM FCC LOMPOC ME CORRICINL CNSLR GL000709 1 1 0 3 LOM FCC LOMPOC ME CORRICINL SYS OFFCR GL-0007-08 1 1 0 8 LOM FCC LOMPOC UNICOR DAIRY FARMER FRMN W5.5001-07 1 0 0 LOM FCC LOMPOC ME DRUG ABUSE TRTMNT SPECLST GS-0101-11 1 0 0 LOM FCC LOMPOC ME EDUCSPECLS7 G5.1701-11 1 0 0 LOM FCC LOMPOC ME EXEC *SST/SATELLITE OPERS ADPAR G5-0006-13 1 0 1 21 LOM FCC LOMPOC UNICOR FARM MGR GS.1601-13 1 0 0 LOM FCC LOMPOC UNICOR FARMER AWN W5.500207 1 0 0 LOM FCC LOMPOC ME GEN FRMN WS-4749-14 1 1 0 LOM FCC LOMPOC ME HEALTH SVGAS9S7M47 GL-0303-07 1 0 1 LOM FCC LOMPOC VIE HEALTH TECHNICIAN IPararnock) GL-0440-09 2 0 0 LOM FCC LOMPOC ME Nune Practitioner GS-061O11 1 0 0 LOM FCC LOMPOC ME PIPEFTR FRMN W54204-09 1 0 0 LOM FCC LOMPOC VIE PSYCH LGY TECHNCN GL-0181-07 1 0 0 S LOM FCC LOMPOC ME RELIGIOUS SRVCSASST GL-0301-07 0 0 0 3 LOM FCC LOMPOC ME 56 TECIINCN GL-1802-08 1 0 1 2 LOM FCC LOMPOC VIE SPEC EOUC TCHR G5.1710-11 1 0 0 LOM FCC LOMPOC VIE SPEC POPULATION PROG COORD G54101-11 1 0 0 LOM FCC LOMPOC ME SR OFFCRSPECLS7 GL-0007-08 41 1 0 LOM FCC LOMPOC ME TCHR G5.1710-11 1 0 0 4 LOM FCC LOMPOC ME TIME & LVCLK GL-0S84-0S 1 0 0 4 LOM FCC LOMPOC TRUST FUND TRUST FUND SPECIST GL-0301-09 1 0 0 6 LOM FCC LOMPOC ME VOCTNL 7RNG INSTRU GS-1712-11 1 0 0 LOM FCC LOMPOC ME WARDENS SECY GL-0318-08 1 0 0 12 LOM FCC LOMPOC TRUST FUND WHSE WRKR FRMN W54907-04 1 0 0 LOR FO LORETTO S&E ASST 111TH SRVG ADMR GSU67O11 1 0 0 LOR FO LORETTO ME CAPTAIN'S SEC GL-0318-06 1 0 1 12 LOR FO LORETTO S&E COMPR SRVCS MGR G5.2210-12 1 0 0 LOR FO LORETTO ME CORRECTNL SYS OFFCR GL-0007-O8 1 0 0 LOR FO LORETTO ME HLTH SRVCSADMR G54670-12 1 0 0 4 LOR FO LORETTO S&E LT GL0007-09 1 0 0 LOR FO LORETTO ME MGR SUPYR G5-01118.11 1 0 0 LOR FO LORETTO ME SG TECHNCN GL-1802-08 1 1 0 LOR FO LORETTO S&E STAFF PSYCH G54180-12 1 0 0 LOR FO LORETTO TRUST FUND TRUST FUND SLIM GS-0301-12 1 1 0 LO6 MDC LOS ANGELES ME ADVANCED PRACTICE NURSE ',ALP) GS-0610-11 1 0 0 LOS MDC LOS ANGELES S&E ADVANCED PRACTICE NURSE ['ALP) GS-061O11 1 0 0 LOS MDC LOS ANGELES ME COOK FRMN W5.7404-08 1 0 0 LOS MDC LOS ANGELES ME ENVRNMTL & SAFETY COMPLNC ADMR (TRI GS-0018-11 1 0 0 LOS MDC LOS ANGELES S&E FORENSICS UNIT PSYCH GS.0180-13 1 1 0 LOS MDC LOS ANGELES S&E MG ASST GL-0986-08 1 1 0 LOS MDC LOS ANGELES S&E LT GS.0007-11 1 1 0 LOS MDC LOS ANGELES S&E LT GL-0007-09 1 1 0 LOS MDC LOS ANGELES S&E MEDICATION TECHNCN GL-064006 1 0 0 L0S MDC LOS ANGELES ME MTNCE WRKR FRMN WS4749 08 1 0 0 L0S MDC LOS ANGELES ME PARAMEDIC GL -0640.09 1 0 0 L0S MDC LOS ANGELES ME PHYSICIAN ASST IMLP) G5-0603-11 1 0 0 L0S MDC LOS ANGELES ME PSYCHLGY PREDOCTORAL INTERN GL-019909 1 0 0 28 L0S MDC LOS ANGELES ME MGR SPECIST GL-0188-09 1 0 0 L0S MDC LOS ANGELES S&E REGISTERED NURSE GL-0610-10 1 0 0 L0S MDC LOS ANGELES ME SAFETY SPECLST GL-0018-09 1 1 0 L0S MDC LOS ANGELES ME SOCIAL WORKER GS-018S-11 1 0 0 L0S MDC LOS ANGELES S&E SR OFFCRSPECLS7 GL0007-08 12 1 0 L0S MDC LOS ANGELES ME SUPVY CLINICAL NURSE G54610-11 1 1 0 L0S MDC 105 ANGELES ME SUPVY CORRECTIONAL SYSTEMS SPECIALIST GS-0006-11 1 1 0 L0S MDC LOS ANGELES S&E UNIT SECY GL-0318-06 1 1 0 L0S MDC 105 ANGELES TRUST FUND WHSE WRKR FRMN W54907-04 1 0 LVN USP LEAVENWORTH ME ASSOC WARDEN GS-0006-14 1 1 0 LVN LISP LEAVENWORTH ME ASST CASE MGM7 COORD GS-0101-11 1 1 0 LVN LISP LEAVENWORTH ME ATTYADVSR GS-0905-I4 1 1 0 LVN LISP LEAVENWORTH VIE CAMP ADMR SECY GL-0318-07 1 0 0 LVN LISP LEAVENWORTH S&E OtAPLAIN(LCP) GS-006OI2 1 0 0 LVN LISP LEAVENWORTH PHS CHEF GENERAL DENTA CC-068005 1 0 0 LVN LISP LEAVENWORTH ME CONTR SPECLST GL-1102-09 1 0 0 LVN LISP LEAVENWORTH ME CORRICINL SYS OFFCR GL0007-08 1 1 0 7 LVN USP LEAVENWORTH ME DENTAL ASSISTANT GL-0681-06 1 0 0 2 LVN USP LEAVENWORTH ME DENTAL HYGIENIST/CO GL-0682-08 1 1 0 1 LVN USP LEAVENWORTH ME DRUG ABUSE PROG COORD GS-018013 1 0 0 LVN LISP LEAVENWORTH VIE DRUG ABUSE PROG COORD MAT GS-0180-13 1 0 0 EFTA00141526 LVN LISP LEAVENWORTH S&E DRUG ABUSE TRTMNTSPECLST GS-0101-11 2 0 0 LVN LISP LEAVENWORTH S&E (DUCTECHNCN GL-1702-D7 1 0 0 7 LVN LISP LEAVENWORTH S&E ELCTR1 NUM FRMN WS-2130509 1 0 0 LVN LISP LEAVENWORTH S&E ELCTRONTECHNCN GS-01156-11 2 0 0 LVN LISP LEAVENWORTH S&E FACT ASST GL-1603-D7 1 1 0 LVN LISP LEAVENWORTH S&E GEN FRMN WS-4749.14 1 1 0 7 LVN LISP LEAVENWORTH S&E HEALTH SERVICES ASSISTANT GL-0303-07 1 0 0 4 LVN LISP LEAVENWORTH S&E LT GL-0007-O9 1 0 0 LVN LISP LEAVENWORTH S&E LT GS-0007-11 1 0 0 LVN LISP LEAVENWORTH S&E MEDCL OFFCR GS-0602-1S 1 0 0 LVN LISP LEAVENWORTH S&E MEDCLTECHNCN GI-OEM-07 3 0 0 LVN LISP LEAVENWORTH S&E PARALEGAL SPECLST GS-0950-11 1 0 0 LVN LISP LEAVENWORTH S&E PARAMEDIC GI060-09 1 0 0 LVN LISP LEAVENWORTH S&E SPEC POPULATION PROG COORD GS-0101-11 1 1 0 LVN LISP LEAVENWORTH S&E SPEOALTYTRTMNT PROG SPECLST GS-0101-11 1 1 0 LVN USD LEAVENWORTH S&E SROFFCRSPECLST GI0607-08 31 1 0 LVN LISP LEAVENWORTH S&E SUM OF (DUG GS.1710-12 1 0 0 LVN LISP LEAVENWORTH S&E SUM CORRECTIONAL SYSTEMS SPECIALIST GS-0006-11 1 0 0 LVN LISP LEAVENWORTH S&E TCHR GS-1710-11 1 0 0 LVN LISP LEAVENWORTH S&E UNIT SECY GI:031206 1 1 0 MAN FO MANCHESTER S&E ACCTG TECHNCN GLA3S2S-D7 1 0 0 MAN FO MANCHESTER S&E ASSOC WARDEN GS-0006-14 1 0 0 MAN FO MANCHESTER UNICOR BUS ADMR GS-0S01-12 2 0 0 MAN FO MANCHESTER S&E 01PSYCH GS-0180-13 1 0 0 MAN FO MANCHESTER S&E CORRECTNL SYS OFFCR GI:0607-08 1 0 0 29 MAN FO MANCHESTER UNICOR FABRIC WRKR FRMN WS-3105-07 3 0 0 MAN FOMANCHESTER S&E HVAC ERMA WS.5306.09 1 0 0 MAN FO MANCHESTER S&E INFOTECH SPECIST GST210-11 1 0 0 MAN FO MANCHESTER S&E LT GL-0037-11 1 0 0 MAN FOMANCHESTER S&E MINCE WRKR FRMN W54740001 1 0 0 MAN FOMANCHESTER UNICOR QUAL ASSIINC SPECIST GL-191009 1 0 0 MAN FO MANCHESTER S&E MCA SUPVR GS-018211 1 0 0 MAN FO MANCHESTER S&E REGISTERED NURSE GL-0610-10 2 0 0 MAN FO MANCHESTER S&E SROFFCRSPECLST GI:0607-08 9 1 0 MAN FO MANCHESTER S&E SUM OF EDUC GS.1710-12 1 1 0 MAN FO MANCHESTER S&E TIME AND LEAVE CLERK GL-0544-05 1 0 0 MAN FO MANCHESTER S&E UNIT MGR GS-0006-12 1 0 0 MAN FO MANCHESTER S&E VOCTNL TING INSTRU GS.1712-11 1 0 0 MAN FO MANCHESTER UNICOR %VHS( WRKR FRMN WS-6907-03 1 0 0 MAR LISP MARION S&E ASSOC WARDEN GS-0006-14 1 0 0 MAR LISP MARION S&E CASE MGR GS-0101-11 3 1 0 10 MAR LISP MARION S&E CLNCL DIA GS-0602-15 1 0 0 MAR LISP MARION S&E CONTR SPECLST GL-1102-09 1 0 0 MAR LISP MARION S&E DRUG ABUSE TRTMNTSPECLST GS-0101-11 1 0 0 MAR LISP MARION S&E (DUCTECHNCN GL-1702-07 1 0 0 1 MAR LISP MARION S&E FALL ASST GL-1603-07 1 0 0 MAR LISP MARION UNICOR INDLSPECLST IELCTRON) GS-1150-11 1 0 0 MAR LISP MARION S&E LT GS-0007-11 1 0 0 MAR LISP MARION S&E LT GL-0037-09 1 0 0 MAR LISP MARION S&E MEDICATION TECHNICIAN GL-064006 1 1 0 MAR LISP MARION S&E MID-LEVEL PRACTITIONER GS-0603-11 1 1 0 MAR LISP MARION S&E PSYCHLGY TECHNCN GI-0161-07 1 0 0 MAR LISP MARION S&E MCA SPECLST GL-0186.09 1 0 0 MAR LISP MARCH S&E REENTRY AFF COORD GS.0101-11 1 0 0 MAR LISP MARION S&E REGISTERED NURSE CC-0610-10 1 0 0 MAR LISP MARION S&E SAFETY AND OCCUPATIONAL HEALTH MGR GS-001212 1 0 1 MAR LISP MARION S&E SEX OFFENDER PROG COORD GS-0180-13 1 0 0 MAR USD MAR/ON S&E SEX OFFENDER FROG PSYCH GS-0180-13 1 0 0 MAR USD MARION S&E SEX OFFENDER PROG SPECLST GS-0101-11 3 0 0 MAR LISP MARION S&E SOC WRKR GS-0185-11 1 0 0 MAR LISP MARION S&E SPORTS SPECLST GL-003009 1 0 0 MAR LISP MARCH S&E SROFFCRSPECLST GL-0037-08 23 0 0 MAR LISP MARION S&E STAFF PSYCH GS-01130-12 1 0 0 MAR LISP MARION S&E SUM OF EDUC GS.1710-12 1 1 0 MAR LISP MARION S&E UNIT MGR GS-0006-12 1 0 0 MAR LISP MARION S&E UNIT SECY GI:031206 1 1 0 MAR LISP MARION UNICOR WINE WRKR FRMN W54907-04 1 0 0 MCD FO MCDOWELL S&E ASSOC WARDEN GS-0006-14 1 1 0 MCD FO MCDOWELL S&E CAPTAIN GS-0007-12 1 1 0 MCD FO MCDOWELL S&E CM PSYCH GS-0180-13 1 0 0 MCD FO MCDOWELL S&E COOK FRMN WS.7404-003 1 0 0 MCD FO MCDOWELL S&E CORRECTNL CNSLR GI:0607-09 1 0 0 MCD FO MCDOWELL S&E GARDENER FOREMAN WS-5003-07 1 0 0 MCD FO MCDOWELL S&E HLTH TEOINOT GI060-06 1 0 0 MCD FO MCDOWELL S&E LT GI0607-09 1 1 0 MCD FO MCDOWELL S&E PSYCH GS-0180-12 1 0 0 MCD FO MCDOWELL S&E SROFFCRSPECLST GL-0037-08 11 1 0 EFTA00141527 MCD FO MCDOWELL S&E SUPYCHAPIAIN GS-0060-12 1 0 0 MCD FO MCDOWELL S&E SUPY CONTRSPECLST GS-1101-11 1 1 0 MCC. FO MCDOWELL S&E TCHR GS-1710-11 2 0 0 10 MOD FO MCDOWELL S&E UNITSECY GL-0318-06 1 1 1 7 MCK FO MCKEAN S&E ACCTG TECHNCN GL-0525-07 1 1 0 2 MCK FO MCKEAN S&E CAPTAIN'S SECY GL-0318-06 1 0 0 S MCK FO MCKEAN S&E CONTRSPECLST GL-1101-09 1 1 0 MCK FO MCKEAN S&E CORRECTNL CNSLR G1-0037-09 1 1 0 MCK FO MCKEAN S&E CORRECENL SYS OFFCR G143037-08 1 0 1 9 PACK FO MCKEAN S&E EDUCTECHNCN GL-1701-07 1 0 0 MCK FO MCKEAN S&E HLTH INF TECHNCN GL-067S-07 1 0 0 2 MCK FO MCKEAN S&E HUMAN RESOURCE MGR GS-0201-11 1 0 0 MCK FO MCKEAN S&E LT GS-0007-11 3 0 0 MCK FO MCKEAN S&E LT GI-0807-09 1 0 0 MCK FO MCKEAN S&E REGISTERED NURSE GL-0610-10 2 0 0 MCK FO MCKEAN S&E SR OFFCRSPECLST GI0807-08 29 1 0 MCK FO MCKEAN S&E STAFF PSYCH G54180-12 1 0 0 MCK FO MCKEAN S&E UNITSECY GL-0318-06 1 0 1 9 MCR USP MCCREARY S&E ASSOC WARDEN GS-0006-14 1 1 0 MCR USP MCCREARY S&E CASE MGR G54101-11 1 1 0 10 MCR USP MCCREARY S&E CHAPLAIN GS-0060-12 1 0 0 MCR USP MCCREARY S&E CLINICAL DIRECTOR GP-0602-1S 1 0 0 MCR LISP MCCREARY S&E CLNCL PSYCH GS-0180-12 1 1 0 MCR LISP MCCREARY S&E CLNCL PSYCH G54180-12 2 1 0 MCR LISP MCCREARY S&E DRUG ABUSE PROG COORD G54180-13 1 0 0 MCR LISP MCCREARY S&E LT GS-0007-09 1 0 0 MCR LISP MCCREARY S&E MINCE WRKR FRMN WS-4749-0B 1 0 0 MCR LISP MCCREARY S&E RECR SPECIST GL-0188-09 1 1 0 9 MCR LISP MCCREARY S&E RECYCLING TECHNCN KORRECENL) GL-0303-08 1 0 0 MCR LISP MCCREARY S&E REGISTERED NURSE GL-0610-10 1 0 0 MCR LISP MCCREARY S&E SPEC INVESTIGATIVE AGT GS-0006-12 1 0 0 13 MCR USP MCCREARY S&E SPECIALTY PROG COORD G54180-13 1 0 0 MCR USP MCCREARY S&E SR OFFCRSPECLST GL-0037-08 11 1 0 MCR USP MCCREARY S&E UNIT MGR GS-000612 1 1 0 MCR USP MCCREARY S&E UNITSECY GL-0318-06 1 1 0 MCR LISP MCCREARY S&E WHSE WRKR FRMN W54907-04 1 1 0 MEM FO MEMPHIS S&E ASSOC WARDEN GS-0006-14 1 1 0 MEM FO MEMPHIS S&E CLNCL NURSE GL-0610-10 1 0 0 MEM FO MEMPHIS S&E CONTRSPECLST GL-1101-09 1 0 0 MEM FO MEMPHIS S&E COOK FRMN WS-7404-0B 1 0 0 MEM FO MEMPHIS S&E CORRECTIONAL SYSTEMS OFFICER GI0807-08 1 1 0 MEM FO MEMPHIS S&E EDUCTECHNCN GL-1701-07 1 0 0 MEM FO MEMPHIS S&E ELCTRONTECHNOIOTO GS-0856-10 1 0 0 MEM FO MEMPHIS S&E FACT MGR GS-1640-12 1 1 0 MEM FO MEMPHIS S&E HEALTH INFORMATION TECHNICIAN GL-067S-07 1 0 0 6 MEM FO MEMPHIS PHS HLTH SitYttADMR CC-0670-12 1 1 0 MEM FO MEMPHIS S&E HLTH SYS SPECLST GL-0671-09 1 0 0 MEM FO MEMPHIS S&E HUMAN RESOURCE SPECIST GL-0201-09 1 1 0 MEM FO MEMPHIS S&E HYAC FRMN WS-5306-09 1 0 0 MEM FO MEMPHIS S&E LT GL-0007-09 2 1 0 MEM FO MEMPHIS S&E LT GS-0007-11 2 1 0 MEM FO MEMPHIS S&E MEDtt OFFCR GS-0601-1S 1 0 0 MEM FO MEMPHIS S&E AMR SUPVR GS-018211 1 1 0 MEM FO MEMPHIS S&E SPEC EDUC TCHR GS-1710-11 1 0 0 MEM FO MEMPHIS S&E SR OFFCRSPECLST G1-0037-08 32 1 0 MEM FO MEMPHIS S&E SUPYRY CONTRSPECIST GS-1101-11 1 0 0 MEM FO MEMPHIS S&E TCHR GS-1710-11 1 1 0 MEM FO MEMPHIS S&E UNITSECY GL-0318-06 2 1 0 14 MEM FO MEMPHIS S&E VOCTNLTRNG INSTRU GS-1711-11 1 0 0 MEN FO MENDOTA S&E ASSOC WARDEN'S SECY GL-0318-D7 1 0 0 3 MEN FO MENDOTA S&E ASST F000 SRVC ADPAR GS-1667-11 1 0 0 MEN FO MENDOTA S&E CASE MGR GS-0101-11 1 0 0 8 MEN FO MENDOTA S&E COMPR SRVCS MGR GS-2210-12 1 0 0 MEN FO MENDOTA S&E COOK FRMN WS-7404-0B 1 1 0 MEN FO MENDOTA S&E CORRECTNL CNSLR GL-0007-09 1 0 0 11 MEN FO MENDOTA S&E DRUG ABUSE TRTMNT SPECLST GS-0101-11 1 1 0 MEN FO MENDOTA S&E ELCTRL WRKR FRMN WS-2805-09 1 0 0 MEN FO MENDOTA S&E ENPARNMTL & SAFETY COMPINCADMNR GS-001212 1 1 0 MEN FO MENDOTA S&E FACT MGR GS-1640-12 1 1 0 MEN FO MENDOTA S&E GEN FRMN WS-4749-14 1 1 0 MEN FO MENDOTA S&E HLTH SEWCSADMR GS-0670-12 1 0 0 MEN FO MENDOTA S&E INFECTION PRO/ &CONT NURSE GS-0610-11 1 0 0 MEN FO MENDOTA S&E 1PN GL-062047 1 0 0 4 MEN FO MENDOTA S&E FICA SPECIST GL-0188-09 1 0 0 MEN FO MENDOTA S&E StS TECHNCN GL-1801-08 1 0 1 3 MEN FO MENDOTA S&E SR OFFCRSPECLST G1-0037-08 B 0 0 2 MEN FO MENDOTA S&E STAFF PSYCH G54180-12 2 0 0 EFTA00141528 MEN FO MENDOTA S&E SUPYRY CONTRSPECLST G5.1102-11 1 2 0 MEN FO MENDOTA S&E T&A CLERK GL-0544-06 1 0 0 4 MEN FO MENDOTA S&E TOOL RM OFFCR GL-0301-08 1 2 0 MEN FO MENDOTA S&E UNIT MGR GS-0006-12 1 0 0 11 MEN FO MENDOTA S&E UNIT SECY GL-0318-06 1 1 0 MEN FO MENDOTA TRUST FUND WHSE WRKR FRMN WS4907-04 1 2 0 MIA FO MIAMI UNICOR ACCENT MOST ACCT) GS-0510-21 1 0 0 MIA FO MIAMI S&E ADVANCED PRACTICE NURSE/MLP GS-061021 1 2 0 MIA FO MIAMI S&E ASSOC WARDEN GS-0006-14 1 2 0 MIA FO MIAMI S&E ASSOC WARDEN'S SECY GL-0318-07 1 0 0 MIA FO MIAMI S&E ASST FOCO SRVC ADMR G5.1667-21 1 2 0 MIA FO MIAMI S&E CAMP ADMR GS-0006-23 1 0 0 MIA FO MIAMI S&E CHAPLAIN GS-0060-22 1 0 0 MIA FO MIAMI S&E CHAPLAIN GS-0060-22 1 0 0 0 MIA FO MIAMI S&E CHAPLAIN GS-0060-22 1 0 0 MIA FO MIAMI S&E CORREttill SYS OFFCR GL-0007-08 1 0 0 MIA FO MIAMI S&E CORRECUL SYS OFFCR GL-0007-08 1 0 0 10 MIA FO MIAMI UNICOR FABR1C WRKR FRMN WS.3105-07 1 0 0 1 MIA FO MIAMI S&E HUMAN RESOURCE MOST GL-0201-09 1 0 1 8 MIA FO MIAMI S&E HYAC FRMN WS.5306-09 1 0 0 1 MIA FO MIAMI S&E LT GL-0007-09 1 1 0 MIA FO MIAMI S&E MATERIALS HANDLER SUPYR W54907-03 1 1 0 MIA FO MIAMI S&E REGISTERED NURSE GL-0610-10 1 1 0 MIA FO MIAMI UNICOR REMOTE OPERTNLACCNT GS-051041 1 0 0 MIA FO MIAMI S&E StS SUPRT TECHNCN GL-1802-08 1 1 0 MIA FO MIAMI S&E Soanith RDA, - DAPCOORD GS-0180-23 1 0 0 MIA FO MIAMI S&E Spanish RDA, - OTS GS-0101-21 4 1 0 MIA FO MIAMI S&E SR OFFCRSPECLST GL-0037-08 5 2 0 MIA FO MIAMI UNICOR SUPVY INDUSTRULL SPECIST GS.1150-22 1 0 0 MIA FO MIAMI S&E TCHR GS.1710-21 1 0 0 MIA FO MIAMI S&E UNIT MGR GS-0006-22 1 2 0 MIA FO MIAMI S&E UNIT SECY GL-0318-06 1 1 0 6 MIL FO MILAN S&E ASST LOCKSMITH GL-0301-09 1 0 0 MIL FO MILAN S&E CAPTAIN'S SECT GL-0318-06 1 2 1 5 MIL FO MILAN ME CASE MGR GS-0101-21 1 0 0 8 MIL FO MILAN S&E COOK FRMN W5.7404-08 1 1 0 MIL FO MILAN ME DRUG ABUSE PROG COORD G5-01130-13 1 1 0 MIL FO MILAN ME EXEC ASST/SATEILITE OPERS ADMR GS-0006-23 1 1 0 MIL FO MILAN S&E HLTH Ma ASST GL-0303-07 1 1 0 MIL FO MILAN S&E HUMAN RESOURCES SPECLST GL-0201-09 1 1 0 MIL FO MILAN S&E LT GS-0007-21 4 0 0 MIL FO MILAN UNICOR MIL WRKR FRMN W5.3801-08 1 0 0 MIL FO MILAN S&E PLMBNG WRKR FRMN WS-42040B 1 1 0 MIL FO MIIAN UNICOR PROEM CNTRLR G5.1152-21 1 0 0 MIL FOMILAN UNICOR QUAL ASSIttiC MGR G5.1910-11 1 0 0 MIL FOMILAN S&E FICA SMUT GL-0188-09 1 0 0 MIL FO MILAN S&E REGISTERED NURSE GL-0610-10 1 0 0 MIL FO MILAN S&E SEX OFFENDER PROG PSYCH GS-0180-13 1 0 0 MIL FO MILAN S&E SR OFFCRSPECLST GL-0037-08 21 1 0 MIL FO MILAN S&E STAFF PSYCH GS-0180-12 1 1 0 MIL FO MILAN S&E SUPYR OF EDUC G5-1710-12 1 1 0 MIL FO MILAN S&E SUPYRY CONTRSPECLST GS.1102-21 1 1 0 MIL FO MILAN UNICOR TOOLMKR FRMN WS-3416-10 1 0 0 MIL FO MILAN S&E UNIT SECY GL-0318-06 1 0 0 11 MIL FO MILAN S&E Unisys RPM OPERTR FRNIN WS-47424B 1 0 1 MIL FO MILAN UNICOR WHSE WRKR FRMN WS-6907-04 1 0 0 MIL FO MILAN TRUST FUND WHSE WRKR FRMN WS-6907-04 1 1 0 MIL FO MILAN UNICOR WHSE WRKR SUM WS-6907-06 1 0 0 MIM FDC MIAMI S&E ASST HLTN SRVG ADMR GS-067041 1 1 0 MIM FCC MIAMI S&E BURG ANAL GL-0560-09 1 0 0 MIM FCC MIAMI S&E BUS ADMR GS-050143 1 1 0 MIM FCC MIAMI S&E CASE MGR GS-0101-21 1 0 0 20 MIM FCC MIAMI S&E CHAPLAIN GS-006042 1 0 0 MIM FCC MIAMI S&E CHAPLAIN GS-006042 1 0 0 0 MIM FCC MIAMI S&E COOK FRMN WS.7404-08 1 0 0 3 MIM FCC MIAMI S&E CORRECTNL SYS OFFCR GL-0037-08 1 0 0 MIM FCC MIAMI S&E EDUCTECHNCN GL-1702-07 1 1 0 MIM FCC MIAMI S&E FOOD SRYC ADMR GS.1667-23 1 0 0 MIM FCC MIAMI S&E HLTH INF TECHNCN GL-0675-07 1 0 0 4 MIM FDC MIAMI S&E HUMAN RESOURCE SPECIST GL-0201-09 1 0 0 6 MIM FCC MIAMI S&E LT GS-000741 3 0 0 MIM FCC MIAMI S&E LT GL-0007-09 1 1 0 MIM FDC MIAMI S&E MEDtt OFFCR GP-0602-15 1 0 0 MIM FCC MIAMI S&E MEDICATION TECHNICIAN GL-0640i)6 1 0 0 MIM FCC MIAMI S&E MIDLEVEL PRACTMONER GS-061041 1 0 0 MIM FCC MIAMI S&E PARAMEDIC GL-0640-09 1 1 0 1 MIM FCC MIAMI S&E PROPCUR & PROP SPECLS7 GL-1101-09 1 1 0 1 EFTA00141529 MIM FCC MIAMI S&E REGISTERED NURSE GL.0610-10 2 0 0 MIM FOC MtAMI S&E SR OFFCRSPECLST GL.0007-08 3S 1 0 MIM FCC MIAMI S&E STAFF PSYCH GS-0180-11 1 0 0 MIM FCC MIAMI S&E TCHR G5.1710-11 1 0 0 6 MIM FOC MIAMI S&E unisysRPRCROPERTRAIMN W5.4742.08 1 0 0 MNA FO MARIANNA S&E CLINICAL DIRECTOR GP.0502-15 1 1 0 MNA FO MARIANNA UNICOR COMP ASST GS.2210.09 1 0 0 MNA FO MARIANNA S&E COMPR SRVCS MGR G5.221012 1 0 0 MNA FO MARIANNA S&E COOK FRMN WS.7406.08 3 1 0 MNA FO MARIANNA S&E CORRECTNL CNSTR GL.0007-09 1 0 0 7 MNA FO MARIANNA UNICOR COST ACCTNT GS-0510-11 1 0 0 MNA FO MARIANNA PHS DENTAL HYGIENIST/CO CC.068142 1 0 0 MNA FO MARIANNA S&E DRUG ABUSE TRTMNTSPECLST G54101-11 1 0 0 MNA FO MARIANNA UNICOR FACTORY MGR G5.1101-12 2 1 0 MNA FO MARIANNA S&E HUMAN RESOURCE MGR G54201-12 1 0 1 4 MNA FO MAFUANNA S&E LT G54007-11 1 0 0 MNA FO MARIANNA S&E LT GL.0007-09 1 0 0 MNA FO MARIANNA S&E MINCE WRKR FRMN W5.4749.08 2 1 0 MNA FO MARIANNA UNICOR PRODUCTION CONTROLLER G5.1151-11 1 0 0 MNA FO MARIANNA S&E PSYCHLGY STUD TR INTERN G5419407 1 0 0 MNA FO MARIANNA S&E FICA SPIGOT GL.0188-09 1 1 0 MNA FO MARIANNA UNICOR RECYCLING f ACTORY TECHNCT4 GL.0303-09 1 0 0 MNA FO MARIANNA S&E REGISTERED NURSE GL.0610-10 1 0 0 MNA FO MARIANNA S&E RELIGIOUS SRVCSASST G54303.07 1 1 0 MNA FO MAFUANNA S&E SEX OFFENDER PROG PSYCH GS-0180-13 1 0 0 MNA FO MAFUANNA S&E SPEC EOUC TCHR G5.1710-11 1 0 0 MNA FO MARIANNA S&E SR OFFCRSPECLST GL-0037-08 S 1 0 MNA FO MARIANNA S&E TCHR G51710-11 1 1 0 MNA FO MARIANNA S&E TOOL RM OFFCR GL-0303-08 1 0 1 6 MNA FO MARIANNA UNICOR UNICOR ACCTNT GL-0S10-09 3 0 0 MNA FO MARIANNA S&E UNIT MGR GS-0006-12 1 0 0 MNA FO MAFUANNA S&E UNIT SECY GL-031806 1 0 0 10 MNA FO MARIANNA S&E VOCTNLTRNG INSTRU G5.1711-11 1 0 0 MNA FO MARIANNA S&E WITNESS SECUR UNIT MGR GS-0006-13 1 0 1 26 MON FPC MONTGOMERY S&E CASE MGR G54101-11 1 0 0 MON FPC MONTGOMERY S&E CLNCL DIR GP.0602-15 1 0 0 MON FPC MONTGOMERY S&E COOK FRMN WS.7404.08 1 1 0 MON FPC MONTGOMERY S&E DRUG ABUSE FROG COORD G54180-13 1 0 0 MON FPC MONTGOMERY S&E ELttRL Waft FRMN WS•2805.09 1 0 0 MON FPC MONTGOMERY S&E HLTH OWLS ADMR GS-0670-11 1 0 0 MON FPC MONTGOMERY S&E HUMAN RESOURCE MGR G54201-11 1 1 0 MON FPC MONTGOMERY S&E HUMAN RESOURCE MGT INTERN GL.0199-05 1 0 0 MON FPC MONTGOMERY S&E HUMAN RESOURCE SPECLST GL.0201-09 1 0 0 8 MON FPC MONTGOMERY S&E INTERN GS-0099.05 1 0 0 MON FPC MONTGOMERY S&E INTERN GL.0199-05 1 0 0 MON FPC MONTGOMERY UNICOR INDRY MACH OPERTR FRMN W5.7305-04 1 0 0 MON FPC MONTGOMERY S&E LT GL.0007-09 1 1 0 MON FPC MONTGOMERY S&E SR OFFCRSPECLST GL.0007-08 5 1 0 MON FPC MONTGOMERY S&E TCHR G5.1710-11 1 0 0 6 MON FPC MONTGOMERY S&E WHSE WRKR FRMN W5.6907.04 1 0 0 MRG FO MORGANTOWN S&E ASSOC WARDEN GS-000644 1 0 0 MRG FO MORGANTOWN PHS CH PSYCH CC.0180-13 1 0 0 MRG FO MORGANTOWN S&E CLINICAL PSYCHOLOGI G54180-12 1 0 0 MRG FO MORGANTOWN S&E CLNCL DIR GP.0602-15 1 0 0 MRG FO MORGANTOWN S&E CORRECTNL [NBA GL.0007-09 1 0 0 MRG FO MORGANTOWN S&E DRUG ABUSE FROG COORD G5418013 1 0 0 MRG FO MORGANTOWN PHS DRUG ABUSE FROG COORD CC.0180-13 1 0 0 MRG FO MORGANTOWN S&E ENGRG TECHNOT GS-0801-11 1 0 0 MRG FO MORGANTOWN S&E FACT MGR G5.1640-12 1 0 0 MRG FO MORGANTOWN S&E LT GL.0007-09 1 0 0 MRG FO MORGANTOWN S&E RUA SUPVR G5-01118-11 1 0 0 MRG FO MORGANTOWN S&E REGISTERED NURSE GL.0610-10 1 0 0 MRG FO MORGANTOWN S&E VOCTNLTRNG INSTRU G5.1711-11 1 0 0 MT* FO MORGANTOWN S&E WARDENS SECY GL.0318-08 1 0 0 MRG FO MORGANTOWN S&E %VHS( WRKR FRMN W5.6907.04 1 0 0 9 MIA MIDATLANTIC REGION S&E ACCTG STUD TR GSOS99.05 1 0 0 MIA MIDATLANTIC REGION S&E DEP RIGNI.C.NST GS-0905-1S 1 1 0 MIA MIDATLANTIC REGION S&E HUMAN RESOURCE STUD TR GS-0201.05 1 0 0 Ma MIDATLANTIC REGION S&E INFORMATION TECHNOLOGY STUDENT TRAINEE GS229405 1 0 0 MIA MIDATLANTIC REGION S&E LEG STUD TR GS-0999.07 1 0 0 MIA MIDATLANTIC REGION B&F MECHCL ENGR GS-0830-13 1 0 0 Ma MIDATLANTIC REGION S&E PSYC.HLGY STUD TR GS-0199.07 1 0 0 MIA MIDATLANTIC REGION S&E REGIONAL BUDGET ANALYST GS-056012 1 0 0 MIA MIDATLANDC REGION S&E REGNLACCINT GS-051012 1 0 0 15 MIA MIDATLANTIC REGiON S&E MM. FOOD SAUL ADMR G5.1667-13 1 1 0 MIA MIDATLANTIC REGiON S&E REGNL SECT GS-0118.07 1 0 0 14 MIA MID-ATLANTIC REGION S&E UNICA FINANCIAL SPECIALIST GS-0S01-13 1 0 0 EFTA00141530 NCR NORTH CENTRAL REGION ME DISCPL NRG OFFER GS-000642 1 0 0 NCR NORTH CENTRAL REGION ME FOIA/PRIVAEY ACT SPECLST GS-0306-I1 1 0 0 17 NCR NORTH CENTRAL REGION ME HLTH SAVES COORD (TRAINEE) GS-0301-I1 1 0 0 NCR NORTH CENTRAL REGION ME HUMAN RESOURCE STUD TR GS-0299-05 1 0 0 NCR NORTH CENTRAL REGION ME INFO TECH STUD TR G5.2299-05 1 0 0 NCR NORTH CENTRAL REGION ME LEG INTERN G54399407 1 0 0 NCR NORTH CENTRAL REGION ME PSY0401.0GY STUDENT TROUNCE INTERN GS-0199-07 1 0 0 NCR NORTH CENTRAL REGION S&E REGNL ACCENT GS-0510-12 2 1 0 NCR NORTH CENTRAL REGION ME REGNL GONER SPECLST G5.1102-12 1 1 0 NCR NORTH CENTRAL REGION ME REGNL PIANO. SMUT GS-0S01-09 1 0 0 NCR NORTH CENTRAL REGION S&E REGNI.SECY GS-0118.07 1 0 0 NCR NORTH CENTRAL REGION ME SR CLC ATIV GS-0905-14 1 0 0 NCR NORTHEAST REGION ME CUR STUD TR GS-0399.0S 1 0 0 NCR NORTHEAST REGION S&E CORRECTNL STUDER GS-0199 OS 1 0 0 NCR NORTHEAST REGION S&E CORRECTNL SYS SPCCLST GS-0006 12 1 0 0 NCR NORTHEAST REGION S&E LEG INTERN GS.0999-09 1 0 0 NCR NORTHEAST REGION S&E PARALEGAL SPECLST GS-0950-11 1 1 0 NCR NORTHEAST REGION S&E PSYCHLGY STUDER INTERN GS-0199-07 1 0 0 NCR NORTHEAST REGION S&E REGNL ACCENT GS-0510-12 1 0 0 NCR NORTHEAST REGION S&E REGNL CHANELSA(0ST GS-0S01.09 1 0 0 NCR NORTHEAST REGION S&E SR. DEP REGIONAL DIR ES-COOS-00 1 1 0 NCR NORTHEAST REGION S&E STUD TR G54199.05 1 0 0 NCR NORTHEAST REGION S&E STUD TR G54199.05 1 0 0 NCR NORTHEAST REGION S&E STUD TR G54199.05 1 0 0 NCR NORTHEAST REGION S&E STUD TR G54199.05 1 0 0 NCR NORTHEAST REGION S&E STUD TR GS-0199.05 1 0 0 NCR NORTHEAST REGION S&E STUD TR GS-0199.05 1 0 0 NCR NORTHEAST REGION S&E STUDENT TRAINEE 'HUMAN RESOURCE) GS-0299.05 1 0 0 NC CENTRAL OFFICE -HIE S&E ADMV OFFER G54141-11 1 1 0 3 NC CENTRAL OFFICE -HIE S&E ADMV OFFER G54141-11 1 0 0 NC CENTRAL OFFICE -HIE S&E CM, COMMUNITY SERVICES DIV GS-0006-1S 1 0 0 NC CENTRAL OFFICE-NIC S&E CORRICHIL PROG SPECLST GS-0006-13 1 0 0 NC CENTRAL OFFICE -NC S&E CORREETHL PROGSSPECLST GS-0006-13 1 0 0 NC CENTRAL OFFICE -NC S&E CORREETHL PROGSSPECLST GS-0006-13 2 0 0 NC CENTRAL OFFICE -NC S&E CORRICHIL PROGSSPECLST GS-0006-13 1 0 0 NC CENTRAL OFFICE -NC S&E CORREETHL PROGSSPECLST GS-0006-13 1 0 0 NC CENTRAL OFFICE -NC S&E DATABASE SPECIAUST GS-0301-11 1 0 0 NC CENTRAL OFFICE-NIC S&E DEP DIR GS-0006-1S 1 0 0 L. NC CENTRAL OFFICE-NIC S&E DIR, NIC ES-0006-00 1 0 0 NC CENTRAL OFFICE-NIC S&E EXEC ASST GS-0006-14 1 0 0 NC CENTRAL OFFICE -NC S&E FINANCIAL PROGRAM SPECIAUST GS-0S01-09 1 1 0 NC CENTRAL OFFICE -NC S&E GRANTS MGMT SPECLST GS•1109.13 1 0 0 NC CENTRAL OFFICE -NC S&E MGMT& PROG ANAL GS-0343-12 1 0 0 NC CENTRAL OFFICE -NC PHS SR. PROGRAM MANAGEMENT OFFICER CONSULTANT CC-0601-05 1 0 0 OAK FCC OAKDALE S&E CASE MGR GS-0101-11 1 1 0 OAK FCC OAKDALE S&E CH MEOtt OFFER GP-0602-15 1 0 0 OAK FCC OAKDALE S&E [OMAR SPECLST G52210-11 1 0 0 OAK FCC OAKDALE S&E DEP CAPTAIN.COMPLEX GS-0007-12 1 0 0 OAK FCC OAKDALE S&E (DU STUD TR GS.1799-05 1 0 0 OAK FCC OAKDALE S&E GUIDANCE COUNSELOR GS.1740-11 1 0 0 OAK FCC OAKDALE S&E HUMAN RESOURCE MGR GS-0201-13 1 0 0 OAK FCC OAKDALE S&E HUMAN RESOURCE STUD TR GS-0299-05 1 0 0 OAK FCC OAKDALE S&E INFO TECH STUD TR G5.2299-05 1 0 0 OAK FCC OAKDALE S&E LT GS-0007-11 5 1 0 OAK FCC OAKDALE S&E MTNCE WRICR FRMN WS-4749.08 1 0 0 OAK FCC OAKDALE S&E REINTEGRTH HOUSING UNIT PSYCH G54180-13 1 0 0 OAK FCC OAKDALE UNICOR REMOTE OPERTNLAECTNT GS-0510-11 1 0 0 OAK FCC OAKDALE S&E SPEC EDUC TCHR G5.1710-11 1 0 0 OAK FCC OAKDALE S&E SR OFFCRSPECLST GL-0037-08 33 1 0 OAK FCC OAKDALE S&E STAFF PSYCH G54180-12 2 0 0 OAK FCC OAKDALE S&E SUPVRY 04APIJUN GS-0060-13 1 1 0 OAK FCC OAKDALE TRUST FUND TRUST FUND SUPVR GS-0301-12 1 0 0 OAK FCC OAKDALE S&E UNIT SECT GL-0318-06 1 0 0 14 OAK FCC OAKDALE S&E VOCTNLTRNG INSTRU G5.1712-11 1 0 0 OGC CENTRAL OFFICE- OGC S&E ASSOC GEN CP/SL EIR EH GS-090545 1 0 0 OGC CENTRAL OFFICE- OGC S&E AITY AMU GS-090545 11 0 0 OGC CENTRAL OFFICE -OGC S&E AlTY AMU [Atlanta) GS-09054S 1 1 0 OGC CENTRAL OFFICE- OGC S&E AITY AMU 'HONORS AM' GS-090544 3 1 0 OGC CENTRAL OFFICE-OGC S&E DEP BRANCH CH GS-090545 1 0 0 OGC CENTRAL OFFICE-OGC S&E DEPUTY GENERAL COUNSEL GS-090545 1 0 0 OGC CENTRAL OFFICE-OGC S&E (MP RELSPECLST GS-0201-12 4 0 0 53 OGC CENTRAL OFFICE-OGC S&E IIG ASST (Grand Prairie) GS-0986.08 1 0 0 4 OGC CENTRAL OFFICE -OGC S&E LEG INTERN GS-0999.07 5 0 0 OGC CENTRAL OFFICE- OGC S&E LEGAL EXECUTTVE ASSISTANT GS-0905.15 1 0 0 OGC CENTRAL OFFICE- OGC S&E MANAGEMENT ANALYST G54143-13 1 0 0 18 OGC CENTRAL OFFICE- OGC S&E MGMT ANAL G54143-13 1 0 0 OGC CENTRAL OFFICE- OGC S&E PARALEGAL SPECLS7 GS-0950-11 1 1 0 EFTA00141531 OGC CENTRAL OFFICE-OGC VIE PARALEGAL SPECLST GS-095O11 1 0 0 OGC CENTRAL OFFICE -OGC ME PARALEGAL STUD 7R GS-0299.07 1 0 0 OGC CENTRAL OFFICE -OGC ME SPEC AGT GS-0006-13 3 0 0 68 OGC CENTRAL OFFICE -OGC ME SCAN EMP RELSPECIST G5-0201-13 1 0 0 OGC CENTRAL OFFICE -OGC ME SCAN SPEC AGT GS-0006-14 1 0 0 7 OKI. FTC OKLAHOMA CITY VIE ADVANCED CARE LVL PSYCH G5-0180-13 I 2 0 OKI. FTC OKLAHOMA WY ME ASSOC WARDEN GS-0006-14 1 2 0 OM FTC OKLAHOMA CITY ME ASST FOOD SRVCADMR G5.1667-21 1 2 1 6 OM FTC OKLAHOMA CITY VIE CH PSYCH G5-0180-14 I 2 0 OM FTC OKLAHOMA CITY VIE COMPR SPECLST G5.221O21 1 0 0 9 OKI. FTC OKLAHOMA CITY ME COOK FRMN WS.7404-08 1 0 0 OP. FTC 011ANOMA WY VIE CORRECTHL SYS OFFCR GL-0007-08 5 2 0 OP FTC OKLAHOMA WY ME ELCTRONTECHNOI GS-085641 1 0 0 OP. FTC OKLAHOMA CITY ME ELCTRON YECHNO1 (TR) GS-0856-10 1 0 0 OP FTC OKLAHOMA CITY ME FOOD SRVC ADMR G5.1667-23 1 1 0 OP. FTC OKLAHOMA CITY VIE FOOD SRVC ASST GI:160347 1 0 0 OM FTC OKLAHOMA OTY PIE HUMAN RESOURCE STUD TR GS-0299.05 1 0 0 OKI. FTC OKLAHOMA CITY ME LT GS-0007-11 1 0 0 OKI. FTC OKLAHOMA art ME LT GL-0007-09 1 0 0 OP. FTC OKLAHOMA CITY ME MEDICATION TECHNICIAN CLOUD-06 1 0 0 OKI. FTC OKLAHOMA CITY VIE MID-LEVEL PRACTMONER GS-061O21 1 1 0 OM FTC OKLAHOMA CITY ME PARAMEDIC GL-064043 1 0 0 OM FTC OKLAHOMA OTY PHS PHARMACIST CC-0660-11 1 0 0 OM FTC OKLAHOMA CITY ME PHYSICIAN ASSISTANT GL-0603-11 1 0 0 OM FTC OKLAHOMA CITY PHS REGISTERED NURSE CC-0610-10 1 0 0 OM FTC OKLAHOMA CITY PIE SR OFFCRSPECLST GL-0007-08 1 0 0 OM FTC OKLAHOMA CITY PIE SR OFFCRSPECLST GL-0007-08 11 1 0 OM FTC OKLAHOMA CITY PIE STAFF PSYCH GS-0180-12 I 0 0 OM FTC OKLAHOMA CITY PIE STUD TR G5.1799-05 1 0 0 OM FTC OIGAHOMA CITY PIE STUD TR G5.2299-05 2 0 0 OM FTC OKLAHOMA OTY ME SUPIN CORRECTIONAL SYSTEMS SPECIAUST GS-0006-11 1 0 0 OM FTC 0124840MA OTY ME UNIT MGR GS-0006-22 1 0 0 8 OW F0 OTISYILLE ME ACCTG TECHNCN GL-0525-07 1 0 0 ON FO OTISYILLE ME ASSOC WARDEN GS-0006-14 1 1 0 ON FO OTISYILLE ME ASSOC WARDEN'S SECY GI:0318-07 1 1 0 ON FO OTISYILLE ME CASE MGR GS-0101-21 1 1 0 ON FO OTISYILLE VIE COMPR SPECLST GS-221O21 1 0 0 ON FO OTISYILLE VIE CONTR SPECLST GL-1101-09 1 0 0 ON FO OTISYILLE ME COOK FRMN WS-7404-08 2 1 0 ON FO OTISYILLE VIE CORRECTHL CNSLR GL-0007-09 1 1 0 ON FO OTISYILLE ME ENGRG TECHNO1 GS-0801-21 1 0 0 ON FO OTISYILLE ME EtIVRNMTLPROTCTN SPECIST GS-002841 1 0 0 OW FO OTISYILLE ME FOOD SRVC ASST GL-1603-07 1 1 0 OW FO OTISYILLE VIE HEALTH sva sal. GL-0303-07 1 1 0 OW FO OTIWILLE ME HVAC FRMN W5.530609 1 0 1 1 OW FO OTIWILLE ME SR OFFCRSPECLST GL-0007-0S 19 1 0 OW F0 °TWILL( PHS STAFF PHARMACIST CC-0660-11 1 0 0 OW F0 OTISYILLE PIE STAFF PSYCH GS-0180-22 1 0 0 OW F0 OTISYILLE PIE TCHR GS-171OI1 1 0 0 OW FO OTIWILLE PIE UNIT MGR GS-0006-22 1 1 0 14 OW FO OTIWILLE PIE um sys RPM OPERTR FRMN WS.4742-08 I 1 0 OW FO OTISYILLE ME VOCTNLTRNG INSTRU G5.1711-21 1 0 0 OW FO OTISYILLE TRUST FUND WHSE WRKR FRMN WS-6907-04 1 0 0 OXF FO OXFORD ME ADVANCED PRACTICE NURSE GS-061O11 1 0 0 OXF FO OXFORD PIE AUTOMOTIVE WORKER FOREMAN WS.5802-08 1 0 1 OXF FO OXFORD PIE CASE MGR GS-0101-11 1 0 0 1 OXF FO OXFORD PIE CHAPLAIN GS-0060-22 1 0 0 OXF FO OXFORD S&E ONO. DIR GS-0601-25 1 0 0 OXF FO OXFORD PIE CONTR SPECLST G5.1101-09 1 0 0 OXF FO OXFORD PIE COOK FRMN WS.7404-08 2 1 0 OXF FO OXFORD ME CORRECTM. CNSLII GL-0007-09 2 0 0 6 OXF FO OXFORD VIE CORRECTHL SYS OFFCR GL-0007-08 1 0 0 8 OXF FO OXFORD ME DENTAL ASSISTANT GL-0681-06 1 0 0 1 OXF FO OXFORD ME DRUG ABUSE TRTMNTSPECLST GS-0101-21 1 0 0 1 OXF FO OXFORD ME ENGRG TECHNCN GS-0801-21 1 1 0 OXF FO OXFORD ME FOOD SRVC ADMR G5.1667-22 1 1 0 OXF FO OXFORD ME GEN FRMN WS-4749-14 1 1 0 OXF FO OXFORD ME HLTH INF TECHNCN GL-0675-07 1 0 0 OXF FO OXFORD ME HUMAN RESOURCE SPECLST GS-0201.09 1 0 0 OXF FO OXFORD ME HVAC FRMN WS.5306-09 1 0 0 OXF FO OXFORD ME LEG ASST GL-0986-08 1 0 0 OXF FO OXFORD VIE LOCKSMITH GL-0301-10 1 1 0 OXF FO OXFORD VIE LT GS-0007-11 1 0 0 OXF FO OXFORD ME LT GL-0007-09 1 0 0 OXF FO OXFORD ME MEDICATION TECHNICIAN GL-0675-07 1 1 0 OXF FO OXFORD VIE NURSE GL-0610-10 2 0 0 OXF FO OXFORD ME SPEC EDUC TCHR G5.171O21 1 0 0 EFTA00141532 OXF FO OXFORD S&E SPORTS SPECIST GL-0030-09 3 1 0 6 OXF FO OXFORD S&E SR OFFCRSPECLST GL-0007-08 40 1 0 OXF FO OXFORD S&E TCHR G5.171O11 1 1 0 OXF FO OXFORD S&E UNIT MGR GS-0006-12 1 1 0 OXF FO OXFORD S&E Unisys RPM OPERTR FRMN WS4742-08 1 1 0 OXF FO OXFORD S&E VOCTNL7RNG INSTRU GS.1712-11 1 1 0 PEK FO PEKIN S&E ASSOC WARDEN'S SECT GL-0318-07 1 1 0 PEK FO PEKIN S&E CASE MGMTCOORD GS-0101-12 1 0 1 PEK FO PEKIN S&E CONTRACT SPEC GL-1102-09 1 1 0 PEK FO PEKIN S&E COOK FRMN WS.7404-08 1 n 0 PEK FO PEKIN S&E CORRECTHL CHSER GL-0007-09 1 1 0 PEK FO PEKIN S&E CORRECINL PROG SPECLST GS-0006-12 1 1 0 PEK FO PEKIN S&E CORRECINL SYS OFFCR GL-0007-08 1 1 0 PEK FO PEKIN S&E EDUCTECHNO1 GS.170107 1 1 0 PEK FO PEKIN S&E ELCTRL WRKR FRMN WS.280009 1 1 0 PEK FO PEKIN S&E EXEC ASST/SATEUTE OPUS ADMR GS-0006-13 1 1 0 PEK FO PEKIN UNICOR FABRIC WRKR FRMN WS3105O7 1 0 0 PEK FO PEKIN S&E FNANCL SPEOST GS-0501-09 1 1 0 PEK FO PEKIN S&E HLTH SRVCSADMR G5467O12 1 0 0 PEK FO PEKIN S&E HLTH SRVCSASST GL-0301-07 1 0 0 PEK FO PEKIN S&E LT GS-0007-11 1 0 0 PEK FO PEKIN S&E MID-LEVEL PRACTITIONER GS-0610-11 2 0 0 PEK FO PEKIN S&E PSYCHLGY TECHNCN GL-0181-07 1 1 0 PEK FO PEKIN S&E QUAL IMPRVMVINFECHON CONTRL GOND GS-0671-11 1 1 0 PEK FO PEKIN S&E MGR SPECIST GL-0188-09 1 0 0 4 PEK FO PEKIN S&E MGR SUPVR GS-018811 1 0 0 PEK FO PEKIN S&E REGISTERED NURSE GL-0610-10 1 0 0 PEK FO PEKIN S&E SOC WRKR GS-018811 1 0 0 PEK FO PEKIN S&E SPORTS SPECIST GL-0030-03 1 0 0 PEK FO PEKIN S&E SR OFFCRSPECLST GL-0007-08 16 1 0 PEK FO PEKIN S&E STAFF PSYCH GS-0180-12 1 0 0 PEK FO PEKIN S&E TCHR G5.171O11 1 1 0 PEK FO PEKIN S&E TOOL RM OFFCR GL-0303-08 1 1 0 PEK FO PEKIN S&E UNIT SECT GL-0318-06 1 1 0 PEK FO PEKIN S&E VOCTNETRNG INSTRU GS.1712-11 1 1 0 PEK FO PEKIN S&E WARDENS SECY GS-011808 1 0 1 8 PEK FO PEKIN S&E WHSE WRKR FRMN WS-6907-04 1 1 0 PEN FPC PENSAC0LA S&E CAPTAIN GS-0007-11 1 0 0 PEN FPC PENSACOLA S&E CASE MGR GS-0101-11 1 0 0 PEN FPC PENSACOLA S&E MU STUD TR GS-1799-0S 1 0 0 PEN FPC PENSAC0IA S&E EDUC INTERN G1179OOS 1 0 0 PEN FPC PENSAC0LA S&E HUMAN RESOURCE STUD TR GI-0299-0S 1 0 0 PEN FPC PENSAC0LA S&E INFO TECH STUD TR GS-2299.0S 1 0 0 PEN PC PENSAC0LA UNICOR WORT MA01OPERTR FRMN W5.7305-04 1 0 0 PEN FPC PENSAC0LA S&E SOC SO STUD TR GS-01900S 1 0 0 PEN FPC PENSACOLA PHS STAFF NURSE CC-0610-03 1 0 0 PEN FPC PENSAC0LA S&E SUPVY CORRECTIONAL SYSTEMS SPECIAUST GS-0006-11 1 1 0 PEN FPC PENSAC0LA S&E WARDEN GS-0006-1S 1 1 0 PET FCC PETERSBURG S&E ADVANCED PRACTICE N GS-061O11 3 0 0 PET FCC PETERSBURG S&E ASST HUMAN RESOURCE MGR GS-0201-12 1 0 0 PET FCC PETERSBURG TRUST FUND ASST TRUST FUND SUPYR GS-0301-11 1 1 0 PET FCC PETERSBURG UNICOR BIND MACH OPERTR FRMN WS-4402O9 1 0 0 PET FCC PETERSBURG S&E BUDGET AND ACCOUNTING OfFKER GS-0501-12 1 0 0 PET FCC PETERSBURG UNICOR BUS ADMR GS-0501-12 1 0 0 PET FCC PETERSBURG S&E CASE MGR GS-0101-11 1 0 0 13 PET FCC PETERSBURG S&E CLNCL DIR GP-0602-1S 1 0 0 PET FCC PETERSBURG UNICOR CUSTMR SRVC MR GL-0303-09 1 0 0 PET FCC PETERSBURG S&E DEP CM MGMTCOOROCOMPLEX GS-0101-12 1 0 0 PET FCC PETERSBURG S&E DRUG ABUSE PROG COORD GS-0180-13 1 0 0 PET FCC PETERSBURG S&E DRUG ABUSE TRTMNT SPECLST GS-0101-11 1 0 0 4 PET FCC PETERSBURG S&E EDUCTECHNO1 GL-1702-07 1 0 0 1 PET FCC PETERSBURG S&E ELCTRONTECHNO1 GS-0856-11 1 1 0 PET FCC PETERSBURG S&E MUG MEDCLTECHNO1 GL-0640-09 1 0 0 PET FCC PETERSBURG S&E ENGINEERING TECH GS-0802-11 1 0 0 PET FCC PETERSBURG S&E FACIE ASST GL-1603-07 1 0 0 PET FCC PETERSBURG S&E FACIE MGR G5.164O23 1 0 1 PET FCC PETERSBURG UNICOR FACTORY MGR GS.1601-12 1 0 0 PET FCC PETERSBURG S&E GRANO. SPEOST GL-0501-09 1 1 0 9 PET FCC PETERSBURG S&E HLTH INF TECHNO/ GL-067S-07 1 0 0 3 PET FCC PETERSBURG S&E HLTH SRVCS ASST GL-0303-07 1 0 0 S PET FCC PETERSBURG UNICOR INDLSPECEST GS-115O12 1 0 0 PET FCC PETERSBURG S&E Infection Prevention and Control Nurse G5461O11 1 0 0 PET FCC PETERSBURG S&E LT GS-0007-11 1 0 0 PET FCC PETERSBURG S&E MEDtt OFFCR GP-0602-1S 1 0 0 PET FCC PETERSBURG S&E MEDICATION TECHNICIAN GL-0640-06 1 0 0 PET FCC PETERSBURG S&E MID-LEVEL PRACTITIONER GS-0603-11 1 0 0 PET FCC PETERSBURG PHS MIDLEVEL PRACTITIONER CC-0610-0S 1 0 0 EFTA00141533 PET FCC PETERSBURG ME MTNCE WRKR FRMN WS-47494B 1 0 0 PET FCC PETERSBURG UNICOR PRE PRESS OPERTR FRMN WS-441449 1 0 0 PET FCC PETERSBURG ME PSYCHLGT PREDOGTORAL INTERN G5-0199.09 1 1 0 23 PET FCC PETERSBURG UNICOR QUAL ASSANC MGR G5.191O21 1 0 0 PET FCC PETERSBURG ME R( SPECIST GL-0188-09 1 0 0 S PET FCC PETERSBURG ME REGISTERED NURSE GL-0610-10 5 0 0 PET FCC PETERSBURG UNICOR REMOTE OPERTNL ACCENT GS-051O11 1 0 0 PET FCC PETERSBURG ME SAFETY SPECIST GL-0018-09 2 1 0 PET FCC PETERSBURG ME SECT GL-0318-06 1 0 0 PET FCC PETERSBURG ME SEX OFFENDER PROG PSYCH GS-018043 1 0 0 PET FCC PETERSBURG ME SEX OFFENDER PROG SMUT G5-0101-11 1 1 0 PET FCC PETERSBURG S&E SG SUPRT TECHNCN GL-1802-08 1 0 1 11 PET FCC PETERSBURG S&E SR OFFCRSPECIST GL0007-08 62 1 0 PET FCC PETERSBURG ME STAFF PHARMACIST GS-066O11 2 0 0 PET FCC PETERSBURG ME SUPVR OF MUG G5.171O23 1 0 0 2 PET FCC PETERSBURG UNICOR SUPVRY PRODN CNTRLR G5.1152-11 1 0 0 PET FCC PETERSBURG ME TCHR GS.1710-11 1 0 0 4 PET FCC PETERSBURG TRUST FUND TRUST FUND SPECIST GL-0301-09 1 0 0 PET FCC PETERSBURG UNICOR UNICOR BUS MGR GS-0501-13 1 0 0 PET FCC PETERSBURG ME UNIT MGR GS-0006-12 1 0 0 PET FCC PETERSBURG ME um sys RPM OPERTR FRMN WS-4749-08 1 0 0 PET FCC PETERSBURG ME um sys RPM OPERTR FRMN WS-47424B 1 0 0 1 PET FCC PETERSBURG ME WHSE WRKR FRMN WS-6907-04 1 1 0 13 PHL FOG PHHADEIPHLA ME ASSOC WARDEN'S SECT GL-0318-07 1 0 0 11 PHL FCC PHILADELPHIA. VIE CHAPLAIN G54060-12 1 0 0 PHL FDC PHILACCIPHIA. S&E COOK FRMN W5.7404-08 1 0 0 PHL FDC PHILACCIPHIA. S&E CORRECINI. CNSLR GL-0007-09 1 0 0 PHI. FDC PHILACCIPHIA. VIE CORRECINI. SYS OFFCR GL-0007-08 3 1 0 PHL FCC PHILADELPHIA. ME EDUCTECHNCN GL-1702-D7 1 0 0 PHL FCC PHILADELPHIA ME ELCTRL WRKR FRMN W5.2805O9 1 0 0 PHL FDC PHILACCIPHIA. ME CACI MGR G5.16RO13 1 1 0 PHL FCC PHILADELPHIA ME GEN FRMN WS-4749-14 1 1 0 2 PHL FCC PHILADELPHIA ME LT GL0007-09 2 1 0 PHL FCC PHILADELPHIA ME MIDLEVEL PRACTITIONER G5461O11 1 1 0 PHI FCC PHILADELPHIA VIE MIDLEVEL PRACTMONER GS-061O11 1 0 0 PHI FCC PHILADELPHIA S&E MINCE WRKR FRMN W5474908 1 0 0 PHI FCC PHILADELPHIA S&E PARAMEDIC GL-0640-09 1 0 0 PHL FDC PHILACCIPHIA. S&E PLMBNG WRKR FRMN W5420608 1 0 0 PHL FCC PHILADELPHIA S&E PSYCHLGT PREDOGTORAL INTERN GL-0199-09 3 1 0 5 PHL FCC PHILADELPHIA. S&E SR OFFCR SPECLST GL-0007-08 21 1 0 PHL FCC PHILADELPHIA ME SUPW CORRECTIONAL SYSTEMS SPECIALIST GS-000641 1 0 0 8 PHL FOC PHILADELPHIA. ME TCHR G5.171O21 1 1 0 PIO FO PHOENIX ME ACCTG TECHNCN GL-0525-07 1 1 0 PIO FO PHOENIX ME ADVANCED PRACTICE N GS-0610-11 1 0 0 PIO FO PHOENIX UNICOR ASST ELECTRON FACTORY MGR G51101-11 1 0 0 PIO FO PHOENIX ME CASE MGR GS-0101-11 1 1 1 12 PIO FO PHOENIX ME CHAPLAIN GS-006O12 1 0 0 PIO FO PHOENIX ME CHAPLAIN GS-006O12 1 0 0 0 PIO FO PHOENIX VIE COMPR SPECLST GS.2210-11 1 0 0 PIO FO PHOENIX S&E COOK FRMN W5.7404-08 1 0 1 3 PIO FO PHOENIX S&E CORRIONL CNSLR GL-0007-09 1 1 0 13 PIO FO PHOENIX ME CORRIONL SYS OFFCR GL0007-08 1 0 0 9 PIO FO PHOENIX ME DISCPL HAG OfKR GS-000642 1 1 0 PIO FO PHOENIX ME DRUG ABUSE TRTMNT SPECLST G5-0101-11 2 1 0 PIO FO PHOENIX UNICOR ELCTRL EQUIP WRKR FRMN W5.2854-08 3 0 0 PIO FO PHOENIX UNICOR ELCTRON FACTORY MGR G5•1101-12 1 0 0 PIO FO PHOENIX ME ELCTRONTECHNCN GS-085641 1 0 1 PIO FO PICCHI% ME ELCTRONTECHNCN TRAINEE G54856-10 1 0 0 PIO FO PHOENIX UNICOR ELECTRON INDI ENGR GS-089643 1 0 0 PIO FO PHOENIX ME FACE MGR G5.16RO13 1 0 1 PIO FO PHOENIX ME GEN FRMN WS-4749-14 1 1 0 PIO FO PHOENIX ME HLTH TECH - Paratnedc GI:064043 2 0 0 PIO FO PHOENIX UNICOR INC/ SPECLST LELCTRONI G5.125O21 3 0 0 PIO FO PHOENIX ME PLMEING WRKR FRMN WS-42064B 1 0 0 PIO FO PHOENIX VIE REGISTERED NURSE GL-0610-10 1 0 0 PIO FO PHOENIX S&E SAFETY MGR GS-001843 1 1 0 PIM FO PHOENIX S&E SPEC EOUC TCHR G5.171O21 1 0 0 PIO FO PHOENIX ME SPORTS SPECIST GL-0030-09 1 0 0 7 PIO FO PHOENIX ME SR OFFCRSPECLST GI-0007-08 11 1 0 PIO FO PHOENIX ME TOOL RM OFFCR GL-0303-08 1 0 0 PIO FO PHOENIX UNICOR UNICOR GONER SPECIST G5.1102-09 1 0 0 PIO FO PHOENIX ME UNIT MGR GS-000642 1 0 1 21 PIO FO PHOENIX ME UNIT SECT GL-0318-06 3 1 0 12 PIO FO PHOENIX TRUST FUND WHSE WRKR FRMN WS-6907-04 1 1 0 PIO F0 PHOEN01 S&E WHSE WRKR FRMN (S&EI WS-6907-04 2 1 0 6 POL FCC pou.ocx S&E ACCTG TECHNCN GL-0525-07 1 0 0 8 POL FCC POILOCK S&E ASSOC WARDEN G54006-14 1 1 0 EFTA00141534 POI. FCC POLLOCK S&E ASSOC WARDEN'S SECT GI-0318-07 1 0 0 POI. FCC POLLOCK S&E ASST F000 SRVCADMR G5.1667.12 1 2 0 POI. FCC POLLOCK S&E ASST WIN SRVG ADMR G54670.12 1 0 1 1 POI. FCC POLLOCK S&E CASE MGR GS.0101.11 1 0 0 16 POI. FCC POLLOCK S&E CLINICAL DIRECTOR GP-0602-15 1 0 0 POI. FCC PC4LCCX S&E CLNCL NURSE GI-0610-10 1 0 0 POI. FCC POLLOCK S&E COOK CRAIN WS-7404-0B 1 2 0 POI. FCC POLLOCK S&E DIAL OCCCR GP-0680-13 2 2 0 POI. FCC POLLOCK S&E RCM! VorMIR FRMN W5.28E/Si:PI 1 0 0 8 POI. FCC POLLOCK S&E ELCTRON TECHNO1URI GS-0856.11 1 CI 0 POI. FCC POLLOCK UNICOR CABRIC WRKR FRMN WS-3105-07 3 0 0 POI. FCC POLLOCK S&E INF REC.PTNS7 G5.0304.04 1 0 0 9 POI. FCC POLLOCK S&E LT GS.0007-11 3 1 0 5 POI. FCC POLLOCK S&E MOLL OFF[R GP-0602-15 1 0 0 POI. FCC POLLOCK S&E MID.LEVEL PRACTMONER GS-0610-11 1 1 0 POI. FCC POLLOCK S&E PSYCHVGY TEDINCN GI018147 1 1 0 7 POI. FCC POLLOCK S&E RELIGIOUS SRVCSASST GL-0303-07 1 0 0 POI. FCC POLLOCK S&E SIS TEC.HNCN G5.1801.08 1 2 0 POI. FCC POLLOCK S&E SPEC EDUC TCHR G5.1710-11 2 0 0 POI. FCC POLLOCK S&E SR OFFCRSPECLST GI01:07-08 51 2 0 POI. FCC POLLOCK PH5 STAFF PHARMACIST CC-0660-11 1 0 0 POL FCC POLLOCK S&E STAFF PSYCH G5.0180-12 1 0 0 POI. FCC POLLOCK S&E STUD TR GL-0199-05 1 0 0 POI. FCC POLLOCK S&E STUD TR GS-1799.0S 1 0 0 POI. FCC POLLOCK S&E STUD TR GS.2299-05 1 0 0 POI. FCC POLLOCK S&E SUPVRY CONTRSPECIST GS.1101-11 1 0 0 POI. FCC POUOCK S&E TCHR GS.1710-11 1 1 0 POL FCC pou.ocx S&E UNIT SECY GI-0318-0S 1 0 0 17 POL FCC pou.ocx S&E um sys PPM CfERTR FRMN WS-4742-08 1 0 0 4 POI. FCC POILOCK UNICOR WHSE WRKR FRMN WS-6907-04 1 0 0 PRD CENTRAL OFFICE -PRO SU 'DO NOT USE' SUPERVISORY ATTORNEY ADVISOR GS.0905-15 1 0 0 PAD CENTRAL OFFICE -PRO S&E ATTYADVSR G54905-14 1 0 0 PAD CENTRAL OFFICE -PRO S&E CORRECTIONAL PROGS EVAL SPECLST GS.0006-13 1 2 0 20 PAD CENTRAL OFFICE -PRO S&E CORRECTIONAL SERV EVAL SPECIST G5.0006-13 1 0 0 PAD CENTRAL OFFICE -PRO S&E CORRECTNL PROGSOFFCR GS.0006-15 1 0 0 PRD CENTRAL OFFICE -PRO S&E (Co CNSLR GS.0260-13 6 1 0 35 PAD CENTRAL OFFICE -PRO S&E (CO CNSLR GS.0260-13 1 1 0 11 PAD CENTRAL OFFICE -PRO S&E EXEC *SST GS.0006-14 1 0 0 24 PRD CENTRAL OFFICE -PRO S&E FRANC. MGT EVALSPECLST G5.050143 1 1 0 51 PAD CENTRAL OFFICE -PRO S&E FOOD SERVICE EVALSPECLST GS.0006-13 1 0 1 17 PAD CENTRAL OFFICE -PRO S&E HEALTH SRVC EVAL SPECLST GS.0671-13 1 0 1 19 PAD CENTRAL OFFICE -PRO S&E HUMAN RES MGMT (VAL SPECLST G5.0201-13 2 1 0 PAD CENTRAL OFFICE -PRO S&E HUMAN RESOURCE STUD TR GS.0299-05 1 0 0 PAD CENTRAL OFFICE -PRO S&E MGMT ANAL G54143-09 1 1 0 PAD CENTRAL OFFICE-PRD S&E MGMT ANAL G54343-13 1 2 0 PAD CENTRAL OFFICE -PRO S&E MGMT ANAL EXTERNAL UASN G54343-13 1 2 0 PAD CENTRAL OFFICE -PRO S&E RELIGIOUS SRVCSEVAL SMUT GS.0060-13 1 2 0 PAD CENTRAL OFFICE -PRO S&E SR Ea EMPLMT OPP glom GS.0260-13 1 2 0 PAD CENTRAL OFFICE -PRO S&E SA.AFRAMATIVE EMPLOYMENT SPECLST G54260-13 1 2 0 PAD CENTRAL OFFICE -PRO S&E SUPERVISORY ATTORNEY ADVISOR G5.090545 1 0 0 PAD CENTRAL OFFICE -PRO S&E TECHNO. WRI EDIT GS.1083-12 1 0 0 KIK FO MY BROOK S&E ASSOC WARDEN G5.0006-14 1 2 0 KIK FCI MY BROOK S&E ASST LOCKSMITH GL-0301-09 1 0 0 1 MIK FCI MY BROOK S&E OL DNTL OFFCR GP-0680-13 1 0 0 2 MIK FCI MY BROOK S&E CLINICAL DIRECTOR GP-0602-15 1 0 0 MIK FCI MY BROOK S&E CLNCL PSYCH GS.0180-13 1 0 0 MIK FO MY BROOK S&E COOK FRMN WS.7404-08 1 0 0 MIK FO RAY BROOK S&E DRUG ABUSE ROG COORD GS.0180-13 1 0 0 MIK FO RAY BROOK S&E ELCTRONTECHNO1 GS-0856-11 1 0 0 MIK FO RAY BROOK S&E FACIE MGR GS.1640-12 1 2 0 R8K FO RAY BROOK S&E INC REC.PTNS7 GL-0304-04 1 1 0 R8K FO RAY BROOK S&E LT G5.0007.09 1 1 0 R8K FO RAY BROOK S&E LT GS.0007-11 1 0 0 MC FO RAY BROOK S&E RECYCLING TECHNICIAN G5.0303.08 1 0 0 MIK FCI MY BROOK S&E REGISTERED NURSE GL-0610-10 1 0 0 MIK FCI MY BROOK S&E SPORTS SPECLST GL-0030-09 1 0 0 MIK FO RAY BROOK S&E SR OFFCRSPECLST GI:0[07-08 18 0 0 KIK FO MY BROOK S&E STAFF PSYCH CC-0180-12 1 0 0 RBI( FO MY BROOK S&E SUPWO CONTRSPECLST GS.1102-11 1 0 0 R8K FO MY BROOK TRUST FUND WHSE WRKR FRMN WS-6907-04 1 2 0 RCH FMC ROCHESTER S&E ADVANCED PRACTICE NURSE (PSYCHIATRIC' GS.0610-12 1 0 0 RCH FMC ROCHESTER S&E ASST DIA OF NRSNG GS.0610-12 1 0 0 RCH FMC ROCHESTER S&E ASST F000 SRVC ADMR G5.1667-21 1 0 1 4 RCH FMC ROCHESTER S&E CASE MGR G54101-11 1 2 I 8 RCH FMC ROCHESTER S&E CLINICAL SPECIALTY GL-0610-10 1 0 0 RCH FMC ROCHESTER S&E COOK FRMN WS.7404-08 1 0 0 1 RCH FMC ROCHESTER S&E DENTAL ASST GI:068147 1 0 1 1 EFTA00141535 RCH FMC ROCHESTER S&E DRUG ABUSE PROG COORD GS-0180-13 1 0 0 RCH FMC ROCHESTER S&E (DOC TECHNCN GL-1702-07 1 0 0 6 RCH FMC ROCHESTER S&E HLTH SRVC ASST GL-0303-07 1 1 0 RCH FMC ROCHESTER S&E HLTH TECHNOI GL-0640-06 1 0 0 RCH FMC ROCHESTER S&E HUMAN RESOURCE SPECIST GL-0201-09 1 0 0 RCH FMC ROCHESTER S&E HYAC FRMN WS.S306-09 1 0 0 RCH FMC ROCHESTER S&E LT GS-0007-11 1 1 0 RCH FMC ROCHESTER S&E MEDCLTEOITILGST GL-0644-09 1 0 0 1 RCH FMC ROCHESTER S&E NRSNG ASST GL-0621-05 3 0 0 5 RCH FMC ROCHESTER S&E PLAYS THRPST GL-0633-D3 1 0 0 RCH FMC ROCHESTER S&E PSYCHIATRIC NURSE GL-0610-10 3 0 0 RCH FMC ROCHESTER S&E PSYCHIATRIC PHYSICIAN GP-0602-15 1 0 RCH FMC ROCHESTER S&E PSYCHLGY PREDOCTORAL INTERN GL-0199-09 1 0 0 29 RCII MC ROCHESTER S&E FICA SPECIST GL-0188-09 1 0 0 7 RCII FMC ROCHESTER S&E REGISTERED NURSE GL-0610-10 8 0 0 RCII MCC ROCHESTER S&E SPEC POPULATION FROG COORD GS-0101-11 1 0 0 RCH FMC ROCHESTER S&E SPECIALTY PROG COORD GS-018613 1 0 0 RCH FMC ROCHESTER S&E SPECIALTY TRTMNT PROG SPECLST GS-0101-11 4 0 0 RCH FMC ROOIESTER S&E SROFFCRSPECIST GL-0007-08 IS 1 0 RCH FMC ROCHESTER S&E SUPYY CORRECTIONAL SYSTEMS SPECIAUST GS-0006-11 1 0 0 RCH FMC ROCHESTER S&E VOCTNLTRNG INSTRU GS-1712-11 1 1 0 RCH FMC ROCHESTER S&E WHSE WRKR FRMN WS-6907-04 1 2 1 8 Aso CENTRAL OFFICE- RSD S&E ADMVASST GL-0303-07 1 0 0 1 RSD CENTRAL OFFICE- RSD S&E ADMVASST GS-0303-07 1 0 0 MO CENTRAL OFFICE- RSD S&E ASST ADMR CHAPLAINCY SRVCS GS-0060-14 1 0 0 RED CENTRAL OFFICE- RSD S&E ASST DIR ES-0306-00 1 0 0 RSD CENTRAL OFFICE-RSD S&E ASST (DUG ADMR GS-1701-14 1 0 0 TISD CENTRAL OFFICE-RSD S&E ASST (DUG ADMR GS-1701-14 1 0 0 7 PSI) CENTRAL OFFICE- RSD S&E ASST. SECTOR ADMININISTRATOR GS-000613 1 0 0 PSI) CENTRAL OFFICE-RSD S&E Cµ TUSK REDUCTION PROG GS-0180-14 1 0 0 4 PSI) CENTRAL OFFICE-RSD S&E CH. MENTAL HEALTH SERVICES GS-0180-14 1 0 0 4 PSC/ CENTRAL OFFICE- RSD S&E COMM TRTMNT OVERSIGHT SPEC GS-0101-12 5 0 0 IS PSC/ CENTRAL OFFICE- RSD S&E COMMUNITY TRTPANTCOORD GS-0101-13 1 0 0 12 PSI) CENTRAL OFFICE- RSD S&E COMMUNITY TRTMNTCOORD GS-0101-13 1 0 0 PSC/ CENTRAL OFFICE- RSD S&E [OMR OVERSIGHT SMUT GS-0006-12 1 0 0 21 PSO CENTRAL OFFICE- RSD S&E CONTR OVERSIGHT SPECIST GS-0006-12 1 0 0 II PSC/ CENTRAL OFFICE- RSD S&E CONTR OVERSIGHT SMUT GS-0006-12 1 0 0 PSO CENTRAL OFFICE- RSD S&E DEP ADMIT- NATIREENTRY AFF BR GS-0006-14 1 0 0 4 PSO CENTRAL OFFICE- RSD S&E CAM SUPPCOORD GS-0101-14 3 0 0 51 PSC/ CENTRAL OFFICE-RSD S&E MENTAL HLTH TRTMNT COOK/ GS-018614 3 0 0 5 PSI) CENTRAL OFFICE-RSD S&E MGMT ANAL GS-0343-12 1 0 0 MD CENTRAL OFFICE-RSD S&E MGMT ANAL GS-0143-13 1 0 0 TISD CENTRAL OFFICE-RSD S&E MGMT ANAL GS-0143-12 1 0 0 TISD CENTRAL OFFICE-RSD S&E MGMT ANAL GS-0343-12 1 0 0 RSD CENTRAL OFFICE- RSD S&E NTL SUIODE PREVENTION COORD GS-0180-14 1 0 0 RSD CENTRAL OFFICE- RSD S&E PSYCHLGY STUD TR GS-0199-07 1 0 0 RSD CENTRAL OFFICE- RSD S&E REENTRY SECTOR CHIEF GS-0101-13 1 0 0 PSO CENTRAL OFFICE- RSD S&E RES SAFETY SPECLST GS-0018-12 1 0 0 PSO CENTRAL OFFICE -RED S&E RESIDENTIAL REENTRY SPECIST GS-000611 1 0 0 29 PSO CENTRAL OFFICE- RSD S&E RESIDENTIAL REENTRY SPECIST GS-000611 8 1 0 18 PSO CENTRAL OFFICE- RSD ME RESIDENTIAL REENTRY SPECIST GS-000611 1 0 0 11 RSD CENTRAL OFFICE- RSD ME RESIDENTIAL REENTRY SPECIST GS-000611 1 0 0 MO CENTRAL OFFICE- RSD S&E RESIDENTIAL REENTRY SPECIST GS-000611 1 0 0 MO CENTRAL OFFICE- RSD S&E SENIOR CORRECTNL PROG SPECIST GS-000613 1 0 0 19 MO CENTRAL OFFICE-RSD S&E SEX OFF TRNCOORD GS-0180-14 1 0 0 MO CENTRAL OFFICE- RSD S&E SPECIAL PROGTRMT SPECLST GS-0101-12 1 1 0 SAF FO SAFFORD S&E ACCTG TECHNCN GL-0S2S-07 1 1 0 SAS FO SAFFORD S&E ASSOC WARDEN GS-0006-14 1 1 0 SAF FO SAFFORD S&E COMPR SRVCS MGR GS-2210-12 1 0 0 SAF FO SAFFORD S&E CORMINL CNSLR GL-0007-O9 1 0 0 SAC FO SAFFORD S&E CHANCE SPECIST GI-0501-09 1 1 0 SAC FO SAFFORD S&E FOOD SRVC ADMR GS-1667-12 1 0 0 SAC FO SAFFORD S&E HLTH SRYCSADMR GS-0670-12 1 1 0 SAC FO SAFFORD S&E HLTH SRYCS ASST GL-0303-07 1 0 0 4 SAF FO SAFFORD S&E HUMAN RESOURCE MGR ITRI GS-0201-11 1 0 0 SAF FO SAFFORD S&E HYAC FRMN WS5306-09 1 0 0 SAF FO SAFFORD S&E LT GS-0007-11 1 1 0 SAF FO SAFFORD S&E LT GL-0007-O9 1 0 0 SAF FO SAFFORD S&E SROFFCRSPECIST GL-0007-08 13 1 0 SAF FO SAFFORD S&E STAFF PSYCH GS-018612 1 0 0 SAF FO SAFFORD S&E STUDENT TRAINEE INFO TECH) GL-2299-05 1 0 0 SAF FO SAFFORD S&E TCHR GS-1710-11 1 1 0 SAF FO SAFFORD S&E WARDENS SECT GL-0318-Cd 1 1 0 SCH FO SCHUYLKILL S&E ASST HLTH SRVCS ADMR GS-0670-11 1 1 1 SCH FO SCHUYLKILL S&E BURG ANAL GL-0560-09 1 0 0 SCH FO SCHUYLKILL S&E CLNCL NURSE GL-0610-10 1 0 0 SCH FO SCHUYLKILL S&E COMPR STIVCS MGR GS-2210-12 1 0 0 EFTA00141536 SC11 FO SCHUYUCILL VIE COOK FRMN W5.740406 3 1 0 SC11 FO SCHUYLKILL VIE CORRECTNL SYS OFFCR GI0007-08 2 1 0 SC11 FO SCHUYLKILL ME DRUG ABUSE PROG CCORD G541130-13 1 1 0 SC11 FO SCHUYLKILL ME DRUG ABUSE PROG COORD4MAT) G541130-13 1 0 0 SC11 FO SCHUYLKILL ME HLTH SAWS ADMR G54670-12 1 1 0 6 SC11 FO SCHUYLKILL ME MID•LEVEL PRACTITIONER GS-060341 1 0 0 SC11 FO SCHUYLKILL ME MTNCE WRICR FRMN WS-4749-0B 1 1 0 SC11 FO SORNLKILL PHS NURSE SPECLST CC-0610-11 1 0 0 SC11 FO SCHUYLKILL ME PARAMEDIC GI:0640-09 1 0 0 SC11 FO SCHUYLKILL UNICOR PAWN CARRLR G5.1152-11 1 0 0 SCH FO SCHUYLKILL ME R( SPECLST GL-0114-09 1 1 0 3 SCH FO SCHUYLKILL VIE REENTRY AFF WORD G54101-11 1 1 1 0 SCH FO SCHUYLKILL ME SECV 'CAPTAINS) GI031246 1 0 0 SCH FO SCHUYLKILL ME SG SUPRT TECMYCN GI-1202-08 1 0 1 6 SCH FO SCHUYLKILL ME SA OFFCRSPECLS7 GI0007-08 23 1 0 SCH FO SCHUYLKILL ME STAFF PSYCH G5-01130-12 1 0 0 SOH FO SCHUYLKILL ME UNIT MGR GS-000642 1 1 0 SC11 FO SCHUYLKILL ME VOCTNL 7RNG INSTRU G5.1712-11 1 0 0 SCH FO SCHUYLKILL ME WHSE WRKR SUM W5-6907-04 1 0 0 SCR SOUTH CENTRAL REGION ME DISCPL HAG OFKR G5.0006-12 1 1 0 SCR SOUTH CENTRAL REGION ME FACt MGMT MOST GS.1640-12 1 0 0 SCR SOUTH CENTRAL REGION VIE PARALEGAL SPECLS7 GS-0950-11 1 0 0 9 SCR SOUTH CENTRAL REGION ME PSYCHOLOGY STUDENT TRAINEE INTERN GS-0199-07 1 0 0 SCR SOUTH CENTRAL REGION ME REGNLACCINT GS-0510-12 1 0 0 SCR SOUTH CENTRAL REGION ME REGNLCOMPTLR GS-050544 1 1 0 SCR SOUTH CENTRAL REGION ME REGNL CORM SPECLST GS.1102-12 1 1 0 SCR SOUTH CENTRAL REGION ME REGNL HUMAN RESOURCE SPECLST GS-0201-12 1 1 1 9 SCR SOUTH CENTRAL REGION VIE MGM. PSYCHLGY SRVa /DMA G54180-14 1 0 0 0 SOC MCC SAN DIEGO VIE CLOWN GS-006042 1 0 0 6 SOC MCC SAN DIEGO VIE COOK FRMN W5.7404-09 1 0 0 SOC MCC SAN DIEGO VIE CORRECUL CNSIR GL-0037-09 1 1 0 SOC MCC SAN DIEGO VIE ECIUCSPECLST G5.1701-11 1 1 0 SOC MCC SAN DIEGO ME ELCTRONTECHNCN GS-0856-11 1 0 0 4 SOC MCC SAN DIEGO ME FRAN°. SPECIST GL-0501-09 1 0 0 3 SOC MCC SAN DIEGO ME GENERAL FOREMAN WS-4749-14 1 1 0 SOC MCC SAN DIEGO ME HLTH SRVCS ASST GL-0303-07 1 0 0 SOC MCC SAN DIEGO ME HUMAN RESOURCE MGR RRI GS-020141 1 0 0 SOC MCC SAN DIEGO VIE HUMAN RESOURCE SPECLST GL-0301-09 1 0 0 8 SOC MCC SAN DIEGO ME LICENSED PRACTICAL NURSE GL-0620-07 1 0 0 SOC MCC SAN DIEGO VIE LT GS-000741 3 0 0 3 SOC MCC SAN DIEGO ME MID•LEVEL PRACTITIONER GS-061041 1 0 0 SOC MCC SAN DIEGO ME PARAMEDIC GL-0640-09 1 0 0 SOC MCC SAN DIEGO ME QUAL IMPRVMVINFECTION CONTRL CCORD G54671-11 1 0 0 SOC MCC SAN DIEGO PHS GUN. IMPRVMVINFECTION CONTRL NURSE CC-0610-11 1 0 0 SOC MCC SAN DIEGO ME REGISTERED NURSE G54610-10 1 0 0 SOC MCC SAN DIEGO ME SR OFFCRSPECIST GL-0037-08 16 1 0 SOC MCC SAN DIEGO ME UNIT MGR GS-0006-12 1 1 0 SOC MCC SAN DIEGO ME UNIT SECY GL-011B-06 1 1 0 SEA FO SEAGOVILIE ME ACCTG TECHNCN GL-0525-07 1 0 0 SEA FO SEAGOVILIE ME ASSOC WARDEN'S SECY GL-011B-07 1 0 0 SEA FO SEAGOVILIE ME ASST F000 SRVCADMR GS.1667-11 1 0 0 11 SEA FO SEAGOVILLE ME ASST IILTI4 SRVG ADMR GS-067011 1 0 0 SEA FO SEAGOVILIE ME 04 PSYCH G541(10 14 1 0 0 3 SEA FO SEAGOVILIE ME CHANAIN GS-0060-12 1 1 0 SEA FO SEAGOVILLE ME CLINICAL DIRECTOR GP-0602-15 1 0 0 SEA FO SEAGOVILIE ME CORRECUL CNSLR GL-0037-09 1 1 0 SEA FO SEAGOVILLE ME DRUG ABUSE TRTMNT SPECLST G54101-11 1 0 0 SEA FO SEAGOVILIE UNICOR FABRIC WRKR FRMN W5.3105-07 1 1 0 SEA FO SEAGOVILIE ME Fla MGR G5.1640-12 1 1 0 SEA FO SEAGCMUE ME FOOD SRVC ASST GI:160347 1 1 0 SEA FO SEAGCMLLE ME HUMAN RESOURCE SPECLST GL-0201-09 1 1 0 7 SEA FO SEAGOVILLE ME HVAC FRMN W5.5306CP1 1 0 0 SEA FO SEAGOVILLE ME LT GS-000741 1 1 0 SEA FO SEAGCMUE PHS MEDCL OFFCR CC-0602-15 1 0 0 SEA FO SEAGOVILLE ME MEDICATION TECHNICIAN GL-064ICH)6 1 0 0 SEA FO SEAGOVILIE ME MENTOR COORD GL0006-09 1 0 0 SEA FO SEAGOVILLE ME MID-LEVEL PRACTMONER GS-060341 1 0 0 SEA FO SEAGOVILLE ME MTNCE WRKR FRMN WS-4749-0B 1 0 0 SEA FO SEAGOVILLE PHS NURSE PRACTITIONER CC-0610-11 1 0 0 SEA FO SEAGOVILLE PHS NURSE SPEOAUST lOP CC-0610-11 1 0 0 SEA FO SEAGOVILLE ME PIPEFTR FRMN WS-4204-09 1 1 0 SEA FO SEAGOVILLE ME PLMBNG WRKR FRMN WS-4206-0B 1 0 0 SEA FO SEAGOVILLE UNICOR QUAL AWING MGR G5.1910-21 1 1 0 SEA FO SEAGOVILIE ME REGISTERED NURSE GL-0610-10 1 0 0 SEA FO SEAGOVILIE UNICOR SEWING MACH RPRER FRMN W5.53014/3 1 0 0 SEA FO SEAGOVILLE S&E SEX OFFENDER PROG PSYCH G541130-13 1 1 0 SEA FO SEAGOVILLE S&E SPEC (WC TCHR GS.1710-11 1 0 0 EFTA00141537 SEA FOSEAGOVILLE S&E SROFFCRSPECIST GL-0037-08 13 1 0 SEA FO SEAGOVILLE PHS STAFF PHARMACIST CC-0660-07 1 0 0 SEA FOSEAGOVILLE S&E STAFF PSYCH GS-018042 1 0 1 1 SEA FOSEAGOVILLE S&E SUPVR OF EDUC GS.171042 1 0 0 S SEA FO SEAGCMUE S&E SUPVY CORRECTIONAL SYSTEMS SPECIALIST GS-000641 1 0 0 3 SEA FOSEAGOVILLE S&E TCHR GS.171041 I 1 0 SEA FOSEAGOVILLE S&E UNIT SECY GI-0318-06 3 0 0 14 SCR SOUTHEAST REGION S&E ACCTG STUD TR GS-0599-05 I 1 0 SCR SOUTHEAST REGION S&E BUDG ANAL GS-0560-12 1 1 0 SCR SOUTHEAST REGION S&E DEP REGNL DIR ES-0306-00 I MC 0 SCR SOUTHEAST REGION S&E DISCPL HRG OFFCR GS-000642 1 0 0 38 SCR SOUTHEAST REGION S&E HUMAN RESOURCE MGR ITRI GS-02014I I 1 0 SCR SOUTHEAST REGION S&E HUMAN RESOURCE STUD TR GS-0299-05 I 0 0 SCR SOUTHEAST REGION S&E INFO TECH STUD TR G5.2299-05 1 1 0 SCR SOUTHEAST REGION S&E LEG ASST GI-0986-08 I 0 0 SCR SOUTHEAST REGION S&E LEG INTERN GS-0999-09 1 1 0 SCR SOUTHEAST REGION S&E REGNL AFFIRMATIVE EMPLMTADMR GS-0260-12 1 1 0 SCR SOUTHEAST REGION S&E REGNL HLTH SRVCSADMR GS-067044 I 0 0 SCR SOUTHEAST REGION S&E REGNL HUMAN RESOURCE SPECLST GS-020142 I 1 0 SCR SOUTHEAST REGION S&E MM. SECRETARY GS-011207 1 0 0 SCR SOUTHEAST REGION S&E SENIOR FINANCIAL SPECIALIST GS-050143 1 1 0 SCR SOUTHEAST REGION S&E SENIOR FINANCIAL SPECIALIST GS-050143 1 0 0 9 SCR SOUTHEAST REGION S&E SR CLC ATTY GS-090544 1 0 0 SCR SOUTHEAST REGION S&E SUPVATTYADVSR GEN GS-090545 I 1 0 SET FCC SEATAC S&E ACCTG TECHNCN GI-0525-07 I 0 0 SET FCC SEATAC PHS ADVANCED PRACTICE NURSE CC-0610-05 1 0 0 SET FCC SEATAC S&E ASST LOCKSMITH GL-0301-09 I 0 0 SET FDC SEATAC S&E CAPTAIN SECY GL-0318-D6 I 0 0 WI FCC SEATAC S&E CASE MGR GS-010141 1 0 0 8 WI FCC SEATAC PHS CHIEF PHARMACIST CC-066004 I 0 0 WI FCC SEATAC S&E CLINICAL DIRECTOR GP-0602.15 I 0 0 WI FCC SEATAC S&E EDUCTECHNO1 GI-1702-07 I 0 0 5 SET FCC SEATAC S&E CHANG SPECIST GL-0501-09 1 0 0 WI FOC SEATAC S&E HLTH SRVCSADMR GS-067043 I 0 0 SET FCC SEATAC S&E HLTH SRVCS ASST GL-0303-07 I 0 0 SET FCC SEATAC S&E HUMAN RESOURCE MGR GS-020143 1 1 0 SET FCC SEATAC S&E HUMAN RESOURCE SPECLST GI-0201-09 I 0 0 SET FCC SEATAC S&E LT GS-0007-11 1 1 0 SET FCC SEATAC S&E LT GI-0407-09 I 0 0 SET FCC SEATAC S&E MEDCL RFC ADM SPECLST GI-0669-09 I 0 0 SET FCC SEATAC S&E MINCE MUM FRMN WS4749-08 I 0 1 SET FCC SEATAC S&E REGISTERED NURSE GI-0610-10 1 0 0 SET FCC SEATAC S&E SIS SUPRT TECMYCN GI-0303-08 I 0 1 8 SET FDC SEATAC S&E SROFFCRSPECIST GI-0007-08 4S 1 0 SET FCC SEATAC S&E STUDENT TRAINEE INFO TECH) GL-2299-05 I 0 0 SET FCC SEATAC S&E SUPVY CORRECTIONAL SYSTEMS SPECIALIST GS-000641 I 0 0 SET FCC SEATAC S&E TOOL ROOM OFFICER GL-0318-08 I 0 0 4 SET FDC SEATAC S&E UNIT MGR GS-0006-12 I 1 0 SHE FO SHERIDAN S&E ADVANCED CARE LVL PSYCH GS-018043 I 0 0 SHE FO SHERIDAN S&E ADVANCED CARE LVL PSYCH GS-0180-I3 I 0 0 SHE FO SHERIDAN S&E ASST CASE MGMT COORD GS-01014I I 0 0 2 SHE FO SHERIDAN S&E ASST FOOD SRVC ADMR G5.1667-11 I 1 0 SHE FO SHERIDAN S&E ASST NLTH SRVCS ADMR GS-067041 I 0 0 2 SHE FO SHERIDAN S&E CAPTAIN'S SECY GL-0318-06 I 0 0 SHE FO SHERIDAN S&E Cµ DNTLOFKR GP-068043 I 1 0 4 SHE FO SHERIDAN S&E COMPR SRVG MGR G5.221042 I 0 0 SHE FO SHERIDAN S&E COOK FRMN WS.7404-08 I 0 0 SHE FO SHERIDAN S&E CORRECTNL SYS OFFCR GL-0007-08 I 0 1 7 SHE FO SHERIDAN S&E DRUG ABUSE PROD GOURD GS-018043 I 0 0 SHE FO SHERIDAN S&E DRUG ABUSE PROD GOURD GS-018043 1 1 0 SHE FO SHERIDAN S&E DRUG ABUSE TRTMNT SPECLST GS-010141 7 0 0 SHE FO SHERIDAN S&E ELCTRI MUM FRMN WS.2806-09 I 0 0 SHE FO SHERIDAN S&E (MUG MEDCLTECHNO1 GI-0640-09 I 0 0 SHE FO SHERIDAN S&E (MP DVIPMT SPECLST GI-010149 I 1 0 SHE FO SHERIDAN S&E ENVRNMTL & SAFETY SPECLST GI-0014-09 I 1 0 SHE FO SHERIDAN S&E HLTH SRVCSADMR GS-0670-12 I 0 0 SHE FO SHERIDAN S&E HUMAN RESOURCE MGR GS-020142 I 1 0 SHE FO SHERIDAN S&E INFORMATION TECH STUDENT TRAINEE GL-0299-05 I 0 0 SHE FO SHERIDAN S&E LOCKSMITH GI-0301-10 I 0 0 SHE FCI SHERIDAN S&E MEDCL OFFCR GP-0602-15 I 0 0 SHE FO SHERIDAN S&E MTNCE WRKR FRMN WS-4749-08 1 0 0 7 SHE FCI SHERIDAN S&E PSYCHLGY PREDOCTORAL INTERN GL-0199-09 1 0 0 4 SHE FCI SHERIDAN S&E PSYCHLGY TECHNCN GI-0181-07 1 0 0 SHE FCI SHERIDAN S&E FICA SPECLST GL-0188-09 1 0 1 3 SHE FCI SHERIDAN S&E REGISTERED NURSE GI-0610-10 1 0 0 SHE FO SHERIDAN S&E SR OFFCRSPECIST GI-0007-08 30 1 a SHE FO SHERIDAN S&E STAFF PSYCH GS-018042 1 0 0 EFTA00141538 SHE FO SHERIDAN S&E UNIT SECY GL-0319-06 1 1 0 SHE FO SHERIDAN S&E MUSTS RPRER OPERTR FRMN WS-4742-0B 1 0 0 3 SHE FO SHERIDAN S&E VOCTNL TRNG INSTRU GS-171141 1 0 0 SPG USMCFP SPRNGFIELD S&E ADVANCED CARE LVL PSYCH G4018043 1 1 0 SPG USMCFP SPRNGFIELD S&E CASE MGR GL-010141 1 0 0 4 SPG USMCFP SPRINGFIELD S&E 01 PSYCHIATRY GP-06024S 1 0 0 SPG USMCFP SPRINGFIELD S&E dia.DIETITIAN G4063041 1 1 0 SPG USMCFP SPRINGFIELD S&E ONCE PSYCH GS-0180-12 1 0 0 SPG USMCFP SPRINGFIELD S&E CONTR SPECLST GL-1101-09 1 0 0 SPG USMCFP SPRINGFIELD VIE DIALYSIS STAFF NURSE GL-061040 2 0 0 SPG USMCFP SPRINGFIELD S&E DRUG ABUSE TRTMNTSPECLST GS-010141 1 0 0 SPG USMCFP SPRINGFIELD S&E FORENSIC UNIT PSYCH GS-018043 1 1 0 SPG USMCFP SPRNGFIELD S&E FORENSICS UNIT PSYCH GS-018043 3 0 0 SPG USMCFPSPRINGFIELD S&E INFORMATION TECH STUDER GS•2299.05 1 0 0 SPG USMCFP SPRINGFIELD VIE INMATE SYS OFFCR G401:07-08 1 0 1 19 SPG USMCFP SPRPIGFIELD VIE LICENSED PRACTICAL NURSE GL-0620-07 1 0 0 SPG USMCFP SPRNGFIELD VIE LT GS-000741 3 0 0 SPG USMCFP SPRNGFIELD VIE MED°. REC ADM SPECLST GL-0669-09 1 0 1 SPG USMCFP SPRINGFIELD VIE MEDD. SUPP TECIINCN GL-0622-05 1 1 0 SPG USMCFP SNINGFIELD VIE WE'LL TEETINGST GL 0C44 09 2 1 0 SPG USMCFP SNINGFIELD PHS NCRO MAST NURSE CC-0601-0R 1 0 0 SPG USMCFPSPRINGFIELD S&E NRSNG ASST GI:06210S 3 0 0 SPG USMCFP SNINGFIELD S&E ORTHOTIST/PROSTINST G4066741 1 0 0 SPG USMCFP SPRINGFIELD S&E PHRMCY TECHNCN GE-0661-0S 1 1 0 SPG USMCFP SPRINGFIELD S&E PHYS THRPST G40633-09 1 1 0 SPG USMCFP SPRINGFIELD VIE PIPEFTR FRMN W5420409 1 0 0 SPG USMCFP SPRINGFIELD VIE PSYCHLGY PREDOCTORAL INTERN G40199-09 1 0 0 27 SPG USMCFP SPRINGFIELD VIE PSYCHOLOGIST IPOSTDOC TRAINEE) GS-018041 1 1 0 SPG USMCFP SPRNGFIELD VIE AMR THRPS7 GE-0632-09 1 0 0 SPG USMCFP SPRINGFIELD VIE REGISTERED NURSE GL-061040 14 0 0 SPG USMCFP SPRINGFIELD VIE SPECIALTY TRTMNT PROG SPECLST G4010141 1 0 0 SPG USMCFP SPRNGFIELD VIE SA OFFCRSPECLST GE-0037-08 10 1 0 SPG USMCFP SPRINGFIELD S&E SUM CORRECTIONAL SYSTEMS SPECIALIST G4000641 1 0 0 SPG USMCFP SPRINGFIELD VIE UNIT SECY GL-03IB06 1 0 0 SST FO SANDSTONE VIE ACCTNT G40510-09 1 0 0 SST FO SANDSTONE S&E ADVANCED PRACTICE N G5461041 1 0 0 SST FO SANDSTONE VIE ASSOC WARDEN'S SECY GL-031B-00 1 0 1 SST FO SANDSTONE UNICOR BIND MACH OPERTR FRMN WS-4402-0B 1 0 0 SST FO SANDSTONE S&E CASE MGR G5410141 1 1 0 SST FO SANDSTONE VIE CLINICAL DIRECTOR GP-0602-1S 1 0 0 SST FO SANDSTONE VIE CLINICAL PSYCHOLOGI G54180-12 1 0 0 SST FO SANDSTONE VIE COMPR SPECLST G5.2210-11 1 0 0 SST FO SANDSTONE VIE DAP ENLATAT SWOT GL-0101-03 1 1 0 SST FO SANDSTONE VIE HLTH SAWS ASST GL-0303-07 1 1 0 SST FO SANDSTONE VIE HUMAN RESOURCE MGR G4020142 1 1 0 SST FO SANDSTONE VIE LT GL-0037-11 1 0 0 SST FO SANDSTONE UNICOR DEESE PRESS OPERTR FRIAR WS-4417-09 1 0 0 SST FO SANDSTONE VIE PHYS01ASST G4060341 1 0 0 SST FO SANDSTONE VIE AMR SPECIST GL-0114-09 1 0 0 7 SST FO SANDSTONE VIE SIS SUPRT TECHNCN GL-0303-08 1 1 0 SST FO SANDSTONE VIE SPORTS SPECLST GL-0030-09 1 1 0 SST FO SANDSTONE S&E SR OFFCRSPECLST GL-0007-08 16 1 0 S SST FO SANDSTONE S&E TOM G5.1710-11 1 0 1 2 SST FO SANDSTONE S&E UNIT SECY GL-031B-06 1 1 0 SST FO SANDSTONE S&E um sys RARER °PERIN FRMN WS-4742-0B 1 1 0 1 SST FO SANDSTONE VIE WITNESS SECUR UNIT MGR GS-000643 1 0 0 9 TAL FO TALLAHASSEE S&E ACCTG STUDER GS-0S99.05 1 0 0 TAL FO TAIJAHASSEE S&E ACCTG TECHNCN GE-0525-07 1 0 0 2 TAL FO TALLAHASSEE VIE ADVANCED PRACTICE N G5461041 1 0 0 1 TAL FO TALLAHASSEE VIE GONER SPECLST GL-1101-09 1 0 0 TAL FO TM1AHASSCE S&E COOK FRMN WS-7404-0B 1 1 0 6 TAL FO TALLAHASSEE S&E CORRECTNL SYS OFFCR GL-0007-08 1 0 0 IS TAL FO TALLAHASSEE UNICOR CUSTMR SRVCSPECLST G40301-09 2 0 0 TAL FO TMJAHASSEE S&E DENTAL HYGIENIST G40191 40 1 0 1 TAL FO TALLAHASSEE S&E EDU STUDER GS-17990S 2 0 0 TAL FO TALLAHASSEE S&E OCTAL NCR FRMN WS280509 1 0 0 TAL FO TICAHASSEE S&E GEN FRMN W5474914 1 0 0 TAL FO TMJAHASSEE S&E HLTH INF MINCH G4067507 1 0 0 3 TAL FO TMJAHASSEE S&E HUMAN RESOURCE STUD TR GE-0199-0S 1 0 0 TAL FO TICAHASSEE S&E NYC FRMN WS-530609 1 0 0 TAL FO TMJAHASSEE S&E INFO TECH STUD TR GS-2299.0S 1 0 0 TAL FO TMJAHASSEE S&E LT GL-0007-O9 3 1 0 TAL FO TAUAHASSEE S&E LT GS-000741 1 1 0 TAL FO TMJAHASSEE S&E MEDCL OFFCR (PSYCHIATRIST' GB.060245 1 0 0 TAL FO TAUAHASSEE PHS MID-LEVEL PRACTITIONER GS-061041 1 0 0 TAL FO TAUAHASSEE S&E MTNCE WRKR FRMN WS-4749.0B 1 0 0 4 TAL FO TAUAHASSEE S&E PSYCHLGY PREDOCTORAL INTERN G40199-03 1 0 0 25 EFTA00141539 TAL FO TALLAHASSEE S&E PSTCHLGT TECIINCN GL-01.91-07 1 0 0 2 TAL FO TALLAHASSEE UNICOR QUAL ASSIINC SPECIST GS.1910-11 1 0 0 TAL FO TALLAHASSEE S&E REGISTERED NURSE CC-0610-10 1 1 0 TAL FO TALLAHASSEE S&E REGISTERED NURSE G1-0610-10 1 0 0 TAL FO TAUAHASSEE S&E SOC WRKR GS-018.5.11 1 1 0 TAL FO TALLAHASSEE S&E SR OFFCRSPECLST G1-0037-08 1 1 0 TAL FO TALLAHASSEE S&E SR OFFCRSPECLST G1-0037-08 Et 1 0 TAL FO TALIAHASSEE PHS STAFF PROGRAM MANAGEMENT OFFICER CC-0601-04 1 0 0 TAL FO TAUAHASSEE UNICOR UNICOR BUS MGR GS-0601-13 1 0 0 TAL FO TAIJAHASSEE UNICOR UNICOR BUS MGR GS-0601-12 1 0 0 TAL FO TAUAHASSEE S&E unisrsRPRERCPERTRFRMN WS-070E-0B 1 0 0 7AL FO TAIJAHASSEE S&E VOCTNL WING INSTRU G5.1711-11 1 0 0 TCN FCC TUCSON S&E DENTAL ASSISTANT GL-0681-06 1 0 0 4 TOE FCC TUCSON S&E DEPOT, PSYCH GS-0180-13 1 0 0 TCN FCC TUCSON S&E DRUG ABUSE TRTMNTSPECLST GS-0101-11 1 1 0 TCN FCC TUCSON S&E (NW/JUTE& SAFETY COMPLNC ADMR GS-0018-13 1 1 0 TCN FCC TUCSON S&E DEEC *SST/SATELLITE OPERSADMR GS-0006-13 1 0 0 20 TCN FCC TUCSON S&E FOOD SRVC ASST GL-1603-D7 1 0 0 9 TCN FCC TUCSON S&E GUIDANCE COUNSELOR G5.1740-11 1 0 0 TCN FCC TUCSON S&E HLTH SRVCSASST GL-0303-D7 1 1 0 TCN FCC TUCSON S&E INFORMATION TECH. STUDENT TRAINEE GL-1199-05 1 0 0 TCN FCC TUCSON S&E LT GS-0007-11 3 0 0 TCN FCC TUCSON S&E MEDO. OFFCR GP.0602.15 1 0 0 TCN FCC TUCSON S&E MEDICATION TECHNICIAN GL-0640-06 1 0 0 TCN FCC TUCSON S&E MENTOR COORDINATOR GL 0006 09 1 1 0 TCN FCC TUCSON S&E MTNCE WRKR FRMN W5.4749.08 1 1 0 TCN FCC TUCSON S&E PSTCHLGT PREDOCTORAL INTERN GL-019909 1 0 0 4 TCN FCC TUCSON S&E PSTCHLGT PREDOCTORAL INTERN GL-0199.09 1 0 0 TCN FCC TUCSON S&E REGISTERED NURSE GL-0610-10 4 0 0 TCN FCC TUCSON S&E SOC WRKR GS-018.5.11 1 0 0 TCN FCC TUCSON S&E SPEC EDUC TCHR G5.1710-11 1 0 0 TCN FCC TUCSON S&E SPEC INVESTIGATNE AGT GS-0006-12 1 1 0 TCN FCC TUCSON S&E SR OFFCRSPECLST GL-0037-08 9 1 0 TCN FCC TUCSON S&E STAFF PHARMACIST GS-0660-11 1 0 0 TCN FCC TUCSON S&E STAFF PSYCH GS-0180-12 1 0 0 TCN FCC TUCSON S&E STAFF PSYCH GS-018042 1 0 0 TCN FCC TUCSON S&E TCHR G5.1710-11 1 0 0 TOE FCC TUCSON S&E VOCTNETRNG INSTRU GS.1711-11 1 1 0 TOE FCC TUCSON S&E VOCTNLTRNG INSTRU GS.1711-11 1 0 0 TOE FCC TUCSON S&E WHSE WRKR FRMN W5-6907-03 1 1 0 TOG FO TALLADEGA S&E ACCTG STUD TR GS-0S99.05 1 0 0 TOG FO TALLADEGA S&E ASST F000 SRVCADMR G5.1667-11 1 0 0 TOG FO TALLADEGA S&E CLNCL CUR GP.0601-15 1 1 0 TOG FO TALLADEGA S&E COMPR SRVG MGR GS.2110-12 1 0 0 TOG FO TALLADEGA S&E COOK FRMN WS-7404-0B 1 0 1 TOG FO TALLADEGA S&E CORRECTNL CNSLR GL-0037-09 1 0 0 TOG FO TALLADEGA S&E ELCTRL WRKR FRMN WS-MOSCPI 1 0 0 TOG FO TALIADEGA UNICOR FABRIC WRKR FRMN WS.310S-07 1 0 0 TOG FO TALIADEGA S&E HEALTH TECHNICIAN -PARAMEDIC GL-064009 1 1 0 TOG FO TALLADEGA S&E HUMAN RESOURCE STUD TR GS-0199.05 1 0 0 TOG FO TALLADEGA S&E LT GS-0007-11 5 0 0 TOG FO TALLADEGA S&E LT GL-0037-09 1 0 0 TOG FO TALLADEGA UNICOR OPERATIONS MANAGER GS.1101-13 1 0 0 TOG FO TALLADEGA S&E PIPEFTR FRMN WS-4104-09 1 0 0 TOG FO TALLADEGA S&E PROCUR& PROP SPECIST GL-1101-09 1 0 0 TOG FO TALIADEGA PHS QUAL IMPRVMWINFECTIONCONTRL COORD 1 1 0 TOG FO TALIADEGA S&E RELIGIOUS SRVCSASST GL-0303-07 1 0 0 9 TOG FO TAUADEGA S&E SAFETY MGR TRANCE GS-001211 1 0 0 TOG FO TALIADEGA UNICOR SEWING MACH RPRER FRMN WS-5301-0B 1 0 0 TOG FO TALLADEGA S&E 56 SUPRT TECMYCN GL-0303-08 1 0 0 TOG FO TALLADEGA S&E SR OFFCRSPECLST GL.0807-08 16 1 0 TOG FO TALLADEGA S&E TCHR G5.1710-11 1 1 1 6 TOG FO TALIADEGA UNICOR UNICOR ACCTNT GS-0610-11 1 0 0 TOG FO TALLADEGA UNICOR UNICOR ACCTNT GL-0510-09 1 0 0 TOG FO TALIADEGA S&E UNIT SECY GI:0312-06 1 0 TOG FO TAUADEGA S&E VOCTNETRNG INSTRU GS.1711-11 1 0 0 TOG FO TAUADEGA UNICOR WOOD WRKG MACHOP FRM W54601-08 1 0 0 TEX FO TEXARKANA S&E ASST FOOD SRVCADMR URI GL-1667-09 1 0 0 TEX FO TEXARKANA S&E CAMP ADMR SECT GL-031207 1 1 0 TEX FO TEXARKANA S&E CASE MGR GL-0101-11 1 1 0 TEX FO TEXARKANA S&E COOK FRMN WS-7404-0B 1 1 0 TEX FO TEXARKANA S&E DENTAL ASSISTANT GL-06.91-06 1 0 0 TEX FO TEXARKANA S&E DRUG ABUSE TRTMNTSPECLST GS-0101-11 1 0 0 TEX FO TEXARKANA S&E EDUCATION STUDENT TRAINEE GS-1799.05 1 0 0 TEX FO TEXARKANA S&E ENVIRONMENTAL PROTECTION SPECIALIST GS-001211 1 0 0 TEX FO TEXARKANA S&E GRDNR FRMN WS.5003-07 1 0 0 TEX FO TEXARKANA S&E HLTH SRVCSASST a-030347 1 0 0 EFTA00141540 TEX FO TEXARKANA ME HUMAN RESOURCE STUD TR G5-0299-05 1 0 0 TEX FO TEXARKANA ME HYAC FRMN WS.530409 1 0 0 TEX FO TEXARKANA SRC LT GS-0007-11 2 1 0 TEX FO TEXARKANA SRC LT GL-0007-09 1 0 0 TEX FO TEXARKANA SRC MEDICAL OFFKER GP-0602-15 1 0 0 TEX FO TEXARKANA SRC MINCE WRKR FRMN WS-4749-08 1 1 0 TEX FO TEXARKANA SRC AMR SPECIST GI-0188-09 1 1 0 TEX FO TEXARKANA S&E SR OFFCRSPECLST GL-0007-08 5 0 0 TEX FO TEXARKANA SRC STUD TR G5.2299-05 1 0 0 TEX FO TEXARKANA UNICOR SUPVRY PRODN CNTRER G5.1152-11 1 0 0 TEX FO TEXARKANA ME SUPVY CORRECTIONAL SYSTEMS SP GS-000641 1 1 0 TEX FO TEXARKANA TRUST FUND TRUST FUND SUPYR GS-0301-12 1 1 0 THA FCC TERRE HAUTE UNICOR ASST UNICOR BUS MGR GS-050142 1 0 0 THA FCC TERRE HAUTE ME CARE LYL 3 PSYCH GS-0180-13 1 0 0 THA FCC TERRE HAUTE ME CASE MGR GS-0101-11 1 0 0 THA FCC TERRE HAUTE VIE CHAPLAIN G5-0060-12 1 0 0 THA FCC TERRE HAUTE SRC ama. PSYCH GS-0180-12 1 1 0 THA FCC TERRE HAUTE ME COOK FRMN WS7404-0B 1 0 0 THA FCC TERRE HAUTE ME CORRECTNL [NUR GL-0037-09 1 0 0 THA FCC TERRE HAUTE ME CORRECTNL SYS OFFCR GI-0037-08 2 1 0 THA FCC TERRE HAUTE VIE DEP CH, PSYCH GS-0180-13 1 0 0 THA FCC TERRE HAUTE SRC DRUG ABUSE TRTMNTSPECLST GS-0101-11 3 1 0 7 THA FCC TERRE HAUTE SRC ELCTRONTECHNCN GS-0856-11 2 0 0 6 THA FCC TERRE HAUTE UNICOR FABRIC WRKR FRMN W5.3105-07 3 0 0 THA FCC TERRE HAUTE UNICOR FACTORY MGR G5.1101-12 1 1 0 THA FCC TERRE HAUTE UNICOR FACTORY OPERATIONAL ACCT GS-0510-11 1 0 0 THA FCC TERRE HAUTE UNICOR FNANCI. SPEOST GS-06940S 1 0 0 THA FCC TERRE HAUTE SRC FOOD SRYC ASST GL1603-07 1 0 0 THA FCC TERRE HAUTE SRC GRDNR FRMN WS.5001-07 1 0 0 THA FCC TERRE HAUTE SRC GUIDANCE CNSLR ISCHL GUIDANCE CNSIA) GS.1750-12 1 0 0 THA FCC TERRE HAUTE SRC IT SPECLST G5-2210-11 2 0 0 THA FCC TERRE HAUTE SRC LT GS-0007-11 4 0 0 THA FCC TERRE HAUTE ME MAT DRUG ABUSE PROG CODRD (F54) GS-0180-13 1 0 0 THA FCC TERRE HAUTE VIE MTNCE WRKR FRMN WS.4749-08 1 0 0 THA FCC TERRE HAUTE VIE PHARMACIST GS-0660-11 1 0 0 THA FCC TERRE HAUTE ME DHARMAC/ mart. GS-0660-11 1 0 0 THA FCC TERRE HAUTE ME PSYCHLGY PREDOCTORAL INTERN GL-0199-09 1 0 0 29 THA FCC TERRE HAUTE ME PSYCHLGY TECHNCN GL-0181-07 2 2 1 THA FCC TERRE HAUTE ME REGISTERED NURSE GL-0610-10 2 1 0 THA FCC TERRE HAUTE UNICOR SEWING MACH REP TRAINEE WS.5301-07 1 0 0 THA FCC TERRE HAUTE UNICOR SEWING MACH RPRER FRMN WS.5301-08 1 0 0 THA FCC TERRE HAUTE ME SPEC TRT PRG SPEC CHALLENGE GS-0101-11 2 0 0 THA FCC TERRE HAUTE ME SPECIALTY TRTMNT PROG SPECIST GS-0101-11 1 0 0 THA FCC TERRE HAUTE SRC SPORTS SPECIST GL-0030-09 1 0 0 THA FCC TERRE HAUTE SRC SR OFFCRSPECLST GL 0007 OS 8 1 0 THA FCC TERRE HAUTE UNICOR UNICOR ACCTNT GL-0510-09 1 0 0 THA FCC TERRE HAUTE UNICOR UNICOR BUS MGR GS-0501-13 1 0 0 THA FCC TERRE HAUTE SRC UNIT MGR GS-0006-12 1 1 0 THA FCC TERRE HAUTE SRC UNIT SECY GI-0318-06 1 1 0 19 THA FCC TERRE HAUTE ME um sys PPM OPERTR FRMN WS-4742-0B 1 1 0 THA FCC TERRE HAUTE ME YORK TRNG INSTRU GS-1712-11 1 1 0 TOM LISP THOMSON ME ASSISTANT FOOD SERVICE ADMIN GS.1667-12 1 0 0 TOM LISP THOMSON ME ASSOCIATE WARDEN GS-0006-14 1 0 0 TOM LISP THOMSON VIE ASST HLTH SRVCS ADMR GS-0670-11 1 1 0 TOM USD THOMSON VIE CASE MGR GS-0101-11 1 0 0 TOM LISP THOMSON VIE CHAPLAIN GS-0060-12 1 0 0 TOM LISP THOMSON ME CHAPLAIN. TRAINEE GS-0060-11 1 0 0 TOM LISP THOMSON SSE COOK SUPERVISOR W5.7404-08 1 0 0 TOM LISP THOMSON SRC CORRECTNI. CNSLR GL-0037-09 1 0 0 TOM LISP THOMSON ME CORRECTNE PROG SPECLST GS-0006-11 1 0 0 TOM USA THOMSON ME CORRECTNL SYS OFFCR GL-OE07-08 3 0 0 TOM USD THOMSON ME DEP CAPTAIN GS-000742 1 0 0 TOM USD THOMSON ME DISCPL HAG OFFCR GS-000642 1 1 0 TOM LISP THOMSON S&E FACILITIES MANAGER G5.1640-23 1 0 0 TOM LISP THOMSON SRC FINANCIAL SPECIALIST GI-0501-09 1 0 0 TOM LISP THOMSON SRC GENERAL FOREMAN WS-474944 1 0 0 TOM LISP THOMSON SRC HUMAN RESOURCE MANAGER GS-0201-13 1 0 0 TOM LISP THOMSON SRC INF RECPTNST GL-0304-04 1 0 0 TOM LISP THOMSON SRC LT GS-0007-11 10 0 0 TOM LISP THOMSON SRC MAINTENANCE WRKR FOREMAN WS-47494B 1 0 0 TOM LISP THOMSON SRC MATERIAL HANDLER FOREMAN W5490704 1 0 0 TOM LISP THOMSON TRUST FUND MATERIAL HANDLER FOREMAN W54907-04 1 0 0 TOM LISP THOMSON SRC MEDCL OFFCR (CLINICAL DIRECTOR) GP-0602-15 1 0 0 TOM LISP THOMSON SRC NURSE PRACTITIONER GS-0610-11 1 0 0 TOM LISP THOMSON ME REENTRY AFF COORD GS-0101-11 1 1 0 7 TOM LISP THOMSON ME REGISTERED NURSE GL-0610-10 1 0 0 TOM LISP THOMSON VIE 515 SUPRT TECWICN GL-1802-08 1 0 0 EFTA00141541 TOM USP THOMSON S&E SOC WRKR GS-018611 1 0 0 TOM USP THOMSON S&E SPEOALTY PROG COORD GS-0180-13 1 0 0 TOM LISP THOMSON S&E SPECIALTYTRTMNT PROG SPEC RHU G5-0101-11 1 0 0 TOM LISP THOMSON S&E SPECIALTYTRTMNT PROG SPEC SMU G5-0101-11 1 0 0 TOM LISP THOMSON S&E SR OFFCRSPECLST GL-0007-O9 99 0 0 TOM LISP 7,404450N S&E STAFF PHARMACIST GS-0660-11 1 0 0 TOM USP 7,404450N S&E STAFF PSYCHOLOGIST GS-0180-12 1 0 0 TOM LISP THOMSON TRUST FUND TRUST FUND SPECIST GL-0301-09 1 0 0 TOM LISP THOMSON S&E UNIT SECT GL-0318-06 1 0 0 TRM FO TERMINAL ISLAND S&E ADMVASST GL-0303-07 1 CI 0 TRM FO TERMINAL ISLAND S&E CASE MGR GS-0101-11 1 1 0 6 TRM FO TERMINAL ISLAND S&E COOK FRMN WS.7404-003 1 0 0 TRM FO TERMINAL ISLAND S&E CORRECT/IL CNSLR GL-0007-09 1 1 0 TRM FO TERMINAL iSuIND S&E DINGNSTC RADIOLOGICTECHNLGST GI:0647-08 1 0 0 TRM FO TERMINAL ISLAND PHS DNTL HYGIENIST 1 0 0 TRM FO TERMINAL ISLAND S&E FNANCL SPECIST GL-0S01-09 1 0 0 TRM FO TERMINAL ISLAND S&E HLTH SRVCSASST GL-0303-07 1 0 0 11 TRM FO TERMINAL ISLAND S&E HUMAN RESOURCES SPECIST GL-0201-09 1 1 0 TRM FO TERMINAL ISLAND S&E LICENSED PRACTICAL NURSE GL-0620-07 1 0 0 TRM FO TERMINAL ISLAND S&E LT GL-0007-O9 1 0 0 TRM FO TERMINAL iSLAND S&E MEM'. OFFCR GS-0602-15 1 0 0 TRM FO TERMINAL ISLAND S&E MEDICATION TECHNICIAN GI:0610-06 2 1 0 4 TRM FO TERMINAL ISLAND PHS MID-LEVEL PRACTMONER 1 0 0 TRM FO TERMINAL ISLAND S&E PARAMEDIC GL-0640-03 1 1 0 TRM FO TERMINAL ISLAND S&E PSYCHLGY PREDOCTORAL INTERN GL-0199-09 0 0 0 32 TRM FO TERMINAL ISLAND S&E PSYCHLGY PREDOCTORAL INTERN GL-0180-09 1 0 0 TRM FO TERMINAL ISLAND S&E PSYCHTRC MIDLEVEL PRACTITIONER GS-0610-12 1 1 0 4 TRM FO TERMINAL ISLAND UNICOR RECYCLING TECHNICIAN GL-0303-09 1 0 0 TRM FO TERMINAL ISLAND S&E REGISTERED NURSE GL-0610-10 1 0 0 TRM FO TERMINAL ISLAND UNICOR REMOTE OPERTNLACCTNT GS-0S10-11 1 0 0 TRM FO TERMINAL ISLAND S&E SR OFFCRSPECLST GL-0007-08 6 1 0 TRM FO TERMINAL ISLAND S&E TCHR GS.1710-11 1 0 0 7 TRM FO TERMINAL ISLAND S&E UNIT MGR GS-000612 1 1 0 16 TRM FO TERMINAL iSLAND S&E UNIT SECY GL-0318-06 1 0 0 TRM FO TERMINAL iSLAND S&E um sys RPM OPERTR FRMN WS-4742-08 1 0 0 TRM FO TERMINAL ISLAND S&E WARDENS SECT GL0318-0S 1 0 0 TRM FO TERMINAL ISLAND TRUST FUND WHSE WRKR FRMN W6690704 1 1 0 TRY FO THREE RIVERS S&E ACCTG TECHNCN GL-052S-07 1 1 0 TRY FO THREE RIVERS UNICOR ACCTNT GS-0501-11 1 0 0 TRY FO THREE RIVERS PHS ADVANCED PRACTICE NURSE CC-0610-11 1 0 0 TRY FO THREE RIVERS S&E ASSOC WARDEN GS-0006-14 1 1 0 TRY FO THREE RIVERS S&E CAPTAIN'S SECY GL-0318-06 1 0 0 13 TRY FO THREE RIVERS S&E CLNCL PSYCH GS-0810-13 1 1 0 TRY FO THREE RIVERS S&E CONTR SPECLST GL-1102-09 1 0 0 TRY FO THREE RIVERS S&E CORWIN'. CNSLR GL-0007-O9 1 0 0 TRY Fa THREE RIVERS S&E CORRECT/IL SYS OFFCR GL-0007-08 1 1 0 TRY FCi THREE RIVERS S&E DRUG ABUSE PROG COORD GS-0180-13 1 1 0 TRY FCi THREE RIVERS S&E DRUG ABUSE TRTMNTSPECLST GS-0101-11 1 1 0 TRY FCi THREE RNERS S&E WU STUD TR GS-1799-0S 1 0 0 TRY FCi THREE RIVERS S&E EDUCTECHNCN GL-1702-07 1 0 0 10 TRY FCi THREE RIVERS S&E ELCTRI. WRKR FRMN WS.280SCrl 1 0 0 TRY F0 THREE RIVERS S&E ELCTRONTECHNCN GS-0856-11 1 1 0 TRY FO THREE RIVERS S&E ENV& &SAFETY ONPLNC. MGR GS-001212 1 1 0 TRY FO THREE RIVERS S&E ENV& PROTECTION SPEOAUST GS-002211 1 0 0 TRY FCi THREE RIVERS S&E EXEC ASST/SAT CAMP GS-0006-13 1 1 0 TRY FCi THREE RIVERS S&E FOOD SRVC ASST GL-1603-07 1 0 0 7 TRY FO THREE RIVERS S&E HLTH SRVCS STUD TR GL-0699-04 1 0 0 TRY FO THREE RIVERS S&E HUMAN RESOURCE SPECLST GL-0201-09 1 0 0 TRY FO THREE RIVERS S&E HUMAN RESOURCE STUD TR G5.2299-05 1 0 0 TRY FO THREE RIVERS S&E HYAC FRMN WSSIOSO9 1 0 0 TRY FO THREE RIVERS S&E INFO TECH STUD TR GS-22990S 1 0 0 TRY FO THREE RIVERS S&E LT GL-0007-O9 1 1 0 TRY FO THREE RIVERS S&E LT GS-0007-11 4 0 0 TRY FO THREE RIVERS S&E MID-LEVEL PRACTITIONER GS-0610-11 1 1 0 TRY FO THREE RIVERS UNICOR PKR FRMN W5.7002-05 1 0 0 TRY FO THREE RIVERS UNICOR PROONCNTRLR GS.1152-11 1 0 0 TRY FO 'MEE RNERS S&E PSYCH TECH GL-0181-07 1 0 0 TRY FO THREE RIVERS S&E REGISTERED NURSE GL-0610-10 1 0 0 TRY FO 'MEE RNERS S&E SPEC EDUC TCHR GS.1710-11 1 0 0 TRY FO THREE RIVERS S&E SR OFFCRSPECLST GL-0007-08 10 0 0 TRY Fa THREE RIVERS S&E STAFF PSYCH GS-0180-12 1 0 0 TRY FCi THREE RIVERS TRUST FUND TRUST FUND SMUT G5-0301-09 1 1 0 TRY FCi THREE RIVERS S&E UNIT SECT GL-0318-D6 1 0 0 11 TRY FCi THREE RIVERS S&E WARDEN ES-0006-00 1 1 0 TRY FCi THREE RIVERS UNICOR WHSE WRKR FRMN WS-6907-06 1 0 0 TRY FO THREE RIVERS S&E WHSE WRKR FRMN W54907-03 1 0 0 TRY FO THREE RIVERS S&E WHSE WRKR FRMN W54907-04 1 1 0 EFTA00141542 VIM FCC VICTORYILLE ME ASSOC WARDEN G54006-14 1 1 0 VIM FCC VICTORYILLE VIE ASST F0130 SRVCADMR G5.1667-12 1 0 0 0 VIM FCC VICTORYILLE VIE ASST HLTH SRVCS ADMR G54670-12 2 0 0 VIM FCC VICTORYILLE VIE ASST MTH SRVCS ADMR G54670-12 1 0 0 I VIM FCC VICTORYILLE ME ASST LOCKSMITH GL-0301-09 1 2 0 VIM FCC VICTORYILLE ME ATTYADYSR GS-090S-14 1 0 0 VIM FCC VICTORYILLE ME ATTYADYSR GS-090S-14 1 0 0 VIM FCC VICTORYILLE UNICOR AUTMTV WRKR FRMN W5.5823-08 1 0 0 VIM FCC VICTORYILLE ME BURG ANAL GL-0560-09 1 0 0 VIM FCC VICTORYILLE ME CASE MGR GS-020141 0 1 0 VIM FCC VICTORYILLE ME CHAPLAIN G5-0060-22 1 0 0 VIM FCC VICTORYILLE PHS 04EF PHARMAGST CC-0660-M 1 0 0 VIM FCC VICTORYILLE PHS CLNCL PRACTICAL NURSE CC-0610-03 1 0 0 VIM FCC VICTORYILLE ME CLNCL PRACTICAL NURSE GS-061041 1 0 0 VIM FCC VICTORYILLE ME COOK FRMN W5.7404-08 1 1 0 VIM FCC VICTORYILLE ME CORRECTNL CNSLR GL-0007-O9 1 0 0 VIM FCC VICTORYILLE UNICOR COST ACCTNT GS-0510-11 1 0 0 VIM FCC VICTORYILLE ME DEP CASE MGMTCOORD.COMPLEX GS-020142 1 2 0 VIM FCC VICTORYILLE ME DRUG ABUSE PROG COCIRD GS-028043 1 0 0 VIM FCC VICTORYILLE ME DRUG ABUSE PROG COORD-MAT GS-028043 1 0 0 VIM FCC VICTORYILLE ME DRUG ABUSE TRTILINT SPECLST GS-020141 2 1 0 VIM FCC VICTORYILLE ME EDUCTECHNO1 GL-1702-D7 1 0 0 VIM FCC VICTORYILLE ME ELCTFIL WRKR FRMN W5.280SCP3 1 1 0 VIM FCC VICTORYILLE ME ENVFINMEL & SAFETY LOOMING ADMR (TRI GS-001841 1 0 0 VIM FCC VICTORYILLE ME HLTH SRVCSASST GL-0303-07 1 0 0 VIM FCC VICTORYILLE ME HUMAN RESOURCE MOST GL-0201-09 1 0 0 VIM FCC VICTORYILLE ME HVAC MAN W5.5306-09 1 1 0 VIM FCC VICTORYILLE ME LT G5-0007-21 10 1 0 VIM FCC VICTORYILLE PHS MEDCL OFFCR CC-0602-05 1 0 0 VIM FCC VICTORYILLE ME MEDICATION TECHNICUIN GL-064006 1 2 0 VIM FCC VICTORYILLE ME MID-LEVEL PRACTMONER G5-0603-21 1 0 0 VIM FCC VICTORYILLE ME PARALEGAL SPECLST G5-0900-21 1 0 0 VIM FCC VICTORYILLE ME PARAMEDIC GL-06.40-09 1 0 0 VIM FCC VICTORYILLE VIE PHLEBOTOMIST GI:0640-0S 1 1 0 VIM FCC VICTORYILLE PHS PIM THRPST CC-0603-05 1 0 0 VIM FCC VICTORYILLE ME PSYCHLGY PREDOCTORAL INTERN GL-0199-09 1 1 0 13 VIM FCC VICTORYILLE ME PSYCHLGY TEDINCN GL-0181-07 1 0 0 1 VIM FCC VICTORYILLE VIE DUAL IMPRVMVINFECTIONCONTRIMURSE GS-0610-11 1 0 0 VIM FCC VICTORYILLE ME REGISTERED NURSE GL-0610-10 3 1 0 VIM FCC VICTORYILLE VIE RELIGIOUS SVCS ASSISTANT GL-0303-07 1 0 0 7 VIM FCC VICTORYILLE VIE RESTRICTIVE HOUSING PSYCH G5-0280-23 1 0 0 VIM FCC VICTORYILLE ME SAFETY COMPUANCE SPECIALIST GL-0018-09 1 0 0 VIM FCC VICTORYILLE ME SECT GL-0318-06 1 0 0 VIM FCC VICTORYILLE PHS SOCIAL WORKER CC-0620-M 1 0 0 VIM FCC VICTORYILLE ME SPEC INVESTIGATIVE AGT GS-000642 1 0 1 19 VIM FCC VICTORYILLE ME SPEOALTYTRTILINT PROG SPECISTAIRAVE GS-020141 1 0 0 VIM FCC VICTORYILLE ME SPECIALTY TRTAINT PROG SPECIST-YET GS-0201-11 1 0 0 VIM FCC VICTORYILLE ME SPORTS SPECIST GL-0030-09 1 1 0 VIM FCC VICTORYILLE ME SR OFFCRSPECLST GL-0037-08 59 1 0 VIM FCC VICTORYILLE ME STAFF PSYCH GS-0180-12 3 0 0 VIM FCC VICTORYILLE VIE SUPVCONTRSPECIST GS-1202-22 1 0 0 VIM FCC VICTORYILLE VIE SUPVY CLINICAL NURSE GS-0610-11 1 0 0 VIM FCC VICTORYILLE ME SUPVY CORRECTIONAL SYSTEMS SPECIAUST GS-0006-11 1 0 0 VIM FCC VICTORYILLE ME TCHR GS.1710-11 1 0 0 3 VIM FCC VICTORYILLE ME TIME & LV UK GL-0644-05 1 1 0 13 VIM FCC VICTORYILLE ME TIME & LV UK GL-0644-05 1 1 0 VIM FCC VICTORYILLE ME UNIT MGR GS-000642 1 1 0 VIM FCC VICTORYILLE ME UNIT SECT GL-0318-06 1 0 0 VIM FCC VICTORYILLE ME VOCTNLTRNG INSTRU G5.1712-11 1 1 0 VIM FCC VICTORYILLE UNICOR WHSE WRKR FRMN W5-6907-03 1 0 0 WAS FO WASECA ME ADVANCE PRACTICE NURSE G54610-11 1 0 0 WAS FO WASECA VIE ASSOC WARDEN'S SECT GL-0318-07 1 0 0 WAS FO WASECA VIE ASST LOCKSMITH GL-0301-09 1 0 0 WAS FO WASECA ME CASE MGR G5-0101-11 1 0 1 WAS FO WASECA ME CHAPLAIN G5-0060-22 1 1 0 WAS FO WASECA ME COOK FRMN W5.7404-08 1 1 0 WAS FO WASECA ME DRUG ABUSE FROG CODRO CC-0180-13 1 0 0 WAS FO WASECA ME DRUG ABUSE PROG COCIRD GS-0280-13 1 0 0 WAS FO WASECA ME EDUCSPECLST GS-1701-21 1 0 0 WAS FO WASECA UNICOR FABRK WRKR FRMN W5.310S-07 1 0 0 WAS FO WASECA ME HLTH SRVCSASST GL-0301-07 1 1 0 WAS FO WASECA ME HUMAN RESOURCE MGR GS-0201-12 1 0 0 WAS FO WASECA ME LT G5.0007-11 1 0 0 WAS FO WASECA ME LT GL-0037-09 1 0 0 WAS FO WASECA ME MEDO. OFFCR GS-06024S 1 0 0 WAS FO WASECA ME PLMBNG WRKR FRMN W5.4206-08 1 0 0 WAS FO WASECA ME PSYCHIATRIC PHYSICIAN GP-0602-15 1 0 0 EFTA00141543 WAS FO WASECA UNICOR QUAL ASSFINC MGR G5.1910-21 1 0 0 4 WAS FO WASECA SEE REGISTERED NURSE GL-0610-10 2 0 0 WAS FO WASECA UNICOR SEWING MA04 RPRER FRIAN WS•5101-0B 1 0 0 WAS FO WASECA SEE 515 SUPRT TECHNCN GL-1902-08 1 0 0 4 WAS FO WASECA SEE SOC WRKR GS-018211 1 0 0 WAS FO WASECA SEE SPECIALTY PROG COORD GS-01130-13 1 0 0 WAS FO WASECA SEE SPECIALTY PROG COORD GS-01130-13 1 0 0 WAS FO WASECA SEE SR OFFCRSPECLST GL-0007-08 31 0 0 WAS FO WASECA SEE STAFF PSYCH GS-01130-12 1 1 0 WAS FO WASECA SEE SUPW CORRECTIONAL SYSTEMS SPECIAUST GS-0006-11 1 2 0 WAS FO WASECA SEE TCHR G5.1710-21 1 0 0 11 WAS FO WASECA SEE UNIT MGR GS-0006-22 1 1 0 4 WAS FO WASECA SEE UNIT SECT GL-0319-06 3 0 0 10 WIL FO IMWMASBURG SEE ACCTG TECHNCN GL-0S2207 1 0 0 WIL FO IMLUMASBURG SEE ASSOC WARDEN GS-0006-24 1 1 0 WIL FOWILUAMSBURG SEE ASST HLTN SRVCS ADIAR CC-0670-11 1 0 0 WIL FOWILUAMSBURG SEE COOK FRMN WS-74020B 2 1 0 WIL FOWILUAMSBURG SEE CORRECTill CNSLR GL-0007-O9 3 1 0 WIL FOWILUAMSBURG SEE FACE MGR G5.1640-22 1 1 0 WIL FO IMLUMASBURG SEE HLTH INF TECHNCN GL-067207 1 0 0 WIL FOWILUAMSBURG SEE HLTH SRVCSADMR CC-0670-12 1 0 0 WIL FO IMLUAMSBURG SEE HLTH SRVCS STUD TR GL-0699-0S 1 0 0 WIL FOWILUAMSBURG SEE HVAC FRMN W5.5306-09 1 0 0 WIL FOWILUAMSBURG SEE MTNCE WRKR FRMN W5474908 1 0 0 WIL FOWILUAMSBURG SEE PATHWAY INTERN GS-029205 1 0 0 WIL FOWILUAMSBURG SEE PATHWAY INTERN GS-17920S 1 0 0 WIL FOWILUAMSBURG SEE PROCURE PROP SPECIST GL-1101-09 1 0 0 WIL FOWILUAMSBURG SEE SPEC EDUC TCHR G5.1710-21 1 0 0 WIL FOWILUAMSBURG SEE SR OFFCRSPECLST GL-0007-O9 26 1 0 WIL FOWILUAMSBURG SEE STAFF PSYCH G5-0180-12 1 0 0 WIL FOWILUAMSBURG SEE WHSE WRKR EWAN W5.690704 1 0 0 WXR WESTERN REGION SEE CORRECTill PROGSPECLST GS-0006-12 1 0 0 WWI WESTERN REGION SEE CORRECENL SRVaSPECLST GS-0006-22 1 0 0 WXR WESTERN REGION BEE ENGRG TECHNO1 GS-0902-22 1 1 0 3 WXR WESTERN REGION SEE EXEC *SSE GS-0006-24 1 1 1 4 WIA WESTERN REGION SEE LEG INTERN GS-099209 1 0 0 WXR WESTERN REGION SEE PSYCHLGY STUDTR INTERN GS-019207 1 0 0 WXR WESTERN REGION SEE REGNL ACCENT GS-OS1612 1 0 0 WIA WESTERN REGION SEE REGNL COPIER SPECLST G5.1102-12 1 0 0 WXR WESTERN REGION PHS REGNL IlL714SENCSADMR CC-0601-DS 1 0 0 WXR WESTERN REGION SEE REGNL HUMAN RESOURCE SPECIST GS-0201-22 1 1 0 WXR WESTERN REGION SEE MGM. SECT G5-011207 1 0 0 4 YAN FPC YANKTON SEE DRUG ABUSE PROG COORD G5-01130-23 1 0 0 YAN FPC YANKTON SEE FNANCI SPECIST GL-0S01-09 1 0 1 4 YAK FPC YANKTON SEE PROCURE PROP SPECIST GL-1101-09 1 1 0 S YAN FPC YANKTON SEE SPEC POPULATION PROG COOED G5-0101-21 1 0 0 YAN FPC YANKTON SEE SR OFFCRSPECLST GL-0007-08 4 1 0 YAN FPC YANKTON SEE WARDEN GS-0006-IS 1 1 0 YAZ FCC YAZOO CITY SEE ACCTG TECHNCN GL-0S2S-07 1 0 0 10 YAZ FCC YAZOO Off SEE ASSISTANT HSA GS-0670-22 1 0 0 1 YAZ FCC YAZOO ON SEE ASST RECRSUPVR GS-018221 1 0 1 S YAZ FCC YAZOO ON SEE ASST SUPYR Of EDUC G5.1710-22 1 0 0 5 YAZ FCC YAZOO an SEE BURG ANAL GL-0S60-09 1 0 0 YAZ FCC YAZOO ON UNICOR BUS ADMR GS-050142 1 0 0 YAZ FCC YAZOO ON SEE BUS ADMR GS-0501-13 1 0 0 YAZ FCC YAZOO Off SEE CAPTAIN'S SECY GL-031206 1 1 0 YAZ FCC YAZOO ON SEE CHAPLAIN GS-0060-12 1 1 0 YAZ FCC YAZOO CITY SEE GONER SPECLST GL-1102-09 1 1 0 YAZ FCC YAZOO CITY SEE COOK FRMN W5.7404-09 1 0 0 3 YAZ FCC YAZOO CITY SEE CORRECTNL CNSLR GL-0007-O9 1 0 0 YA2 FCC YAZOO CITY SEE CORRECTNL SYS OFFCR GL-0007-08 1 0 0 19 YAZ FCC YAZOO CITY SEE CORRECTNL SYS 0FFCR GL-0007-08 1 0 0 YAZ FCC YAZOO CITY SEE ONEL HYGIENIST GL-0692-08 1 0 0 YAZ FCC YAZOO CITY SEE ELCTEL WRKR FRMN W5•280209 1 0 0 YAZ FCC YAZOO CITY SEE ELCTRONTECHNCN GS-0856-21 1 1 0 YAZ FCC YAZOO CITY SEE EMERGENCY PREPAREDNESS OFCR GS-0006-12 1 0 0 10 YAZ FCC YAZOO CITY SEE ENTRNMEL & SAFETY COMPINC ADMR (19) CC-001211 1 0 0 YAZ FCC YAZOO CITY SEE DICUTIVE ASSISTANT GS-0006-23 1 1 0 25 YAZ FCC YAZOO CITY UNICOR FABRIC WRKR FRMN W5.310207 1 0 0 YAZ FCC YAZOO CRY UNICOR FABRIC WRKR FRMN W5.310207 3 0 0 YAZ FCC YAZOO CITY SEE FOOD SRVC ASST GL-1603-07 1 0 0 s YAZ FCC YAZOO CITY SEE HLTH SRVCSADMR GS-0670-23 1 1 0 YAZ FCC YAZOO CITY SEE HLTH SRVCS ASST GL-0303-07 1 0 0 YAZ FCC YAZOO CITY SEE HUMAN RESOURCE SPECLST GL-0201-09 1 0 0 YAZ FCC YAZOO CITY SEE LT GS-0007-21 1 0 0 YAZ FCC YAZOO Off SEE LT GS-0007-21 1 0 0 YAZ FCC YAZOO CITY SEE LT GS-0007-09 1 0 0 EFTA00141544 YA2 FCC YAZOO Off S&E LT GS-0007-11 1 1 0 YAZ FCC YA200 CITY S&E LT GS-0007.09 1 0 0 YAZ FCC YAZOO CITY S&E MEOCL OFFCR GS-0602-15 1 0 0 YAZ FCC YAZOO CITY S&E WE'LL liCC AOM SPECLST GL-0669-09 1 0 0 YAZ FCC YAZOO CITY S&E MIDLEVEL PRACTITIONER SSE G5461041 1 0 0 YA2 FCC YAZOO Off S&E MTNCE WRKII FRMN WS41799.08 1 0 0 11 YA2 FCC YAZOO Off S&E PARALEGAL SPECLS7 GS-09S0-11 1 0 0 YAZ FCC YAZOO CITY S&E PROCUR& PROP SPECLST GL-1101-09 1 0 0 3 YAZ FCC YAZOO CITY S&E QUAL IMPRVMT & INFECTION CONT NURSE GS-061041 1 0 0 1 YAZ FCC YAZOO CITY S&E REENTRY AFF COORD GS-0101-11 1 0 0 6 YAZ FCC YAZOO CITY UNICOR SEWING MACH RPRFR FRMN WS.5301-08 1 0 0 YAZ FCC YAZOO CITY UNICOR SEWING MACH RPRFR FRMN WS.5301-08 1 0 0 YAZ FCC YAZOO CITY S&E SIS SUPRT TEOPYCN GL-1802-08 1 0 0 11 YAZ FCC YAZOO CITY S&E 515 SUPRT TEOPYCN GL-1802-08 1 0 0 YAZ FCC YAZOO CITY S&E SG SUPRT TECWICN GL-1802-08 1 0 0 YAZ FCC YAZOO CITY S&E SR OFFCRSPECLST GL-0007-08 140 2 0 YAZ FCC YAZOO CITY S&E STAFF PSYCH GS-018042 1 0 0 YAZ FCC YAZOO CITY S&E STLIO TR GS-0099.05 1 0 0 YAZ FCC YAZOO CITY S&E STUO TR GS-0299.05 1 0 0 YAZ FCC YAZOO CITY S&E STUD TR GL-0699-05 1 0 0 YAZ FCC YAZOO CITY S&E STUD TR GS-1799.0S 3 0 0 YAZ FCC YAZOO CITY S&E STUD TR G5.2299.05 1 0 0 YAZ FCC YA200 CITY S&E STUD TR GL-0699-0S 1 0 0 YAZ FCC YAZOO CITY S&E SUPVY CORRECTIONAL SYSTEMS SPECIAUS7 GS-0006-11 1 0 0 YAZ FCC YAZOO CITY S&E TCHR G5.1710-11 2 1 0 YAZ FCC YAZOO CITY S&E TIME & LVCLK GL-0S49-05 1 0 0 YAZ FCC YAZOO CITY UNICOR UNICOR ACC7N7 GI:0510-09 1 0 0 YAZ FCC YAZOO Off UNICOR UNICOR 6115 MGR GS-050143 1 0 0 YAZ FCC YAZOO Off S&E UNIT MGR GS-0006-12 1 1 0 YAZ FCC YAZOO Off S&E UNIT SECY GL-0318-06 1 0 0 YAZ FCC YAZOO Off S&E um sys RPM CfERTR FRMN WS-9792-08 1 0 0 6 YAZ FCC YAZOO Off S&E VOCTNL 7RNG INSTRU GL-1712-11 1 0 0 YAZ FCC YA200 CITY S&E VOCTNL 7RNG INSTRU G54712-11 1 0 0 YAZ FCC YA200 CITY UNICOR WHSE WRKR FRMN W5490745 1 0 0 YAZ FCC YA200 CITY S&E WHSE WRKR FRMN W5490703 1 1 0 7 YAZ FCC YAZOO CITY S&E WHSE WRVS FRMN WS-6907-04 2 0 0 Total I 6,796 I 961 I 103 5,867 EFTA00141545 Department of Justice Judicial Management Division eCATS Summary Sheet Document Date: 9/5/2023 Work Package ID: ECATS-2023-220990 Date Received: 9/5/2023 Package Due Date: 10/5/2023 JMD Team: JMD-BUD From: Eric Kleppinger, Deputy Director, JMD Budget Staff, 950 PENNSYLVANIA AVE NW, WASHINGTON, DC, 20530-0009 To: Mail Type: Action Memorandum (JMD) Sub Mail Type: Budget Letter 3rd Mail Type: Congressional Reports Service Code: AAGA Signature and Approval Description: FY 2023 CRPT BOP FSA Implementation - Q2 - Hill Letters Comments: Clearance Dates: OMB: 9/1/23 ODAG: 8/9/23 OLA: 8/11/23 ALO: 8/7/23 JMD POC: Charisse Hayman ECATS-2023-220990 EFTA00141546 U.S. Department of Justice Justice Management Division Washington, D.C. 20530 The Honorable Matt Cartwright Ranking Member Subcommittee on Commerce, Justice, Science, and Related Agencies Committee on Appropriations U.S. House of Representatives Washington, D.C. 20515 Dear Congressman Cartwright: The Joint Explanatory Statement accompanying the Consolidated Appropriations Act, 2023 (P.L. 117-328) directs the Bureau of Prisons (BOP) to continue to submit a quarterly report regarding the BOP's implementation of the First Step Act of 2018. Included is the second quarter report. The Office of Management and Budget does not object to transmittal of this report. Sincerely, its Jolene Ann Lauria Acting Assistant Attorney General for Administration Enclosure EFTA00141547 U.S. Department of Justice Justice Management Division Washington, D.C. 20530 The Honorable Jerry Moran Ranking Member Subcommittee on Commerce, Justice, Science and Related Agencies Committee on Appropriations United States Senate Washington, D.C. 20510 Dear Senator Moran: The Joint Explanatory Statement accompanying the Consolidated Appropriations Act, 2023 (P.L. 117-328) directs the Bureau of Prisons (BOP) to continue to submit a quarterly report regarding the BOP's implementation of the First Step Act of 2018. Included is the second quarter report. The Office of Management and Budget does not object to transmittal of this report. Sincerely, Jolene Ann Lauria Acting Assistant Attorney General for Administration Enclosure EFTA00141548 U.S. Department of Justice Justice Management Division Washington, D.C. 20530 The Honorable Hal Rogers Chairman Subcommittee on Commerce, Justice, Science, and Related Agencies Committee on Appropriations U.S. House of Representatives Washington, D.C. 20515 Dear Mr. Chairman: The Joint Explanatory Statement accompanying the Consolidated Appropriations Act, 2023 (P.L. 117-328) directs the Bureau of Prisons (BOP) to continue to submit a quarterly report regarding the BOP's implementation of the First Step Act of 2018. Included is the second quarter report. The Office of Management and Budget does not object to transmittal of this report. Sincerely, EMS Jolene Ann Lauria Acting Assistant Attorney General for Administration Enclosure EFTA00141549 U.S. Department of Justice Justice Management Division Washington, D.C. 20530 The Honorable Jeanne Shaheen Chairwoman Subcommittee on Commerce, Justice, Science, and Related Agencies Committee on Appropriations United States Senate Washington, DC 20510 Dear Madam Chairwoman: The Joint Explanatory Statement accompanying the Consolidated Appropriations Act, 2023 (P.L. 117-328) directs the Bureau of Prisons (BOP) to continue to submit a quarterly report regarding the BOP's implementation of the First Step Act of 2018. Included is the second quarter report. The Office of Management and Budget does not object to transmittal of this report. Sincerely, Jolene Ann Lauria Acting Assistant Attorney General for Administration Enclosure EFTA00141550 Federal Bureau of Prisons First Step Act Implementation FY 2023 Second Quarter Report Legislative Summary The Joint Explanatory Statement accompanying the Consolidated Appropriations Act, 2023 (P.L. 117-328), states that the Bureau of Prisons ("BOP" or "Bureau") should continue to follow the directive in the Joint Explanatory Statement accompanying Public Law 117-103 on "First Step Act (FSA) Implementation." This references back to Senate Report 116-127, which states, "The Department is directed to report to both the Committees on Appropriations and Judiciary, within 90 days of enactment of this act, and every 90 days thereafter, on all actions and expenditures to implement the FSA, including activities, expenditures and resource requirements to develop, implement, review, validate, and maintain the risk and needs assessment and to evaluate and provide evidence-based recidivism reduction programs and productive activities." The following information is provided to address the request regarding First Step Act implementation for the second quarter of FY 2023. Expenditure The chart below shows BOP obligations to implement the FSA at the end of the reporting period. FY 2023 BOP Obligations to Implement the F rst Step Act Through March 31, 2023 Program Obligations Evaluating Programs $10,826,000 Inmate Focused IT $1,511,000 Medication Assisted Treatment (MAT) Expansion $6,068,000 Reentry Programs Expansion $930,000 Salary & Training Funding $16,320,000 Total $35,655,000 Page 1 of 5 EFTA00141551 Staffing FSA Hiring (as of March 11, 2023) Filled Positions: 301 of 1,030 (29%) Vacant Positions: 729 of 1,030 (71%) First Step Act Positions by Discipline Filled vs. Vacant 200 43 100 43 22 13 13 4 591 0 Central Office Drug Abuse Education Ilealth Services Psychology Religious Allocation TBD Programs (DAP) Services • Filled Vacant The following chart provides additional detail about the status of each step in the hiring process. Selectees in onboarding process Positions undergoing hiring process Advertising I TBD Status of FSA Scheduled Waiting With Announced Interview Background Pending Allocation Hiring for entry for tentative or ad in investigation Posting TBD Total on duty EOD offers closed and process process (EOD) date awaiting BQ list Number 15 5 II 27 29 0 51 591 729 % of Total 3% 5% 5% 57% 71% (1030) Page 2 of 5 EFTA00141552 Actions to Implement the FSA During the second quarter of FY 2023, the contractor for literature reviews on existing EBRRs in the FSA Program Guide completed a report on education programs. The contractor also met with Bureau subject matter experts to identify successful evidence-based programs. Additionally, the Bureau implemented two new programs in the FSA Programs Guide: Academic Success (PA) and Wellness Inside and Out (EBRR). The Guide currently has 97 total programs: 44 EBRRs and 53 PAs. Additional programs submitted by Bureau staff and external organizations are under review for possible inclusion. Additionally, the topic of voting rights for incarcerated individuals has been added into lesson plans and training for all incoming and experienced employees during Annual Training and the Institution Correctional Techniques (ICT) training. Residential Reentry Centers • At the end of the previous quarter, the BOP's Residential Reentry Center's in-house bed population was 7,691. The available capacity was 2,852. Expanded Use of Home Confinement • The FSA expanded a pilot program for elderly offenders to be transitioned to Home Confinement. As of March 31, 2023, 75 residents were placed on Home Confinement pursuant to the pilot. Compassionate Release • The FSA authorizes federal inmates to file a motion for "compassionate release," pursuant to 18 U.S.C. § 3582(c)(1)(A), where previously only the BOP was so authorized. Origin of Motion Number of Releases in the second quarter of FY 2023 On the motion of BOP 5 On the motion of Defendant 86 Page 3 of 5 EFTA00141553 Transfers Closer to Home Since before passage of the FSA, the BOP has worked to place incarcerated individuals within 500 miles of their release residence, as available and appropriate. The BOP calls these "nearer release transfers." • Between January 1 and March 25, 2023, there were 352 nearer release transfers completed. • The following table is accurate as of 3/31/2023. Location of Inmate's Facility in Relation to Primary Residence (All BOP Inmates) Within 500 Miles of Greater Than 500 Miles Primary Residence from Primary Residence Total Number of Inmates 76,048 35,166' 'Not including non-U.S. citizens. Drug Treatment • By the end of the second quarter of FY 2023, 44,120 individuals participated in BOP drug treatment programs: This includes: o 15,272 in Drug Education o 8,234 in Residential Drug Abuse Program (RDAP) o 12,526 in Non-Residential Drug Abuse Program o 4,687 in Community Treatment Programs o 3,401 in the Medication-Assisted Treatment (MAT) Program • An estimated 45% of BOP inmates meet diagnostic criteria for substance use disorder(s) (Bureau of Justice Statistics, 2004). • Every effort is made to connect incarcerated individuals with substance use treatment at a point in their incarceration that will enhance treatment outcomes. For example, individuals who are determined qualified for RDAP are enrolled into treatment near the end of their incarcerations, resulting in improved support for recovery as these individuals transition to the community. Needs Assessment and Program Participation — FY 2023 Second Quarter • The below chart reflects Needs Assessment data as of March 12, 2023. • Participation information for EBRR and Productive Activities (PAs) address multiple need areas. • Participation data in the chart is for the incarcerated population as of March 31, 2023. Page 4 of 5 EFTA00141554 Need Inmates Inmates Assessed Assessed Screened for Assessed to Inmates Inmates This Need Have Need Participating in Participating in Relevant Relevant PA I 13RR Program Anger/Hostility 127,744 59,751 3,213 456 Antisocial Peers 127,744 51,315 13,129 1,647 Cognitions 127,744 78,279 18,858 3,655 Dyslexia 127,501 825 426 0 Education 127,695 48,102 14,936 1,053 Family/Parenting 127,761 53,002 10,449 981 Finance & Poverty 127,454 72,039 2,624 553 Medical 126,846 43,734 0 8,573 Mental Health 127,744 3,547 9,129 2,164 Recreation / 126,844 57,974 0 9,353 Leisure / Fitness Substance Use 127,354 91,700 11,384 9,561 Trauma 127,228 59,465 1,606 2,555 Work 127,470 92,919 26,661 752 There are multiple reasons why fewer inmates participate in relevant programs than are assessed for a particular need. Two primary reasons are that programs are voluntary, and an inmate can only take a finite number of programs at one time. Page 5 of 5 EFTA00141555 Department of Justice Judicial Management Division eCATS Summary Sheet Document Date: 6/3/2024 Work Package ID: ECATS-2024-286982 Date Received: 5/31/2024 Package Due Date: 6/28/2024 JMD Team: JMD-BUD From: Scott Leverty, Director, JMD Budget Staff, 950 Pennsylvania Avenue NW To: , Mail Type: Action Memorandum (JMD) Sub Mail Type: Budget Letter 3rd Mail Type: Congressional Reports Service Code: AAGA Signature and Approval Description: FY 2023 BOP CRPT Vacancies Comments: OMB - 5/31/24 OLA - 4/1/24 ODAG - 4/1/24 ALO - 3/29/24 JMD POC: Toni Johnson ECATS-2024-286982 EFTA00141556 U.S. Department of Justice Justice Management Division Washington, D.0 20530 The Honorable Matt Cartwright Ranking Member Subcommittee on Commerce, Justice, Science, and Related Agencies Committee on Appropriations U.S. House of Representatives Washington, D.C. 20515 Dear Congressman Cartwright: The Joint Explanatory Statement accompanying the Consolidated Appropriations Act, 2023 (P.L. 117-328) directs the Federal Bureau of Prisons to continue to provide a report on the number of vacancies at each facility, with specific breakout information. Enclosed is the report for this year. The Office of Management and Budget does not object to transmittal of this report. Sincerely, Jolene Ann Lauria Assistant Attorney General for Administration Enclosure EFTA00141557 U.S. Department of Justice Justice Management Division Washington, D.0 20530 The Honorable Jeanne Shaheen Chairwoman Subcommittee on Commerce, Justice, Science, and Related Agencies Committee on Appropriations United States Senate Washington, D.C. 20510 Dear Madam Chairwoman: The Joint Explanatory Statement accompanying the Consolidated Appropriations Act, 2023 (P.L. 117-328) directs the Federal Bureau of Prisons to continue to provide a report on the number of vacancies at each facility, with specific breakout information. Enclosed is the report for this year. The Office of Management and Budget does not object to transmittal of this report. Sincerely, Jolene Ann Lauria Assistant Attorney General for Administration Enclosure EFTA00141558 U.S. Department of Justice Justice Management Division Washington, D.0 20530 The Honorable Jerry Moran Ranking Member Subcommittee on Commerce, Justice, Science, and Related Agencies Committee on Appropriations United States Senate Washington, D.C. 20510 Dear Senator Moran: The Joint Explanatory Statement accompanying the Consolidated Appropriations Act, 2023 (P.L. 117-328) directs the Federal Bureau of Prisons to continue to provide a report on the number of vacancies at each facility, with specific breakout information. Enclosed is the report for this year. The Office of Management and Budget does not object to transmittal of this report. Sincerely, Jolene Ann Lauria Assistant Attorney General for Administration Enclosure EFTA00141559 U.S. Department of Justice Justice Management Division Washington, D.0 20530 The Honorable Hal Rogers Chairman Subcommittee on Commerce, Justice, Science, and Related Agencies Committee on Appropriations U.S. House of Representatives Washington, D.C. 20515 Dear Mr. Chairman: The Joint Explanatory Statement accompanying the Consolidated Appropriations Act, 2023 (P.L. 117-328) directs the Federal Bureau of Prisons to continue to provide a report on the number of vacancies at each facility, with specific breakout information. Enclosed is the report for this year. The Office of Management and Budget does not object to transmittal of this report. Sincerely, Jolene Ann Lauria Assistant Attorney General for Administration Enclosure EFTA00141560 Federal Bureau of Prisons (BOP) Vacancies FY 2023 Report Legislative Summary The Joint Exp!analog Statement accompanying the Consolidated Appropriations Act, 2023 (P.L. 117-328) states, "BOP is directed to continuefollowing the directives on thefollowing topics: "Vacancies". BOP shall submit updated reports consistent with the directives. FY 2021 Public Law 116-260 p. 255 JES: Vacancies.—BOP is directed to improve hiring policies to ensure that, within thefunding provided, it can promptlyfill existing andfuture vacancies in order to staff its 122 Federalfacilities at family), 2016 levels, andfolgofurther position eliminations. BOP shall report not later than 90 days after the date of enactment of this Act on the number of vacancies at each facility,further detailed by job title, job series, and General Schedule level as well as the number of applicants going through the hiring processfor each vacant position. DOJ is directed to explore ways to expedite BOP hiring, such as working with OPM to provide expedited hiring for BOPfacilities with vacancy rates exceeding ten percent and making use of recruitment and retention bonuses. BOP shall describe such efforts in the aforementioned report. Additional Language: The Committee continues to be concerned about the significant number of vacancies in BOP institutions, creating an extremely dangerous environment for both staff and incarcerated persons. The Committee directs DOJ to immediately improve hiring policies and ensure BOP is able to promptlyfill existing andfuture vacancies and staff its 122 Federalfacilities across the United States at January 2016 levels. BOP is again directed to provide a report, within 90 days of enactment of this act, regarding the number of vacancies at each facilityfurther detailed by job title, job series, and General Schedule level as well as the number of applicants going through the hiring processfor each vacant position. If there are expedited hiring efforts the Department can make to ensure BOP is properly staffed, the Conunittee directs the Department to do so, and to include these measures and their results in the aforementioned report. The Committee supports the use of recruitment and retention bonuses and rejects anyfurther position eliminations. The following information is provided to address the Committee's request for FY 2023. Report The BOP is committed to filling existing and future staffing vacancies. To ensure proper staffing, which will meet the safety and security needs of the institutions, the BOP is maximizing employment incentives, which include expanding the use of Annual Leave Credit, Student Loan Repayment for Correctional Officer and other FSA positions and offering Recruitment Incentives for Correctional Officers at 31 locations where hiring challenges persist. The BOP continues to utilize the government-wide direct hire authority for identified positions, as well as other appointing authorities (i.e., Veteran's Recruitment Appointment (VRA) and Schedule A) for a variety of positions. The BOP's collaboration with a private sector fin to develop a branding and marketing strategy for the National Recruitment Office (NRO) increased the BOP's 1 EFTA00141561 visibility on several social media platforms and increased the number of both Correctional Officer and Nursing applicants. Additionally, from November 2021 to July 2023, the NRO has accumulated over 33,000 contacts from external job seeker platforms and in-person recruitment events. The BOP continues to explore and implement, where authorized, various pay flexibilities to ensure the agency can remain competitive with other law enforcement organizations. In July 2022, the Bureau increased the full performance level (or highest grade and corresponding pay) for correctional officers from the GL-07 to the GL-08 level which impacted over 8,000 Correctional Officers. In March 2023, the Director authorized a bureau-wide recruitment incentive of $10,000 or 25 percent of initial salary (whichever is greater), for newly hired Correctional Officers with an on-board date of March 26, 2023, through September 24, 2023. Further, the BOP uses the Title 38 Hybrid pay system, which is a special pay authority initially developed for the Veteran's Administration. For eligible Physicians and Dentists, Title 38 narrows the pay disparity between Federal and private sector employees. The BOP is continually evaluating hiring processes to mitigate areas of inefficiency. Recognizing the importance of retaining well-qualified staff, in May 2022 the Bureau received approval from the Office of Personnel Management to offer a 25 percent retention incentive for all Correctional Officers at six of the BOP's most chronically understaffed locations (the Federal Correctional Complex (FCC) in Beaumont, Texas, FCC Yazoo City, Mississippi, and FCC Florence, Colorado; the Federal Correction Institution (FCI) in Berlin, New Hampshire, FCI Herlong, California, and FCI Mendota, California). To slow attrition for retirees, the Bureau offers a group retention for all staff agency-wide who were eligible to retire by December 2022. Further, the agency continues to judiciously review and approve Mandatory Retirement Age Waivers to retain eligible staff to meet critical Bureau needs. In addition, the BOP awarded a contract with an independent, external organization on June 16, 2021. The contractor has developed, and the BOP is currently testing, an Automated Staffing Tool that will be utilized to determine institution staffing needs on an individual basis. The BOP anticipates deployment of the new tool by the end of FY 2024. Attached is a breakdown of the BOP's number of vacancies at each facility as ofJune 16, 2023, further detailed by job title, job series, pay plan, and grade. Also included are the number of applicants referred based upon current certificates. 2 EFTA00141562 UST OF VACANT BOP POSITIONS (as of 06/16/20231WIEN CORRESPONDING APPLICANT TOTALS Created by WSES/HRMD 17119/20231 Note: PROP IN shows selections made las of 06/16/211 though the employee is not yet is position. Source: taing & Strength R ort DPP] -20211es<ept Applicant on Certificate totals which came from HR Servicing Center 'Grand Prairie'. APPUGUITS FAC FACILITY FUND TYPE POSITION PP.SERIB.GR VACANT PROJ IN OUT ON CODE CERTIFICATES ACM CENTRAL OFFICE -ADM TRUST FUND ACCTG STUD TR GS-0S99.05 1 0 0 ACM CENTRAL OFFICE -ADM S&E ADM OFFCR GS-0141-11 1 0 0 ACM CENTRAL OFFICE -ACM S&E ADMVASST GS-0303.07 1 0 0 ACM CENTRAL OFFICE -ACM S&E ASST PR. ES-0341-00 1 0 0 ACM CENTRAL OFFICE -ACM S&E BLDG MGMT SPECLST GS.1176-12 1 0 0 ACM CENTRAL OFFICE -ACM S&E CH OFFC OF FIN GS-0SO145 1 0 0 ACM CENTRAL OFFICE -ACM TRUST FUND CH 7RULINa APPS& OPS GS-0501-14 1 0 0 ACM CENTRAL OFFICE -ACM TRUST FUND CH TRULINa IT SEC GS.221O14 1 0 0 ACM CENTRAL OFFICE -ADM S&E Cµ ACCTG SYS& POL GS-051O14 1 1 0 5 ACM CENTRAL OFFICE -ADM S&E OtADMV SUPRT SEC GS-0006-14 1 0 0 ACM CENTRAL OFFICE -ACM S&E GE. BUDG EXECUTION GS.OS60-25 1 0 0 16 ACM CENTRAL OFFICE -ACM S&E CR CAPACITY PLANNING BRANO4 GS-00064S 1 0 0 ACM CENTRAL OFFICE -ACM TRUST FUND CH, SVS DYLPAIT & TANG GS-0501-14 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND CUR ST TR GS-0399-0S 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND COMPRSECUR SPECIST GS.221O12 1 0 0 ACM CENTRAL OFFICE -ADM B&F COMPRSPECLST GS.221O13 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND COMPRSPECLST GS.221O12 1 0 0 ACM CENTRAL OFFICE -ACM B&F CONST REPR GS.0809.12 1 0 0 ACM CENTRAL OFFICE -ACM ME CONST REPR GS.0809.12 1 0 0 ACM CENTRAL OFFICE -ADM S&E CONTRCTGOFFCR G5.1101-13 1 1 0 ACM CENTRAL OFFICE -ACM S&E CONTRCTG OFFCR G5.1101-13 4 1 0 ADM CENTRAL OFFICE -ACM S&E CONTRCTG OFFCR G5.1101-13 1 0 0 ACM CENTRAL OFFICE -ACM S&E CONTRCTG OFFCR G5.1101-13 1 1 0 ACM CENTRAL OFFICE -ACM S&E CONTRCTG OFFCR G5.1101-14 1 0 1 4 ACM CENTRAL OFFICE -ACM TRUST FUND DEP 04, TRUST FUND BRANCH FIELD OPERATIONS GS-0SO1441 1 0 0 ACM CENTRAL OFFICE -ACM TRUST FUND DEP 01, TRUST FUND BRANCH OPERATIONS GS-0SO1441 1 0 0 ACM CENTRAL OFFICE -ACM TRUST FUND FINANCIAL PROGRAM SPEOAUST GS-0SO1.13 1 0 0 ACM CENTRAL OFFICE -ACM S&E FINANCL SPECLS7 GS-0SO1-12 1 0 0 ACM CENTRAL OFFICE -ACM S&E FNANCL MGMT INTERN GS-0S99-05 1 0 0 ACM CENTRAL OFFICE -ACM S&E FNANCL PROG SFECLST GS-0SO1-12 1 0 0 ACM CENTRAL OFFICE -ACM S&E FNANCL PROGRAM spcasr GS-0501-13 1 0 0 ACM CENTRAL OFFICE -ACM S&E FNANCL SPECIST GL-0501-09 1 0 0 4 ACM CENTRAL OFFICE -ADM S&E FNANtt SPECIST GS.0501-12 4 1 0 ACM CENTRAL OFFICE -ACM S&E FNANCL spcam GS.0501-12 1 0 0 ACM CENTRAL OFFICE -ACM S&E PIANO. SPECIST GS-0501-12 10 0 0 ACM CENTRAL OFFICE -ACM S&E MANCE SPECIST GS-0501-12 7 1 0 ACM CENTRAL OFFICE -ACM TRUST FUND MANCE SPECIST GS-0501-13 1 0 0 13 ACM CENTRAL OFFICE -ADM S&E MANCE WSTADMIN GS-0501-12 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND INF TEDINOLGY SPECIST G5221O12 1 0 0 ACM CENTRAL OFFICE -ADM S&E INVENT MGMT SPECLST GS.201O09 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND IT SECURITYAND AUDIT COMP'S SMUT GS.221O13 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-083O13 1 0 0 ACM CENTRAL OFFICE -ACM S&E MGMT& PROG ANAL G54143-12 1 0 0 ACM CENTRAL OFFICE -ACM S&E MGMT ANAL G54143-12 1 0 0 8 ACM CENTRAL OFFICE -ACM S&E MGMT ANAL G54343-11 1 0 0 ACM CENTRAL OFFICE -ADM B&F MGMT ANAL GI:03413-09 1 0 0 ACM CENTRAL OFFICE -ACM Bar MGMTASST G54344-07 1 0 0 ACM CENTRAL OFFICE -ADM S&E PROP DISPOS OFECR G5.1104-12 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND REGNL TRUST FUND ADMR G54101-13 3 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND SECT G54118.07 1 0 0 ACM CENTRAL OFFICE -ACM S&E SENIOR PROCUREMENT ADVISOR G5.1101-25 1 0 0 ACM CENTRAL OFFICE -ACM S&E SR (WOG ANAL GS-0560-14 1 0 0 28 ACM CENTRAL OFFICE -ACM TRUST FUND SR BUN ANLST GS-0560-13 1 I 0 ACM CENTRAL OFFICE -ACM B&F SR GONER SPECLST G5.1101-13 1 0 0 ACM CENTRAL OFFICE -ACM S&E SR CONTRCTG OFECR G5.1101-13 1 1 0 53 ACM CENTRAL OFFICE -ACM S&E SR CONTRCTG OFECR G5.1101-13 1 1 0 ACM CENTRAL OFFICE -ACM TRUST FUND SR ITSPEC GS.221O13 1 0 0 ACM CENTRAL OFFICE -ACM TRUST FUND SR TRUST FUND ANAL GS-0501-13 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND SR TRUST FUND ANAL GS-0501-13 1 0 0 ACM CENTRAL OFFICE -ADM S&E SUPPLY MGMT SPEC GS.2001-12 1 0 0 ACM CENTRAL OFFICE -ADM S&E SUPVACCTNT GS.OS10-13 1 0 0 ACM CENTRAL OFFICE -ADM S&E SUPV PIANO. spcasr GS-0501-13 1 0 0 ACM CENTRAL OFFICE -ACM S&E SUPYRY OPERTGACCTNT GS-051O13 1 0 0 ACM CENTRAL OFFICE -ACM ME SUN'S CONST REPR GS-0809.13 1 0 0 ACM CENTRAL OFFICE -ADM TRUST FUND SYSACCTNT GS-051O13 1 0 0 3 ACM CENTRAL OFFICE -ADM S&E SYSACCTNT GS-051O13 7 0 0 ACM CENTRAL OFFICE -ACM S&E TRAFF MGMTSPECLST G5.2130-09 1 0 0 3 ACM CENTRAL OFFICE -ACM TRUST FUND TRUST FUND ANAL GS-0S01-12 1 0 0 EFTA00141563 ACM CENTRAL OFFICE -ADM TRUST FUND TRUST FUND ANAL GS-0501-12 2 0 0 ACM 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 -ADM ASS UTILPROG MGR GS.1640-13 2 0 0 ALO FPC ALDERSON VIE ASSOC WARDEN'S SECY GL-0318-07 1 1 0 4 ALO FPC ALDERSON S&E CHAPLAIN GS-0060-12 1 0 0 0 ALO FPC ALDERSON S&E CLINICAL DIRECTOR GP-0602-1S 1 0 0 ALO FPC ALDERSON S&E COOK FRMN W5.7404-08 1 1 1 ALD FPC ALDERSON S&E DRUG ABUSE PROD 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 ELCTRONTECHNCN GS-0856-11 1 1 0 ALD FPC ALDERSON S&E HYAC FRMN WS.S306-09 1 1 0 ALD FPC ALDERSON S&E MEDICATION TECHNICIAN GL-0640-06 1 0 0 ALD FPC ALDERSON S&E MID-LEVEL PRACTITIONER GS-0603-11 1 0 0 ALD FPC ALDERSON S&E MTNCE WRKIT FRMN WS-4749.08 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-01:07-08 4 1 0 ALD FPC ALDERSON S&E STAFF PSY04 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 FOALICEVILLE S&E CAPTAIN'S SECY GS-0318.06 1 1 0 AU FO ALUM/XIS S&E 04 PHARMACIST GS-066012 1 0 0 AU FOALICEVILLE S&E CLNCL DIR GP-0601-IS 1 0 1 AU FOALICEVILLE S&E COMPR SPECLST G5.2210-11 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 FOALICEVILLE S&E DIU ASST/SATEILITE OPERSADMR GS-0006-13 1 0 1 16 AU FOALICEVILLE UNICOR FAIRUC WRKR FRMN WS.3105-07 3 0 0 AU FOALICEVILII S&E FINANCLSPECLST G5450109 1 1 0 AU FOAUCEVILLE S&E HLTH STIVCSADMR GS-0670-12 1 1 0 AU FOALICEVILII S&E LT GS-0007-11 1 0 0 AU FOALICEVILLE S&E LT GS-0007.09 1 0 0 AU FOAUCEIALLE S&E MEDICATION TECHNCN GS-0640.06 1 0 0 AU FOALICEIALLE S&E MID-LEVEL PRACTITIONER GS-061011 1 0 0 AU FOALICEVILLE S&E RESOLVE COORDWATOR GS-0180-13 1 0 1 AU FOAUCEVILLE S&E SAFETY ADMR GS-0018-12 1 1 0 AU FOALICEVILLE S&E SOC SCISTUO TR GS-0101.0S 1 0 0 AU FOALICEVILLE S&E SR OFFCRSPECLST GL0007-08 28 1 0 AU FO ALUM/XIS S&E STAFF PHARMACIST GS-0660-11 1 0 0 AU FOALICEVILLE S&E STAFF PSYCH GS-0180-12 1 0 0 AU FOALICEVILIE S&E SUPYRY CON7RSPECLST GS-1101-11 1 0 0 3 AU FOALICEVILLE S&E TCHR G5.1710-11 1 0 0 1 AU FOALICEVILLE S&E UNIT SECY GS-0118.06 1 0 0 AU FOALICEVILLE S&E YOCTNLTRNG INSTRU G5.1711-11 1 0 0 AU FOALICEVILLE TRUST FUND WHSE WRKR FRMN WS-6907-04 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-0006-14 1 0 0 AIM FCC ALLENWOOD S&E ASST FOOD SRVCADMR IWO GL-1667-09 1 0 0 AIM FCC ALLENWOOD S&E CHALLENGE PROG PSYCH GS-0180-13 1 0 0 AIM FCC ALLENWOOD UNICOR COMPLEX FACTORY FRMN WS-4601-08 1 1 0 ADM FCC ALLENWOOD S&E COMPR SPECLST G5.2210-11 1 0 0 AIM FCC ALLENWOOD S&E CORRECTNL CNSLR GL-0037-09 1 1 0 IS AIM FCC ALLENWOOD 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 ALLENWOOD S&E DRUG ABUSE PROG COCIRO(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 DYINTAT MGR GS-0201-13 1 0 1 25 AIM FCC ALLENWOOD S&E DAP DWPTTAT SPECLST GS-0201.09 1 1 0 AIM FCC ALLENWOOD S&E GUIDANCE COUNSELOR GS.1740-11 1 0 0 ALM FCC ALLENWOOD S&E HLTH INF TECHN04 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 TECTINCN 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 RECPTNST 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 GS-0007-11 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 4 AIM FCC ALLENWOOD S&E MTNCE WRKR FRMN WS-4749-08 1 1 1 10 AIM FCC ALLENWOOD S&E PARALEGAL SPECLST GS-0950-11 1 0 0 9 EFTA00141564 ALM FCC ALLENWOOD VIE PHYS01MST GS-060341 1 0 0 ALM FCC ALLENWOOD SEE PROCURE, PROP SPECLST GL-1101-09 1 1 0 ALM FCC ALLENWOOD ME PSYCHLGT PREDOCTORAL INTERN GL-0199-09 3 1 0 33 ALM FCC ALLENWOOD ME PSYCHLGT STUD TR GS-019407 2 0 0 ALM FCC ALLENWOOD ME PSYCHLGT TECHNCN GL-0181-07 1 0 0 3 ALM FCC ALLENWOOD UNICOR QUAL ASSIINC SPECIST G5.1910-21 1 0 0 ALM FCC ALLENWOOD UNICOR RECYCLING FACTORY TECHNCN G5-0103-09 1 0 0 ALM FCC ALLENWOOD ME REGISTERED NURSE GL-0610-10 1 2 0 ALM FCC ALLENWOOD ME REGISTERED NURSE GL-0610-10 1 1 0 ALM FCC ALLENWOOD UNICOR REMOTE OPERTNL ACCRA' GS-0510-11 1 0 0 ALM FCC ALLENWOOD ME SOC WRKR G5-0185-11 1 0 0 ALM FCC ALLENWOOD VIE SOC WRKR G5-01115-11 1 0 0 AIM FCC ALLENWOOD ME SPEC (DUG TCHR G5.1710-11 1 0 0 AIM FCC ALLENWOOD S&E SPECIALTY TRTMNT PROG SPECUT G5-0101-11 3 0 0 AIM FCC ALLENWOOD ME SR CLC ATTY GS-0905-14 1 1 0 AIM FCC ALLENWOOD ME SR CLOMP/ 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-0113042 1 0 0 AIM FCC ALLENWOOD VIE SUN'S RECR SPECLST (MST) G5-018211 1 1 0 7 ALM FCC ALLENWOOD SEE TCHR G5.1710-11 1 1 0 3 AIM FCC ALLENWOOD UNICOR UNICOR ACCENT GL-0510-03 1 0 0 AIM FCC ALLENWOOD SEE UNIT SECT GL-0319-06 1 1 0 AIM FCC ALLENWOOD ME UNIT SECT GL-0316-06 1 0 0 AIM FCC ALLENWOOD SEE UNISYS RPM OPERTR FRMN WS-4742-0B 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 MIKA 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 GL-0303-07 1 0 0 ASH FO ASHLAND VIE ASST FOOD SRVCADMR GL-1667-11 1 2 0 ASH FO ASHLAND SEE CAPTAIN'S SEC/ GL-0319-06 1 2 0 17 ASH FO ASHLAND SEE CLNCL PSYCH GS-0113042 1 0 0 ASH FO ASHLAND ME ENVRNMTLCOMPINCSPECLST GS-001213 1 0 0 ASH FO ASHLAND ME LT G54007-11 3 1 0 ASH FO ASHLAND SEE MID-LEVEL PRACTITIONER GL-0610-CO 1 0 0 ASH FO ASHLAND SEE PIPEFTR FRMN WS-4206-09 1 0 0 ASH FO ASHLAND UNICOR PROC IMPRVMT SPECLST G5.1101-13 1 0 0 ASH FO ASHLAND UNICOR PROON CNTRLR G5.1152-11 1 0 0 ASH FO ASHLAND SEE FICA SPECLST GI:0189-03 1 0 0 ASH FO ASHLAND SEE FICA SUPVR G5-018211 1 1 0 ASH FO ASHLAND ME REENTRY AFF COORD G54101-11 1 1 0 ASH FO ASHLAND ME REGISTERED NURSE GL-0610-10 1 1 0 ASH FO ASHLAND ME SAFETY COMPLNC SPECLST GL-0019-09 1 0 0 ASH FO ASHLAND ME SUPVR OF (DUG G5.1710-12 1 1 1 3 ASH FO ASHLAND TRUST FUND TRUST FUND SUPYR GS-030142 1 0 0 4 ASH FO ASHLAND UNICOR UNICOR BUS MGR GS-0501-12 1 0 0 ASH FO ASHLAND ME UNIT MGR GS-000642 1 1 0 9 ASH FO ASHLAND UNICOR WHSE WRKR FRMN W5-6907-05 1 0 0 ASH FO ASHLAND UNICOR WHSE WRKR FRMN W5-6907-04 1 0 0 2 ASH FO ASHLAND SEE WHSE WRKR FRMN W5-6907-04 1 0 0 7 A7L USD ATLANTA VIE ADVANCED CARE LVL PSYCH GS-018043 1 0 0 ATL LISP ATLANTA VIE ASSOC WARDEN G54006-14 1 1 0 ATL LISP ATLANTA VIE ASST FOOD SRVCADMR G5.1667-21 1 1 0 ATL LISP ATLANTA ME CAPTAIN SECRETARY GL-0319-06 1 1 0 ATL USD ATLANTA SEE CLNCL DIA G54602-15 1 0 0 ATL LISP 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 S&E CONTR SPECLST GL-1102-09 1 0 0 A7L LISP ATLANTA ME CORRECTNL CNSLR GL-0037-09 1 0 0 A7L LISP ATLANTA VIE CORRECTNL SYS OFFER GL0007-08 1 1 0 All USA ATLANTA UNICOR cusTormoscrona REP GL-0303-09 1 0 0 A7L LISP ATLANTA SEE (DOC TECHNO1 GL-1702-D7 1 0 0 11 A7L USD ATIANTA ME OCTAL WRICR FRMN W5.290SCP3 1 0 0 A7L USD ATIANTA ME ELCTRONTECHNOI GS-085611 1 0 0 ATL USD ATLANTA UNICOR FABRIC WRICR FRMN W5.3105-07 6 0 0 ATL LISP ATLANTA UNICOR FACTORY MGR G5.1101-12 1 0 0 A7L USD ATUINTA SEE FOODMC ADMR G5.1667-23 1 1 0 ATL USD ATLANTA SEE FOOD SRYC ADMR TRANCE GL-1667-09 1 0 0 ATL LISP ATLANTA ME GEN FRMN WS-4749-14 1 0 0 13 ATL FOATIANTA ME HUMAN RESOURCE MANAGER TRAINEE GS-0201-11 1 0 0 4 ATL LISP ATLANTA ME HUMAN RESOURCE SPECIST GL-0201-09 1 1 0 12 ATL USD ATUINTA UNICOR INOL ENGRG TECTINCN GL-0895-09 1 0 0 ATL USD ATUIDITA UNICOR INOL PROG MANAGER G5.1101-13 1 0 0 ATL LISP ATLANTA ME LOCKSMITH GL-0301-10 1 1 0 ATL USD ATUINTA ME LT GS-000741 S 1 0 ATL LISP ATLANTA ME MEDO OFFCR G5-0602-15 1 0 0 ATL USD ATLANTA SEE MID-LEVEL PRACTITIONER G54610-11 1 0 0 EFTA00141565 A7L USP ATLANTA UNICOR PROD MACHR* MCH FRMN WS•5350-08 1 0 0 A7L LISP ATLANTA S&E PSYCHIATRIC NURSE GL-0610-10 1 0 0 A7L LISP ATLANTA UNICOR QUAL ASSRNC MGR G5.191O12 1 0 0 A7L USD ATLANTA UNICOR QUAL ASSRNC SMUT G5.191O10 1 0 0 A7L LISP ATLANTA UNICOR REMOTE °PERINI ACCTNI G5451O11 1 0 0 A7L USD ATLANTA S&E SR OFFCRSPECLS7 GL-0007-08 2 0 0 A7L LISP ATLANTA S&E SR OFFCRSPECLS7 GL-0007-08 33 1 0 A7L USD ATLANTA PHS STAFF NURSE CC-0610-04 1 0 0 A7L USD ATLANTA S&E STAFF PHARMACIST G54660-11 1 0 0 A7L USD ATLANTA S&E SUPVRY CONTRSPECIST G5.1102-11 1 1 0 2 A7L LISP ATLANTA S&E TIME & LV CLK GL-0544-05 1 0 0 11 A7L LISP ATLANTA UNICOR UNICOR ACCIN7 GI-0510-09 1 0 0 A7L LISP ATLANTA UNICOR UNICOR BUS ADMR GS4S01-12 1 0 0 A7L USD ATLANTA UNICOR UNICOR BUS MGR GS4S01-13 1 0 0 A7L USP ATLANTA S&E UNIT MGR G54006-12 1 0 0 21 A7L LISP ATLANTA S&E VOCTNL 7RNG INSTRU G5.1712-11 1 0 0 A7L USD ATLANTA UNICOR WHSE WRKR FRMN W5490704 2 0 0 A7L USD ATLANTA UNICOR WHSE WRKR SUM WS-690746 1 0 0 APN USD ATWATER S&E CASE MGR G54101-11 1 0 0 MW USD ATWATER S&E CLNCL MR GP4602-15 1 0 0 APN LISP ATWATER S&E COOK FRMN WSJ0O0-08 1 0 1 S APN LISP ATWATER S&E CORRIC7NL SYS OFFCR GL-0007-08 1 1 0 MW USD ATWATER S&E ELCIRONTECHNCN G54856-11 1 1 0 1 APN USD ATWATER S&E FOOD SRVC ADMR G5.1667-13 1 0 1 7 APN USD ATWATER S&E HUMAN RESOURCE MGR G54201-13 1 1 0 APIS USD ATWATER S&E INF RECYINST GL-0304-04 1 0 0 4 APN USD ATWATER S&E INFECTION PREV & CON7 NURSE G5461O11 1 0 0 APN LISP ATWATER S&E UCINSED PRACTICAL NURSE GL-064047 1 1 0 1 APN USD ATWATER S&E LT G54007-11 2 1 0 5 APN LISP ATWATER S&E AMR SMUT GL-0188-09 2 0 0 11 APN USD ATWATER UNICOR RECYCLING FACTORY TECHNCN GL-0303-09 1 0 0 APN USD ATWATER S&E SAFETY SPECLST GL4018-09 1 1 0 MW LISP ATWATER S&E 56 TECHNCN GL-1802-08 1 0 0 APN USD ATWATER S&E SPEC EDUC TCHR G5.171O11 1 0 0 OW LISP ATWATER S&E SPEC INVESTIGATWE AGT G54006-12 1 1 0 6 MW LISP ATWATER S&E SPECIALTY TRTMNT PROG SPECLST G54101-11 1 0 0 MW USD ATWATER S&E SR OFFCRSPECLS7 GL-0007-08 38 1 0 MW LISP ATWATER S&E TOW G5.1710-11 1 0 0 MW USD ATWATER S&E UNIT SECY GI-0319-06 1 1 0 MW LISP ATWATER S&E WHSE WARR FRMN W5490743 1 0 0 BAS FO BASTROP UNICOR ACCOUNTANT GL-0510-09 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 WS•5823•10 1 0 0 MS FO BASTROP UNICOR AUTMTV WRKR FRMN W5.5823-06 3 0 0 BAS FO BASTROP S&E CAPTAIN G54007-12 1 1 0 BAS FO BASTROP S&E CAPTAIN'S SEC? GI:0318-06 1 1 0 BAS FO BASTROP S&E COOK FRMN W5.70O008 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 FO BASTROP S&E LT GL4C07-09 1 1 0 MS FO BASTROP S&E MEDICATION TECHNICIAN GL-0640-06 1 0 0 MS FO BASTROP S&E MID-LEVEL PRACTITIONER GS-061O11 1 0 0 MS FO BASTROP S&E MINCE WRKR FRMN W5474908 1 0 0 MS FO BASTROP S&E PROCUR& PROP SPECLST GL-1101-09 1 1 0 MS FO BASTROP S&E PSYCHLGY TEDINCN GL-0181-07 1 1 0 MS FO BASTROP S&E REGISTERED NURSE GL-0610-10 2 0 0 MS FO BASTROP UNICOR SHEET M11WRKR FRMN W5.3806403 1 0 0 MS FO BASTROP S&E SPEC (DUG TCHR G5•171O11 1 0 0 MS FO BASTROP S&E SR OFFCRSPECLS7 GL-0007-08 10 1 0 MS FO BASTROP UNICOR SUPVY INDUSTRIAL SPECLST G5.115O12 1 0 0 MS FO BASTROP S&E TOW G5.171O11 1 0 0 MS FO BASTROP S&E TOOL RM OFFCR GL-0303-08 1 0 0 MS FO BASTROP TRUST FUND TRUST FUND SMUT GL-0301-09 1 0 0 BAS FO BASTROP TRUST FUND TRUST FUND SUPYR G54301-12 1 0 0 MS FO BASTROP S&E UNIT MGR G54006-12 1 0 0 MS FO BASTROP S&E UNIT SECY GL-0318-06 1 0 0 5 BAS FO BASTROP S&E WHSE WRKR FRMN W5490704 1 0 0 1 BAS FO BASTROP UNICOR WHSE WRKR SUM WS-690746 1 0 0 BEC FO BECKLEY S&E ACCTG TECHNCN GL-0525-07 1 1 0 BEC FO BECKLEY S&E ASSOC WARDEN GS4006-14 1 1 0 BEC FO BECKLEY S&E ASSOC WARDEN'S SECY GI: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 C14 PHARMACIST CC-0660-12 1 0 0 EFTA00141566 BEC FO BECKLEY S&E COOK FRMN WS.7404-08 3 1 0 BEC FO BECKLEY S&E CORRECTNE [RNA GI0807-09 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 G5410141 1 0 0 S BEC FO BECKLEY S&E ELCTRL WRKR FRMN WS280S-09 1 1 0 2 BEC FO BECKLEY S&E FAOL 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 LOCIGMITI4 GL-0301-10 1 0 0 BEC FO BECKLEY S&E MINCE WRKR FRMN WS-4749-08 1 0 0 BEC FO BECKLEY S&E PARAMEDK GI-0640-09 1 0 0 BEC FO BECKLEY S&E PLMBNG WRKR FRMN WS42064/3 1 0 0 BEC FO BECKLEY UNICOR QUAL ASSFINC MGR G5.1910-21 1 1 0 BEC FO BECKLEY S&E QUAL IMPRVMT/INFECTONCONTRL NURSE GS-061041 1 0 0 S BEC FO BECKLEY S&E REGISTERED NURSE GL-0610-10 1 0 0 BEC FO BECKLEY S&E SROFFCRSPECIST GI0807-08 1 0 0 BEC FO BECKLEY S&E STAFF PSY04 GS4180-12 1 1 0 BEC FO BECKLEY S&E UNIT MGR GS-000642 1 0 0 BEC FO BECKLEY S&E UNIT SECT GL-0318-06 1 0 0 BEC FO BECKLEY UNICOR UPHOLSTERY WRKR FRMN W5.3206-08 1 0 0 4 BEC FO BECKLEY S&E WHSE WRKR FRMN W5.7305-04 1 0 0 BEC FO BECKLEY UNICOR WHSE WRKR FRMN W5-6907-04 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/SATEUTE OPERSADMR GS4006-13 1 1 0 BEN FO BENNETTSVILLE S&E FAOL 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 GS4201-12 1 1 0 BEN FO BENNETTSVILLE S&E HUMAN RESOURCE SPECLST GL-0201-09 1 0 0 BEN FO BENNETTSVILLE S&E HUMAN RESOURCE STUD TR G5429405 1 0 0 BEN FO BENNETTSVILLE S&E INFO TECH STJ TR GI-2299-0S 1 0 0 BEN FO BENNETTSVILLE S&E LT G54007-11 1 0 0 BEN FO BENNETTSVILLE S&E MEDCL OFFCR GP-0602-1S 1 0 0 BEN FO BENNETTSVILLE UNICOR PKTG WRKR FRMN WS-41024B 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 MEL WRKR PAM 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-0037-08 20 1 0 BEN FO BENNETTSVILLE S&E STAFF PSY04 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 SECY GL-0318-06 1 1 0 BEN FO BENNETTSVILLE TRUST FUND WHSE WRKR FRMN WS-6907-04 1 0 0 2 BER FO BERLIN S&E ADVANCED NURSE PRACTMONER GL-0601-11 1 0 0 BER FO BERLIN S&E ASSOC WARDEN GS 0006414 1 1 0 BER FO BERLIN S&E ASST CASE MGMT COORD GS4101-11 1 0 0 BER FO BERUN PHS 04 PSYCH GS4180-13 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 ENVRNMEL PROTON SPECIST GS-002841 1 0 0 BER FO BERLIN S&E GEN FRMN WS-4749-14 1 0 0 BER FO BERUN S&E HLTH SAVCSADMR GS-067012 1 1 0 BER FO BERUN S&E HUMAN RESOURCES SPECLST GL-0201-09 1 0 1 BER FO BERLIN S&E LT GI0807-09 1 1 0 BER FO BERLIN S&E PARAMEDIC GI-064009 1 0 0 BER FO BERUN S&E PIPEFTR FRMN WS-4204-09 1 0 0 BER FO BERUN S&E REGISTERED NURSE GL-0610-10 1 0 0 BER FO BERUN S&E RELIGIOUS SERVICES ASST GL-0303-07 1 1 0 BER FO BERLIN S&E SROFFCRSPECIST GI0807-08 27 1 0 BER FO BERLIN S&E TCHR GS.1710-11 1 0 0 2 BER FO BERUN S&E UNIT Sal' GL-031845 1 1 0 BER FO NRUN S&E umsys RPM OPERTR FRMN WS-4742-0B 1 0 0 1 BER FO BERUN S&E VOCTNLTRNG INSTRU GS.1712-11 1 0 0 BR FO BERLIN S&E WARDENS SEC( GL-031808 1 1 0 EUG FO BIG SPRANG S&E AIR COND EQ MEDI FRM W5.530643 1 0 0 EUG FO BIG SPRING S&E ASSOC WARDEN GS.0006-14 1 1 0 EUG FO BIG SPRING S&E CASE MGR GS4101-11 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 ElIG FO BIG SPRING S&E COOK FRMN WS 740408 1 0 0 ElIG FO BIG SPRING S&E CORR SYS CfFCR GL 0007-08 1 1 0 EFTA00141567 BIG FO BIG SPRING ME DENTAL ASSISTANT GL-0681-06 1 0 0 BIG FO BIG SPRING ME DENTAL OFFICER GS-068043 1 0 0 BIG FO BIG SPRING ME DRUG ABUSE PROG COOK GS-0180-13 1 0 0 BIG FO BIG SPRING ME DRUG TREATMENT SPEC G54101-11 1 0 0 BIG FO BIG SPRING ME EDU STUD TR G5.179945 1 0 0 SIG FO BIG SPRING ME ELECTRICAL MIK RIM W5.280SCP3 1 0 0 BIG FO BIG SPRING ME DIC *SST/SATELLITE OPERSADMR G5-0006-13 1 1 0 BIG FO BIG SPRING S&E HEALTH TECHNICIAN GL-0640-06 1 0 0 BIG FO BIG SPRING ME HUMAN RESOURCE STUD TR GL-0299-0S 1 0 0 BIG FO BIG SPRING ME INFO TECH STUD TR G5.2299-05 1 0 0 BIG FO BIG SPRING S&E LT GS-0007-11 4 0 0 BIG FO BIG SPRING TRUST FUND MATERIAL HNDLR FRM W5-690744 1 0 0 BIG FO BIG SPRING VIE MATERIAL HNOLR FRM W5-690744 1 0 0 BIG FO BIG SPRING S&E MICHEVEL PRACTITIONER GS-0610-11 1 0 0 BIG FO BIG SPRING ME PHYSICIANS ASST GS-0603-11 1 0 0 BIG FO BIG SPRING VIE RECREATIONSPECIALIST GL-0188-09 1 1 0 BIG FO BIG SPRING S&E SECURITY OFFICER GL-0301-10 1 1 0 BIG FO BIG SPRING ME SPEC EDUC TCHR G5.1710-21 1 0 0 BIG FO BIG SPRING ME SR OFFCRSPECLST GL-0037-08 18 1 0 BIG FO BIG SPRING S&E TOW G5.1710-11 1 1 0 1 BIG FO BIG SPRING VIE UNIT MGR GS-0006-12 1 0 0 II BMA FCC BEAUMONT VIE ASSOC WARDEN'S SECY GL-0318-07 1 0 0 4 BMA FCC BEAUMONT VIE ASSOC WARDEN'S SECY GL-0318-07 1 0 0 BMA FCC BEAUMONT ME ASST LOCKSMITH GL-0301-09 1 0 0 BMA FCC BEAUMONT ME ASST RECRSUFMI G5-0188-11 1 0 1 4 BMA FCC BEAUMONT ME ASST SUPYR Of EDUC G5.1710-12 1 1 0 BMA FCC BEAUMONT ME BURG ANAL GL-0560-09 1 1 0 BMA FCC BEAUMONT UNICOR BUS ADMR GS-050142 1 0 0 BMA FCC BEAUMONT ME CAPTAIN'S SECY GL-0318-06 1 1 0 BMA FCC BEAUMONT ME CASE MGR GS-0101-11 1 0 0 S BMA FCC BEAUMONT ME CASE MGR GS-0101-11 1 0 0 BMA FCC BEAUMONT ME CHAPLAIN GS-0060-12 1 0 0 8MA FCC BEAUMONT S&E CHAPLAIN GS-0060-12 1 0 0 BMA FCC BEAUMONT VIE COMM SPECLST GL-1102-09 1 0 0 BMA FCC BEAUMONT ME COOK FRMN WS-740448i 1 1 0 BMA FCC BEAUMONT S&E COOK FRMN W5.740448 1 1 0 BMA FCC BEAUMONT ME CORRECTNL CNSLR GL-0607-09 1 1 0 BMA FCC BEAUMONT ME CORRECTNL CNSLR GL-0607-09 1 0 0 BMA FCC BEAUMONT S&E CORRECTNL SYS OFFCR GI-0607-08 1 1 0 BMA FCC BEAUMONT VIE DEP CAPTAIN.00IMPLEX GS-0007-13 1 0 1 4 BMA FCC BEAUMONT VIE DRUG ABUSE PROG COORD GS-0180-13 1 0 0 BMA FCC BEAUMONT S&E DRUG ABUSE FROG COORD G54180-13 1 0 0 BMA FCC BEAUMONT ME DRUG ABUSE PROG COORD G54180-13 1 0 0 BMA FCC BEAUMONT ME DRUG ABUSE TRTMNTSPECIST GS-0101-11 2 0 0 4 BMA FCC BEAUMONT ME DRUG ABUSE TRTMNTSPECIST GS-0101-11 2 0 0 BMA FCC BEAUMONT ME DRUG ABUSE TRTMNTSPECIST GS-0101-11 1 0 0 BMA FCC BEAUMONT ME WU STUD TR GS-1799-05 1 0 0 BMA FCC BEAUMONT ME ELCTFIL WRER FRMN W5-280S-CP3 3 1 0 BMA FCC BEAUMONT ME ELCTRONTECHNO1 GS-0856-11 1 0 0 BMA FCC BEAUMONT UNICOR FABRIC WRKR FRMN W5.310S-07 3 0 0 BMA FCC BEAUMONT UNICOR FACTORY MANAGER TRAINEE GS-1201-21 1 0 0 BMA FCC BEAUMONT UNICOR FACTORY MGR GS.1102-12 1 0 0 BMA FCC BEAUMONT ME FOOD SRVC ASST GL-1603-07 1 1 0 BMA FCC BEAUMONT ME FOODSRVCASST GL-1603-07 1 1 0 BMA FCC BEAUMONT ME 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 ME HYAC FRMN WS5306CP3 1 0 0 8MA FCC BEAUMONT S&E INF RECPTNST GL-0304-04 3 0 0 BMA FCC BEAUMONT ME INFO TECH STUD TR G5.2299-05 1 0 0 BMA FCC BEAUMONT ME LEG ASST GL-0986-08 1 1 0 BMA FCC BEAUMONT S&E LT GS-0007-U 9 0 0 BMA FCC BEAUMONT VIE MTNCE WFUOI FRMN W5.474908 1 0 0 BMA FCC BEAUMONT ME 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 DUAL ASSFINC MGR G5.1910-21 1 0 0 BMA FCC BEAUMONT UNICOR QUAL ?USING MGR G5.1910-12 1 0 0 BMA FCC BEAUMONT ME SAFETY SPECIALIST GL-0018-09 1 1 0 BMA FCC BEAUMONT ME SECY GL-0318-06 1 1 0 BMA FCC BEAUMONT UNICOR SEWING MACH RPRER FRMN W5.530148 1 0 0 BMA FCC BEAUMONT ME SPEC EDUC TCHR GS.1710-11 1 0 0 BMA FCC BEAUMONT ME SPEC POPULATION PROG COORD GS-0101-11 1 1 0 BMA FCC BEAUMONT VIE SPECIALTY TRTMNT PROG SPECIST GS-0101-11 1 0 0 BMA FCC BEAUMONT VIE SR OFFCRSPECLST GL-01:07-08 64 1 0 BMA FCC BEAUMONT ME STAFF PSYCH G54180-12 1 0 0 BMA FCC BEAUMONT ME TCHR G5.1710-11 1 1 0 BMA FCC BEAUMONT ME TIME & LEAVE CLERIC GLDS44-05 1 0 0 BMA FCC BEAUMONT TRUST FUND TRUST FUND SMUT GL-0301-09 1 1 0 7 EFTA00141568 BMA FCC BEAUMONT UNICOR UNICORACCTNT GL-0510-09 1 0 0 BMA FCC BEAUMONT UNICOR UNICOR BUS MGR GS-0S01-13 1 0 0 BMA FCC BEAUMONT S&E UNIT SECY GL-0312-06 3 0 0 4 BMA FCC BEAUMONT S&E um sys RPM OPERTR FRMN WS-4742-08 1 0 0 2 BMA FCC BEAUMONT S&E WARDENS SECT GL-0318-08 1 1 0 BMA FCC BEAUMONT S&E WAREHOUSE WORKER FRMN W54907-04 1 1 0 BMA FCC BEAUMONT UNICOR WHSE WRKR FRMN W54907-04 1 0 0 13MA FCC BEAUMONT TRUST FUND WHSE WRKR FRMN W54907-04 2 0 0 BMA FCC BEAUMONT S&E WHSE WRKR FRMN W54907-03 1 1 0 13MA FCC BEAUMONT UNICOR WHSE WRKR SUM W54907-06 1 0 0 BRO MDC BROOKLYN S&E ASST FOOD SRVC &OMR G5.1667-21 1 1 0 8R0 MDC BROOKLYN S&E CASE MGMT COORD GS-0101-12 1 0 0 8R0 MDC BROOKLYN S&E CHIEF DENTAL OFFICER GP-0620-13 1 0 0 8R0 MIX BROOKLYN S&E COMPR SPECLST G5.2210-11 4 0 0 8R0 MOC BROOKLYN S&E COMPR SRVCS MGR G5.2210-12 1 0 0 8R0 MDC BROOKLYN S&E CONTR SPECLST GL-1102-09 1 0 0 8R0 MDC BROOKLYN S&E CORRECTNL CNSLR GUM:07-09 1 1 0 8R0 MDC BROOKLYN S&E CORRECTNL SYS OFFCR GUM:07-08 5 1 0 8R0 MDC BROOKLYN S&E 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 MOC BROOKLYN S&E ELCTRONTECHNCN GS-0856-H 1 0 0 8R0 MOC BROOKLYN S&E DAR PREPAREDNESS OFFCR GS-000642 1 0 0 5 8R0 MOC BROOKLYN S&E ENGRG TECHNCN GS-0802-11 1 0 0 8R0 MOC BROOKLYN S&E EXEC ASST GS-000643 1 0 0 12 8R0 MOC BROOKLYN S&E FNANCL SPECLST GL-0501-09 3 1 0 8R0 MOC BROOKLYN PHS HEALTH SYSTEMS SPEOAUST CC-0610-11 1 1 0 8R0 MDC BROOKLYN S&E HLTH SAWS ASST GL-0303-07 1 0 0 8R0 MDC BROOKLYN S&E HUMAN RESOURCE SPECIST 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 MOC BROOKLYN S&E INFOTECH STUD TR GS-22994G 1 0 0 8R0 MOC BROOKLYN S&E LEG ASST GL-0986-08 2 1 0 8R0 MOC BROOKLYN S&E LT GS-0007-11 10 0 0 BRO MDC BROOKLYN S&E LT GUM:07-09 1 0 0 BRO MDC BROOKLYN S&E MEDtt OFFCR GP.0602.15 1 0 0 8R0 MCC BROOKLYN S&E MEDICATION TECHNICIAN GL-0640-06 1 0 0 8R0 MOC BROOKLYN S&E MENTOR COORD GS-000609 1 0 0 8R0 MOC BROOKLYN S&E MTNCE WRKR FRPAN WS4749,08 1 0 0 8R0 MOC BROOKLYN S&E PARAMEDIC GL-0640-09 2 0 0 8R0 MDC BROOKLYN S&E PLMBNG WRKR FRMN WS.4206OS 2 0 0 8R0 MOC BROOKLYN ME PSYCH TECH GL-0181-07 1 0 0 3 8R0 MDC BROOKLYN S&E QUAL IMPROVMT/IWECT PREY & CONT COORD GS-0610-11 1 0 0 1 8R0 MDC BROOKLYN S&E FICA SPECLST GL-0188-09 2 1 0 8R0 MDC BROOKLYN S&E FICA SUPYR GS-0188-11 1 0 0 4 8R0 MDC BROOKLYN S&E REGISTERED NURSE GL-0610-10 4 0 0 8R0 MDC BROOKLYN S&E SAFETY MGR GS-001842 1 1 0 8R0 MDC BROOKLYN S&E SIS SUPRT TECHNCN GL-I202-08 1 1 0 8R0 MDC BROOKLYN S&E SR OFFCRSPECLST GL-0037-08 92 1 0 13R0 MOC BROOKLYN S&E STAFF PSYCH GS-0180-12 3 0 0 13R0 MDC BROOKLYN S&E SWAN CORRECTIONAL SYSTEMS SPECIAUST GS-000641 2 1 0 6 BRO MDC BROOKLYN S&E TIME & LV CLK GL-0544-05 1 0 0 BRO MDC BROOKLYN S&E UNIT MGR GS-0006-12 2 1 0 ID BRO MDC BROOKLYN S&E um sys RPM CPERTR FRPAN WS-4742-08 4 0 0 BRY FPC BRYAN S&E CASE MGR GS-0101-11 1 0 0 BRY FPC BRYAN S&E CHIEF GENERAL TANTA GS-0680-13 1 1 0 BRY FPC BRYAN S&E CLNCL DIA GS-0602-1S 1 0 0 BRY FPC BRYAN UNICOR CUSTMR SIWC REP GL-0303-09 1 0 0 BR? FPC BRYAN S&E DRUG ABUSE TRTMNTSPECLST GS-0101-11 1 1 0 BRY FPC BRYAN S&E EDUCTECHNCN GL-1702-07 1 1 0 BRY FPC BRYAN S&E FNANCL SPECIST GL-0501-09 1 1 0 8 BR? FPC BRYAN S&E LT GL-0607-09 2 1 0 BRY FPC BRYAN S&E PLMBNG WRKR FRMN W5.4206-08 1 0 0 BRY FPC BRYAN UNICOR PRODUCTION CONTROLLER G5.1152-11 1 0 0 BRY FPC BRYAN S&E REGISTERED NURSE GL-0610-10 2 1 0 BRY FPC BRYAN S&E SOC WRKR GS-018541 1 0 0 BRY FPC BRYAN S&E 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 S&E SR OFFCRSPECLST GL-0607-08 5 1 0 2 BRY FPC BRYAN S&E SUPYRY CHAPLAIN GS-0060-12 1 0 0 SRN' FPC BRYAN TRUST FUND TRUST FUND SUPERVISOR GL-0301-11 1 0 0 5 BRY FPC BRYAN S&E UNIT MGR GS-000642 1 0 0 26 BRY FPC BRYAN S&E UNIT SECY GL-031846 1 1 0 BRY FPC BRYAN S&E WARDEN GS-000645 1 1 0 MY LISP BIG SANDY S&E ASST 143k SRVCS ADMR GS-067011 1 1 0 3 MY LISP BIG SANDY S&E CAPTAIN'S SECY GL-0318-06 1 0 0 11 MY USD BIG SANDY S&E CASE MGMTCOORD GS-0101-12 1 1 0 5 MY USD BIG SANDY S&E CH PSYCH GS-018044 1 0 1 1 EFTA00141569 BSY USA BIG SANDY S&E CHAPLAIN GS-006042 1 0 0 0 BSY USA BIG SANDY S&E CHAPLAIN GS-006042 1 0 0 BSY USA BIG SANDY S&E CLNCL DIA GP-0601-15 1 0 0 BSY USA BIG SANDY S&E COOK FRMN W5.7404-08 3 0 0 BSY USA BIG SANDY VIE CORRIONL CNSLR GL-0037-D9 1 0 0 BSY USA BIG SANDY ME CORRECTNL SYS OFFCR GL-0037-08 1 0 0 14 BSY USA BIG SANDY ME FAOL ASST GL-1603-07 1 1 0 3 BSY USA BIG SANDY ME FOOD SIWC ADMR G5.1667-23 1 1 0 3 BSY LISP BIG SANDY VIE HUMAN RESOURCE SPECIST GL-0101-D9 1 0 1 3 BSY USA BIG SANDY VIE LT GS-000741 1 2 0 BSY LISP BIG SANDY ME MEDICATION TECHNICIAN GI-0640-06 1 0 0 BSY USA BIG SANDY ME MTNCE MUIR FRIAN WS-474948 1 0 0 BSY USA BIG SANDY ME PSYCHLGY TECHNCII GL-0181-07 1 0 0 4 BSY USA BIG SANDY ME 56 TECHNCII GL-1801-08 1 1 0 BSY USA BIG SANDY S&E SPECIALTY PROG CODRD G5-0180-23 1 0 0 BSY USA BIG SANDY S&E SR OFFCRSPECLST GL-0807-08 24 0 0 BSY USA BIG SANDY ME STAFF PSYCH GS-018042 1 0 0 BSY LISP BIG SANDY ME SUPVRY CHAPLAIN G5-0060-23 1 2 0 BSY USA BIG SANDY ME SUPVRY CONTRSPECLST G5.1101-21 1 0 0 BSY USA BIG SANDY ME TIME & LV GUI GL-0544-86 1 0 0 10 BUT FCC BUTNER UNICOR ACCOUNTING TRAINEE GL-OSIO-D7 1 0 0 BUT FCC BUTNER ME ACCTG TECIINCN GL-0S2S-D7 1 0 0 7 BUT FCC BUTNER UNICOR ACCTNT G5-051009 1 0 0 BUT FCC BUTNER ME ADVANCED CARE LVL PSYCH GS-018043 1 0 0 BUT FCC BUTNER ME ASST DIR OF NRSNG G5461012 1 0 0 3 BUT FCC BUTNER ME ASST SUPYR OF EDUC G5.171012 1 0 0 4 BUT FCC BUTNER TRUST FUND ASST TRUST FUND SUPVR GS-030141 1 0 0 8 BUT FCC BUTNER ME BURG ANAL GL-0S6D-D9 1 0 0 BUT FCC BUTNER ME CASE MGR GS-010141 1 0 0 35 BUT FCC BUTNER ME COMMIT& TREAT FORENSII3 PSYCHOLOGIST GS-018043 3 0 0 4 BUT FCC BUTNER ME COMMITMENT & TRTMNT SOC WRKR GS-018541 1 0 0 BUT FCC BUTNER ME COMPR SPECLST G5.2210-21 1 0 0 B BUT FCC BUTNER UNICOR CONTR SPECLST G5•1101-11 1 0 0 BUT FCC BUTNER ME CONTR SPECLST GL-1101-09 1 1 0 BUT FCC BUTNER ME COOK FRMN W5.7404-08 4 1 0 BUT FCC BUTNER ME CORRECTNL CIISLR GL-01207-09 _ 1 0 0 BUT FCC BUTNER ME CORRECTNL SYS OFFCR GL-01:07-08 S 0 0 69 BUT FCC BUTNER UNICOR COST ACCHIT GS-051011 1 0 0 BUT FCC BUTNER ME DENTAL ASSISTANT GL-0681-D7 _ 1 0 0 1 BUT FCC BUTNER PHS DIRECTOR Of NURSING CC-0610-13 1 1 0 5 BUT FCC BUTNER ME DISCPL HAG OFKR GS-000642 1 1 0 23 BUT FCC BUTNER ME ELCTRONTECHNO1 G5.0856-11 1 0 0 BUT FCC BUTNER ME MUG MEDCLTECHNO1 GL-064009 4 0 0 BUT FCC BUTNER ME ENGRG TECHNO1 GS-0801-11 1 0 0 BUT FCC BUTNER UNICOR FABRIC WRKR AWN W5.3105-07 1 0 0 BUT FCC BUTNER UNICOR FACTORY OPERTNL ACCTNT G5-0510-21 1 0 0 BUT FCC BUTNER ME FOOD SRVC ASST GL-1603-07 1 1 0 BUT FCC BUTNER ME FORENSIC UNIT PSYCH G5.0180-13 1 0 0 BUT FCC BUTNER ME HEALTH SERVICES ADMR TRAINEE G5.0301-11 1 0 0 BUT FCC BUTNER ME HLTH INF TECHNCI4 GL-067S-D7 1 0 0 BUT FCC BUTNER ME HUMAN RESOURCE SPECLST GL-0101-09 1 1 0 BUT FCC BUTNER ME HVAC FRMN W5.53066P9 1 0 0 BUT FCC BUTNER UNICOR INDUSTRIAL PROGRAM MGR G5.1101-23 1 0 0 BUT FCC BUTNER UNICOR INDUSTRIAL SPECRUST G5.1150-22 1 0 0 BUT FCC BUTNER ME LICENSED PRACTICAL NURSE GL-06.20-07 5 0 0 1 BUT FCC BUTNER ME LOCKSMITH GS-030140 1 0 0 1 BUT FCC BUTNER ME LT G54007-11 1 0 0 BUT FCC BUTNER ME LT G54007-11 1 0 0 BUT FCC BUTNER ME MED°. OFFCR GP-0602-1S 3 0 0 BUT FCC BUTNER ME MEDICAL TECHNOLOGIST GL-064409 1 0 0 BUT FCC BUTNER PHS MEDICAL TECHNOLOGIST CC-0644,09 _ 1 0 0 BUT FCC BUTNER S&E MEDICATION TECHNICIAN GL064006 3 0 0 BUT FCC BUTNER PHS MID-LEVEL PRACTMONER CC-0603-11 1 0 0 BUT FCC BUTNER PHS MID-LEVEL PRACTMONER CC-061011 1 0 0 BUT FCC BUTNER S&E MINCE WRKR FRMN WS-4749-08 1 1 0 BUT FCC BUTNER S&E NIGNG ASST GL-06.21-DS 4 0 0 BUT FCC BUTNER ME NURSE EDUCATOR G5461010 1 0 0 BUT FCC BUTNER PHS ONCOLOGY NURSE CC-061010 1 0 0 BUT FCC BUTNER ME OPERTG RM STAFF NURSE GL-061D-10 1 0 0 BUT FCC BUTNER PHS OPERTG RM STAFF NURSE CC-0610-10 1 0 0 BUT FCC BUTNER UNICOR ()vacs FACTORY FINN W5401009 1 0 0 BUT FCC BUTNER PHS PHARMACY RESIDENT TRAINEE C0066009 1 0 0 BUT FCC BUTNER ME PHRMUTECHNCN GL-066105 3 0 0 BUT FCC BUTNER PHS PHYS IHRPST CC-0633-06 1 1 0 BUT FCC BUTNER ME PLMBNG WRKR FRMN W5.420608 1 1 0 3 BUT FCC BUTNER ME PROCUR& PROP SMUT GL-1101-D9 1 0 0 4 BUT FCC BUTNER ME PSYCHIATRIC PHYSICIAN GP-0601-15 1 0 0 EFTA00141570 BUT FCC BUTNER PHS PSYCHIATRIC PHYSICIAN CC-0602-15 1 0 0 BUT FCC BUTNER S&E PSYCHLGY POSTDOCTORAL ITRI GS-018041 2 0 0 BUT FCC BUTNER ME PSYCHLGY PREDOCTORAL INTERN GI:0199-09 1 0 0 6 BUT FCC BUTNER ME PSYCHLGY TEOINCN GI:018147 1 1 0 3 BUT FCC BUTNER PHS PSYCHTRC MICI.LEVEL PRACTITIONER CC-0610-12 1 0 0 6 BUT FCC BUTNER ME DUAL IMPRVMT & INFECTION MINT NURSE GS461O11 1 0 0 3 BUT FCC BUTNER ME AMR SPECEST 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 KO-STEPI CC-0610-10 1 0 0 BUT FCC BUTNER S&E SAFETY MGR GS-0018-13 1 0 1 3 BUT FCC BUTNER ME SAFETY SPECLST GL-0018-09 1 0 0 BUT FCC BUTNER ME StS 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 SOENCE STUDENT INTERN a-0199-05 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 OFFCRSPECLST GL-0007-08 107 4 0 BUT FCC BUTNER ME STAFF PSYCH GS-018042 1 0 0 BUT FCC BUTNER ME STAFF PSYCH GS-018042 1 0 0 BUT FCC BUTNER ME STAFF PSYCH GS-018042 1 0 0 BUT FCC BUTNER S&E STUD INTERN GL-0689-0S 1 0 0 BUT FCC BUTNER UNICOR STUD INTERN BUSINESS & INDUSTRY GL-0099-0S 1 0 0 BUT FCC BUTNER ME SUPVRY CONTRSPECLST G5.1102-12 1 0 0 BUT FCC BUTNER ME SUN'S CLINICAL NURSE GS461O11 1 1 0 3 BUT FCC BUTNER ME TCHR G5.171O11 2 0 0 7 BUT FCC BUTNER ME TIME & LV GUI GL-0544-05 1 1 0 9 BUT FCC BUTNER UNICOR UNICORACCTNT GL-051009 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 GS-000642 1 0 0 34 BUT FCC BUTNER ME UPI SYS RPRER OPERTR FRMN WS-4742-0B 1 0 0 BUT FCC BUTNER PHS UTILELATION REVIEW NURSE CC-0610-10 1 2 0 BUT FCC BUTNER ME VOCTNL 7RNG INSTRU G5.1712-11 1 0 1 4 BUT FCC BUTNER ME WHSE WARR FRMN W5-6907-04 3 1 0 13 BUT FCC BUTNER UNICOR WHSE WRVS FRMN W5-6907-04 1 0 0 CAA LISP CANAAN ME ACCTG TECHNCN a-0525-07 1 0 0 6 CAA LISP CANAAN ME ADVANCED PRACTICE N GS-061O11 1 0 0 CAA LISP CANAAN ME CHAPLAIN G54060-12 1 0 0 CAA LISP CANAAN ME CHAPLAIN G5406O12 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 EMP DVIPMT SPECEST a-0201-09 1 1 0 CAA USD CANAAN ME FAOLASST GI:160347 1 0 1 CAA LISP CANAAN ME FOOD SRVC 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 MEDCL OFFCR GP-0602-15 1 0 0 CAA USD CANAAN ME PSYCHLGY TEGINCN 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 ATTY GS-090544 1 0 0 CCC MCC CHICAGO ME COMPR SPECLST GS421O21 1 0 0 CCC MCC CHICAGO ME CONTR SPECLST GL-1102-09 1 1 0 CCC MCC CHICAGO ME COOK FRMN W5.7404-0/3 1 0 0 1 CCC MCC CHICAGO ME DRUG ABUSE TRTMNT SPECLST G5-0101-11 1 0 0 6 CCC MCC OlICAGO ME EMP DV1PMT MGR GS-020143 1 1 0 CCC MCC CHICAGO ME ENGRG TECHNCN GS-0802-11 1 0 0 1 CCC MCC 04ICAGO ME FAOL 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 G5-0007-21 2 0 0 CCC MCC 041040 S&E MINCE WRKR FRMN WS-4749-0B 1 0 0 2 CCC MCC 041[AGO S&E PARAMEDIC GLOW-09 1 0 0 CCC MCC 041040 S&E PSYCHLGY PREDOCTORAL INTERN GL-0199-09 0 0 0 4 CCC MCC 041[AGO S&E AMR SPECLST GL-018&09 1 0 0 7 CCC MCC 04ICAGO ME REGISTERED NURSE GL0610-10 1 0 0 CCC MCC CHICAGO ME RELIGIOUS SRVCS ASST a-0303-07 0 0 0 4 EFTA00141571 CCC MCC CHICAGO S&E SAFETY MGR GS-0018-12 1 0 0 CCC MCC CHICAGO S&E 56 SUPRT TECHNCN GL-1802-08 1 0 0 S CCC MCC CHICAGO S&E SPEC COLIC TCHR G5.171O21 1 0 0 S CCC MCC CHICAGO S&E SPEC POPULATION PROG COORD GS-0101-11 1 0 0 CCC MCC 04ICAGO S&E SR OFFCRSPECLST GL-0007-08 21 1 0 CCC MCC CHICAGO S&E SUPTR EDUC/REC GS.1710-12 1 1 0 CCC MCC OCCAGO S&E TCHR GS1710-11 1 0 0 6 CCC MCC CHICAGO S&E UNIT SECT GL-0318-06 1 0 0 4 CCC MCC 04ICAGO 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 GS-0006-14 1 1 0 COA FCC COLEMAN S&E ASSOC WARDEN GS-0006-14 1 1 0 COA FCC COLEMAN S&E ASSOC WARDEN'S SECT GI031847 1 1 0 COA FCC COLEMAN S&E ASST FOOD SRVC ADMR GS.1667-12 1 1 0 COA FCC COLEMAN S&E ASST HUH SRVCS ADMR GS-0670-12 1 1 0 COA FCC COLEMAN S&E ASST SUPTR OF EDUC GS.171O12 1 1 0 COA FCC COLEMAN S&E BUDG ANAL GL-0560-09 1 0 0 3 COA FCC COWAN! S&E CASE MGR G54101-11 1 1 0 48 COA FCC COLEMAN S&E CASE MGR G54101-11 1 1 0 COA FCC COLEMAN S&E CHAPLAIN GS-006O12 1 0 0 COA FCC COLEMAN S&E CHAPLAIN TRAINEE GS-006O11 1 0 0 COA FCC COLEMAN S&E CLINICAL PSYCH - RHU G54180-13 1 0 0 COA FCC COLEMAN S&E CLINICAL PSYCH- STAFF GS-0180-12 1 1 0 COA FCC COLEMAN UNICOR COMPLEX FACTORY FRMN WS-4601-0B 7 0 0 COA FCC COLEMAN S&E COMPR SPECLST G5.221O12 1 0 0 COA FCC COLEMAN S&E COOK FRMN WS•740408 1 1 0 7 COA FCC COLEMAN S&E COOK FRMN WS740408 1 0 0 COA FCC COLEMAN S&E COOK FRMN WS740408 1 1 0 COA FCC COLEMAN S&E CORRICHIL CNSLR GL-0007-09 3 1 0 COA FCC COLEMAN S&E CORRICHIL CNSLR GL-0007-09 3 1 0 COA FCC COLEMAN S&E DEP CAPTAIN.COMPLEX GS-0007-12 1 0 0 COA FCC COLEMAN S&E DEP CASE MGMTCRD-COMPLIN GS-0101-12 1 0 0 COA FCC COLEMAN S&E DRUG ABUSE PROD CODRO G54180-13 1 0 0 I COA FCC COLEMAN S&E DRUG ABUSE TRTMNT SPEC G54101-11 1 0 0 3 COA FCC COLEMAN S&E COLIC SPECLST GS.1701-11 1 0 0 COA FCC COLEMAN S&E EDUCTECHNO1 G11702-07 1 0 0 COA FCC COLEMAN S&E ELCTRL MUM FRMN W5.280549 1 0 0 COA FCC COLEMAN S&E ELCTRONTECHNO1 GS-0856-11 1 0 0 COA FCC COLEMAN S&E EMERG MEDCL TECHNO1 GI-0640-09 2 0 0 COA FCC COLEMAN S&E EXEC ASST GS-000S-13 1 0 1 36 COA FCC COLEMAN S&E FNANCL SPECEST GI0501-09 1 0 0 9 COA FCC COLEMAN S&E GUIDANCE COUNSELOR G5.1740-21 1 0 0 COA FCC COLEMAN S&E HLTH INF TECHNCN GL-067S-D7 1 0 0 COA FCC COLEMAN S&E HLTH INF TECHNCN GL-067S-D7 1 1 0 COA FCC COLEMAN S&E HLTH SAVCS ASST GL-0303-07 1 1 0 COA FCC COLEMAN S&E HLTH SRVCS ASST GL-030347 1 0 0 COA FCC COLEMAN S&E HVAC FRMN WS•5150-09 1 0 0 COA FCC COLEMAN S&E HVAC FRMN WS5306CP9 1 0 0 COA FCC COLEMAN S&E INTERN GI:0099-0S 1 0 0 COA FCC COLEMAN S&E INTERN GL-9905-05 1 0 0 COA FCC COLEMAN S&E LT GS-0007-11 3 0 0 COA FCC COLEMAN S&E LT GS-0007-11 1 1 0 COA FCC COLEMAN S&E MEDtt OFFCR GP-0602-IS 1 0 0 COA FCC COLEMAN S&E MEDtt OFFCR - TELE PSYCH GP-0602IS 1 0 0 COA FCC COLEMAN S&E MEDICATION TECHNICUIN GL 0640 06 1 0 0 S COA FCC COLEMAN S&E MTNCE WRKR FRMN WS 4749 08 1 1 0 4 COA FCC COLEMAN S&E MTNCE WRKR FRMN WS474908 1 0 0 COA FCC OMMAN S&E MTNCE WRKR FRMN WS-47494/3 1 0 0 COA FCC COLEMAN PHS NURSE PRACTITIONER CC-0610-11 1 0 0 COA FCC COLEMAN UNICOR °PERINI ACCTNT GS-051O11 1 0 0 COA FCC COLEMAN S&E PARALEGAL SPECIALIST G5495O11 1 1 0 COA FCC COLEMAN S&E PHARMACY mart GS-066O11 1 0 0 COA FCC COLEMAN S&E PHYSICIAN ASSISTANT GS-0603-11 1 0 0 COA FCC COLEMAN S&E PHYSICIAN ASSISTANT GS-0603-11 1 1 0 COA FCC COLEMAN S&E PLMBNG WRKR FRMN WS-4206-08 1 0 0 COA FCC COLEMAN UNICOR PAWN CNTRLR G5.1152-11 1 0 0 COA FCC COLEMAN UNICOR PROEM ORFILA GS.1152-11 1 0 0 COA FCC COLEMAN S&E PSYCHLGY TECHNCN GL-0181-07 1 0 0 6 COA FCC COLEMAN S&E AMR SPECLST GL-0188-09 I 1 0 IS COA FCC COLEMAN PHS REGISTERED NURSE CC-0610-10 I 0 0 COA FCC COLEMAN S&E REGISTERED NURSE GL-0610-10 1 0 0 COA FCC COLEMAN S&E REGISTERED NURSE GL-0610-10 1 0 0 COA FCC COLEMAN S&E REGISTERED NURSE GL-0610-10 1 1 0 COA FCC COLEMAN S&E SAFETY SPECLST GL-0018-09 1 0 1 6 COA FCC COLEMAN S&E SECT GL-0318-06 1 0 0 10 COA FCC COLEMAN S&E SIS SUPRT TECWICN GL-0303-08 1 1 0 25 COA FCC COLEMAN S&E SIS SUPRT TECWICN GL-0303-08 1 1 0 EFTA00141572 COA FCC COLEMAN SSE SPEC EDUC TCHR GS.1710.11 1 0 0 COA FCC COLEMAN SSE SPEC EOUC TCHR GS.1710.11 1 0 0 COA FCC COLEMAN SSE SPEC TRIUNE PROG SPEC GS-0101-11 1 0 0 COA FCC COLEMAN SSE SPECTRIUNE PROG SPEC GS-0101-11 1 0 0 COA FCC COLEMAN SSE SR OFFCRSPECLS7 GL-0007-O8 78 4 0 COA FCC COLE MAN SSE TOM GS.1710-11 1 0 0 14 COA FCC COLE MAN SSE TCHR GS.1710-11 1 0 0 COA FCC COLEMAN SSE TCHR GS.1710.11 1 0 0 COA FCC COLEMAN UNICOR UNICOR BUS MGR GS-0501-23 1 2 0 COA FCC COLEMAN SSE UNIT SECY GL-03IB-06 1 2 0 COA FCC COLEMAN SSE UNIT SECY GL-03IB-06 1 2 0 COA FCC COLEMAN SSE UNIT SECY GL-03IB-06 1 0 0 COA FCC COLEMAN SSE VOCTNL 7RNG INSTRU G5.1711-21 1 I 0 COA FCC COLEMAN SSE VOCTNL 7RNG INSTRU G5.1711-21 1 I 0 COA FCC COLEMAN TRUST FUND WHSE WRItS FRMN W5490704 1 0 0 S COA FCC COLEMAN SSE WHSE WRItS FRMN W54907-03 1 0 0 4 COA FCC COLEMAN UNICOR WHSE WRItS FRMN W5490704 1 0 0 CPD CENTRAL OFFICE-CPD SSE ASST ADMR GS-0006-14 1 1 0 CPO CENTRAL OFFICE-CPD SSE Cµ INTELL UNIT GS-0006-14 1 1 0 S CPD CENTRAL OFFICE-CPD SSE CORRICHIL SRYttSPECLST GS-000643 1 0 1 9 CPD CENTRAL OFFICE-CPD SSE CORRECTHL SYSSPECLST GS-000642 1 0 0 IS CPD CENTRAL OFFICE-CPD SSE EXEC ASST GS-0006-24 1 1 0 IS CPD CENTRAL OFFICE-CPD SSE INTEL ANALYST GS-0006.22 1 1 0 CPD CENTRAL OFFICE-CPD SSE INTELL ANAL GS-0006.22 1 1 0 CPD CENTRAL OFFICE-CPD SSE INTELL ANAL PAERRIFIEID. YA GS-0006-I2 1 0 1 17 CPD CENTRAL OFFICE -OD SSE INTELL ANALYST GS-0006-I2 3 1 0 CPD CENTRAL OFFICE-CPD SSE INTELL ANALYST (Florence, CO) GS-000642 1 1 0 14 CPD CENTRAL OFFICE-CPD SSE IHTELL ANALYST (MARTINSBURG NU) GS-0006-22 1 1 0 CPD CENTRAL OFFICE-CPD SSE IHTELL °PERS OFFCR GS-0006-22 1 0 0 CPD CENTRAL OFFICE-CPD SSE INTELL OPUS OFFCR TMARTINSBURGI GS-000642 1 0 0 CPD CENTRAL OFFICE -CPD SSE INTELL OPUS OFFCR TMartinsburgl GS-0006.12 1 1 0 CPD CENTRAL OFFICE-CPD SSE INTELL OPUS OFFCR TOXLAHOMA CITY . NGU) GS-0006.12 1 0 0 14 CPD CENTRAL OFFICE -CPO SSE 'WELL RESSPECLS7 TCUMBERLANDI GS-0006.09 1 0 0 CPD CENTRAL OFFICE-CPD SSE INTELLRESSPECLSTTCUMBERLAND. MD) GS-0006.11 1 0 0 10 CPD CENTRAL OFFICE -CPD SSE INTELL RESSPECLS7 game Haute) GS-000641 1 0 0 1 CPD CENTRAL OFFICE -CPD SSE MGMT ANAL. GS-0143-23 1 1 0 10 CPD CENTRAL OFFICE-CPD SSE MGMT ANAL GS-0143-M 1 0 0 CPD CENTRAL OFFICE-CPD SSE MGMT ANAL GS-0143-22 1 1 0 CPD CENTRAL OFFICE-CPD SSE MGMT ANAL GS-0143-22 1 0 0 a CPD CENTRAL OFFICE -CPD SSE PHYSICAL SECURHYSPECLS7 GS-0080-22 1 1 0 CPD CENTRAL OFFICE -CPD SSE REGNL LAW ENFORCEMENT COORD GS-000644 1 0 0 CPD CENTRAL OFFICE -CPD SSE SCOUR SPECLST GS-0080-22 1 0 0 CPD CENTRAL OFFICE-CPD SSE SENIOR SECURE INS7 MGR (DAL) GS-0006-23 1 0 0 CPD CENTRAL OFFICE-CPD SSE SR INERT. MEAL GS.0006-23 4 1 0 CPD CENTRAL OFFICE-CPD SSE SR INTELL ANAL {Martinsburg) GS.0006-23 1 0 0 8 CPD CENTRAL OFFICE-CPD SSE SR INTELL MEAL TNEW YORK. NY) GS.0006-23 1 0 0 CPD CENTRAL OFFICE-CPD SSE STUD TR ICkricall GS-0399-0S 1 0 0 CRW FMC CARSWELL SSE ASSOC WARDEN'S SECT GL-0318-07 1 0 0 14 CRW FMC CARSWELL SSE ASST MATH SRVG ADMR GS-0670-22 1 1 0 CRW FMC CARSWELL SSE CST HUMAN RESOURCE MGR GS-0201.21 1 1 0 CRW FMC CARSWELL SSE ASST LOOSMITH GL-0301-09 1 0 0 CRW FMC CARSWELL SSE CAPTAIN'S SECT GL-031806 1 0 1 9 CRW FMC CARSWELL SSE CASE MGR GS-0201-21 1 1 0 24 CRW FMC CARSWELL SSE CM. DNTL OFKR GP-0680-14 1 0 0 CRW FMC CARSWELL PHS CHEF TECHNOLOGIST CC-0614-11 1 0 0 CRW FMC CARSWELL SSE COMPR SPECLST GS.2210-21 1 0 0 9 CRW FMC CARSWELL SSE COOK FRMN WS-7404-0B 1 1 0 CRW FMC CARSWELL SSE DRUG ABUSE PROG COORO GS-01130-23 1 0 0 CRW FMC CARSWELL SSE DRUG ABUSE PROG COORO GS-01130-23 1 0 0 CRW FMC CARSWELL SSE (DU STUD TR GS-179405 1 0 0 CRW FMC CARSWELL SSE ELCTRONTECHNCN GS-0856-21 1 0 0 CRW FMC CARSWELL SSE ENVRNMELCOMPINCSPECLS7 GS-0025-21 1 0 0 CRW FMC CARSWELL SSE FACE ASST GL-1603-07 1 0 0 CRW FMC CARSWELL SSE PONCE SPECIST GL-0501-09 1 1 0 CRW FMC CARSWELL SSE FORENSICS UNIT PSYCH GS-01130-23 1 1 0 CRW FMC CARSWELL SSE GUIDANCE COUNSELOR G5.1740-21 1 1 0 CRW FMC CARSWELL SSE HLTH INF TECHNCH GL-0675-07 1 0 1 CRW FMC CARSWELL SSE HLTH SRYCSASST GL-0303-07 2 1 0 CRW FMC CARSWELL SSE HLTH SRVCS STUD TR GL-0699.05 1 0 0 CRW FMC CARSWELL SSE HUMAN RESOURCE STUD TR GL-0199.05 1 0 0 CRW FMC CARSWELL SSE NYC FRMN WS-SIOG-09 1 0 0 CRW FMC CARSWELL SSE INFO TECH STUD TR G5.2299.05 1 0 0 CRW FMC CARSWELL SSE TAB SUM GS-0644-21 1 0 0 CRW FMC CARSWELL SSE LEG ASST GL-0986-0S 1 1 0 CRW FMC CARSWELL SSE LICENSED PRACTICAL NURSE GL-0620-07 3 0 0 CRW FMC CARSWELL SSE MEDCI OFFCR GP-0602-IS 6 0 0 CRW FMC CARSWELL SSE MEDCI RFC ADM SPECLST GL-0669-09 1 0 0 EFTA00141573 CRW FMC CARSWELL ME MEM SUPPTECHNO1 GI06214X 1 0 0 CRW FMC CARSWELL ME MEM TEOINLGST GL-0644-09 1 0 0 CRW FMC CARSWELL ME MID-LEVEL PRACTITIONER GS-061O11 1 0 0 CRW FMC CARSWELL PHS NURSE CONSULTANT IV CC-0610-12 1 0 0 4 CRW FMC CARSWELL ME PARAMEDIC GL-0640-09 1 0 0 CRW FMC CARSWELL PHS PM'S THRPST CC-0633-09 1 0 0 CRW FMC CARSWELL ME PROCUR& PROP SPECUT GL-1101-09 1 1 0 CRW FMC CARSWELL S&E PSYCHIATRIC NURSE GL-0610-10 3 0 0 CRW FMC CARSWELL ME PSYCHLGT STUD TR GL-0199-D7 1 0 0 CRW FMC CARSWELL ME PSYCHLGT TEOINCN GL-0181-D7 1 0 0 CRW FMC CARSWELL S&E PSYCHTRC MID.LEVEL PRACTITIONER GS 4603-12 1 0 0 CRW FMC CARSWELL ME REGIONAL SOCIAL WORKER G5418S-12 1 0 0 CRW FMC CARSWELL VIE REGISTERED NURSE GL-0610-10 9 1 0 CRW FMC CARSWELL S&E SAFETY COMPUANCE SPECLST GL-0018-09 1 0 0 lo CRW FMC CARSWELL PHS SENIOR STAFF DIETIT CC-063041 1 0 0 CRW FMC CARSWELL PHS SENIOR THERAPIST CC-0633-09 1 0 0 CRW FMC CARSWELL ME SOC SO STUD TR G54199.05 1 0 0 CRW FMC CARSWELL ME SPEC EDUC TCHR G5.1710-21 1 1 0 CRW FMC CARSWELL ME SPECIALTY PROG COORD G54180-13 1 0 0 CRW FMC CARSWELL ME SR OFFCRSPECLST GL-0007-08 10 1 0 CRW FMC CARSWELL ME STAFF PSYCH G54180-12 1 0 0 CRW FMC CARSWELL PHS SUPERVISORY CLINICAL NURSE CC-0610-11 1 0 0 1 CRW FMC CARSWELL S&E SUPVT CLINICAL NURSE GS 4610-11 1 0 0 CRW FMC CARSWELL ME SUPVT CORRECTIONAL SYSTEMS SPECIALIST G54006-11 1 0 0 3 CRW FMC CARSWELL ME TOOL RM OFFCR GL-0303-08 1 1 0 CRW FMC CARSWELL ME UNIT SECY GI:0318-06 1 1 0 31 CRW FMC CARSWELL PHS UTILa REV NURSE CC-0610-10 1 0 0 CRW FMC CARSWELL ME WHSE WRKR FRMN W54907-04 1 1 0 CRW FMC CARSWELL TRUST FUND WIG( WRKR FRMN W54907-04 1 1 0 CRW FMC CARSWELL ME WHSE WRKR FRMN W54907-03 1 1 0 CUM F0 CUMBERIAND ME ASSOC WARDEN'S SECY GL-0318-D7 1 0 0 CUM FO CUMBERIAND ME ASST HLTH SRVG ADMR GS 4670-11 1 1 0 CUM FO CUMBERIAND S&E BUS ADMR GS-050142 1 0 0 CUM FO CUMBERIAND UNICOR BUS ADMR GS-050142 1 0 0 CUM FO CUMBERIAND ME CAMP ADMR SECY GL-0318-D7 1 0 0 CUM FO CUMBERLAND S&E CASE MGR G54101-11 1 0 1 9 CUM FO CUMBERIAND ME CLNCL DIR GP-0602-IS 1 0 0 CUM FO CUMBERIAND ME COMPR SPECLST G3211O11 1 0 0 CUM FO GUMS/RUN° S&E COMPR SRVCS MGR GS421O12 1 0 0 CUM FO CUMBERIAND S&E DRUG ABUSE TRTMNT SPECLST G54101-11 1 0 0 CUM FO CUMBERIAND ME (DOC TECHNO1 GL1701-D7 1 0 0 CUM FO CUMBERIAND ME EXEC ASSTAATEUTE OPUS AOMR G54006-13 1 1 0 CUM FO CUMBERIAND ME GAOL MGR G5.164O22 1 0 0 CUM FO CUMBERIAND UNICOR FACTORY MGR G5.1101-12 1 0 0 CUM FO CUMBERIAND UNICOR FNANCL MGMT INTERN GI:0599-0S 1 0 0 CUM FO CUMBERIAND ME RPM SWIM GL-0188-09 1 0 0 CUM FO CUMBERIAND ME REGISTERED NURSE GL-0610-10 1 0 0 CUM FO CUMBERIAND UNICOR SILK SCREEN MKR & PFUNTER FRMN WS4401-0B 1 0 0 CUM FO CUMBERIAND ME SR OFFCRSPECLS7 GL0007-08 11 0 0 CUM FO CUMBERIAND UNICOR UNICOR BUS MGR GS-0'30143 1 0 0 CUM FO CUMBERIAND ME Unisys RPM OPERTR FRMN WS-4742-0B 1 1 0 DAN FO DANBURY ME ADVANCED PRACTICE N GS 461041 1 1 0 DAN FO DANBURY ME ASST NTH SRVCS ADMR GS 467041 1 1 0 DAN FO DANBURY ME CHAPLAIN GS-006O12 1 0 0 DAN PO DANBURY S&E CLNCL NURSE GL-0610-10 1 0 0 DAN PO DANBURY S&E COOK FRMN W5.7404-08 1 1 0 4 DAN PO DANBURY ME [DAMON'. CNSLR GI:01:07-09 1 0 0 DAN PO DANBURY S&E DRUG ABUSE TRTMNTSPECLST G54101-11 1 1 0 DAN PO DANBURY ME (DOC SPECLST G5.1701-11 1 0 0 DAN PO DANBURY UNICOR ELCTRL EQUIP WRKR FRMN W5.2854-08 1 0 0 DAN FO DANBURY S&E ELCTRL WRKR FRMN W5.280543 1 1 0 2 DAN FO DANBURY UNICOR FACTORY MGR G5.1601-12 1 0 0 DAN FO DANBURY ME GEN FRMN WS-4749-14 1 0 0 5 DAN FO DANBURY S&E HUMAN RESOURCE MGR GS-0201-12 1 0 0 DAN FO DANBURY UNICOR INCH SPECLST GS.115O12 1 0 0 DAN PO DANBURY PHS MIDLEVEL PRACTMONER CC-0610-11 1 1 0 DAN PO DANBURY ME MINCE WRKR FRMN WS-4749 08 1 0 0 4 DAN PO DANBURY ME PIPEFTR FRMN WS-420149 1 0 0 DAN PO DANBURY ME PLMBNG WRKR AWN WS-4206O8 1 0 0 1 DAN PO DANBURY ME PSYCHLGT PREDOCTORAL INTERN GL-0199-09 1 1 0 S DAN PO DANBURY UNICOR PURCHSG AGT GL110S-09 1 0 0 DAN PO DANBURY ME RELIGIOUS SRVCS ASST GL-0303-07 1 1 0 DAN PO DANBURY ME SPECIALTY PROG COORD GS-0180-13 1 0 0 2 DAN PO DANBURY S&E SPECIALTY PROG LOOM (SKILLS) GS-0180-13 1 0 0 S DAN FO DANBURY ME SR OFFCRSPECLST GL-0007-0B IS 1 0 4 DAN FO DANBURY PHS STAFF PHARMACIST CC-0660-11 1 0 0 DAN FO DANBURY S&E UTILSTS RPM OPERTR FRMN WS-474248 1 0 0 EFTA00141574 OCT MSTC - DENVER SEX AUDIO/VIS PROEM OFFCR G5.1071-12 1 1 0 OCT MSTC - DENVER SEX BUDG ANAL GS-056049 1 1 0 3 OCT MSTC • DENVER SEX DIRECTORS SEG G5-011808 1 1 0 OCT MSTC • DOWER SEX HUMAN RESOURCE SALMI GL-0201-09 1 0 0 5 OCT MSTC - DENVER S&E INSTRUCTIONAL SYS SPECLST G5.1750-12 3 1 0 OCT MSTC - DENVER S&E TRNG SPEGST G5-0006-12 1 0 0 10 OCT MSTC - DENVER S&E TRNG TECHNCN G5.1702-08 1 0 0 DEV FMC DEVENS S&E ASSOC WARDENS SECT GL-0318-07 1 0 0 DEV FMC DEVENS SEX ASST METH SRVCS ADMR G5-0670-12 1 0 0 UV FMC DEVENS SEX CHAPLAIN GS-0060-12 1 0 0 UV FMC DEVENS S&E CLNCL DIETMAN GS-0630-11 1 0 0 2 UV FMC DEVENS SEX COOK FRMN W5.7404-08 1 0 0 4 UV FMC DEVENS VIE DEP CH. PSYCH GS-0180-13 1 0 0 UV FMC DIMS PHS DRUG ABUSE FROG COORO CC-0180-13 1 0 0 UV FMC DLVENS VIE HLTH INF TECHNCN GI0675-07 1 0 0 UV FMC OVENS SEX HLTH SAWS ASST GL-0303-07 1 0 0 UV FMC DEVENS SEX HSKPNG TECHNCN GL-0640-08 1 0 0 UV FMC DEVENS SEX HUMAN RESOURCE MANAGER G54201-13 1 1 0 UV FMC DEVENS SEX HVAC FRMN W5.530649 2 1 0 UV FMC DEVENS PHS INFECTION PREY& CONE NURSE CC-0610-11 1 0 0 UV FMC DEVENS SEX 1AB SUM GS 4644-12 1 1 0 UV FMC DEVENS SEX LICENSED PRACTICAL NURSE GL-0620-07 1 0 0 UV FMC DEVENS SEX LT GS-0007-11 2 0 0 UV FMC DEVENS SEX LT G14007-09 1 1 0 UV FMC DEVENS SEX MEDCL OFFCR GP-0602-15 1 0 0 UV FMC DEVENS SEX MEDCL RFC ADMR GS-0669.11 1 0 0 UV FMC DEVENS SEX MENTAL HLTH UNIT PSYCH G5-0180-13 1 0 0 UV FMC DEVENS VIE MID-LEVEL PRACTITIONER -NP GS-0610-11 1 0 0 UV FMC DEVENS VIE MTNCE WRKA FRMN W5474908 1 1 0 UV FMC DEVENS SEX NRSNG ASST GL-0621-05 1 0 0 2 UV FMC DEVENS SEX PARAMEDIC G1-064009 1 0 0 1 UV FMC DEVENS PHS PHYSICIAN ASSISTANT CC-0603-11 1 0 0 UV FMC DEVENS S&E PSYCHLGY POSTDOCTORAL ITN G5-0180-11 1 0 0 1 UV FMC DEVENS ME PSYCHLGY PREDOCTORAL INTERN GL-0199-09 1 0 0 24 UV FMC MEW ME PSYCHLGY TECHNCN GL-0181-07 1 0 0 2 UV FMC DIMS S&E PSYCHTRC MID-LEVEL PRACTITIONER GS-0610-12 1 0 0 UV FMC OWENS S&E PSYCHTFIC PHYSCN GP-0602-1S 1 0 0 UV FMC (*TENS S&E FICA THRPST GL-0638-09 1 0 0 UV FMC DEVENS S&E REGISTERED NURSE GL-0610-10 S 1 0 1 UV FMC DEVENS S&E RELIGIOUS SRVCS ASST GL-0303-07 1 0 0 1 UV FMC DEVENS S&E SAFETY ADMINISTRATIOR G5-0018-13 1 1 0 UV FMC DEVENS PHS SENIOR PHARMACIST CC-0660-11 1 0 0 UV FMC DEVENS VIE SEX OFFENDER PROG PSYCH GS-0180-13 1 0 0 UV FMC DEVENS VIE SEX OFFENDER PROG SPECLST GS-0101-11 1 0 0 UV FMC DEVENS S&E SOC VOUCH GS-0185-11 1 0 0 UV FMC DEVENS PHS SOCIAL WORKER CC-0185-11 1 0 0 UV FMC DEVENS SEX SPEC INVESTGATA/E AGT GS-0006-12 1 1 0 DEV WC OWENS SEX SA OFFCRSPECLST GL-0037-08 33 1 0 DEV FMC OVENS PHS STAFF NURSE CC-0610-10 1 0 0 DEV FMC DEVENS SEX STUDENT INTERN GL-0699-05 1 0 0 DEV FMC DEVENS SEX SUPVY CLINICAL NURSE GS-0610-11 1 0 0 DEV FMC DEVENS SEX TCHR G5.1710-21 1 0 0 DEV FMC DEVENS SEX TIME & LV CLK GL-0S44-05 1 0 0 UV FMC DEVENS SEX UNIT MGR G5-0006-12 1 0 0 7 UV FMC DEVENS SEX UNIT SECT GL-0318-06 1 0 0 12 UV FMC DEVENS SEX um sys RPM OPERTR FRMN W5474248 1 0 0 UV FMC DEVENS SEX WARDEN ES-0306.1S 1 0 0 UV FMC DEVENS S&E WMSE WARR AWN W54907-04 1 0 0 DIR CENTRAL OFFICE-DIR S&E ADMV OFFCR G54341-11 1 0 0 DIR CENTRAL OFFICE-DIR S&E ASSOCIATE DEPUTY DIRECTOR ES -034000 1 1 0 DIA CENTRAL OFFICE-DIR S&E 04, Ca OF LEGISAFF GS-00064S 1 0 0 DIR CENTRAL OFFICE-DIR VIE Cµ OFF OF LEGG AFF GS-00064S 1 0 0 DIR CENTRAL OFFICE-DIR VIE FORMS ANAL G5-0143-12 1 0 0 ON FPC DULUTH S&E CAPTAIN'S SECT GL-031846 1 0 0 DTH FPC DULUTH SEX CH PSYCH G5-0180-13 1 1 0 DTH FPC DULUTH S&E DRUG ABUSE TRTMNTSPECIST G5-0101-11 1 1 0 DTH FPC DULUTH S&E ELCTRL WRKR FRMN W5.280549 1 1 0 DTH FPC DULUTH S&E GAOL MGR G5.1640-21 1 1 0 DTH FPC DULUTH SEX PIANO. PULSE GI:0501-09 1 0 0 DTH FPC DULUTH SEX HEALTH SERVICES ASSISTANT G54303.07 1 1 0 2 DTH FPC DULUTH SEX HUMAN RESOURCE SALMI GL-0201-09 1 0 0 9 DTH FPC DULUTH S&E LT G14007-09 3 0 0 DTH FPC DULUTH SEX MEDGTECHNCN GL-064006 1 0 0 DTH FPC DULUTH SEX REGISTERED NURSE GS-0610-10 1 1 0 DTH FPC DULUTH VIE SAFETY MGR GS-001841 1 0 0 DTH FPC DULUTH VIE SA OFFCRSPECLST GL-0037-08 3 1 0 DTH FPC DULUTH VIE SUPV OF EDUC GS.1710-11 1 1 0 EFTA00141575 D114 FPC DULUTH ME UNIT SECT GL-0118-06 1 0 0 DUB FO DUBLIN ME ADVANCED PRACTICE NURSE GS-0610-11 1 0 0 DUB FO DUBLIN S&E ASSOC WARDEN GS-0006-14 1 1 0 DUB FO DUBUN ME ASSOC WARDEN'S SECT GL-0318-07 1 1 0 1 DUB FO DUBLIN ME BUDG &ACCTG OFFCR GS-0501-11 1 0 0 2 DUB FO DUBLIN ME CAPTAIN'S SEC! GL-0318-06 1 0 0 DUB FO DUBLIN ME CASE MGR GS-0101-11 2 0 0 4 DUB FO DUBUN VIE CHAPLAIN GS-006612 1 0 0 DUB FO DUBLIN ME CHAPLAIN GS-006O12 1 0 0 2 DUB FO DUBLIN ME CLNCL DIA GP-0603-15 1 0 0 DUB FO DUBUN ME COMPR SRVG MGR G5.2210-12 1 0 0 DUB FO DUBLIN ME COOK FRMN W5.7404-08 6 0 0 DUB FO DUBLIN UNICOR CUSTMR SEUL REP GL-0303-09 1 0 0 DUB FO DUBLIN ME DENTAL ASSISTANT GL43681-06 1 0 0 2 DUB FO DUBLIN UNICOR DISTR SPECLSTNINCOR) GL-2M0O9 1 0 0 DUB FO DUBUN ME DRUG ABUSE PEOG GOURD MAT SPANISH GS-018043 1 0 0 2 DUB FO DUBLIN ME DRUG ABUSE TRTMNTSPECLST G5-0101-11 3 0 0 DUB FO DUBUN UNICOR FACTORY MGR G5.1101-12 1 0 0 DUB FO DUBLIN ME LICENSED PRACTICAL NURSE GL-062007 1 0 0 DUB FO DUBLIN ME LT GL-0007-O9 1 1 0 DUB FO DUBLIN ME LT GS-0007-11 1 1 0 DUB FO DUBLIN ME MEDCL REC ADM SPECLST GL-0669-09 1 1 0 DUB FO DUBLIN ME MEDICAL OFFICER GP-0602-15 1 0 0 DUB FO DUBUN S&E MID-LEVEL PRACTMONER GS-0603-11 1 0 0 DUB FO DUBUN PHS MID-LEVEL PRACTITIONER NP CC-0610-11 1 0 0 DUB FO DUBLIN S&E PARAMEDIC GL-0640-09 1 0 0 DUB FO DUBLIN PHS REGNL WITH SRYCSADMR CC-0670-14 1 0 0 1 DUB FO DUBUN S&E REGNL PHYSIOAN G5-0601-IS 1 0 0 5 DUB FO DUBLIN ME SAFETY COMPLNC SPECLST GL-0018-09 1 0 0 1 DUB FO DUBUN ME SEG GL-0318-06 1 0 0 DUB FO DUBLIN ME SOC WRKR G54185-11 1 0 0 DUB FO DUBLIN ME SPECIALTY PROD COORD - RESOLVE SPANISH G5-0180-13 1 0 0 DUB FO DUBUN VIE SROFFCRSPECIST GI:01:07-08 11 0 0 DUB FO DUBUN ME STAFF PSYCH G5-0180-12 3 0 0 DUB FO DUBLIN ME SUPVRY CHAPLAIN GS-006O12 1 1 0 DUB FO DUBLIN ME SUPVY CORRECHONAL SYSTEMS SPEOAUST GS-000641 1 0 0 DUB FO DUBUN ME TCHR G5.1710-11 1 0 0 7 DUB FO DUBLIN S&E TOOL AM OFFCR GL-0303-08 1 1 0 DUB FO DUBLIN ME VOCTNLTENG INSTRU G5.1711-11 1 o 0 DUB FO DUBLIN TRUST FUND WHSE WAKE FRMN W54907-04 1 0 0 EDG FO EDGEFIELD S&E ASSOC WARDEN GS-0006-14 1 1 0 EGG FO EDGEFIELD ME ASSOC WARDEN'S SECT GL-031807 1 1 0 EDG FO EDGEFIELD ME CAPTAIN GS.0007-12 1 1 0 EDG FO EDGEFIELD ME CAPTAIN'S SECT GL-0318-06 1 1 1 14 EPA FO EDGEFIELD ME CASE MGR 04101-11 1 0 0 EDG FO EDGEFIELD PHS CHEF GENERAL DENTA CC-068006 1 1 0 3 EDG FO EDGEFIELD S&E CLINICAL PSYCH GS-018O13 1 o 0 EDG FO EDGEFIELD ME CORRECTEL CNSLE GL-0007-O9 1 1 0 6 EDG FO EDGEFIELD ME CORRECINL SYS OFFCE GL-0007-0B 1 1 1 13 EDG FO EDGEFIELD PHS DRUG ABUSE PROG GOURD CC-0OOD00 1 0 0 EDG FO EDGEFIELD ME MUG TECHNCN GL-1702-07 1 1 0 EDG FO EDGEFIELD UNICOR FABRIC WRKR AWN W5.3105-07 4 0 0 4 EDG FO EDGEFIELD ME HLTH MG ASST GS-030307 1 o 0 EDG FO EDGEFIELD ME LEG ASST GL-0986-08 1 0 0 EDG FO EDGEFIELD ME LOCKSMITH G5-0301-10 1 o 0 EDG FO EDGEFIELD ME LT GS-0007-11 4 1 0 EDG FO EDGEFIELD ME LT GI:01:07-09 1 1 0 EGG FO EDGEFIELD PHS MID-LEVEL PRACTMONER CC-0000-00 1 0 0 EDG F0 MEMO ME MINCE WRKR FRMN WS-4749-08 1 0 0 EDG FO EDGEFIELD ME MTRLS HNOtE SUPVR W54907-04 1 0 0 EGG FO EDGEFIELD PHS PHARMACIST CC43610-10 1 0 0 EDG FO EDGEFIELD ME PSTCHLGT TEC/INCE GL-0181-D7 1 1 0 EDG FO EDGEFIELD ME REGISTERED NURSE GL-0610-10 1 0 0 EGG FO EDGEFIELD UNICOR REMOTE OPERTNL AGGRO GS-0510-11 1 0 0 EDG FO EDGEFIELD PHS SENIOR PHARMAOST CC-0660-06 1 0 0 EDG FO EDGEFIELD ME SROFFCRSPECIST GI:01:07-08 27 0 0 EPA FO EDGEFIELD ME STAFF PSYCH G5-0180-12 1 o 0 EDG FO EDGEFIELD ME STUD TR G5.1799-05 1 0 0 EDG FO EDGEFIELD ME SUPVRY CONTRACT SPEC GS.1101-11 1 0 0 EDG FO EDGEFIELD ME UNIT MGR GS-0006-12 1 1 0 16 (DC FO EDGEFIELD ME UNIT SECT GL-0318-06 1 1 0 IS (DC FO EDGEFIELD TRUST FUND WHSE WRKR FRMN W5-6907-04 1 o 0 ELK FO ELKTON ME ASST HLTM SRVG ADMR GS-067O11 1 1 0 ELK FO ELKTON ME BUDG ANAL GL-0560-09 1 1 0 ELK FO ELKTON ME CAPTAIN G54007-12 1 1 0 ELK FO ELKTON ME CASE MGR GL-0101-11 1 1 0 ELK FO ELKTON S&E CM PSYCH GS-0180-14 1 0 0 EFTA00141576 ELK FO ELKTON UNICOR COMPRASST G14333549 3 0 0 ELK FO ELKTON UNICOR COMPR SPECLST G4221009 3 0 0 ELK FO ELKTON S&E COMM SPECLST GL-1102-09 1 0 0 ELK FO ELKTON S&E COOK FRMN W5.740448 1 0 0 ELK FO ELKTON UNICOR DATA SRVG FACTORY MGR G54101-12 1 0 0 ELK FO ELKTON S&E DRUG ABUSE TRTMNTSPECLST GL-0101-11 1 1 0 S ELK FO ELKTON S&E EDUCTECHNOI GL-1702-07 1 0 1 1 ELK FO ELKTON S&E ELCTRONTECIINCN G5485641 1 0 0 3 ELK FO ELKTON S&E FINANCIAL SPECLS7 GL-0501-09 1 1 0 ELK FO ELKTON S&E HUMAN RESOURCE MGR G54201-12 1 0 0 1 ELK FO ELKTON S&E LT GI-0007-09 1 1 0 ELK FO ELKTON S&E LT G54007-11 1 1 0 ELK FO ELKTON S&E PROCUR& PROP SMUT GL-1101-09 1 0 0 ELK FO ELKTON S&E REGISTERED NURSE GI-0610-10 1 0 0 ELK FO ELKTON S&E SPORTS SMUT GL4030-09 1 1 0 ELK FO ELKTON S&E SR OFFCRSPECLST GL-0007-08 26 1 0 ELK FO ELKTON S&E UNITSECY GL43318-06 3 1 0 ELK FO ELKTON S&E WARDEN GS4006-15 1 1 0 ENG FO ENGLEW000 S&E ASSOC WARDENS SEC/ GL43318-07 1 0 0 10 ENG FO ENGLEW000 S&E CASE MGR G54101-11 2 1 0 9 ENG FO ENGLEW000 S&E 04 PSYCH G54180-14 1 0 0 S ENG FO ENGLEWOOD S&E CLNCL NURSE G5461O10 1 0 0 ENG FO ENGLEWOOD S&E COOK FRMN W5.7404403 1 0 0 ENG FO ENGLEWOOD S&E CORRECTNL SYS OFFER GL-0007-08 1 0 0 ENG FO ENGLEWOOD S&E ELCTRL WRKR FRMN W5.280549 1 0 0 4 ENG FO ENGLEWOOD S&E EMERG MEDCLTECHNO1 GL-0640-09 1 0 0 ENG FO ENGLEWOOD UNICOR FABR/C WRKR FRMN W5.3105.07 1 0 0 ENG FO ENGLEWOOD S&E FAOLASST GI:160347 1 0 0 3 ENG FO ENGLEWOOD SU FNANCL spcam GL43501-09 1 1 0 3 ENG FO ENGLEWOOD SU FORENSICS UNIT PSYCH G54180-13 1 0 0 ENG FO ENGLEW000 SU HLTH INF TECHNO4 G14367547 1 0 0 1 ENG FO ENGLEWOOD SU HUMAN RESOURCE MGR G54201-12 1 1 0 ENG FO ENGLEWOOD UNICOR INDL ENGRG TECIINCN GL-0895-09 2 0 0 ENG FO ENGLEWOOD UNICOR INDL HYGIENST G54690-12 1 0 0 ENG FO ENGLEWOOD SU LT G54007-11 3 1 0 ENG FO ENGLEWOOD SU MTRLS HNDLR WS.690743 1 0 0 ENG FO ENGLEWOOD UNICOR MTRLS HNDLR W5490704 1 0 0 ENG FO ENGLEWOOD SU PARAMEDIC GL4640-09 1 0 0 ENG FO ENGLEWOOD SU PH..1014557 GS-0603-11 1 1 0 ENG FO ENGLEWOOD UNICOR PROG MGR G54101-13 1 0 0 ENG FO ENGLEWOOD SU PSYCHLGY PREDOCTORAL INMAN GL-0199-09 1 0 0 8 ENG FO ENGLEWOOD SU SEX OFFENDER PROG COORD GS-018043 1 0 0 1 ENG FO ENGLEWOOD SU SPECIALTY 7RTMNT PROD SPEC'S GS-010141 1 0 0 ENG FO ENGLEWOOD SU SR OFFCRSPECLST GL4007-08 25 1 0 ENG FO ENGLEWOOD SU STAFF PHARMACIST G5466O11 0 0 0 ENG FO ENGLEWOOD SU SUPVRY C0t4TRSPECLST GL-1102-11 1 0 0 ENG FO ENGLEWOOD SU TOOL RM OFFER GL-0303-08 1 0 1 ENG FO ENGLEWOOD UNICOR UNICOR BUS MGR GS4501-12 1 0 0 ENG FO ENGLEWOOD SU UNIT MGR GS4006-12 1 1 0 ENG FO ENGLEWOOD SU UNITSECY GL-0318-06 1 1 0 7 ENG FO ENGLEWOOD SU um sys RPM CfERTR FRMN W5474248 1 0 0 ENG FO ENGLEWOOD SU WHSE WRKR FRMN W5490704 3 0 0 5 ERE FO EL RENO UNICOR ACCINT GL4510-09 1 0 0 ERE FO EL RENO UNICOR BUS ADMR GS-0501-12 1 0 0 ERE FO EL RENO SU CASE MGR G54101-11 1 0 0 6 ERE FO EL RENO SU CORRECTNL CNSLR G1-000749 1 0 0 ERE FO EL RENO UNICOR COST ACCINT GS-051O11 1 0 0 ERE FO EL RENO UNICOR DAIRY FARMER FRMN W5.500147 1 0 0 ERE FO EL RENO UNICOR GEN FRMN W5.3801.14 1 0 0 ERE FO EL RENO SU HLTH SRVCSASST GL-0303-07 1 0 0 ERE FO EL RENO SU HUMAN RESOURCE MGR G54201-12 1 0 0 ERE FO EL RENO SU HUMAN RESOURCE STUD TR GS-0299.0S 1 0 0 ERE FO EL RENO SU LT G54007-11 3 1 0 4 ERE FO EL RENO PHS MID-LEVEL PRACTITIONER CC-0603-11 1 0 0 ERE FO EL RENO UNICOR MTL WRKR SUPYR W5.380148 1 0 0 ERE FO EL RENO UNICOR PROEM CNTRLR G5.1152-11 1 0 0 ERE FO EL RENO SU PSYCH LGY STUD TR INTERN GS-019407 1 1 0 ERE FO EL RENO SU RELIGiOUS SRVG MST GL-0303-07 1 0 0 ERE FO EL RENO UNICOR SHEET MTLWRKR FRMN W5.380608 1 0 0 ERE FO EL RENO SU SR OFFCRSPECLST GL-0007.D8 20 0 0 ERE FO EL RENO SU STAFF MEDICAL OFFIC G54601-15 1 0 0 ERE FO EL RENO SU STUO TR GL-179945 1 0 0 ERE FO EL RENO SU STUD TR GL-1299-05 1 0 0 ERE FO EL RENO SU TCHR G5.171O11 1 0 0 ERE FO EL RENO UNICOR UNICORACCTNT GS451O11 1 0 0 ERE FO EL RENO SU VOCTNL 7RNG INSTRU G54712-11 1 0 0 ERE FO EL RENO UNICOR WHSE WRKR SUVA W54907.04 1 0 0 EFTA00141577 CST FO ESTILL SIIE ACCOUNTANT GI-0510-09 1 0 0 CST FO ESTILL SIIE ACCTG STUD TR GS-0099.0S 1 0 0 CST FO ESTILL S&E CAPTAIN'S SECY GL-031206 1 0 0 CST FO ESTILL S&E CASE MGR GS-0101-11 4 0 0 CST FO ESTILL S&E COMPR SPECLST GS.2210-11 1 0 0 CST FO ESTILL S&E COOK FRMN W5.7404-08 S 1 0 CST FO ESTILL S&E CORRECTNL CNSLR GL-0037-09 3 0 0 CST FO ESTILL St& CORRECTNL SYS OFFCR GL-0007-08 2 0 0 I2 CST FO ESTILL SIIE DENTAL HYGIENIST GL-06.91-08 1 0 0 1 EST FO ESTILL S&E ()Nil OFFCR GS-0690-13 1 0 0 EST FO ESTILL S&E DRUG ABUSE PROG COORO GS-01130-13 1 0 0 3 (Si FO ESTILL S&E EDUCTECHNCI4 GL-1701-07 1 0 0 (Si FO ESTILL S&E ELCTRONTECHNCI4 GS-085641 1 0 0 EST FO ESTILL S&E MI PROG SPEC GI-0501-09 1 1 0 EST FO ESTILL S&E HLTH SRVCSASST GI-0303-07 1 0 0 EST FO ESTILL S&E HLTH SRVCS STUD TR GS-0099-0S 1 0 0 EST FO ESTILL S&E HUMAN RESOURCE STUD TR GS-0099-0S 1 0 0 EST FO ESTILL S&E INFO TECH STUD TR GS-0099-0S 1 0 0 EST FO ESTILL S&E LT GL-0037-09 1 0 0 CST FO ESTILL S&E LT GS-0007-11 4 1 0 EST FO ESTILL S&E MEDtt OFFCR GP-0602-1S 1 0 0 EST FO ESTILL PHS MIDLEVEL PRACTITIONER 1 1 0 EST FO ESTILL PHS PHARMACIST 1 0 0 EST FO ESTILL S&E PSYCHLGT TECHNCN GI:0181-07 1 1 0 CST FO ESTILL S&E REGISTERED NURSE GL-0610-10 3 0 0 CST FO ESTILL S&E RELIGIOUS SRVG MST GL-0301-07 1 0 0 CST FO ESTILL S&E SAFETY ADMINISTRATOR GS-001212 1 1 0 CST FO ESTILL S&E SR OFFCRSPECLST GL-0037-08 50 0 0 CST FO ESTILL S&E STAFF PSYCH GS-01130-12 1 0 0 CST FO ESTILL S&E TCHR GS-1701-11 1 0 0 CST FO ESTILL UNICOR UNICORACC7NT GS-0510-11 1 0 0 CST FO ESTILL S&E UNIT MGR GS-0006-12 1 0 0 CST FO ESTILL S&E UNIT SECY GI:031206 1 0 0 CST FO ESTILL S&E VOCTNL TRNG INSTRU Electridan GS-1711-11 1 0 0 EST FO ESTILL S&E VOCTNL 7RNG INSTRU Welder GS-1711-11 1 0 0 EST FO ESTILL S&E WHSE WRKR FRMN WS-6907-04 1 0 0 EST FO ESTILL TRUST FUND WHSE WRKR FRMN W5490744 1 1 0 FAI FO FAIRTON S&E ADVANCED PRACTICE N GS-0610-11 1 0 0 FAI FO FAIRTON S&E BUS ADMR GS-0S01-12 1 1 1 FAI FO FAIRTON S&E CASE MGR GS-0101-11 1 0 0 FAI FO FAIRTON S&E CLNCL NURSE GL-0610-10 1 1 0 FN FO FAIRTON S&E COMPR SPECLST GS-2210-11 1 0 0 FN FO FAIRTON S&E COMPR SRVCS MGR GS-2210-12 1 0 0 FM FO FAIRTON S&E [OMR SRECLST GI:1101-07 1 0 0 FM FO FAIRTON S&E COOK FRMN WS-7404.0B 1 1 0 4 FM FO FAIRTON S&E CORRECTNL CNSLR GL-0037-09 1 0 0 4 FM FO FAIRTON UNICOR DISTR SRYCS MR GL-0303-09 1 0 0 FM FO FAIRTON S&E EDUCSPECLST GS-1701-11 1 0 0 FM FO FAIRTON S&E ELCTRL WRKR FRMN WS-2805O9 1 0 0 FM FO FAIRTON S&E HLTH SRVCSADMR GS-0670-12 1 0 1 FN FO FAIRTON S&E HUMAN RESOURCE STUD TR GL-0199-0S 1 0 0 FN FO FAIRTON S&E LT GS-0007-11 1 0 0 FN FO FAIRTON S&E LT GS-0007-11 1 0 0 FM FO FAIRTON S&E MINCE WRKR FRMN WS-47494B 1 1 0 FM FO FAIRTON S&E PARAMEDIC GL-0640-09 1 0 0 FM FO FAIRTON S&E PSYCHLGT TECHNCN GL-0181-07 1 0 0 FM FO FAIRTON UNICOR QUAL ASSRNC MGR GS-1910-11 1 0 0 CAI FO FAIRTON UNICOR MIAI ASSANC SPEOST Gl..1910-09 1 0 0 FAI FO FAIRTON S&E AMR SMUT GI:016209 1 1 0 FAI FO FAIRTON S&E SR OFFCRSPECLST GL-0607-08 7 1 0 CAI FO FAIRTON S&E TCHR GS.1710-11 1 0 0 FAI FO FAIRTON S&E UNIT MGR GS-0006-12 1 0 0 9 FAI FO FAIRTON S&E UNIT SECT GI:031206 1 0 0 1l FM FO FAIRTON S&E WARDENS SEC( GI:03120El 1 0 0 FM FO FAIRTON S&E WHSE WRKR FRMN WS-6907-04 1 1 0 FLM FCC FLORENCE S&E ADVANCED CARE LVL PSYCH GS-0180-13 3 0 0 FLM FCC FUNENCE S&E ADVANCED PRACTICE N GS-0610-11 1 0 0 FLM FCC FLORENCE S&E AD% UNIT PSYCH GS-0180-13 1 0 0 FLM FCC FLORENCE S&E ASSOC WARDEN GS-000S-14 1 1 0 FLM FCC FUNENCE S&E ASSOC WARDEN'S SECY GL-031B-07 1 1 0 FLM FCC FLORENCE S&E ASST FOOD SRVCADMR IMI GS-1667-09 1 0 0 FLM FCC FLORENCE S&E ASST HLTH SRVG ADMR GS-0670-12 1 0 0 FLM FCC FUNENCE S&E BUDG &ACCTG OFFCR GS-0501-12 1 0 0 FLM FCC FLORENCE S&E BUDG ANAL GL-0560-09 1 0 0 RA FCC FLORENCE S&E CAMP ADMR GS-0006-13 1 1 0 RA FCC FLORENCE S&E CAPTAIN'S SECT GL-0316-06 1 0 0 7 RA FCC FLORENCE S&E CASE MGR GS-0101-11 S 1 0 9 EFTA00141578 FLM FCC FLORENCE VIE CH PSYCH GS-0180-14 1 2 0 FLM FCC FLORENCE ME CHAPLAIN GS-006042 1 0 0 FLM FCCFLORENCE PHS CHIEF PHARMACIST GS-066042 1 2 0 FLM FCCFLORENCE ME COMPR SPECLST G5.2210-21 1 0 0 FLM FCC FLORENCE ME COOK FRMN W5.7404-08 7 2 0 4 FLM FCC FLORENCE ME CORRECTNL CNSLR GL-0037-09 3 1 0 FLM FCC FLORENCE VIE DEP CAPTAIN.COMPLEX GS-0007-23 1 I 0 P.M FCCFLORENCE ME DEP CH, PSYCH GS-0180-13 1 0 0 FLM FCC FLORENCE PIE ONE HYGIENIST GL-0682-08 1 0 0 FLM FCC FLORENCE PIE DRUG ABUSE TRTMNT SPECLST GS-0101-11 3 1 0 FLM FCCFLORENCE ME ELCTRL WRKR FRMN W5.280609 1 0 0 2 FLM FCC FLORENCE PIE ELCTRONTECHNCNITRI GL-0856-10 1 0 0 FLM FCCFLORENCE PIE ENGRG TECHNCN GS-0802-11 1 0 0 2 FLM FCCFLORENCE UNICOR FIELD FNANCLADMR G54350143 1 0 0 FLM FCCFLORENCE PIE FOOD %VC ASST GL-1603-07 1 0 0 FLM FCCFLORENCE PIE GUIDANCE COUNSELOR G5.1740-21 1 0 0 FLM FCCFLORENCE PIE HLTH SRVCSADMR GS-067043 1 0 0 6 PM FCCFLORENCE PIE HUMAN RESOURCE MGR GS-020143 1 0 1 1 PM FCC FLORENCE PIE HUMAN RESOURCE SPECIST GL-0201-09 2 0 0 PM FCC FLORENCE ME LT GS-000741 2 0 0 PM FCC FLORENCE ME LT GS-000741 1 0 0 PM FCC FLORENCE VIE LT GS-000741 S 2 0 PM FCC FLORENCE PIE MEDCL OFFCR GP-06024S 1 0 0 PM FCCFLORENCE PIE MID-LEVEL PRACTITIONER GS-060341 1 0 0 FLM FCCFLORENCE PIE MINCE WPM FRMN WS-4749OB 1 1 0 FLM FCC FLORENCE PIE PARAMEDIC GL-0640-09 1 0 0 FUN FCCFLORENCE PIE PROCUREMENT AND PROPERTY SPECIALIST GL-1101-09 1 1 0 FUN FCC FLORENCE PHS PSYCHIATRIC NURSE GL-0610-10 1 0 0 FUN FCCFLORENCE PIE PSYCHOLOGY TECHNIOAN GL-0181-07 1 0 0 FUN FCC FLORENCE PIE PSYCHIRC MID.LEYEL PRACTITIONER GS-061012 1 1 0 FUN FCCFLORENCE PIE QUAL IMPFWMT/INFECTIONCONTRL NURSE GS-061011 1 1 0 FUN FCC FLORENCE PIE FICA SPECIST GL-0188-09 3 1 0 FLM FCCFLORENCE ME REENTRY AFF COORD GS-010141 1 1 0 FUN FCC FLORENCE PIE REGISTERED NURSE GL-0610-10 4 0 0 FLM FCC FLORENCE PIE REINTEGRATION UNIT PSYCH GS-0180-13 1 0 0 FLM FCC FLORENCE ME RELIGIOUS SRVCS ASST GL-0303-07 1 0 0 FLM FCC FLORENCE VIE RESTRICTIVE HOUSING PSYCH GS-0180-13 1 0 0 FLM FCCFLORENCE ME SAFETY ADMIN G5-0018-13 1 1 0 FLM FCC FLORENCE ME StS TELEPH MNTR GL-0303-08 1 0 0 FLM FCCFLORENCE ME SPEC EDUC TCHR G5.1710-21 1 0 0 FLM FCCFLORENCE ME SPECIALTY PROG COORD - STAGES GS-0180-13 1 0 1 2 FLM FCC FLORENCE ME SPECIALTY TRTMNT PROG SPECIST GS-010141 6 1 0 3 FUN FCCFLORENCE ME SR OFFCRSPECLST GL-0037-08 103 1 0 FUN FCC FLORENCE VIE TOW G5.1710-21 1 1 0 S FUN FCC FLORENCE PIE UNIT MGR GS-0006-12 1 1 0 FUN FCC FLORENCE PIE UNIT SECT GL-031B-06 3 1 0 FUN FCCFLORENCE PIE um vs RPM OPERTR FRNIN WS-4742-0B 1 1 0 FUN FCC FLORENCE PIE VOCTNLTRNG INSTRU GS-1712-11 1 0 0 FUN FCC FLORENCE PIE WHSE WRICR EWAN W5490704 3 1 0 3 FUN FCC FLORENCE VIE WHSE WRKR FRMN W54907-03 1 0 0 FOR FCC FORREST CITY VIE ASSOC WARDEN'S SEC( GI:031807 1 2 1 8 FOR FCC FORREST CITY VIE ASST FOOD SRVCADMR G51667-12 1 1 0 FOR FCC FORREST CITY PIE ASST HUH Sava ADMR GS-0670-22 1 0 0 FOR FCC FORREST CITY PIE ASST IIJMAN RESOURCE MGR GS-0201-12 1 1 0 FOR FCC FORREST CITY PIE CASE MGR GS-0101-11 3 1 0 22 FOR FCC FORREST CITY PIE CHAPLAIN GS-006042 1 0 0 FOR FCC FORREST CITY PIE CLNCL DIA GP-0602-1S 1 0 0 FOR FCC FORREST CITY ME COMPLEX WARDEN GS-0006-25 1 1 0 FOR FCC FORREST CITY PIE COMPR SPECLST GL-2210-11 1 0 0 FOR FCC FORREST cm PIE COMPR SRVCS MGR G5.2210-23 1 0 0 FOR FCC FORREST CITY ME COOK FRMN W5.7404-0/3 1 1 0 3 FOR FCC FORREST CITY VIE CORRECTNL CNSLR GL-01:07-09 3 0 0 FOR FCC FORREST CITY PIE CORRECTNL SYS OFFCR GLO007-08 1 1 1 02 FOR FCC FORREST CITY ME DNTLOFFCR GP-0680.13 1 0 0 FOR FCC FORREST CITY PIE (DU STUD TR G5.1799-05 1 0 0 FOR FCC FORREST CITY PIE EDUCTECHNCN GL-1702-07 1 1 0 FOR FCC FORREST CITY UNICOR FACTORY MGR GS.1101-22 1 0 0 FOR FCC FORREST CITY UNICOR FACTORY MERRIL ACCENT GS-0S10-11 1 0 0 FOR FCC FORREST CITY PIE GEN FRMN WS-474944 1 1 0 FOR FCC FORREST CITY PIE HUMAN RESOURCE STUD TR GL-0299-0S 1 0 0 FOR FCC FORREST CITY PIE INFO TECH STUD TR G5.2299-05 1 0 0 FOR FCC FORREST CITY PIE LT GS-0007-11 7 1 0 FOR FCC FORREST CITY PIE MTNCE WRKR FRMN WS-4749OB 1 0 0 FOR FCC FORREST CITY UNICOR QUAL ASSINC MGR G5.1910-21 1 0 0 FOR FCC FORREST CITY PIE AMR SUPVR G5-0188-22 1 1 0 FOR FCC FORREST CITY VIE REGISTERED NURSE GL-0610-10 S 0 0 FOR FCC FORREST CITY ME SAFETY SPECLST GL-0018-09 1 0 0 EFTA00141579 FOR FCC FORREST CITY SEX SPORTS SMUT GL-003009 1 2 0 FOR FCC FORREST CITY SEX SR OFFCR SPECIST Gt-0007-08 22 2 0 FOR FCC FORREST CITY PHS STAFF PHARMACIST CC-0660-11 1 0 0 FOR FCC FORREST CITY VIE STAFF PSY04 GS-018042 2 0 0 FOR FCC FORREST CITY VIE SUPV COMM SPECIST G5.110141 1 0 0 FOR FCC FORREST CITY VIE SUPV0. OF EDUC GS.171O13 1 2 0 FOR FCC FORREST CITY VIE SUM/0.Y CHAPLAIN GS-006OI3 1 2 0 FOR FCC FORREST CITY S&E SUPVY CORRECTIONAL SYSTEMS SPECIALIST GS-000641 1 0 0 FOR FCC FORREST CITY S&E TCHR GS.171O11 2 1 0 FOR FCC FORREST CITY SEX TIME & LV CU( GL-0544-05 1 1 0 FOR FCC FORREST CITY S&E UNIT MGR G5400642 3 1 0 12 FOR FCC FORREST CITY SEX VOCTNI. 'HMG INSTRU G5.171141 1 0 0 FOR FCC FORREST CITY SEX WHSE MUM FRMN WS-6907-04 1 1 0 FPI CENTRAL OFFICE-FPI UNICOR ACCT TRNEE GS-0510-07 0 0 0 FPI CENTRAL OFFICE -FM UNICOR ACCTG STUDENT TRAINEE GS-0599-0S 3 0 0 FPI CENTRAL OFFICE -FM UNICOR ADMVOFFCR G54/4141 1 0 0 FPI CENTRAL OFFICE -FM UNICOR ADP SYS AMR GS221OI2 0 0 0 FPI CENTRAL OFFICE-FPI UNICOR ASST CNTRLR GS.OSOS-24 1 0 0 FPI CENTRAL OFFICE -FM UNICOR BUSINESS DEVELOPMENT SPEOAUST GS.1101-23 1 0 0 FPI CENTRAL OFFICE -FM UNICOR CM, FIELD IT OPS SUPRT SEC GS-2210-14 1 0 0 FPI CENTRAL OFFICE -FM UNICOR CONTR SPECUT G54102-12 1 0 0 FPI CENTRAL OFFICE -FM UNICOR [OMR SPECLST G54102-11 1 0 0 FPI CENTRAL OFFICE -FM UNICOR CORPORATE QUALITY ASSURANCE MGR G5491O10 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR DEP 04 INFO SECUROFFCR GS-2210-14 1 0 0 FPI CENTRAL OFFICE -FM UNICOR EXEC CONS G54101-14 1 0 0 FPI CENTRAL OFFICE -FM UNICOR FACTORY MGR (TR) G54101-11 S 1 0 8 FPI CENTRAL OFFICE-FPI UNICOR FIELD FNANCLADMR GS-0501-21 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR FIELD FNANCLADMR GS-0501-23 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR INDLSPECIST GS.1101-22 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR UNIX SPECIST GS.115OI2 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR MGMT& PROG ANAL GS-034342 2 0 0 FPI CENTRAL OFFICE -FM UNICOR MGMT ANAL G5434343 0 0 0 49 FPI CENTRAL OFFICE -FM UNICOR MGMT ANAL G5434342 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR MGMT ANAL G5434343 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR MGMT ANAL G5414342 1 0 0 FPI CENTRAL OFFICE -FM UNICOR MGMT ANAL G5414342 1 0 0 FPI CENTRAL OFFICE -FM UNICOR MGMT SPECLST G54301-09 1 0 0 FPI CENTRAL OFFICE -FM UNICOR CIDERS MGR G5.1101-23 1 0 0 FPI CENTRAL OFFICE -FM UNICOR OPERS MGR G5.1101-23 2 0 0 FPI CENTRAL OFFICE -FM UNICOR °PRIG ACCTNT GS-051042 3 0 0 FPI CENTRAL OFFICE -FM UNICOR PROCURCONTRIG OFFCR G5.1101-14 2 0 0 FM CENTRAL OFFICE -FM UNICOR PROG MGR G5.1101-23 1 0 0 FPI CENTRAL OFFICE -FM UNICOR PROG MGR G5.1101-23 2 0 0 FPI CENTRAL OFFICE -FM UNICOR PROG MGR G5.1101-23 2 0 0 FPI CENTRAL OFFICE -FM UNICOR PROG MGR G5.1101-14 1 0 0 FPI CENTRAL OFFICE -FM UNICOR PROG MGR G5.1101-14 1 0 0 FPI CENTRAL OFFICE -FM UNICOR PROG MGR GS.110143 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR PROG MGR GS.1101-14 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR P0.01 MGR GS.110142 5 0 0 FPI CENTRAL OFFICE-FPI UNICOR QUAL ASSR 70.NEE GS.191O09 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR RECYCLING FACTORY TECHNCN GL-0301-09 1 0 0 FPI CENTRAL OFFICE-FPI UNICOR REGNE RECYCLING SOURCING MGR GS.1101-22 1 0 0 FPI CENTRAL OFFICE -FM UNICOR REGNESYS ADMR GS42IO13 1 0 0 FPI CENTRAL OFFICE -FM UNICOR SEW MACH FRMM TRW( W5.5301-07 1 0 0 FPI CENTRAL OFFICE -FM UNICOR SR CONTRCTG OFFCR G54101-13 1 0 0 FPI CENTRAL OFFICE -FM UNICOR SR OPERS MGR G5.1101-14 1 0 0 FPI CENTRAL OFFICE -FM UNICOR SR OPERS MGR G5.1101-24 1 0 0 FPI CENTRAL OFFICE -FM UNICOR SR OPERS MGR G5.1101-14 1 0 0 FPI CENTRAL OFFICE -FM UNICOR STUO TR GS.1299-05 1 0 0 FPI CENTRAL OFFICE -FM UNICOR SUSTAINABIIITY MGR G5.1250-23 1 0 0 FPI CENTRAL OFFICE -FM UNICOR SYS ACCTNT GS-051O13 1 0 0 FPI CENTRAL OFFICE -FM UNICOR TEXTLS MFG SPECLST G5.110143 1 0 0 FPI CENTRAL OFFICE -FM UNICOR UNICOR CONT0. SPECIST G5.110141 6 0 0 FPI CENTRAL OFFICE -FM UNICOR UNICOR STUD TR G54199-05 1 0 0 FPI CENTRAL OFFICE -FM UNICOR UNICOR STUD TR G54199-05 1 0 0 FPI CENTRAL OFFICE -FM UNICOR UNICOR STUD TR G54199-05 1 0 0 FPI CENTRAL OFFICE -FM UNICOR UNICOR STUD TR GS.1199-05 1 0 0 FPI CENTRAL OFFICE -FM UNICOR WORKERS COMP SPECIST GS-030141 1 0 0 FTD FO FORT DIX UNICOR ACCTNT GS-051O11 1 0 0 FTD FO FORT DIX ME ASST FOOD SRVCADMR [TR) GL-1667-09 1 0 0 FTD FO FORT DIX TRUST FUND ASST TRUST FUND SUPVR GS-0101-11 1 1 0 FTD FO FORT DIX S&E BUDG &ACCTG OFFCR GS-0501-12 1 1 0 FTD FO FORT DIX SEX BUS ADMR GS-050143 1 1 0 FTD FO FORT DIX VIE CAPTAIN GS.0007-23 1 0 0 FTD FCI FORT DIX S&E CAPTAIN'S SECY GL-0318-05 1 1 0 13 FTD FO FORT DIX S&E CASE MGR GS-0101-21 1 0 0 FTD FO FORT DIX S&E CORMC1HL CHSIR GL-0007-09 1 1 0 EFTA00141580 FTD FO FORT DIX VIE CORRECTNL SYS OFFCR GLAC07-08 1 0 0 FTD FO FORT DIX VIE DNTLOFFCR GS-069O13 1 0 0 FTD FO FORT DIX VIE DRUG ABUSE PROD CCORD GS-01130-13 1 0 0 FTD FO FORT DIX VIE DRUG ABUSE TRTMNTSPECLST GS-0101-11 1 1 0 FM FO FORT DIX VIE URIC SPECLST G5.1701-11 1 0 0 FM FCi FORT DIX S&E ENGRG TECHNCN GS-01302-11 1 0 0 FM FCi FORT DIX UNICOR FABRK WRKR FRMN WS310S-07 1 0 0 FM FCi FORT DIX UNICOR FACTORY MGR G5.1101-12 1 0 0 FM FCi FORT DIX VIE GRANO. SPECtST G1.43501-09 1 1 0 FM FCi FORT DIX VIE FOOD SRYC ASST GI:160347 1 0 0 FM FCi FORT DIX ME HLTH INF TECHNO4 GL-0675-07 1 0 0 FM FCi FORT DIX VIE HUMAN RESOURCE SPECLST GL-0201-09 1 1 0 FM FCi FORT DIX VIE INF REC.PTNST GL-0304-04 1 0 0 FM FCi FORT DIX S&E LT GS-0007-11 1 1 0 FM FCi FORT DIX VIE LT GLAC07-09 1 1 0 FM FO FORT DIX VIE MID-LEVEL PRACTMONER GS-0603-11 1 1 0 FTO FO FORT DIX VIE MTNCE WRKR FRMN WS-4749.0B 1 0 0 FM FO FORT DIX UNICOR MTNCE WRICR FRMN WS-4749.0B 1 0 0 FM FO FORT DIX ME PLMBNG WRICR AWN WS-4206.003 1 0 0 FTO FCi FORT DIX UNICOR PAWN CNTRLR GS.1152-11 1 0 0 FTO FCi FORT DIX ME PSYCHTRC PHYSCN GP-0602-1S 1 0 0 FM FO FORT DIX UNICOR QUAL ASSRNC MGR G5.191O11 1 0 0 FM FO FORT DIX ME RUA SPECLST GLANS-09 1 0 0 FM FO FORT DIX UNICOR RECYCLING FACTORY TECH GL-0303-09 1 0 0 FM FCi FORT DIX UNICOR RECYCLING FACTORY TECHNO4 GL-0303-09 3 0 0 FTO FCi FORT DIX ME REGISTERED NURSE GL-0610-10 4 2 0 FM FO FORT DIX ME SPECIAL EDUC TCHR G5.1701-11 1 0 0 FM FO FORT DIX ME SR OFFCRSPECLST GLAC07-08 51 1 0 L. FM FO FORT DIX ME STUDENT TRAINEE MR) GL-0299-0S 1 0 0 FM FO FORT DIX ME SUPYY CUNICAL NURSE GS-061O11 1 0 0 FTO FCi FORT DIX ME TCHR G5.171O11 3 0 0 B FTO FCi FORT DIX ME UNIT MGR GS-0006-12 1 0 0 13 FM FCi FORT DIX S&E UNIT SECY GL-031206 S 1 0 FTO FCi FORT DIX UNICOR WISE WRKR FRMN W5-6907-04 1 0 0 FM FO FORT DIX UNICOR WHSE WRKR SUVA WS-6907-05 1 0 0 FM FMC FORT WORTH S&E ADVANCED CARE LVL PSYCH GS-01130-13 1 0 0 2 FTW FMC FORT WORTH S&E ASSOC WARDEN G54006-14 1 1 0 FTW FMC FORT WORTH S&E CHEF DENTAL OFFKER GS-0690-14 1 0 0 6 FM FMC FORT WORTH VIE COOK FRMN WS-74044B 1 1 0 FTW FMC FORT WORTH ME DENTAL HYGIENIST GI0192-08 1 0 0 FTW FMC FORT WORTH ME DINGNSTC RADIOLOGICTECHNLGST GI:064747 1 0 0 FTW FMC FORT WORTH PHS DIETITIAN CC-0630-11 1 0 0 FTW FMC FORT WORTH S&E DRUG ABUSE TRTMNTSPECLST G54101-11 1 1 0 FTW FMC FORT WORTH S&E FAOLASST GI:160347 1 1 0 FTW FMC FORT WORTH S&E GRANO. SWIM G1.43501-09 1 0 0 FTW FMC FORT WORTH S&E FOOD SRYC ASST GI:160347 1 1 0 9 FM FMC FORT WORTH S&E HLTH SRYCS AMIN(TRAINEE) GS-0101-11 1 0 0 FM FMC FORT WORTH PHS HOSPITAL ADMIN (ASSTNSAI CC-0670-12 1 0 0 4 FM FMC FORT WORTH S&E HUMAN RESOURCE MANAGER TRAINEE GS-0201-11 1 0 0 FM FMC FORT WORTH S&E HUMAN RESOURCE SPECIST GL-0201-09 1 1 0 14 FM FMC FORT WORTH S&E HYAC FRMN WS-530643 1 0 0 FM FMC FORT WORTH S&E UCENSEO PRACTICAL NURSE GL-0620-D7 1 0 0 FTW FMC FORT WORTH S&E LT GS-0007-11 1 0 0 FTW FMC FORT WORTH S&E LT GL-0007-09 1 0 0 FM FMC FORT WORTH S&E MATERIAL HN)LRSUPPR W54907-04 1 1 0 FTW FMC FORT WORTH S&E MEDO.OFFCR GP-0602-1S 6 1 0 FTW FMC FORT WORTH PHS MEDO. OFFCR. GENERAL CC-0602-15 1 0 0 FTW FMC FORT WORTH S&E MID-LEVEL PRACTMONER IPHYSCNASST) G54603-11 1 0 0 FTW FMC FORT WORTH PHS MID-LEVEL PRACTITIONER (PHYSICIAN ASSISTANT) CC-0603-11 1 1 0 FM FMC FORT WORTH S&E MTNCE WRKR FRMN WS-4749.0B 1 0 0 4 FM FMC FORT WORTH PHS NURSE °mart- CO STEP CC-0610-10 1 0 0 FM FMC FORT WORTH PHS NURSE SPECLST-IWOUND CARE) CC-0610-10 1 0 0 FTW FMC FORT WORTH PHS OTHER HEALTH SRYC (STAFF TECHN). CO-STEP CC 0644 09 1 0 0 FTW FMC FORT WORTH S&E PARAMEDIC (HEALTH TON) GL 0640 09 1 0 0 FM FMC FORT WORTH PHS PHARMACIST (CHIEF) CC 0660 13 1 1 0 FM FMC FORT WORTH PHS PHARMACIST (CO-STEP) CC-0660.11 1 0 0 FM FMC FORT WORTH PHS PHARMACY OFRCER C00660-11 1 0 0 FM FMC FORT WORTH S&E PLMBNG WRKR FRMN W5420608 1 0 0 FTW FMC FORT WORTH PHS PROGRAM MGT OFFICER/QUAL MGR C00671-11 1 0 0 FTW FMC FORT WORTH S&E PSYCHLGY PREDOCTORAL INTERN G1.43199-09 0 0 0 2S FTW FMC FORT WORTH S&E PSYCHOLOGY TECH G1.431111-07 1 0 0 FTW FMC FORT WORTH S&E REGISTERED NURSE GL-0610-10 17 1 0 FTW FMC FORT WORTH S&E RELIGIOUS SRVG ASST GL-0303-07 1 1 0 FTW FMC FORT WORTH S&E SOC WRKR GS-018S-11 1 1 0 FTW FMC FORT WORTH ME SPEC EDUC TCHR GS-171O11 1 0 0 FTW FMC FORT WORTH ME SR OFFCRSPECLST GL-0007-08 10 1 0 FTW FMC FORT WORTH PHS STAFF NURSE (REGISTERED NURSE) C00610-10 1 0 0 EFTA00141581 FTW FMC FORT WORTH PHS STAFF PHARMACIST CC-0660-11 1 0 0 1 FTW FMC FORT WORTH VIE SUPVY CONICAL NURSE GS-0610-11 1 0 0 FTW FMC FORT WORTH VIE UNIT MGR GS-0006-12 1 1 0 FTW FMC FORT WORTH S&E UNIT SECY GL-0318-06 1 1 0 27 FTW FMC FORT WORTH S&E WARDENSSEC( GL-0318-08 1 0 0 FTW FMC FORT WORTH S&E WHSE WRKR SUVA WS-6907-03 1 0 0 GIL FO GRAYER S&E ASSOC WARDEN GS-0006-14 1 1 0 GIL FO GILMER S&E ASST FOOD SRVCADMR ITRI G11667-09 1 0 0 GIL FO GRAYER S&E ASST LOCISMITH GL-0301-03 1 1 0 3 GIL FO GRAYER S&E CASE MGR GS-0101-11 1 0 0 1 GIL FO GILMER S&E 04PSYCH GS-0180-14 1 0 0 GIL FO GRAYER S&E CLNCL NURSE GL-0610-10 1 0 0 GIL FO GRAYER S&E COWER SPECLST GL-1102-09 1 0 0 GIL FO GILMER S&E COOK FRMN WS.7404.003 2 1 0 GIL FO GRAYER S&E CORRECINL CNSIA GL-0007-09 1 0 0 11 GIL FO GRAYER S&E CORRECTNL SYS OFFCR GL-0007-08 1 1 0 GIL FO GRAYER S&E (DUC SPECLST G54701-11 1 0 0 4 GIL FO GILMER S&E (LCTRON TECHNCN GS-0856-11 1 1 0 GIL FO GILMER S&E FOOD SRYC ADMR G54667-12 1 1 0 GIL FO GILMER S&E HYAC FRMN WS.5306.09 1 1 0 GIL FO GILMER S&E LT GS-0007-11 1 0 0 GIL FO GILMER S&E MCA SUPYR G5-0188-11 1 0 0 8 GIL FO GILMER S&E SR OFFCRSPECLS7 GL-0007-08 13 1 0 GIL FO GILMER S&E STAFFPSYCH GS-0180-12 1 0 0 GIL FO GILMER S&E SUPVRY 04APtAIN GS-0060-12 1 0 0 GIL FO GILMER S&E SUPVRY CONTRSPECLST GS.1102-11 1 0 0 GIL FO GILMER S&E TCHR GS.1710-11 2 1 0 GIL FO GILMER S&E UNIT SECY GL-0318-06 1 0 1 16 GIL FO GILMER S&E %VHS( WRKR FRMN W54907-04 1 0 0 2 GIL FO GILMER TRUST FUND %VHS( WRKR FRMN W54907-04 1 0 0 GIL FO GILMER UNICOR %VHS( WRKR FRMN W5490704 1 0 0 GIL FO GILMER UNICOR %VHS( WRKR SUVA WS-6907-06 1 0 0 GLN FO GILMER S&E FiREARMSINSTRU GS-000642 4 1 0 GIN FO GILMER S&E SICK G5-0318.06 1 1 0 13 GLN FO GILMER S&E TRAINING INSTRUCTOR GS-0006-12 6 1 0 GP GRAND PRAIRIE, TX (DSCCI S&E ADMVASST GL-0303-D7 8 1 0 29 GP GRAND PRAIRIE, TX (DSCCI S&E C.N, DSCC GS-0006-15 1 1 0 GP GRAND PRAIRIE, TX (DSCCI S&E C1ASSIFN/COMPUTATIONSPECLST GS-0006-11 10 0 0 GP GRAND PRAIRIE, TX (DSCCI S&E CORRIC7NL PROG SPECLST GS-000643 1 0 0 13 GP GRAND PRAIRIE, TX (DSCCI S&E (ACC OPUS MGR GS-0006-13 2 1 0 GP GRAND PRAIRIE, 7X (DSCCI S&E INMATE CIASSIFN &COMPUTATION SPECLST GS-0006-11 4 1 0 GP GRAND PRAIRIE, 7% (DSCCI S&E INMATE CIASSIFN COMPUTATION TECHNCN GL-0963-09 6 0 0 GP GRAND PRAIRIE, TX (DSCCI S&E MGMT ANAL G5-0143-12 2 0 0 18 GP GRAND PRAIRIE, TX (DSCCI S&E SEC CH GS-000644 1 0 0 4 GP GRAND PRAIRIE, TX (DSCCI S&E TRNG SPICLST GS-0006-12 2 0 0 12 GM GRAND PRAIRIE, TX (HRSCI S&E ADMVSRVCSASST GL-0303-D7 1 0 0 2 GM GRAND PRAIRIE, TX (HRSCI S&E DEP 04, CONSLDTD PROMNG UNIT GS-0201-13 1 1 0 GM GRAND PRAIRIE, 7% (HRSCI S&E (MP BENEFITS SPECLST GS-0201-12 1 0 0 13 GRA GRAND PRAIRIE, 7% (HRSCI S&E HUMAN RESOURCES SPECIST GL-0201-09 1 0 0 GM GRAND PRAIRIE, TX (MSC) S&E HUMAN RESOURCES SPECIST, GU GS-0201-12 3 1 0 GM GRAND PRAIRIE, TX (HRSCI S&E SR HUMAN RESOURCES SPECLST GS-0201-13 1 0 1 6 GRE FO GREENVILLE UNICOR ASSOC WARDEN GS-0006-13 1 0 0 GRE FO GREENVILLE S&E ASST FOOD SRVCADMR G5.1667-11 1 0 0 7 GRE FO GREENVILLE S&E CHIEF (INTL OFFCR GS-0680-13 1 0 1 2 GRE FO GREENVILLE PHS CLINICAL PSYCHOLOGIST CC-0180-12 1 1 0 GRE FO GREENVILLE S&E COOK FRMN WS.7404-08 1 0 0 2 GRE FO GREENVILLE S&E CORRECINL SYS OFFCR GL-0007-08 1 1 0 11 GRE FO GREENVILLE UNICOR COST ACCTNT GS-0510-11 1 0 0 GRE FO GREENVILLE S&E DENTAL ASSISTANT GL-0681-06 1 0 0 2 GRE FO GREENVILLE S&E ELCTRL WRKR FRMN WS-280549 1 1 0 7 GRE FO GREENVILLE S&E ENVRNMTL & SAFETY COMPLNC ADMR GS-0018-12 1 1 0 GRE FO GREENVILLE S&E MEC ASST/SATEUTE OPUS ADMR GS-000643 1 1 0 EFTA00141582 GRE FO GREENVILLE S&E FAOL MGR G5.164O12 1 1 0 GRE FO GREENVILLE S&E GUIDANCE COUNSELOR G5.1790-11 1 0 0 GRE FO GREENWLLE S&E MTH SRVCS ADMR GS-067O12 1 0 0 GRE FO GREENWLLE UNICOR INDLSPECLST GS-IGO-12 1 0 0 GRE FO GREENWLLE S&E LCP CHAPLAIN GS-006O12 1 0 0 GRE FO GREENWLLE S&E LT GS-0007-11 3 0 0 GRE FO GREENVILLE VIE MEDCL OFFCR GP-0602-1S 1 0 0 GRE FO GREENVILLE 582 MTNCE WRICR FRMN WS-4749.08 1 1 0 GRE FO GREENVILLE VIE PARAMEDIC GL-0640-09 1 0 0 GRE FO GREENVILLE VIE PHRING TECHNCN GL-0661-0S 1 0 0 GRE FO GREENVILLE 582 PLMBNG WRKR FRMN W5.4206403 1 0 0 GRE FO GREENWLLE UNICOR PROG MGR G543140-14 1 0 0 GRE FO GREENVILLE UNICOR QUAL ASSRNC MGR G5.191OI1 1 1 0 GRE FO GREENVILLE 582 RECK SPECLST GL43188-09 1 1 0 GRE FO GREENVILLE S&E REGISTERED NURSE GL-0610-10 1 1 0 GRE FO GREENVILLE S&E REUGIOUS SRVCS ASST Gt-0303-07 1 0 0 GRE FO GREENVILLE S&E 515 SUPRT TECHNCN G1-1801-08 1 0 0 GRE FO GREENVILLE PHS SPECIALTY PROG COORD CC-0180-13 1 0 0 GRE FO GREENVILLE VIE SR OFFCRSPECLST GL-0007-08 23 0 0 GRE FO GREENVILLE 582 SUPVRY CONTRSPECLST G5.1101-11 1 0 0 GRE FO GREENVILLE S&E SUPVY CORRECTIONAL SYSTEMS SPECIALIST GL-000811 1 1 0 GRE FO GREENVILLE S&E UNIT SECT GL-0318-06 1 0 0 GRE FO GREENVILLE VIE VOCTNLTRNG INSTRU GS.1711-11 1 0 0 GRE FO GREENVILLE VIE WARDEN ES-0006430 1 1 0 GUA MCC GUAYNABO S&E ACCTG TECHNCN GS-0525.07 1 0 0 4 GUA MCC GUAYNABO S&E CASE MGR GS-0101-11 1 0 1 11 GUA MIX GUAYNABO S&E CHAPLAIN GS-006OI2 1 0 0 GUA MIX GUAYNABO VIE COMPR SRVG MGR GS-221OI2 1 0 0 GUA MDCGUAYNABO VIE CORRECTNL SYS OFFCR GL-0007-08 1 1 0 26 GUA MIX GUAYNABO S&E EMU PREPAREDNESS OFFCR GS-0006-I2 1 0 0 11 GUA MCC GUAYNABO VIE FOOD SRVC ADMR G5.1667-13 1 1 0 GUA MCC GUAYNABO S&E LT GS-0007-11 3 0 0 GUA MCC GUAYNABO 582 WOG. OFFCR GP-0601-15 1 0 0 GUA MIX GUAYNABO S&E MID-LEVEL PRACTITIONER GS-0603-11 1 0 0 GUA MIX GUAYNABO VIE PARALEGAL SPECLST GS-095OI1 1 0 0 GUA MIX GUAYNABO 582 SPEC EOUC TCHR G5.1710-11 1 0 0 GUA MIX GUAYNABO S&E SR OFFCR Gt-0007-07 1 0 0 GUA MIX GUAYNABO S&E SR OFFCRSPECLST GI:01:07-08 9 0 0 GUA MIX GUAYNABO S&E SUPVR OF EOUC G5.171O12 1 1 0 GUA MIX GUAYNABO S&E SUPVY CORRECTIONAL SYSTEMS SPECIALIST G54006-11 1 0 0 6 GUA MIX GUAYNARO TRUST FUND WHSE WRKR FRMN W54907-04 1 0 0 GUA MIX GUAYNABO S&E WHSE WRKR FRMN W5-6907-04 1 0 0 NAZ FCC MAZELTON S&E ADVANCED CARE LVI PSYCH IF11) G54180-13 1 0 0 NAZ FCC NAZELTON S&E ASSOC WARDEN GS-0006-14 1 1 0 NAZ FCCHAZELTON S&E ASST FOOD SRVCADMR G5.1667-12 1 0 0 10 NAZ FCC NAZELTON PHS ASST HI.TH SRVG ADMR CC-0670-12 1 0 0 3 NAZ EEC 14A2ELTON S&E ASST HUMAN RESOURCE MGR GS.0201-12 1 0 0 NAZ EEC 14A2ELTON S&E CAPTAINS SECY GL-0318-06 1 1 0 NAZ FCCHAZELTON S&E CASE MGR GS-0101-11 1 1 0 17 NAZ FCC 14A2ELTON S&E CLNCL PSYCH GS-0180-12 1 0 0 NAZ FCCHAZELTON S&E COMPR SRVG MGR GS-221OI3 1 0 0 NAZ FCCHAZELTON PHS DEP CH. PSYCH CC-0180-13 1 0 0 NAZ EEC 14A2ELTON S&E DRUG ABUSE PROD CODRD GS-0180-13 1 0 0 NAZ FCC 14A2ELTON S&E DRUG ABUSE TRTMNT SPECLST GS-0101.11 1 0 0 IIA2 EEC 14A2ELTON S&E ELCTRONTECHNCN G54385611 1 1 0 NA2 FCC 14A2ELTON S&E ELCTRONTECHNCN OBI GL 0856 11 1 0 0 NA2 EEC 14A2ELTON S&E ENGINEERING TECH GS-0802-11 1 0 0 NA2 FCC WUELTON S&E EtIVRNMEL & SAFETY COMPLNC ADMR GS-001843 1 0 0 IIA2 EEC NA2ELTON S&E GUIDANCE COUNSELOR NSAI G5.1790-11 1 0 0 IIA2 FCC NA2ELTON S&E MTH INF TECHNCN GL-0675-07 1 0 0 4 NA2 FCC NA2ELTON S&E MTH SRVCSADMR GS-067O13 1 0 0 NAZ FCC NAZELTON S&E HUMAN RESOURCE MGR GS-0201-13 1 0 0 1 NAZ FCC NA2ELTON S&E IIVAC FRMN WS-5106-O9 1 0 0 NAZ FCC WUELTON S&E LT GS-0007-11 1 1 0 NAZ FCC NA2ELTON S&E LT GS-0007-11 6 0 0 HAZ FCC NA2ELTON S&E MEDCI OFFCR GP-0601-1S 1 0 0 NA2 FCC MAZELTON S&E MEDICATION TECHNICIAN GL-0640-06 1 0 0 4 NAZ EEC 14A2ELTON PHS MID-LEVEL PRACTITIONER CC-0610-11 1 0 0 NAZ FCC 14A2ELTON S&E MID-LEVEL PRACTITIONER GS-061O11 1 0 0 NAZ EEC I4A2ELTON S&E MTNCE Vadat FRMN W5-474948 1 0 0 NAZ FCC 14A2ELTON S&E AMR SPECLST GL-018809 1 1 0 NAZ FCC 14A2ELTON S&E RESTRICTIVE HOUSING PSYCH GS-018013 1 0 0 IIA2 FCC 14A2ELTON S&E SAFETY COMPUANCE SPECIALIST GL 0018 09 1 0 0 NAZ EEC 14A2ELTON UNICOR SHEET MEL WRKR RIMN W5.3806 08 3 0 0 NAZ EEC 14A2ELTON S&E SOC MUIR GS-018S-11 1 0 0 IIA2 FCC 14A2ELTON S&E SPEC EOUC TCHR G5.1710-11 1 0 0 NAZ FCC 14A2ELTON S&E SPEC INVESTIGATIVE AGT GS-000S-I2 1 0 1 8 EFTA00141583 HAZ IFCC HAZELTON S&E SPECIALTY PROG COORD(FITI G54180-13 1 0 0 HAZ FCC HAZELTON S&E SPECIALTY PROG COORD (Resolve) G54180-13 1 0 0 HA2 FCC HAZELTON S&E SR OFFCRSPECLST GUN:07-08 66 1 0 HA2 FCC HAZELTON S&E TCHR G5.1710-21 1 1 0 5 HA2 FCC HAZELTON S&E TIME & LV CLIC G1.43544-05 1 0 0 HAZ FCC HAZELTON S&E UNIT MGR GS-0006-12 1 0 0 19 HA2 FCC HAZELTON S&E UNIT SECY GL-031846 3 1 0 HAZ FCC HAZELTON S&E UNIT SECY GL-0318-06 1 0 0 HAZ FCC HA2ELTON TRUST FUND WHSE WRKR FRMN WS.690704 1 0 0 FIAZ FCC HAZELTON UNICOR WHSE WRKR SUM W54907-04 1 0 0 HER FO HERLONG 511E ADVANCED PRACTICE N G54610-11 1 0 0 HER FO HERLONG S&E BUDG &ACCTG °Era GS-0501-11 1 0 0 HER FO HERLONG S&E CAMP ADM SECRETARY GS-0118-07 1 0 0 HER FO HERLONG VIE CASE MGR GS-0101-11 1 0 0 HER FO HERLONG S&E Cµ DRITL OFFCR GP-0680-13 1 1 0 HER FO HERLONG SIIE CHAPLAIN GS-0060-12 1 0 0 HER FO HERLONG S&E COOK FRMN WS-7404-0B 3 0 0 HER FO HERLONG S&E DRUG ABUSE PROG COORD G54180-13 1 0 0 HER FO HERLONG S&E EDUCTECHNOI GL-1702-07 1 0 0 HER FO HERLONG S&E FAOL MGR G5.1640-12 1 0 0 HER FO HERLONG S&E FNANCL SPECIST GL-0501-09 1 0 0 HER FO HERLONG S&E HLTH SRVCSADMR G54670-12 1 0 0 HER FO HERLONG S&E INF RECPTNST GL-0304-04 1 0 0 HER FO HERLONG S&E LT GL-0007-09 1 1 0 HER FO HERLONG S&E LT GS-0007-11 1 1 0 HER FO HERLONG S&E MEDICATION TECHNICIAN GL -0640.06 1 0 0 HER FO HERLONG S&E AMR SPECLST GL-0188-09 1 0 0 HER FO HERLONG S&E REGISTERED NURSE GL-0610-10 1 1 0 HER FO HERLONG S&E SIS TECHNCN GL-1802-08 1 0 0 3 HER FO HERLONG S&E SR OFFCRSPECLST GL-0007-08 38 0 0 HER FO HERLONG SILE TCHR GS.1710-11 1 1 0 HER FO HERLONG TRUST FUND TRUST FUND SPECIST GL-0301-09 1 0 0 HER FO HERLONG S&E UNIT SECT GL-0318-06 1 0 0 HER FO HERLONG SIIE WARDEN GS-0006.15 1 1 0 HON FCC HONOLULU PHS ASST HLTH SRVCS ADMIR CC-0670-11 1 0 0 HON FCC HONOLULU S&E 01PSYCH GS-0180-13 1 0 0 HON FCC HONOLULU S&E CLINICAL DIRECTOR GP-0602-1M 1 0 0 HON FCC HONOLULU S&E COMPR SPECLST GS-0099-05 1 0 0 HON FCC HONOLULU S&E CORRECTNL SYS OFFCR GL-0007-08 1 1 0 HON FCC HONOLULU S&E FNANO SPECIST GL-0501-09 1 1 0 HON FCC HONOLULU S&E HUMAN RESOURCE MGR GS-0201-13 1 1 0 HON FCC HONOLULU S&E LEG ASST G1.43986-08 1 0 0 HON FCC HONOLULU S&E LT GS-0007-11 3 1 0 HON FCC HONOLULU PHS MID-LEVEL PRACTMONER CC-0601.11 1 0 0 HON FCC HONOLULU S&E SPEC EOUC TCHR GS-1701-21 1 0 0 HON FCC HONOLULU S&E SPEC INVESTIGATIVE AGT GS-0006.12 1 1 0 HON FCC HONOLULU S&E SR OFFCRSPECLST GL-0007-08 23 1 0 HON FCC HONOLULU S&E TOW G51710-1I 1 0 0 4 HON FCC HONOLULU S&E UNIT SECT GL-0318-06 1 0 0 6 HON FCC HONOLULU S&E WHSE WRKR FRMN W54907-03 1 0 0 HOU FCC HOUSTON S&E BUDG ANAL GL-0560-03 1 0 0 4 HOU FCC HOUSTON S&E CASE MGR GS-0101-11 1 1 0 14 HOU FCC HOUSTON S&E COMPR SPECLST GS.2210-11 1 0 0 S HOU FCC HOUSTON S&E COOK FRMN WS-7404-0B 1 0 1 17 HOU FCC HOUSTON S&E CORRECTNL SYS OFFCR GL-0007-08 1 0 0 HOU FCC HOUSTON S&E (MP DVLPMT MGR GS-0201-13 1 1 0 HOU FCC HOUSTON S&E F000 SVCS ASST GL-1603-07 1 0 0 HOU FCC HOUSTON S&E GEN FRMN W54749-14 1 1 0 HOU FCC HOUSTON S&E LT GL-0007-09 1 0 0 HOU FCC HOUSTON PHS NURSE PRACTITIONER CC-0610-11 1 1 0 HOU FCC HOUSTON S&E PARALEGAL SPECIST GS-0950-11 1 0 0 HOU FCC HOUSTON S&E REGISTERED NURSE GL-0610-10 1 0 0 HOU FCC HOUSTON S&E SPEC EOUC TCHR G5.1710-21 1 0 0 HOU FCC HOUSTON S&E SR OFFCRSPECLST GL-0007-08 8 1 0 HOU FCC HOUSTON S&E STUD TR GL-0199-05 1 0 0 HOU FCC HOUSTON S&E STUD TR GI:1799-0S 1 0 0 HOU FCC HOUSTON S&E STUD TR GL2299O5 1 0 0 HOU FCC HOUSTON S&E SUPVRY CONTRSPECLST GS.1102-11 1 0 0 HOU FCC HOUSTON S&E WHSE WRKR FRMN W54907-04 1 0 0 14 HRM CENTRAL OFFICE- HRM S&E ADMVOFFCR G5-0101-09 1 0 0 HRM CENTRAL OFFICE-HRM S&E CIASSIEN &CPAPNSN SPECLST GS-0201-13 5 0 0 40 HRM CENTRAL OFFICE- HRM S&E CURRICULUM DEVELOPER GS-0006-12 3 1 0 9 HAM CENTRAL OFFICE- HRM S&E CURRICULUM DEVELOPER GS-0006-12 1 0 0 11 HRM CENTRAL OFFICE- HRM S&E DEP CH, CIASSIFN & CMPNSN SEC G54201-13 1 1 0 HIM CENTRAL OFFICE- HRM S&E DEP CH. LBR MGMT REL &SEC GS-0006-14 1 0 0 HIM CENTRAL OFFICE- HRM S&E EQUAL EMPLMNT OPPORTUNITY SPECIST G54260-12 1 0 0 4 HRM CENTRAL OFFICE- HRM S&E HUMAN RESOURCE SPECIST GS-0201-12 4 0 0 8 EFTA00141584 HAM CENTRAL OFFICE- HRM ME HUMAN RESOURCE SPEOST GS-0201-12 1 0 0 HAM CENTRAL OFFICE - HRM ME HUMAN RESOURCE STUD TR GS-02940S 4 0 0 HAM CENTRAL OFFICE - HRM ME HUMAN RESOURCE STUD TR GS-02940S 1 0 0 HAM CENTRAL OFFICE - HRM ME HUMAN RESOURCE STUD TR GS-02940S 1 0 0 HAM CENTRAL OFFICE- HRM ME UM MGMT RELSPECLST GS-0201-13 1 0 0 4 HAM CENTRAL OFFICE- HRM ME LEIR MGMT RELSPECLST GS-0201-13 1 0 0 1 HAM CENTRAL OFFICE- HRM S&E LEIR MGMT AO SPECLST GS-0201-13 1 0 0 2 HAM CENTRAL OFFICE - HRM S&E MGMT ANAL G54343-13 1 1 0 HAM CENTRAL OFFICE - HRM S&E RECRUIT SPECIST GS-020141 1 0 0 140.M CENTRAL OFFICE - HRM S&E RECRUIT SPECIST GS-020141 4 0 0 FIRM CENTRAL OFFICE- HRM S&E SOCIAL MEDIA SPECIST GS-1001-11 1 1 0 3 140.M CENTRAL OFFICE- HRM S&E SUPVRY LOA REL SPECST G54201-14 1 0 0 7 160 CENTRAL OFFICE - HSO S&E 04EF PHARMACIST CC-0660416 1 0 0 160 CENTRAL OFFICE - HSO S&E COMPRSPECLST GS421O13 1 0 0 3 160 CENTRAL OFFICE- HSO ME HLTH INFORMATIM SPECLS7 G54671-13 1 1 0 160 CENTRAL OFFICE- HSO ME HLTH INfORMATIMSPECLS7 G54671-13 1 0 0 160 CENTRAL OFFICE-HSO S&E HLTH SYS SPECLST (FSA) G54671-13 1 0 0 H50 CENTRAL OFFICE- HSO ME MANAGEMENT PROGM & ANAL G54671-13 1 0 0 H50 CENTRAL OFFICE- HSO ME MEDCL CONTR CONS (FSA) G54343-13 1 0 0 4 1150 CENTRAL OFFICE- HSO S&E MEDCL DCSIGANTORNTIL7ATION REVIEWER ADMR CC-0671-13 1 0 0 5 1150 CENTRAL OFFICE- HSO ME MEDa OFFCR (FSA) GP-0602-15 1 1 0 H50 CENTRAL OFFICE-HSO ME MEDICAL F6CAL OONSULTANT G54143-13 1 0 0 11 1150 CENTRAL OFFICE-HSO ME MGMT ANAL CONTRACTING G54343-13 1 0 0 H50 CENTRAL OFFICE- HSO ME NATIONAL HEALTH SYSTEMS ADMINISTRATOR GS-067O15 1 0 0 2 H50 CENTRAL OFFICE- HSO S&E NATI. DRUG FREE WORXPL COORD GS-030143 1 0 0 160 CENTRAL OFFICE- HSO S&E OCCUPATIONAL MEDICINE PHYSICIAN GP-0602-15 1 0 0 160 CENTRAL OFFICE- HSO S&E PHYSICIAN *SA) GP-0602-15 1 0 0 H50 CENTRAL OFFICE- HSO S&E PROD MUST IFSAI G54143-13 3 0 0 HSD CENTRAL OFFICE- HSO ME QUAL IMPRVMT PROD SPECIST GS 4671-13 1 0 0 HSD CENTRAL OFFICE -HSO ME SR. DEP ASST DM CC-0006-00 1 0 0 HSD CENTRAL OFFICE- HSO S&E TRNSTNAL CARE PHARMACIST (ESA) CC-0660-11 1 0 1 1 IPP CENTRAL OFFICE- IPP S&E 8RA/401CHIEF, IT SPEC GS-221OIS 1 0 0 IPP CENTRAL OFFICE- IPP S&E CM ADMV SYS DYLPMT SEC GS421O14 1 0 0 3 IPP CENTRAL OFFICE - IPP ME CM, DIGITAL FORENSICS UNIT GS-000644 1 0 0 IPP CENTRAL OFFICE- PP S&E CM. HELP DES( SEC GS421O14 1 0 0 IPP CENTRAL OFFICE- IPP S&E CM, MAINFRAME SUPRT SECT GS421O14 1 0 0 IPP CENTRAL OFFICE-IPP S&E CM NAIL INFRASTRUCTURE SUPRT SEC GS421O14 1 0 0 IPP CENTRAL OFFICE- IPP S&E CM. NAIL NETWORK SUPRT SEC GS421O14 1 0 0 IPP CENTRAL OFFICE - IPP S&E CM SENTRY SYS OVLPMT SEC GS421O14 1 0 0 IPP CENTRAL OFFICE-IPP S&E COMPRSPECLST GS-221O12 3 0 0 IPP CENTRAL OFFICE-IPP S&E COMPRSPECLST GS421O13 1 0 0 IPP CENTRAL OFFICE - IPP S&E COMPRSPECLST G5.2210-12 4 0 0 IPP CENTRAL OFFICE-IPP S&E COMPRSPECLST GS421O13 1 0 0 IPP CENTRAL OFFICE-IPP S&E COMPRSPECLST GS421O13 6 0 0 IPP CENTRAL OFFICE- IPP S&E COMPRSPECLST GS-221O13 1 0 0 IPP CENTRAL OFFICE-IPP S&E COMPRSPECLST GS-221O13 1 0 0 IPP CENTRAL OFFICE- IPP S&E COMPR SPCCLST (ESA) GS-221O13 1 0 0 IPP CENTRAL OFFICE- IPP S&E COMPR SPCCLST (ESA) GS-221O14 1 0 0 IPP CENTRAL OFFICE- PP ME COMPR SPCCLST (ESA) GS-221O12 1 0 0 IPP CENTRAL OFFICE - PP S&E DEP DIRECTOR. ORE GS-0101-15 1 0 0 IPP CENTRAL OFFICE - PP S&E FORENSICS ANAL GS-000643 1 0 0 IPP CENTRAL OFFICE- PP S&E Forents Anayst IFSAI GS-221O13 1 0 0 IPP CENTRAL OFFICE -IPP S&E INFO TECH STUDENT TRAINEE G5-2299-05 1 0 0 IPP CENTRAL OFFICE - PP S&E INTERN GS-009907 5 0 0 IPP CENTRAL OFFICE- PP S&E NETWORK ENGINEER OSA) GS-221O14 1 0 0 IPP CENTRAL OFFICE- PP S&E P0.01 MGR GS-221O14 1 0 0 IPP CENTRAL OFFICE- PP ME P0.01 MGR (FSA) GS-221O14 1 0 0 IPP CENTRAL OFFICE- IPP S&E P0.01 MGR-APPLEITECHNLGY GS-221O14 1 0 0 IPP CENTRAL OFFICE- PP ME P0.01 MGR-APPLD TECHNLGY (TSAI GS-221O14 1 0 0 IPP CENTRAL OFFICE- PP ME SENIOR DATABASE ADMN IFSAI GS421O14 1 0 0 IPP CENTRAL OFFICE - IPP S&E SEX OFFENDER SOC SORES ANAL G54101-14 1 0 0 IPP CENTRAL OFFICE-IPP S&E SOC SO RES ANAL G54101-13 4 0 0 20 IPP CENTRAL OFFICE-IPP S&E SOC SO RES ANAL G54101-14 1 0 0 IPP CENTRAL OFFICE - IPP S&E SOC SO RES ANAL G54101-13 1 0 0 IPP CENTRAL OFFICE-IPP ME SOC SO RES ASST G54101-07 1 0 0 IPP CENTRAL OFFICE- IPP ME SOFTWARE SYS DISASTER RECOVERY GS421O14 1 0 0 IPP CENTRAL OFFICE- IPP S&E SR CLOUD ENGINEER (ESA) GS-221O13 1 0 0 IPP CENTRAL OFFICE- IPP ME SR CLOUD ENGINEER (ESA) GS-221O14 1 0 0 IPP CENTRAL OFFICE-IPP S&E SR. DEP ASST D1R (ENT ADM) ES-2.210-00 1 0 0 IPP CENTRAL OFFICE - IPP S&E SA. DEP ASST DIR (FIELD OPEFIATICNS) ES-2.210-00 1 0 0 IPP CENTRAL OFFICE- IPP S&E STATCNSOC SO GS-153O13 1 0 0 12 IPP CENTRAL OFFICE- IPP S&E SUPVY COMPR SPECLST GS-221O13 1 0 0 IPP CENTRAL OFFICE- IPP ME SUPVY COMPR WO:LSI GS-221O13 1 0 0 IPP CENTRAL OFFICE-IPP ME SYS/NETWORK ADMIN GS421O14 3 0 0 IPP CENTRAL OFFICE-IPP ME WEB DEVELOPER GS421O13 1 0 0 IPP CENTRAL OFFICE-IPP ME WEB DEVELOPER GS421O13 1 0 0 1ES FO JESUP ME ACCTG TECHNCN GL-0525-05 1 1 0 EFTA00141585 JES FO IESUP S&E ASST HLTH SRVG ADMR G54670-11 1 1 0 JES FO IESUP S&E CAPTAIN'S SEC/ GL-0318-06 1 1 0 JES FO IESUP S&E CASE MGR G54101-11 1 1 0 JES FO NSW S&E CORRECTAL CNSLR GL-0037-09 1 0 0 JES FO NSW S&E ONTLOFFCR G54680-13 1 0 0 JES FO NSW S&E EXEC ASST/SATELITE OPUS ADMR GS-000643 1 0 1 40 JES FO IESUP UNICOR FABRIC WRKR AWN W5.3105-07 2 0 0 JES FO IESUP S&E FAOL MGR G5.1640-12 1 0 0 5 JES FO IESUP S&E MEDCL OFFCR GP-0602-1S 1 0 0 JCS FO SSW S&E MTNCE WRKA FRMN W5474908 1 1 0 8 JES FO JESUP PHS NURSE CC-0610-05 1 0 0 JCS FO JESUP S&E PLMBNG WRKR FRMN WS42064/3 1 2 0 JCS FO JESUP UNICOR PROG MGR G5.1101-13 1 0 0 JES FO JESUP S&E PSYCHLGY TECNNCN GL-0181-07 1 0 0 4 JCS FO JESUP S&E RELIGIOUS SRVCS ASST GI030347 1 0 0 5 JCS FO JESUP S&E SPORTS MOST GL403043 1 1 0 8 JCS FO JESUP S&E SPORTS MOST GL-0303-09 1 2 0 JES FO IESUP S&E SR OFFCRSPECLST GL4C07-08 1 1 0 JES FO IESUP S&E STAFF PSYCH GS-018042 1 0 0 JES FO IESUP S&E STUO TR GS-029944 1 0 0 JCS FO NSW S&E TCHR GS.1710-21 1 1 0 JCS FO NSW TRUST FUND TRUST FUND SMUT GL-0301-09 1 1 0 3 JCS FO IESUP S&E UNIT SECT GI:031206 3 0 0 14 JES FO IESUP S&E VOCTNLTRNG INSTRU G5.1712-11 1 0 0 LAT FO LA TUNA S&E ACCTG TECHNCN GL-052547 1 0 0 6 LAT FO LA TUNA S&E ASST LOCKSMITH GL-0301-09 1 0 0 LAT FO LA TUNA S&E CAPTAIN'S SECT GL-031846 1 0 0 LAT FO LA TUNA S&E CHAPLAIN GS-0060-12 1 0 0 LAT FO LA TUNA S&E COOK FRMN WS.2404 08 5 1 0 LAT FO LA TUNA S&E CORRECTNE SYS OFFER GL4002-08 1 1 0 LAT FO LA TUNA S&E DRUG ABUSE PROG COCIRD G54180-23 1 0 0 LAT FO LA TUNA S&E DRUG ABUSE PROG COCIRD G54180-23 1 0 0 IAT FO LA TUNA S&E WU STUD TR GI:1799-0S 1 0 0 LAT FO LA TUNA S&E ELCTFIL WRKR FRMN W5.2805-09 1 0 0 1 LAT FO LA TUNA S&E DAP DYIPMT SPECIST GL4201-09 1 0 0 4 LAT FO LA TUNA S&E FOOD SAVC ASST GL-1603-07 1 0 0 3 LAT FO LA TUNA S&E GEN FRMN W54749-14 1 1 0 LAT FO LA TUNA S&E HLTH SAVCSADMR GS-067042 1 0 0 LAT FO LA TUNA S&E HUMAN RESOURCE STUD TR GI-0299-0S 1 0 0 LAT FO LA TUNA UNICOR INOLSPECLST GS.1250-21 1 0 0 LAT FO LA TUNA S&E INFO TECH STUD TR GL-2299-05 1 0 0 LAT FO LA TUNA S&E LT GS-000741 5 0 0 LAT FO LA TUNA S&E LT GL4C07-09 1 0 0 LAT FO LA TUNA S&E MEDCL OFFCR GP-0602-15 1 0 0 LAT FO LA TUNA S&E MID-LEVEL PRACTMONER GS-060341 1 0 0 1 LAT FO LA TUNA S&E PLMBNG WRKR FRMN WS-42064B 1 0 0 1 LAT FO LA TUNA UNICOR QUAL ASSANC MGR G5.1910-21 1 0 0 3 LAT FO LA TUNA S&E MCA SUPVR GS418211 1 1 0 LAT FO LA TUNA S&E REGISTERED NURSE GL-0610-10 1 0 0 1 LAT FO LA TUNA S&E SIS SUPRT TEC/INCA GL-1802-08 1 0 0 LAT FO LA TUNA S&E SPEC EDUC TCHR GL-1710-11 1 0 0 LAT FO LA TUNA S&E SPORTS SPECIST GL4030-09 1 0 0 LAT FO LA TUNA S&E SPORTS SPECIST GL 0030 09 1 0 0 LAT FO LA TUNA S&E SA OFFCRSPECLST GL4007 08 24 0 0 LAT FO LA TUNA S&E SUPVISORY COMM SPECLST GL-1102-11 1 0 0 LAT FO LA TUNA S&E UNIT MGR G54006-12 1 0 0 LAT FO LA TUNA S&E UNIT SECT GI:031246 1 0 0 LAT FO LA TUNA UNICOR WMSE WRKR AWN W5490703 1 0 0 LAT FO LA TUNA S&E WHSE WRKR AWN W5490704 1 0 0 LEE LISP LEE S&E CASE MGR G54101-21 1 0 0 LEE USA LEE S&E ONE ASST GL-0681-06 1 0 0 LEE LISP LEE S&E LT GS-000741 1 1 0 LEE LISP LEE S&E MID-LEVEL PRACTITIONER GS-0610-21 1 0 0 LEE USP LEE S&E MINCE WRKR FRMN WS47494/3 1 0 0 LEE USA LEE S&E FICA SUPVR GS-0188-21 1 1 0 LEE LISP LEE S&E REGISTERED NURSE GL-0610-10 1 1 0 LEE LISP LEE S&E SPEOALTYTRTMNT PROG SPECIST G54101-21 1 0 0 LEE USA LEE S&E SPECIALTY TRTMNT PROG SPECIST G54201-21 1 0 0 LEE USA LEE S&E SR OFFCRSPECLST GL-0037-08 8 0 0 LEE USA LEE S&E SUPYRY OMPLAIN GS-006043 1 0 0 LEE LISP LEE S&E TCHR G5.1710-21 1 1 0 LEE LISP LEE S&E UNIT SECY GI:031206 1 1 0 LEW LISP LEWISBURG S&E ASSOC WARDEN G54006-14 1 1 0 LEW USA LEWISBURG S&E ASST CASE MGMT COORD G54101-21 1 0 0 LEW USP LEWISBURG S&E ASST HUMAN RESOURCE MGR GS4201-11 1 0 0 LEW LISP LEWISBURG S&E BUS ADMR GS4501-13 1 0 0 LEW LISP LEWISBURG S&E CASE MGR GS4101-11 1 0 0 EFTA00141586 LEW USP LEWISBURG S&E CLINICAL PSYCHOLOGIST (Resolve Goad) GL-0180-13 1 0 0 LEW LISP LEWISBURG S&E COMER SPECLST GL-1102-09 1 0 0 LEW USP LEWISBURG S&E COOK FRMN W5.7404-08 6 1 0 LEW LISP LEWISBURG S&E CORRECTNL CNSLR GL-0007-O9 1 0 0 LEW LISP LEWISBURG PHS DENTAL HYGENIST 1 0 0 LEW USP LEWISBURG S&E DEP CAPTAIN GS-0007-12 1 0 0 LEW USP LEWISBURG S&E DRUG ABUSE PROG COORD G54180-13 1 0 0 LEW LISP LEWISBURG S&E DRUG ABUSE TRTMNTSPECLST G54101-11 1 0 0 LEW USP LEWISBURG S&E EXEC ASST/SATELITE OPUS ADMR GS-0006-13 1 0 0 19 LEW LISP LEWISBURG S&E LT GS-0007-11 1 0 0 LEW LISP LEWISBURG S&E LT GS-0007-09 3 1 0 LEW LISP LEWISBURG S&E MIOLLNELPRACTMONER GS-061O11 1 0 0 LEW USP LEWISBURG S&E PIPEFTR FRMN WS-420409 1 0 0 LEW LISP LEWISBURG S&E REINTEGRATION HOUSING PSYCH G54180-13 1 0 0 LEW USP LEWISBURG S&E SR OFFCRSPECLST GL-0037-08 32 0 0 LEW LISP LEWISBURG S&E STAFF PSYCH GS-0180-12 1 0 0 LEW LISP LEWISBURG S&E TIME & LV CLIC GL-0544-05 1 0 0 LEW USP LEWISBURG S&E UNIT SECT GL-031806 1 0 0 LEW LISP LEWISBURG TRUST FUND WHSE WRKR SUM WS-6907-04 1 1 0 LOC FMC LEXINGTON S&E ASSOC WARDEN GS-0006-14 1 1 0 LOC FMC LEXINGTON S&E AUTMTV WRKR FRMN WS.5823-08 1 0 0 LOC FMC LEXINGTON S&E CASE MGR GL-0101-11 1 1 0 LOC FMC LEXINGTON S&E COMPR SPECLST GS-221O21 1 0 0 LOC FMC LEXINGTON S&E COOK FRMN WS.7404-08 4 1 0 LOC FMC LEXINGTON UNICOR COST ACCENT GS-051O11 1 0 0 LOC FMC LEXINGTON UNICOR COST ACCENT GS-051O11 1 0 0 LOC FMC LEXINGTON S&E DENTAL ASST - EXPAND FUNC GL-0681-06 1 0 0 LOC FMCLEXINGTON UNICOR OCTAL EQUIP WRKR FRMN WS-2854-O8 3 0 0 LOC FMC LEXINGTON UNICOR ELCTRON FACTORY MGR G5.1101-12 1 0 0 LOC FMC LEXINGTON S&E DIC ASST/SATEILITE OPERSADMR GS-0006-13 1 0 1 23 LOC FMCLEXINGTON S&E FAOLASST GL-1603-07 1 0 0 3 LOC FMC LEXINGTON S&E FOOD SRVC ASST GL-1603-07 1 0 0 LEX FMC LDONGTON S&E FORENSICS UNIT PSYCH G54180-13 1 0 0 IS( FMC LEXINGTON S&E GEN FRMN WS-4749-14 1 0 0 11 LEX MIC LD0NGTON S&E HYAC FRMN WS.530609 1 0 0 1 UDC FMCLEXINGTON UNICOR INDLSPECIST G5.125O21 1 0 0 LOC R‘IC LD0NGTON PHS LAB SUPV (Other Health Sere) CC-0644-11 1 0 0 LOC FMCLEXINGTON S&E LOCKSMITH GL-0301-10 1 0 0 LOC FMC LEXINGTON S&E LT GS-0007-11 1 1 0 LEX FMCLEXINGTON S&E MATERIALS NPR FRPAN W5-6907-04 1 0 0 4 LEX FMC LEXINGTON S&E MEDCL RFC ADMR G5.0669-11 1 0 0 2 LOC FMC LEXINGTON S&E MEM SUPPTECHNO1 GL 0622 06 1 0 0 1 LOC FMC LEXINGTON S&E MEDICAL RECORDS TECH GL-0675-07 1 0 0 LOC FMCLEXINGTON PHS MID-LEVEL PRACTITIONER -PA CC-0603-11 1 1 0 101 FMCLEXINGTON PHS NURSE MANAGER lather) CC-0610-11 1 0 0 LOC FMCLEXINGTON UNICOR PKR FRMN WS-7002-05 1 0 0 LEX MIC LD0NGTON UNICOR PROONCNTRLR GS-1152-11 1 0 0 LOC FMCLEXINGTON S&E PSYCH INTERN GS-0199--09 1 0 0 39 LOC FMCLEXINGTON S&E PSYCHLGY TEOINCN GL-0181-07 1 0 0 LOC FMCLEXINGTON UNICOR QUAL ASSANC SPECLST GL-191009 1 0 0 LOC FMCLEXINGTON S&E QUAL IMPRYMT MGR - HLTH SYS SPECLST GS-0671-12 1 0 0 LOC FMC LEXINGTON PHS QUAL IMPRVMT& INF CONT NURSE (other' CC-0610-11 1 0 0 LOC FMC LEXINGTON S&E FICA SMUT GL-0188-09 1 1 0 7 LOC FMC LEXINGTON S&E REGIONAL MAST PI4YSIOAN GP-0602-1S 1 0 0 LEX FMC LEXINGTON PHS REGISTERED NURSE lather) CO0610-10 1 0 0 LEX FMC LEXINGTON S&E SAFETY ADM* GS-0018-13 1 0 0 LEX FMC LEXINGTON S&E SAFETY SPECLST GL-0018-09 1 0 0 LOC FMC LEXINGTON S&E SOC WRKR GS-0185-11 1 0 0 LEX FMCLEXINGTON S&E SR CLCATTY GS-0905-14 1 0 0 LEX FMC LEXINGTON S&E SR OFFCRSPECLST GL-0007-08 19 1 0 LOC FMC LEXINGTON PHS STAFF PHARMACIST {SR) CO0660-12 1 0 0 LEX FMC LEXINGTON S&E STAFF PSYCH - CounseIng G54180-12 1 1 0 LEX FMCLEXINGTON UNICOR SUPP CHAIN MGR GS-115O12 1 0 0 LOC FMC LEXINGTON UNICOR SUPYRY OPERTG ACCENT GS-0SIO12 1 0 0 LOC FMC LEXINGTON S&E SUPVY CUNICAL NURSE GS-061O11 1 0 0 LOC FMC LEXINGTON S&E TIME & LYCLK GL-0544-0S 1 1 0 LOC FMC LEXINGTON TRUST FUND TRUST FUND SUPYR GS-0301-12 1 0 0 10 LOC FMC LEXINGTON UNICOR UNICOR ACCTNT GL-051009 1 0 0 LOC FMC LEXINGTON UNICOR UNICOR ACCTNT GL-051009 1 0 0 LOC FMC LEXINGTON UNICOR UNICOR ASST BUS MGR GS-0501-12 1 0 0 LOC FMC LEXINGTON UNICOR UNICOR CORER SPECIST GL-1102-09 1 0 0 LOC FMC LEXINGTON UNICOR UNICOR STUD TR GS.1199-04 1 0 0 LOC FMC LEXINGTON S&E UNIT SECT GL-0318-06 1 1 0 LOC FMC LEXINGTON UNICOR WISE WRKR SUM W5-6907-06 1 0 0 LOC FMC LEXINGTON UNICOR WISE WRKR SUVA W5-6907-04 1 1 0 LOC FMC LEXINGTON S&E WOUND CARE SPECIALIST -RN GL-0610-10 1 0 0 LOM FCC LOMPOC S&E ASSISTANT RECRSUPYR G541118-11 1 0 1 EFTA00141587 LOM FCC LOMPOC S&E ASSOC WARDEN'S SECY GL-0318-07 2 1 0 2 LOM FCC LOMPOC S&E ASST KM SRVG ADMR GS-067O12 1 0 0 1 LOM FCC LOMPOC S&E ASST HUMAN RESOURCE MGR GS-0201-12 1 0 0 LOM FCC LOMPOC S&E CAPTAIN'S SEC/ GL-0318-06 1 1 0 7 LOM FCC LOMPOC S&E CASE MGR GS.0101-11 3 1 0 6 LOM FCC LOMPOC PHS CM PHARMACIST 1 0 0 LOM FCC LOMPOC S&E CHAPLAIN GS-006O12 1 0 0 LOM FCC LOMPOC S&E COOK FRMN WS.7404.08 1 0 0 LOM FCC LOMPOC S&E CORRIC7NL CNSLR GL000709 1 1 0 3 LOM FCC LOMPOC S&E CORRIC7NL SYS OFFCR GL-0007-DS 1 1 0 8 LOM FCC LOMPOC UNICOR DAIRY FARMER FRMN WS.5001-07 1 0 0 LOM FCC LOMPOC S&E DRUG ABUSE TRTMNT SPECLST GS-010141 1 0 0 LOM FCC LOMPOC S&E EDUCSPECLS7 G5.1701-11 1 0 0 LOM FCC LOMPOC S&E EXEC ASST/SATELLITE OPERS ADMR GS-000643 1 0 1 21 LOM FCC LOMPOC UNICOR FARM MGR GS.1601-13 1 0 0 LOM FCC LOMPOC UNICOR FARMER FRMN WS.5002-07 1 0 0 LOM FCC LOMPOC S&E GEN FRMN WS-4749-14 1 1 0 LOM FCC LOMPOC S&E HEALTH sva *swum GL-0303-07 1 0 1 LOM FCC LOMPOC S&E HEALTH TECHNICIAN IPararnedic) GI:0640-09 2 0 0 LOM FCC LOMPOC S&E Nurse Practitioner GS-0610-11 1 0 0 LOM FCC LOMPOC ME PIPEFTR FRMN WS-4204-09 1 0 0 LOM FCC LOMPOC S&E PSYCHLGY TECHNCN GL-0181-07 1 0 0 5 LOM FCC LOMPOC S&E RELIGIOUS SRVG ASST GL-0301-07 0 0 0 3 LOM FCC LOMPOC S&E SIS TECHNCN GL-1802-08 1 0 1 2 LOM FCC LOMPOC S&E SPEC EDUC TCHR G5.1710-11 1 0 0 LOM FCC LOMPOC S&E SPEC POPULATION PROG COMO G54101-11 1 0 0 LOM FCC LOMPOC S&E SR OFFCRSPECLS7 GL-0007-08 41 1 0 LOM FCC LOMPOC ME TCHR G5.1710-11 1 0 0 4 LOM FCC LOMPOC ME TIMC & LVCLK GL-0684-05 1 0 0 4 LOM FCC LOMPOC TRUST FUND TRUST FUND SPECLST GL-0301-09 1 0 0 6 LOM FCC LOMPOC ME VOCTNL 7RNG INSTRU GS-1712-11 1 0 0 LOM FCC LOMPOC ME WARDENS SECY GL-0318-08 1 0 0 12 LOM FCC LOMPOC TRUST FUND WHSE WRKR FRMN WS-6907-04 1 0 0 LOR FO LORETTO S&E ASST MTN SRVG ADMR GS-067O11 1 0 0 LOR FO LORETTO S&E CAPTAIN'S SECY GL-031806 1 0 1 12 LOR FO LORETTO S&E COMPR SRVCS MGR GS.2210-12 1 0 0 LOR FO LORETTO S&E CORRECTNL SYS OFFCR GL-0007-08 1 0 0 LOR FO LORETTO S&E HLTH SRYCSADMR GS-067042 1 0 0 4 LOR FO LORETTO S&E LT GI-0007-09 1 0 0 LOR FO LORETTO S&E MGR SUPVR GS-0111841 1 0 0 LOR FO LORETTO S&E SIS TECHNCN GL-1802-08 1 1 0 LOR FO LORETTO S&E STAFF PSYCH G54180-12 1 0 0 LOR FO LORETTO TRUST FUND TRUST FUND SUPYR GS-0301-12 1 1 0 LC6 MDC LOS ANGELES S&E ADVANCED PRACTKE NURSE IMLP) GS-0610-11 1 0 0 LOS MDC LOS ANGELES S&E ADVANCED PRACTKE NURSE ',ALP) GS-0610-11 1 0 0 LOS MDC LOS ANGELES S&E COOK FRMN WS.7404-08 1 0 0 LOS MDC LOS ANGELES ME ENVRNMTL & SAFETY COMPINC ADMR (TRI GS-0018-11 1 0 0 LOS MDC LOS ANGELES ME FORENSICS UNIT PSYCH GS-0180-13 1 1 0 LOS MDC LOS ANGELES S&E MG ASST GL-0986-08 1 1 0 LOS MDC LOS ANGELES S&E LT GS-0007-11 1 1 0 LOS MDC LOS ANGELES VIE LT GL-0007-O9 1 1 0 LOS MDC LOS ANGELES ME MEDICATION TECHNCN GL-064006 1 0 0 LOS MDC LOS ANGELES SIIE MTNCE WRKR FRMN WS4749 08 1 0 0 LOS MDC LOS ANGELES SIIE PARAMEDIC GL -0640.09 1 0 0 LOS MDC LOS ANGELES ME PHYSICIAN ASST RALF) G5-0603-11 1 0 0 LOS MDC LOS ANGELES ME PSYCHLGY PREDOCTORAL INTERN GL-019909 1 0 0 28 LOS MDC LOS ANGELES ME MCA SPECLST GL-0188-09 1 0 0 LOS MDC LOS ANGELES S&E REGISTERED NURSE GL-0610-10 1 0 0 LOS MDC LOS ANGELES ME SAFETY SPECLST GL-0018-09 1 1 0 LOS MDC LOS ANGELES ME SOCIAL WORKER GS-018SM 1 0 0 LOS MDC LOS ANGELES S&E SR OFFCRSPECLS7 GI-0007-08 12 1 0 LOS MDC LOS ANGELES SIIE SUPVY CLINICAL NURSE GS-0610-11 1 1 0 LOS MDC LOS ANGELES SIIE SUPVY CORRECTIONAL SYSTEMS SPECIALIST GS-000641 1 1 0 LOS MDC LOS ANGELES S&E UNIT SECT GL-0318-06 1 1 0 LOS MDC LOS ANGELES TRUST FUND WHSE WRKR FRMN W54907-04 1 0 LVN USP LEAVENWORTH SIIE ASSOC WARDEN GS-0006-14 1 1 0 LVN LISP LEAVENWORTH SIIE ASST CASE MGMT COORD GS-0101-11 1 1 0 LVN LISP LEAVENWORTH SIIE ATTY ADVSR GS-090544 1 1 0 LVN LISP LEAVENWORTH VIE CAMP ADMR SECY GL-0318-07 1 0 0 LVN LISP LEAVENWORTH S&E 04APLAIN(LCP) GS-006OI2 1 0 0 Ml LISP LEAVENWORTH PHS CHEF GENERAL DENTA CC-068005 1 0 0 Ml LISP LEAVENWORTH ME CONTR SPECLST GL-1102-09 1 0 0 Ml LISP LEAVENWORTH ME CORRIC7NL SYS OFFCR GL-0007-08 1 1 0 7 LW LISP LEAVENWORTH ME DENTAL ASSISTANT GL-0681-06 1 0 0 2 LW LISP LEAVENWORTH ME DENTAL HYGIENIST/CO GL-0682-08 1 1 0 1 LW LISP LEAVENWORTH ME DRUG ABUSE PROG COORD G5-018013 1 0 0 Ml LISP LEAVENWORTH VIE DRUG ABUSE PROG COORD MAT GS-0180-13 1 0 0 EFTA00141588 LVN LISP LEAVENWORTH S&E DRUG ABUSE TRTMNTSPECLST GS-0101-11 2 0 0 LVN LISP LEAVENWORTH S&E MCC TECHNO1 GI:170247 1 0 0 7 LVN LISP LEAVENWORTH ME ELCTRL WRKR ERMA WS-2130509 1 0 0 LVN LISP LEAVENWORTH ME ELCTRONTECHNCN GS-01156-11 2 0 0 LVN LISP LEAVENWORTH ME FAOLASST GI:160347 1 1 0 LVN LISP LEAVENWORTH S&E GEN FRMN WS-4749.14 1 1 0 7 LVN LISP LEAVENWORTH S&E HEALTH SERVICES ASSISTANT GL-0303-07 1 0 0 4 LVN LISP LEAVENWORTH S&E LT GL-0037-09 1 0 0 LVN LISP LEAVENWORTH ME LT GS-0007-11 1 0 0 LVN LISP LEAVENWORTH S&E MEDCL OFFCR GS-0602-15 1 0 0 LVN LISP LEAVENWORTH S&E MEDCLTECHNCN GL-06.45-07 3 0 0 LVN LISP LEAVENWORTH S&E PARALEGAL SPECLST GS-0950-11 1 0 0 LVN LISP LEAVENWORTH S&E PARAMEDIC GL-0660-09 1 0 0 LVN LISP LEAVENWORTH S&E SPEC POPULATION PROG COORD GS-0101-11 1 1 0 LVN LISP LEAVENWORTH S&E SPEOALTYTRTMNT PBX SPECLST GS-0101-11 1 1 0 LVN USP LEAVENWORTH S&E SROFFCRSPECLST GLAC07-08 31 1 0 LVN USP LEAVENWORTH S&E SUPVR OF (DUG GS.1710-12 1 0 0 LVN LISP LEAVENWORTH S&E SUN'S CORRECTIONAL SYSTEMS SPECIAUST GS-0006-11 1 0 0 LVN LISP LEAVENWORTH S&E TCHR GS-1710-11 1 0 0 LVN LISP LEAVENWORTH S&E UNIT SECY GI:031206 1 1 0 MAN FO MANCHESTER S&E ACCTG TECHNCN GI:052507 1 0 0 MAN FO MANCHESTER S&E ASSOC WARDEN GS-0006-14 1 0 0 MAN FO MANCHESTER UNICOR BUS ADMR GS-0S01-12 2 0 0 MAN FO MANCHESTER S&E 01PSYCH GS-01130-13 1 0 0 MAN FO MANCHESTER S&E CORRECINL SYS OFFCR GLAC07-08 1 0 0 29 MAN FO MANCHESTER UNICOR FABRIC WRKR FRMN WS-3105-07 3 0 0 MAN FOMANCHESTER S&E HVAC ERMA WS.5306.09 1 0 0 MAN FO MANCHESTER S&E INFOTECH SPECIST GS-2210-11 1 0 0 MAN FO MANCHESTER S&E LT GL-0037-11 1 0 0 MAN FOMANCHESTER S&E MINCE WRKR FRMN W54740001 1 0 0 MAN FOMANCHESTER UNICOR QUAL ASSIINC SPECLST GL-191009 1 0 0 MAN FO MANCHESTER S&E AMR SUPVR GS-018211 1 0 0 MAN FO MANCHESTER S&E REGISTERED NURSE GL-0610-10 2 0 0 MAN FO MANCHESTER S&E SROFFCRSPECLST GLAC07-08 9 1 0 MAN FO MANCHESTER S&E SUPVR OF EDUC GS.1710-12 1 1 0 MAN FO MANCHESTER S&E TIME AND LEAVE CLERK GL-0544-05 1 0 0 MAN FO MANCHESTER S&E UNIT MGR GS-0006-12 1 0 0 MAN FO MANCHESTER S&E VOCTALTRAG INSTRU GS.1712-11 1 0 0 MAN FO MANCHESTER UNICOR WHSE WRVS FRMN WS-6907-03 1 0 0 MAR LISP MARION S&E ASSOC WARDEN GS-0006-14 1 0 0 MAR LISP MARION S&E CASE MGR GS-0101-11 3 1 0 10 MAR USP MARION S&E CLNCL DIR GS-0602-15 1 0 0 MAR USP MARION S&E CONTR SPECLST GL-1102-09 1 0 0 MAR LISP MARION S&E DRUG ABUSE TRTMNTSPECLST GS-0101-11 1 0 0 MAR LISP MARION S&E MCC TECHNCN GL-1702-07 1 0 0 1 MAR LISP MARION S&E FAOLASST GL-1603-07 1 0 0 MAR LISP MARION UNICOR INDLSPECLST IELCTRON) GS-1150-11 1 0 0 MAR LISP MARION S&E LT GS-0007-11 1 0 0 MAR LISP MARION S&E LT GL-0037-09 1 0 0 MAR LISP MARION S&E MEDICATION TECHNICIAN GL-0640-06 1 1 0 MAR LISP MARION S&E MID-LEVEL PRACTMONER GS-0603-11 1 1 0 MAR LISP MANIA S&E PSYCHLGY TECHNCN GI-0161-07 1 0 0 MAR USP MARION S&E FICA SPECLST GL-0186.09 1 0 0 MAR USP MARION S&E REENTRY AFF COORD GS.0101-11 1 0 0 MAR USP MARION S&E REGISTERED NURSE CC-0610-10 1 0 0 MAR USP MARION S&E SAFETY AND OCCUPATIONAL HEALTH MGR GS-001212 1 0 1 MAR USP MARION S&E SEX OFFENDER PROG COORD GS-0113043 1 0 0 MAR USP MAR/ON S&E SEX OFFENDER PROG PSYCH GS-0113043 1 0 0 MAR USP MARION S&E SEX OFFENDER PROG SPECLST GS-0101-11 3 0 0 MAR LISP MARION S&E SOC WRKR GS-01(641 1 0 0 MAR USP MARION S&E SPORTS SPECLST GL-003009 1 0 0 MAR USP MARICN S&E SROFFCRSPECLST GI0110708 23 0 0 MAR USP MARION S&E STAFF FSVOI GS-01130-12 1 0 0 MAR USP MARION S&E SUPVR OF (DUG GS.1710-12 1 1 0 MAR USP MARION S&E UNIT MGR GS-0006-12 1 0 0 MAR USP MARION S&E UNIT SECY GL-0312.-06 1 1 0 MAR LISP MARION UNICOR WHSE WRKR FRMN W54907-04 1 0 0 MO) FO MCDOWELL S&E ASSOC WARDEN GS-0006-14 1 1 0 MCD FO MCDOWELL S&E CAPTAIN GS-0007-12 1 1 0 MCD FO MCDOWELL S&E CH PSYCH GS-0113043 1 0 0 MCD FO MCDOWELL S&E COOK FRMN WS.7404-003 1 0 0 MCD FO MCDOWELL S&E CORWIN'. CNSLR GLAC07-09 1 0 0 MCC. FO MCDOWELL S&E GARDENER FOREMAN WS-5003-07 1 0 0 MCD FO MCDOWELL S&E HLTH TEDINCN GL-0610-06 1 0 0 MCD FO MCDOWELL S&E LT GI01107-09 1 1 0 MCD FO MCDOWELL S&E PSYCH GS-0113042 1 0 0 MCD FO MCDOWELL S&E SROFFCRSPECLST GI:01107-08 11 1 0 EFTA00141589 MCD FO MCDOWELL S&E SUPVCHAPIAIN GS-0060-12 1 0 0 MCD FO MCDOWELL S&E SUPV COMM SPECLST G5.1101-11 1 1 0 MCC. FO MCDOWELL S&E TCHR GS.1710-11 2 0 0 10 MCD FO MCDOWELL S&E UNITSECY G1-0318-06 1 1 1 7 MCK FO MCKEAN S&E ACCTG TECHNCN G1-0525-07 1 1 0 2 MCK FO MCKEAN S&E CAPTAIN'S SECY GL-0318-06 1 0 0 5 MCK FO MCKEAN S&E COMM SPECLST GL-1101-09 1 1 0 MCK FO MCKEAN S&E CORRECTNL CNSLR GL-0037-09 1 1 0 MCK FO MCKEAN S&E CORRECTNL SYS OFFCR G143037-08 1 0 1 9 PACK FO MCKEAN S&E EDUCTECHNCN GL-1701-07 1 0 0 MCK FO MCKEAN S&E HLTH INC TECHNCN a-067SW 1 0 0 2 MCK FO MCKEAN VIE HUMAN RESOURCE MGR GS-0201-11 1 0 0 MCK FO MCKEAN VIE LT GS-0007-11 3 0 0 MCK FO MCKEAN S&E LT GL-0007-09 1 0 0 MCK FO MCKEAN VIE REGISTERED NURSE GL-0610-10 2 0 0 MCK FO MCKEAN S&E SR OFFCRSPECLST GL-0007-08 29 1 0 MCK FO MCKEAN S&E STAFF PSYCH G54180-12 1 0 0 MCK FO MCKEAN S&E UNITSECY G143318-06 1 0 1 9 MCR USP MCCREARY S&E ASSOC WARDEN GS-0006-14 1 1 0 MCR USP MCCREARY S&E CASE MGR G54101-11 1 1 0 10 MCR USP MCCREARY S&E CHAPLAIN GS-0060-12 1 0 0 MCR USP MCCREARY S&E CLINICAL DIRECTOR GP-0602-1S 1 0 0 MCR LISP MCCREARY S&E CLNCL PSYCH G54180-12 1 1 0 MCR LISP MCCREARY S&E CLNCL PSYCH G54180-12 2 1 0 MCR LISP MCCREARY S&E DRUG ABUSE PROG COORD G54180-13 1 0 0 MCR LISP MCCREARY S&E LT GS-0007.09 1 0 0 MCR LISP MCCREARY S&E MINCE WRKR FRMN WS41749.08 1 0 0 MCR LISP MCCREARY S&E AMR SPECLST GL-0188-09 1 1 0 9 MCR LISP MCCREARY S&E RECYCLING TECHNCN KORRECTNL) GL-0303-08 1 0 0 MCR LISP MCCREARY S&E REGISTERED NURSE GL-0610-10 1 0 0 MCR LISP MCCREARY S&E SPEC IMESTIGATNE AGT GS-0006-12 1 0 0 13 MCR USP MCCREARY S&E SPECIALTY PROG COORD G54180-13 1 0 0 MCR USP MCCREARY S&E SR OFFCRWELLST GL-0037-08 11 1 0 MCR USP MCCREARY S&E UNIT MGR GS-0006-12 1 1 0 MCR USP MCCREARY VIE UNITSECY GL-0318-06 1 1 0 MCR USP MCCREARY S&E WHSE WRKR FRMN W5.6907-04 1 1 0 MEM FO MEMPHIS S&E ASSOC WARDEN GS-0006-14 1 1 0 MEM FO MEMPHIS S&E CLNCL NURSE GL-0610-10 1 0 0 MEM FO MEMPHIS S&E CONTR SPECLST GL-1101-09 1 0 0 MEM FO MEMPHIS VIE COOK FRMN WS-7404-0B 1 0 0 MEM FO MEMPHIS S&E CORRECTIONAL SYSTEMS OPFKER GL-0007-08 1 1 0 MEM FO MEMPHIS S&E EDUCTECHNCN GL-1701-07 1 0 0 MEM FO MEMPHIS S&E ELCTRONTECHNO11TRI GS-0856-10 1 0 0 MEM FO MEMPHIS S&E FAOL MGR GS.1640-12 1 1 0 MEM FO MEMPHIS S&E HEALTH INFORMATION TECHNICIAN GL-0675-07 1 0 0 I, MEM FO MEMPHIS PHS HLTH SRYttADMR CC-0670-12 1 1 0 MEM FO MEMPHIS S&E HLTH SYS SPECLST GL-0671-09 1 0 0 MEM FO MEMPHIS S&E HUMAN RESOURCE SPECIST GL-0201-09 1 1 0 MEM FO MEMPHIS VIE HYAC FRMN WS.5306.09 1 0 0 MEM FO MEMPHIS S&E LT GL-0007-09 2 1 0 MEM FO MEMPHIS S&E LT GS.0007-11 2 1 0 MEM FO MEMPHIS VIE MEDtt OFFCR GS.0601-15 1 0 0 MEM FO MEMPHIS S&E AMR SUPYR GS-0188-11 1 1 0 MEM FO MEMPHIS S&E SPEC EDUC TCHR GS.1710-11 1 0 0 MEM FO MEMPHIS S&E SR OFFCRSPECLST G1-0037-08 32 1 0 MEM FO MEMPHIS VIE SUPVRY CONTRSPECIST GS.1101-11 1 0 0 MEM FO MEMPHIS VIE TCHR GS.1710-11 1 1 0 MEM FO MEMPHIS S&E UNITSECY GL-031806 2 1 0 14 MEM FO MEMPHIS VIE VOCTNLTRNG INSTRU GS.1711-11 1 0 0 MEN FO MENDOTA VIE ASSOC WARDEN'S SECY GL-031807 1 0 0 3 MEN FO MENDOTA S&E ASST FC00 SRVC ADPAR G5.1667-11 1 0 0 MEN FO MENDOTA VIE CASE MGR GS-0101-11 1 0 0 8 MEN FO MENDOTA VIE COMPR SRVCS MGR GS.2210-12 1 0 0 MEN FO MENDOTA S&E COOK FRMN WS.7404-08 1 1 0 MEN FO MENDOTA S&E CORRECTNL CNSLR GL-0007-O9 1 0 0 11 MEN FO MENDOTA S&E DRUG ABUSE TRTMNT SPECLST GS-0101-11 1 1 0 MEN FO MENDOTA S&E ELCTRL WRIal FRMN W5.2805-09 1 0 0 MEN FO MENDOTA S&E ENVIRNMTL & SAFETY COMPIAICADMNR GS-0018-12 1 1 0 MEN FO MENDOTA S&E FAOL MGR GS.1640-12 1 1 0 MEN FO MENDOTA S&E GEN FRMN WS41749-14 1 1 0 MEN FO MENDOTA S&E HLTH SRYCSADMR GS-0670-12 1 0 0 MEN FO MENDOTA VIE INFECTION PREY& CONT NURSE GS-0610-11 1 0 0 MEN FO MENDOTA VIE 1PN G143620-07 1 0 0 4 MEN FO MENDOTA VIE FICA SPECLST G14318809 1 0 0 MEN FO MENDOTA VIE SS TECHNCN GL-1801-08 1 0 1 3 MEN FO MENDOTA S&E SR OFFCRSPECLST G143037-08 8 0 0 2 MEN FO MENDOTA S&E STAFF PSYCH G54180-12 2 0 0 EFTA00141590 MEN FO MENDOTA S&E SUPVRY CONTRSPECLST G5.1102-11 1 2 0 MEN FO MENDOTA S&E T&A CLERK GL-0544-06 1 0 0 4 MEN FO MENDOTA S&E TOOL RM OFFCR GL-0301-08 1 2 0 MEN FO MENDOTA S&E UNIT MGR GS-0006-12 1 0 0 11 MEN FO MENDOTA S&E UNIT SECT GL-0318-06 1 1 0 MEN FO MENDOTA TRUST FUND WHSE WRKR FRMN W5490704 1 2 0 MIA FO MIAMI UNICOR ACCENT POST ACCT) GS-051O21 1 0 0 MIA FO MIAMI S&E ADVANCED PRACTICE NURSE/MIP GS-061O21 1 2 0 MIA FO MIAMI S&E ASSOC WARDEN GS-0006-14 1 2 0 MIA FO MIAMI S&E ASSOC WARDEN'S SECY GL-0318-07 1 0 0 MIA FO MIAMI S&E ASST FOOD SRVC ADMR G5.1667-21 1 2 0 MIA FO MIAMI S&E CAMP ADMR GS-0006-23 1 0 0 MIA FO MIAMI S&E CHAPLAIN GS-006O22 1 0 0 MIA FO MIAMI S&E CHAPLAIN GS-006O22 1 0 0 0 MIA FO MIAMI S&E CHAPLAIN GS-006O22 1 0 0 MIA FO MIAMI S&E CORRECHIL SYS 0FFCR GL-0007-08 1 0 0 MIA FO MIAMI S&E CORRECINL SYS OFFCR GL-0007-08 1 0 0 10 MIA FO MIAMI UNICOR FABR1C WRKR FRMN W5.3105-07 1 0 0 1 MIA FO MIAMI S&E HUMAN RESOURCE SPECIST GL-0201-09 1 0 1 8 MIA FO MIAMI S&E HVAC FRMN WS 530609 1 0 0 1 MIA FO MIAMI S&E LT GL-0007-09 1 1 0 MIA FO MIAMI S&E MATERIALS HANDLER SUPYR W54907-03 1 1 0 MIA FO MIAMI S&E REGISTERED NURSE GL-0610-10 1 1 0 MIA FO MIAMI UNICOR REMOTE OPERTNLACCHT GS-051O21 1 0 0 MIA FO MIAMI S&E SIS SUPRT TECHNCH GL-1802-08 1 1 0 MIA FO MIAMI S&E Spanish RDA, - DAP.COORD GS-0180-23 1 0 0 MIA FO MIAMI S&E Spanith RDA, - DES GS-0101-21 4 1 0 MIA FO MIAMI S&E SR OFFCRSPECLST GL-0007-08 5 1 0 MIA FO MIAMI UNICOR SUN'S INDUSTRIAL SPECIST GS.115OI2 1 0 0 MIA FO MIAMI S&E TCHR GS.171OI1 1 0 0 MIA FO MIAMI S&E UNIT MGR GS-0006-22 1 1 0 MIA FO MIAMI S&E UNIT SECY GL-0318-06 1 1 0 6 MIL FO MILAN S&E ASST LOCKSMITH GL-0301-09 1 0 0 MIL FO MILAN S&E CAPTAIN'S SECT GL-0318-06 1 2 1 5 MIL FO MILAN S&E CASE MGR GS-0101-21 1 0 0 8 MIL FO MILAN S&E COOK FRMN W5.740408 1 1 0 MIL FO MILAN S&E DRUG ABUSE PROG COORD GS-0180-23 1 1 0 MIL FOMILAN S&E EXEC ASST/SATEILITE OPERS ADMR GS-0006-23 1 1 0 MIL FO MILAN S&E HLTH SRVCSASST GL-0303-07 1 1 0 MIL FOMILAN S&E HUMAN RESOURCES SPECtST GL-0201-09 1 1 0 MIL FO MILAN S&E LT GS-0007-21 4 0 0 MIL FO MILAN UNICOR MIt WRKR FRMN W5.3801-08 1 0 0 MIL FO MILAN S&E PLMBNG WRKR FRMN WS-42064B 1 1 0 MIL FOMILAN UNICOR PROEM CNTRLR G5.1152-21 1 0 0 MIL FOMILAN UNICOR QUAL ASSRtiC MGR G5.191O11 1 0 0 MIL FOMILAN S&E FICA SPECIST GL-0188-09 1 0 0 MIL FO MILAN S&E REGISTERED NURSE GL-0610-10 1 0 0 MIL FO MILAN S&E SEX OFFENDER PROG PSYCH GS-0180-13 1 0 0 MIL FO MILAN S&E SR OFFCRSPECLST GL-0007-08 21 1 0 MIL FO MILAN S&E STAFF PSYCH GS-0180-12 1 1 0 MIL FO MILAN S&E SUPVR OF EDUC G5171OI2 1 1 0 MIL FO MILAN S&E SUPVRY CONTRSPECLST GS.1102-21 1 1 0 MIL FO MILAN UNICOR T000MKR FRMN WS-3416-10 1 0 0 MIL FO MILAN S&E UNIT SECT GL-0318-06 1 0 0 11 MIL FO MILAN S&E Unisys RPM OPERTR FRNIN WS-4742-0B 1 0 1 3 MIL FO MILAN UNICOR WHSE WRKR FRMN W54907-04 1 0 0 MIL FO MILAN TRUST FUND WHSE WRKR FRMN W54907-04 1 1 0 MIL FO MILAN UNICOR WHSE WRKR SUM W54907-06 1 0 0 MIM FDC MIAMI S&E ASST HLTH SRVG ADMR GS-067O21 1 1 0 MIM FCC MIAMI S&E BURG ANAL GL-0560-09 1 0 0 MIM FCC MIAMI S&E BUS ADMR GS-0S01-23 1 1 0 MIM FCC MIAMI S&E CASE MGR GS-0101-21 1 0 0 20 MIM FCC MIAMI S&E CHAPLAIN GS-0060-22 1 0 0 MIM FCC MIAMI S&E CHAPLAIN GS-006O22 1 0 0 0 MIM FCC MIAMI S&E COOK FRMN WS.7404-08 1 0 0 3 MIM FCC MIAMI S&E CORRIONL SYS OFFCR GL-0007-08 1 0 0 MIM FCC MIAMI S&E EDUCTECHNCN GL-1702-07 1 1 0 MIM FCC MIAMI S&E FOOD SRVC ADMR GS.1667-23 1 0 0 1 MIM FCC MIAMI S&E HLTH INF TECHNO/ GL-0675-07 1 0 0 4 MIM FDC MIAMI S&E HUMAN RESOURCE SPECIST GL-0201-09 1 0 0 6 MIM FCC MIAMI S&E LT GS-0007-21 3 0 0 MIM FCC MIAMI S&E LT GL-0007-09 1 1 0 MIM FDC MIAMI S&E MEDtt OFFCR GP-0602-15 1 0 0 MIM FCC MIAMI S&E MEDICATION TECHNICIAN GL-064CH)6 1 0 0 1 MIM FCC MIAMI S&E MIDLEVEL PRACTITIONER GS-061O21 1 0 0 MIM FCC MIAMI S&E PARAMEDIC GL-0640-09 1 1 0 1 MIM FCC MIAMI S&E PROPCUR & PROP SPECLST GL -110149 1 1 0 1 EFTA00141591 MIM FCC MIAMI S&E REGISTERED NURSE GL-0610-10 2 0 0 MIM FOC MIAMI S&E SROFFCRSPECLST Gt-0007-08 3S 1 0 MIM FCC MIAMI S&E STAFF PSYCH GS-0180-12 1 0 0 MIM FCC MIAMI S&E TCHR G5.1710-11 1 0 0 6 MIM FOC MIAMI S&E um sys RPM OPERTR FRMN WS-474248 1 0 0 MNA FO MARWINA S&E CONICAL DIRECTOR GP-0602-15 1 1 0 MNA FO MARIANNA UNICOR COMP ASST GS.2210.09 1 0 0 MNA FO MARWINA S&E COMER SRVCS MGR G5.2210-12 1 0 0 MNA FO MARWINA S&E COOK FRMN WS-74044B 3 1 0 MNA FO MARWINA S&E CORRECTNLCNSLR GL4C07-09 1 0 0 7 MNA FO MARIANNA UNICOR COST ACCTN7 G54510-11 1 0 0 MNA FO MARWINA PHS DENTAL HYGIENIST/CO CC-068242 1 0 0 MNA FO MARWINA S&E DRUG ABUSE TRTMNT SPECLST G54101-11 1 0 0 MNA FO MARIANNA UNICOR FACTORY MGR G5.1101-12 2 1 0 MNA FO MARWINA S&E HUMAN RESOURCE MGR G54201-12 1 0 1 4 MNA FOMARWINA S&E LT G54007-11 1 0 0 MNA FO MARWINA S&E LT Gt-0007-09 1 0 0 MNA FO MARWINA S&E MINCE WRKR FRMN WS-47494B 2 1 0 MNA FO MARIANNA UNICOR PRODUCTION CONTROLLER G5.1152-11 1 0 0 MNA FOMARWINA S&E PSYCHLGY STUD TR INTERN GS-019907 1 0 0 MNA FO MARIANNA S&E AMR PULSE G14188-09 1 1 0 MNA FO MARWINA UNICOR RECYCLING FACTORY TEDINCN G14303-09 1 0 0 MNA FO MARWINA S&E REGISTERED NURSE G14610-10 1 0 0 MNA FO MARWINA S&E RELIGIOUS SRVCS ASST G54303.07 1 1 0 MNA FOMARWINA S&E SEX °FEMUR PROG PSYCH G54180-13 1 0 0 MNA FOMARWINA S&E SPEC (DUG TCHR G5.1710-11 1 0 0 MNA FO MARWINA S&E SROFFCRSPECLST GL-0007-08 S 1 0 MNA FO MARIANNA S&E TCHR G51710-11 1 1 0 MNA FO MARWINA S&E TOOL RM °FEDI GL-0303-08 1 0 1 6 MNA FO MARWINA UNICOR UNICORACCTNT GL-0510-09 3 0 0 MNA FO MARWINA S&E UNIT MGR GS4006-12 1 0 0 MNA FO MARWINA S&E UNIT SECT GL-0318-06 1 0 0 10 MNA FO MARWINA S&E VOCTNETRNG INSTRU G5.1712-11 1 0 0 MNA FO MARWINA S&E WITNESS SECUR UNIT MGR G54006-13 1 0 1 26 MON FPC MONTGOMERY S&E CASE MGR GS4101-11 1 0 0 MON CPC MONTGOMERY S&E CLNCL DIR GP-0602-15 1 0 0 MON ERG MONTGOMERY S&E COOK FRMN WS-74044B 1 1 0 MON FRC MONTGOMERY S&E DRUG ABUSE FROG COORD G54180-13 2 0 0 MON FPC MONTGOMERY S&E ELttal WRID1 FRMN W5•280549 1 0 0 MON FPC MONTGOMERY S&E HLTH SRYCSADMR G54670-11 1 0 0 MON FPC MONTGOMERY S&E HUMAN RESOURCE MGR G54201-11 1 1 0 MON FPC MONTGOMERY S&E HUMAN RESOURCE MGT INTERN GL4299-05 1 0 0 MON FPC MONTGOMERY S&E HUMAN RESOURCE SPECIST GL4201-09 1 0 0 5 MON FPC MONTGOMERY S&E INTERN GS-00990S 1 0 0 MON FPC MONTGOMERY S&E INTERN G14299-05 1 0 0 MON FPC MONTGOMERY UNICOR INDRY MACH OPERTR FRMN W5.7305-04 1 0 0 MON FPC MONTGOMERY S&E LT G141:07-09 1 1 0 MON FPC MONTGOMERY S&E SROFFCRSPECLST G141:07-08 5 1 0 MON FPC MONTGOMERY S&E TCHR G5.1710-11 1 0 0 6 MON FPC MONTGOMERY S&E WHSE WRKR FRMN W5490744 1 0 0 MRG FO MORGANTOWN S&E ASSOC WARDEN G54006-14 1 0 0 MRG FO MORGANTOWN PHS CH PSYCH CC-0180-13 1 0 0 MRG FO MORGANTOWN S&E CLINICAL PSYCHOLOGI GS-0180-12 1 0 0 MRG FO MORGANTOWN S&E CLNCL DIR GP-0602-15 1 0 0 MRG FO MORGANTOWN S&E CORRECTNLCNSLR G141:07-09 1 0 0 MRG FO MORGANTOWN S&E DRUG ABUSE FROG COORD GS-0180-13 1 0 0 MRG FO MORGANTOWN PHS DRUG ABUSE FROG COORD CC-0180-13 1 0 0 MRG FO MORGANTOWN S&E ENGRG TECHNCN GS-0802-11 1 0 0 MRG FO MORGANTOWN S&E FAOL MGR G5.1640-12 1 0 0 MRG FO MORGANTOWN S&E LT GI:01:07-09 2 0 0 MRG FO MORGANTOWN S&E RUA SUPYR GS-0MM 1 0 0 MRG FO MORGANTOWN S&E REGISTERED NURSE GL4610-10 1 0 0 MRG FO MORGANTOWN S&E VOCTNLTRNG INSTRU G5.1712-11 1 0 0 MI* FO MORGANTOWN S&E WARDENS SECY GL4318-08 1 0 0 MRG FO MORGANTOWN S&E WHSE WRKR FRMN W5490744 1 0 0 9 MIR MIOATLANTIC MON S&E ACCTG STUD TR G5459905 1 0 0 MIR MID-ATLANTIC REGION S&E DEP MGM. CNSL GS-09054S 1 1 0 KM MID-ATLANTIC REGiON S&E HUMAN RESOURCE STUD TR GS-0201.0S 1 0 0 MXR MIOATLANTIC REGION S&E INFORMATION TECHNOLOGY STUDENT TRAINEE GS-22990S 1 0 0 MNA MID-ATLANTIC REGION S&E LEG STUD TR GS4Y899-07 1 0 0 MXR MID-ATLANTIC REGION TI&E MECHCL MGR GS-0830-13 1 0 0 MXR MID-ATLANTIC REGION S&E PSYCH LGY STUO TR GS4199.07 1 0 0 MIA MID-ATLANTIC REGION S&E REGIONAL BUDGET ANALYST G54560-12 1 0 0 MIA MID-ATLANTIC REGION S&E REGNL ACCENT GS-0510-12 2 0 0 IS MIA MID-ATLANTIC REGION S&E MM. FOOD SIWC ADMR GS-1667-13 1 1 0 MIA MID-ATLANTIC REGION S&E REGNL SECT GS-011807 1 0 0 14 MIA MIOATLANTIC REGION S&E UNICA FINANCIAL SPECIALIST G54501-13 1 0 0 EFTA00141592 NCR NORTH CENTRAL REGION ME DISCPL NRG OFFCR GS-0006-12 1 0 0 NCR NORTH CENTRAL REGION ME FOIA/PRNACY ACT SPECEST GS-030641 1 0 0 17 NCR NORTH CENTRAL REGION ME HLTH SRVCS COOK. (TRAINEE) G54301-11 1 0 0 NCR NORTH CENTRAL REGION ME HUMAN RESOURCE STUD TR GS-0299-05 1 0 0 NCR NORTH CENTRAL REGION ME INFO TECH STUD TR G5.2299-05 1 0 0 NCR NORTH CENTRAL REGION ME LEG INTERN G54399407 1 0 0 NCR NORTH CENTRAL REGION ME PSYCHOLOGY STUDENT TRAINEE INTERN GS-019407 1 0 0 NCR NORTH CENTRAL REGION 58,E REGNLACCTNT GS-0510-12 2 1 0 NCR NORTH CENTRAL REGION ME REGNECONTRSPECEST G5.1102-12 1 1 0 NCR NORTH CENTRAL REGION ME REGNE FNANCI. SPECLST G5-0S01-09 1 0 0 NCR NORTH CENTRAL REGION S&E MM. SECY GS-011807 1 0 0 NCR NORTH CENTRAL REGION ME SR CLC ATTY GS-090S-14 1 0 0 NCR NORTHEAST REGION ME CUR STUD TR GS-03940S 1 0 0 NCR NORTHEAST REGION 58,E CORRECTNI. STUD TR GS-0199 OS 1 0 0 NCR NORTHEAST REGION ME CORRECTNL SYS SPECLST GS-000612 1 0 0 NCR NORTHEAST REGION ME LEG INTERN GS.0999-09 1 0 0 NCR NORTHEAST REGION ME PARALEGAL SPECEST GS-0950-11 1 1 0 NCR NORTHEAST REGION VIE PSYCHLGY STUD TR INTERN GS-019407 1 0 0 NCR NORTHEAST REGION ME REGNE ACCTNT GS-0510-12 1 0 0 NCR NORTHEAST REGION ME FEMME t NANO. SPECLST G5-0S01.09 1 0 0 NCR NORTHEAST REGION ME SR. DEP REGIONAL DIR ES-COOS-00 1 1 0 NCR NORTHEAST REGION ME STUD TR GS-019405 1 0 0 NCR NORTHEAST REGION ME STUD TR GS-01940S 1 0 0 NCR NORTHEAST REGION ME STUD TR G5-0199.05 1 0 0 NCR NORTHEAST REGION ME STUD TR GS-019405 1 0 0 NCR NORTHEAST REGION ME STUD TR GS-019405 1 0 0 NCR NORTHEAST REGION ME STUD TR GS-019405 1 0 0 NCR NORTHEAST REGION ME STUDENT TRAINEE (HUMAN RESOURCE) GS-029405 1 0 0 NIC CENTRAL OFFICE -NC VIE ADMVOFFCR G5-0141-11 1 1 0 3 NIC CENTRAL OFFICE -NC ME ADMVOFFCR G5-0141-11 1 0 0 NC CENTRAL OFFICE-NIC ME Cµ COMMUNITY SERVICES DIY GS-0006-15 1 0 0 NC CENTRAL OFFICE -NC ME CORRICINL PROG SPECLST G54006-13 1 0 0 NC CENTRAL OFFICE-NIC S&E CORRECTNI. PROGSSPECEST GS-000643 1 0 0 NC CENTRAL OFFICE -NC VIE CORRECTNLPROGSSPECIST GS-000643 1 0 0 NC CENTRAL OFFICE -NC VIE CORRECTNLPROGSSPECIST G54006-13 1 0 0 NC CENTRAL OFFICE -NC 58,E CORRECTNLPROGSSPECIST GS-000643 1 0 0 NC CENTRAL OFFICE -NC VIE DATABASE SPECIAUST G54301-11 1 0 0 NC CENTRAL OFFICE -NC VIE DEP DIR GS-0006-15 1 0 0 6 NC CENTRAL OFFICE -NC 58,E DIR, NIC ES-COOS-00 1 0 0 NC CENTRAL OFFICE -NC VIE EXEC ASST G54006-14 1 0 0 NC CENTRAL OFFICE -NC VIE FINANCIAL PROGRAM SPECIAUST G5-0S01-09 1 1 0 NC CENTRAL OFFICE -NC 58,E GRANTS MGMT SPECLST G5.1109.13 1 0 0 NC CENTRAL OFFICE -NC VIE MGMT& PROG ANAL G54343-12 1 0 0 NC CENTRAL OFFICE -NC PHS SR. PROGRAM MANAGEMENT OFFICER CONSULTANT CC-0601-05 1 0 0 OAK FCC OAKDALE 58,E CASE MGR GS43101-11 1 1 0 OAK FCC OAKDALE VIE 04 MEOCI OFFCR GP-0602-1S 1 0 0 OAK FCC OAKDALE VIE COMPR SPECLST G5-2210-11 1 0 0 OAK FCC OAKDALE ME DEP CAPTA1N.COMPLEX GS-0007-12 1 0 0 OAK FCC OAKDALE ME (DU STUD TR GS.1799-05 1 0 0 OAK FCC OAKDALE ME GUIDANCE COUNSELOR GS.1740-11 1 0 0 OAK FCC OAKDALE ME HUMAN RESOURCE MGR GS-0201-13 1 0 0 OAK FCC OAKDALE ME HUMAN RESOURCE STUD TR G5-0299-05 1 0 0 OAK FCC OAKDALE ME INFO TECH STUD TR G5.2299-05 1 0 0 OAK FCC OAKDALE ME LT G54007-11 S 1 0 OAK FCC OAKDALE ME MTNCE WRICR FRMN W54709-08 1 0 0 OAK FCC OAKDALE ME REINTEGREN HOUSING UNIT PSYCH G54180-13 1 0 0 OAK FCC OAKDALE UNICOR REMOTE °PERINI ACCTNE GS-0510-11 1 0 0 OAK FCC OAKDALE 58,E SPEC EOUC TCHR G5.1710-11 1 0 0 OAK FCC OAKDALE ME SR OFFCRSPECLST GL-0037-08 33 1 0 OAK FCC OAKDALE ME STAFF PSYCH G54180-12 2 0 0 OAK FCC OAKDALE 58,E SUPVRY 04ANAIN G54060-13 1 1 0 OAK FCC OAKDALE TRUST FUND TRUST FUND SUPVR G54301-12 1 0 0 OAK FCC OAKDALE ME UNIT SECS GL-0318-06 1 0 0 14 OAK FCC OAKDALE 58,E VOCTNLTRNG INSTRU G5.1712-11 1 0 0 OGC CENTRAL OFFICE-OGC ME ASSOC GEN CNSLEIR CH GS-09OS-15 1 0 0 OGC CENTRAL OFFICE-OGC ME A1711ADVSR GS-09OS-15 11 0 0 OGC CENTRAL OFFICE -OGC ME ATTYAOVSR [Atlanta) GS.090S-15 1 1 0 OGC CENTRAL OFFICE-OGC ME AlTIADVSR (HONORS AM( GS-09OS-10 3 1 0 OGC CENTRAL OFFICE-OGC ME DEP BRANCH CH GS-09OS-15 1 0 0 OGC CENTRAL OFFICE-OGC ME DEPUTY GENERAL COUNSEL GS-09OS-15 1 0 0 OGC CENTRAL OFFICE-OGC ME (MP Fla SPECLS7 GS-0201-12 4 0 0 53 OGC CENTRAL OFFICE-OGC ME LEG ASST (Grand Prairie) GS-098408 1 0 0 4 OGC CENTRAL OFFICE - OGC ME LEG INTERN GS-099907 S 0 0 OGC CENTRAL OFFICE - OGC ME LEGAL EXECUTIVE ASSISTANT GS-0905.15 1 0 0 OGC CENTRAL OFFICE-OGC VIE MANAGEMENT ANALYST G5-0143-13 1 0 0 18 OGC CENTRAL OFFICE-OGC VIE MGMT ANAL G5-0143-13 1 0 0 OGC CENTRAL OFFICE-OGC VIE PARALEGAL SPECEST G54950-11 1 1 0 EFTA00141593 OGC CENTRAL OFFICE-OGC S&E PARALEGAL SPECEST GS-095O11 1 0 0 OGC CENTRAL OFFICE -OGC HIE PARALEGAL STUD 7R GS-0299-07 1 0 0 OGC CENTRAL OFFICE-OGC HIE SPEC AGT GS-0006-13 3 0 0 68 OGC CENTRAL OFFICE- OGC HIE SUN'S EMP REESPECEST GS-0201-13 1 0 0 OGC CENTRAL OFFICE- OGC HIE SUN'S SPEC AGT GS-0006-14 1 0 0 7 011 FTC OKLAHOMA OTT S&E ADVANCED CARE LYE PSYCH GS-0180-13 1 2 0 011 FTC OKLAHOMA OTT S&E ASSOC WARDEN GS-0006-24 1 2 0 011 FTC OKLAHOMA OTT ME ASST FOOD SRVC ADMR G5.1667-21 1 2 1 6 011 FTC OKLAHOMA OTT S&E CH PSYCH GS-0180-14 1 2 0 011 FTC 0114110MA OTT S&E COMPR SPECLST G5.121O21 1 0 0 9 OIOL FTC OKLAHOMA OTT ME COOK FRMN W5.7404-08 1 0 0 011 FTC OKLAHOMA CITY S&E CORRECTNL SYS OFFCR GL-0007-O8 5 2 0 011 FTC OKLAHOMA OTT HIE ELCTRONTECHNOI GS-085641 1 0 0 OM FTC OKLAHOMA OTT ME ELCTRON TECHNO1 (TR) GS-0856-20 1 0 0 Out FTC OKLAHOMA OTT HIE FOOD SRVC ADMR G5.1667-23 1 2 0 011 FTC OKLAHOMA OTT S&E FOOD SRVC ASST GE-1603-07 1 0 0 011 FTC OKLAHOMA OTT S&E HUMAN RESOURCE STUD TR GS-029905 1 0 0 011 FTC OKLAHOMA OTT S&E LT GS-0007-21 1 0 0 011 FTC OKLAHOMA OTT S&E LT GL-0007-O9 1 0 0 011 FTC OKLAHOMA OTT S&E MEDICATION TECHNICIAN GL-064006 1 0 0 011 FTC OKLAHOMA OTT S&E MID-LEVEL PRACTITIONER GS-061O11 1 1 0 011 FTC OKLAHOMA OTT HIE PARAMEDIC GL-0640-09 1 0 0 011 FTC OKLAHOMA OTT PHS PHARMACIST CC-066011 1 0 0 011 FTC OKLAHOMA OTT HIE PHYSICIAN ASSISTANT GL-0603-11 1 0 0 011 FTC OKLAHOMA OTT PHS REGISTERED NURSE CC-0610-10 1 0 0 011 FTC OKLAHOMA OTY S&E SR OFECRSPECEST GE-0007-08 1 0 0 011 FTC OKLAHOMA OTY S&E SR OFECRSPECEST GL-0007-08 11 1 0 011 FTC OKLAHOMA OTY S&E STAFF PSYCH GS-0180-12 I 0 0 011 FTC OKUWOMA OTY S&E STUD TR GS.1799-05 1 0 0 011 FTC OKLAHOMA OTT S&E STUD TR GS.2299-05 2 0 0 011 FTC OKLAHOMA OTT S&E SURLY CORRECTIONAL SYSTEMS SPECIAUST GS-0006-21 1 0 0 011 FTC OKLAHOMA OTT S&E UNIT MGR GS-0006-22 1 0 0 8 OW ED 07IWILLE S&E ACCTG TECHNCN GE-0525-07 1 0 0 ON FO OTIM/ILLE S&E ASSOC WARDEN GS-0006-14 1 1 0 ON FO OTIM/ILLE S&E ASSOC WARDEN'S SECT GL-0318-07 1 1 0 ON ED OTIM/ILLE S&E CASE MGR G5-0101-21 1 1 0 ON FO OTIM/ILLE S&E COMPR SPECEST G5.221O21 1 0 0 ON FO OTIM/ILLE S&E CONTR SPECLST GE-1101-09 1 0 0 ON FO OTIM/ILLE S&E COOK FRMN W5.7404-08 2 1 0 ON FO OTIM/ILLE S&E CORRECTNL [HMS GL-0007-O9 1 1 0 ON FO OTIM/ILLE S&E ENGRG TECHNCN GS-080141 1 0 0 ON FO OTIM/ILLE S&E ENVRNMELPROTCEN SPECIST GS-002841 1 0 0 OW FO OTIM/ILLE S&E FOOD SRVC ASST GI:160347 1 1 0 OW FO OTIM/ILLE S&E HEALTH svaassr GE-0303-07 1 1 0 OW FO OTIM/ILLE S&E HVAC ERMN W5.530649 1 0 1 1 OW FO OTIM/ILLE S&E SR OFECRSPECEST GL-0007-08 19 1 0 OW F0 OTIM/ILLE PHS STAFF PHARMACIST CC-0660-11 1 0 0 OW F0 OTIM/ILLE S&E STAFF PSYCH GS-0180-22 1 0 0 OW F0 OTIM/ILLE S&E TCHR GS.171OI1 1 0 0 OW FO OTIM/ILLE S&E UNIT MGR GS-0006-22 1 1 0 14 OW FO OTIM/ILLE S&E um sys RPM OPERTR FRMN WS-4742-08 1 1 0 OW FO OTIM/ILLE S&E VOCTNETRNG INSTRU G5.1711-21 1 0 0 OW FO OTIM/ILLE TRUST FUND WHSE WRKR FRMN WS-6907-04 1 0 0 OXF FO OXFORD S&E ADVANCED PRACTICE NURSE GS-061O21 1 0 0 OXF FO OXFORD S&E AUTOMOTIVE WORKER FOREMAN WS 5802-08 1 0 1 OXF FO OXFORD S&E CASE MGR GS-0101-21 1 0 0 1 OXF FO OXFORD S&E CHAPLAIN GS-0060-22 1 0 0 OXF ED OXFORD S&E CENCJ. DIR GS-060145 1 0 0 OXF FO OXFORD S&E CONTR SPECLST G5.1101-09 1 0 0 OXF FO OXFORD S&E COOK FRMN WS.7404-08 2 2 0 OXF FO OXFORD S&E CORRECTNL CNSLR GL-0007-O9 2 0 0 6 OXF FO OXFORD S&E CORRECTNL SYS °EEC* GL-0007-08 1 0 0 8 OXF FO OXFORD S&E DENTAL ASSISTANT GE-0681-06 1 0 0 1 OXF FO OXFORD S&E DRUG ABUSE TRTMNTSPECEST G5-0101-21 1 0 0 1 OXF FO OXFORD S&E ENGRG TECHNCN GS-080141 1 1 0 OXF FO OXFORD S&E FOOD SRVC ADMR GS.1667-22 1 1 0 OXF FO OXFORD S&E GEN FRMN WS-4749-14 1 1 0 OXF FO OXFORD S&E HLTH INF TECHNCN GE-0675-07 1 0 0 OXF FO OXFORD S&E HUMAN RESOURCE SPECLST G5-0201-09 1 0 0 OXF FO OXFORD S&E HVAC FRMN WS.5306-09 1 0 0 OXF FO OXFORD S&E LEG ASST GE-0986-08 1 0 0 OXF FO OXFORD S&E LOCKSMITH GL-0301-10 1 1 0 OXF FO OXFORD S&E LT GS-0007-21 1 0 0 OXF FO OXFORD S&E LT GL-0007-O9 1 0 0 OXF FO OXFORD S&E MEDICATION TECHNICIAN GE-0675-07 1 1 0 OXF FO OXFORD S&E NURSE GL-0610-10 2 0 0 OXF FO OXFORD S&E SPEC (WC TCHR GS.171O11 1 0 0 EFTA00141594 OXF FO OXFORD S&E SPORTS SPECIST GL-0030-09 3 1 0 6 OXF FO OXFORD S&E SR OFFCRSPECLST GL-0007-08 40 1 0 OXF FO OXFORD S&E TCHR G5.171O11 1 1 0 OXF FO OXFORD S&E UNIT MGR GS-0006-12 1 1 0 OXF FO OXFORD S&E Unisys RPM OPERTR FRMN WS4742-08 1 1 0 OXF FO OXFORD S&E VOCTNLTRNG INSTRU GS.1712-11 1 1 0 PEK FO PEKIN S&E ASSOC WARDEN'S SECT GL-0318-07 1 1 0 PEK FO PEKIN S&E CASE MGMTCOORD GS-0101-12 1 0 1 PEK FO PEKIN S&E CONTRACT SPEC GL-1102-09 1 1 0 PEK FO PEKIN S&E COOK FRMN WS.7404-08 1 1 0 PEK FO PEKIN S&E CORRECTNE CNSLR GL-0007-09 1 1 0 PEK FO PEKIN VIE CORRICINL PROG SPECLST GS-0006-12 1 1 0 PEK FO PEKIN VIE CORRECTNE SYS OFFCR GL-0007-08 1 1 0 PEK FO PEKIN S&E EDUCTECHNO1 G5.170207 1 1 0 PEK FO PEKIN S&E ELCTRL WRKR FRMN WS.280809 1 1 0 PEK FO PEKIN S&E EXEC ASST/SATEUTE OPUS ADMR GS-0006-13 1 1 0 PEK FO PEKIN UNICOR FABRIC WRKR AWN WS 310507 1 0 0 PEK FO PEKIN S&E FNANCL SPECIST G5-0501-09 1 1 0 PEK FO PEKIN S&E HLTH SRVCSADMR G5467O12 1 0 0 PEK FO PEKIN S&E HLTH SRVCSASST GL-0301-07 1 0 0 PEK FO PEKIN S&E LT GS-0007-11 1 0 0 PEK FO PEKIN S&E MID-LEVEL PRACTITIONER GS-061O11 2 0 0 PEK FO PEKIN S&E PSYCHLGY TECHNCN GL-0181-07 1 1 0 PEK FO PEKIN S&E QUAL IMPRVMVINFECTIONCONTRL GOND GS-0671-11 1 1 0 PEK FO PEKIN S&E MGR SPECLST GL-0188-09 1 0 0 4 PEK FO PEKIN S&E MGR SUPVR GS-018811 1 0 0 PEK FO PEKIN S&E REGISTERED NURSE GL-0610-10 1 0 0 PEK FO PEKIN S&E SOC WRKR GS-018811 1 0 0 PEK FO PEKIN S&E SPORTS SPECIST GL-0030-03 1 0 0 PEK FO PEKIN S&E SR OFFCRSPECLST GL-0007-08 16 1 0 PEK FO PEKIN S&E STAFF PSYCH GS-0180-12 1 0 0 PEK FO PEKIN S&E TCHR G5.171O11 1 1 0 PEK FO PEKIN S&E TOOK RM OFFCR GL-0303-08 1 1 0 PEK FO PEKIN S&E UNIT SECT GL-0318-06 1 1 0 PEK FO PEKIN S&E VOCTNLTRNG INSTRU G5.1712-11 1 1 0 PEK FO PEKIN S&E WARDENS SECY GS-011808 1 0 1 8 PEK FO PEKIN S&E WHSE WRKR FRMN WS-6907-04 1 1 0 PEN FPC PENSAC0LA S&E CAPTAIN GS-0007-11 1 0 0 PEN FPC PENSACOLA S&E CASE MGR GS-0101-11 1 0 0 PEN FPC PENSACOLA S&E MU STUD TR G5.179805 1 0 0 PEN FPC PENSAC0IA S&E EDUC INTERN GI:1799-0S 1 0 0 PEN FPC PENSAC0LA S&E HUMAN RESOURCE STUD TR GI-0299-0S 1 0 0 PEN FPC PENSAC0LA S&E INFO TECH STUD TR GS•229805 1 0 0 PEN PC PENSAC0LA UNICOR WORT MACH OPERTR FRMN W5.7305-04 1 0 0 PEN FPC PENSAC0LA S&E SOC SO STUD TR GS-01980S 1 0 0 PEN FPC PENSACOLA PHS STAFF NURSE CC-0610-03 1 0 0 PEN FPC PENSAC0LA S&E SUN'S CORRECTIONAL SYSTEMS SPECIAUST GS-0006-11 1 1 0 PEN FPC PENSAC0LA S&E WARDEN GS-0006-1S 1 1 0 PET FCC PETERSBURG S&E ADVANCED PRACTICE N GS-061O11 3 0 0 PET FCC PETERSBURG S&E ASST HUMAN RESOURCE MGR GS-0201-12 1 0 0 PET FCC PETERSBURG TRUST FUND ASST TRUST FUND SUPYR GS-0301-11 1 1 0 PET FCC PETERSBURG UNICOR BIND MACH OPERTR FRMN WS-4402O9 1 0 0 PET FCC PETERSBURG S&E BUDGET AND ACCOUNTING OFFICER GS-0501-12 1 0 0 PET FCC PETERSBURG UNICOR BUS ADMR GS-0501-12 1 0 0 PET FCC PETERSBURG S&E CASE MGR GS-0101-11 1 0 0 13 PET FCC PETERSBURG S&E CLNCL DIA GP-0602-1S 1 0 0 PET FCC PETERSBURG UNICOR CUSTMR SRVC MR GL-0303-09 1 0 0 PET FCC PETERSBURG S&E DEP CM MGMTCOORDCOMPLEX GS-0101-12 1 0 0 PET FCC PETERSBURG S&E DRUG ABUSE PROG COORD GS-0180-13 1 0 0 PET FCC PETERSBURG S&E DRUG ABUSE TRTMNT SPECLST GS-0101-11 1 0 0 4 PET FCC PETERSBURG S&E EDUCTECHNO1 GL-1702-07 1 0 0 1 PET FCC PETERSBURG S&E ELCTRONTECHNOI GS-0856-11 1 1 0 PET FCC PETERSBURG S&E MUG MEDCLTECHNO1 GL-0640-09 1 0 0 PET FCC PETERSBURG S&E ENGINEERING TECH GS-0802-11 1 0 0 PET FCC PETERSBURG S&E GAOL ASST GL-1603-07 1 0 0 PET FCC PETERSBURG S&E GAOL MGR G5.164O23 1 0 1 PET FCC PETERSBURG UNICOR FACTORY MGR G5.1601-12 1 0 0 PET FCC PETERSBURG S&E FNANCL SPECIST GL-0501-09 1 1 0 9 PET FCC PETERSBURG S&E HLTH INF TECHNCN GL-0675-07 1 0 0 3 PET FCC PETERSBURG S&E HLTH SRVCS ASST GL-0303-07 1 0 0 S PET FCC PETERSBURG UNICOR INDLSPECLST G5.115O12 1 0 0 PET FCC PETERSBURG S&E Infection Prevention and Control Nurse G5461O11 1 0 0 PET FCC PETERSBURG S&E LT GS-0007-11 1 0 0 PET FCC PETERSBURG S&E MEDtt OFFCR GP-0602-1S 1 0 0 PET FCC PETERSBURG S&E MEDICATION TECHNICIAN GL-0640-06 1 0 0 PET FCC PETERSBURG S&E MID-LEVEL PRACTITIONER GS-0603-11 1 0 0 PET FCC PETERSBURG PHS MID-LEVEL PRACTITIONER CC-0610-0S 1 0 0 EFTA00141595 PET FCC PETERSBURG S&E MINCE MUM FRIAR WS-474908 1 0 0 PET FCC PETERSBURG UNICOR PRE PRESS OPERTR FRMN WS-0414-09 1 0 0 PET FCC PETERSBURG S&E PSYCHLGY PREDOCTORAL INTERN GS-0199-09 1 1 0 23 PET FCC PETERSBURG UNICOR QUAL ASSINC MGR G5.191O21 1 0 0 PET FCC PETERSBURG S&E MR SMUT GL-0188-D9 1 0 0 S PET FCC PETERSBURG S&E REGISTERED NURSE GL-0610-10 S 0 0 PET FCC PETERSBURG UNICOR REMOTE OPERTNL ACCRA' GS-051O11 1 0 0 PET FCC PETERSBURG S&E SAFETY SPECLST GL-001809 2 1 0 PET FCC PETERSBURG S&E SECY GL-031806 1 0 0 PET FCC PETERSBURG S&E SEX OFFENDER PROG PSYCH GS-0180-13 1 0 0 PET FCC PETERSBURG S&E SEX OFFENDER PROG SPECLST GS-0101-11 1 1 0 PET FCC PETERSBURG S&E SIS SUPRT TECHNCR GL-1802-08 1 0 1 11 PET FCC PETERSBURG S&E SR OFFCRSPECLST GL-0007-08 62 1 0 PET FCC PETERSBURG S&E STAFF PHARMACIST GS-066O11 2 0 0 PET FCC PETERSBURG S&E SUPVR OF (DUG GS.171D-13 1 0 0 2 PET FCC PETERSBURG UNICOR SUPVRY PRODNCNTRLR G5.1152-11 1 0 0 PET FCC PETERSBURG S&E TCHR GS.171D-11 1 0 0 4 PET FCC PETERSBURG TRUST FUND TRUST FUND SMUT GL-0301-09 1 0 0 PET FCC PETERSBURG UNICOR UNICOR BUS MGR GS-0501-13 1 0 0 PET FCC PETERSBURG S&E UNIT MGR GS-0006-12 1 0 0 PET FCC PETERSBURG S&E um vs RPRIR OPERTR FRMN WS4749-08 1 0 0 PET FCC PETERSBURG S&E um.sys RPRIR OPERTR FRMN WS-4742-08 1 0 0 1 PET FCC PETERSBURG S&E WHSE WPM FRMN WS-6907-04 1 1 0 13 PHL FDC PHIIADEIPHLA S&E ASSOC WARDEN'S SECY GL-0318-D7 1 0 0 11 PHL FCC PHILADELPHL6. S&E CHAPLAIN GS-0060-12 1 0 0 PHL PDC PHILACCIPHL6. S&E COOK FRMN WS.7404-08 1 0 0 PHI FCC PHILACCIPHL6. S&E CORREGINL CNSLR GL-0007-O9 1 0 0 PHI FCC PHILACCIPHL6. S&E CORREGINL SYS OFFCR GL-0007-08 3 1 0 PHI FCC PHILADELPHIA S&E EDUCTECHNCN GL-1702-D7 1 0 0 PHL PDC PHILADEIPHL6. S&E ELCTRL WRICR FRMN WS280S-CP3 1 0 0 PHL PDC PHILADEIPHL6. S&E FAOL MGR GS164O13 1 1 0 PHL FCC PHILADELPHIA S&E GEN FRMN WS-4749-14 1 1 0 2 PHL FCC PHILADELPHIA S&E LT GL-0007-O9 2 1 0 PHL FCC PHILADELPHIA S&E MID-LEVEL PRACTITIONER GS-061O11 1 1 0 PHL FCC PHILADELPHIA S&E MID-LEVEL PRACTITIONER GS-061O11 1 0 0 PHL FCC PHILADELPHIA S&E MTNCE WRER FRMN W5.474908 1 0 0 PHL FCC PHILADELPHIA S&E PARAMEDIC GL-0640D9 1 0 0 PHL PDC PHILACCIPHL6. S&E PLMBNG WARR FRMN W5.420608 1 0 0 PHL FCC PHILADELPHIA S&E PSYCHLGY PREDOCTORAL INTERN GL-0199-D9 3 1 0 5 PHL PDC PHILACCIPHL6. S&E SR OFFCRSPECLST GL-0007-O8 21 1 0 PHL FCC PHILADELPHIA S&E SUPW CORRECTIONAL SYSTEMS SPECIALIST GS-0006-11 1 0 0 8 PHL FCC PHILADELPHIA S&E TCHR GS171O11 1 1 0 PH% FO PHOENIX S&E ACCTG TECHNCN GL-0S2S-D7 1 1 0 PH% FO PHGCNIX S&E ADVANCED PRACTICE N GS-0610-11 1 0 0 P14% FO PHOENIX UNICOR ASST ELECTRON FACTORY MGR G51101-11 1 0 0 P14% FO PHOENIX S&E CASE MGR GS-0101-11 1 1 1 12 P14% FO PHOENIX S&E CHAPLAIN GS-006O12 1 0 0 P14% FO PHOENIX S&E CHAPLAIN GS-006O12 1 0 0 0 P14% FO PHOENIX S&E COMPR SPECLST GS.221D-11 1 0 0 NIX FO PHOENIX S&E COOK FRMN WS.7404-08 1 0 1 3 NIX FO PHOENIX S&E CORRIONL CNSLR GL-0007-O9 1 1 0 13 NIX FO PHOENIX S&E CORRIONL SYS OFFCR GL-0007-08 1 0 0 9 PH% FO PHOENIX S&E D1SCPL HAG OFKR GS-0006-12 1 1 0 P14% FO PHOENIX S&E DRUG ABUSE TRTMNT SPECLST GS-0101-11 2 1 0 P14% FO PHOENIX UNICOR ELCTRL EQUIP WRKR FRMN WS•2854-08 3 0 0 P14% FO PHOENIX UNICOR ELCTRON FACTORY MGR G5.1101-12 1 0 0 P14% FO PHOENIX S&E ELCTRONTECHNO1 GS-01≥56-11 1 0 1 PH% FOPHOENIX S&E ELCTRON TECHNO1 TRAINEE GS-0856-10 1 0 0 P14% FO PHOENIX UNICOR ELECTRON INDI ENGR GS-0B96-13 1 0 0 P14% FOPHOENIX S&E FAOL MGR GS.1690-23 1 0 1 P14% FO PHOENIX S&E GEN FRMN WS4749-14 1 1 0 P14% FO PHOENIX S&E HLTH TECH - Parantedk GL-0640-09 2 0 0 P14% FO PHOENIX UNICOR INDLSPECLST IELCTRON1 G5.125O21 3 0 0 P14% FO PHOENIX S&E PLMBNG WRVS FRMN W5.420608 1 0 0 P14% FO PHOENIX S&E REGISTERED NURSE GL-061D-10 1 0 0 P14% FO PHOENIX S&E SAFETY MGR GS-0018-13 1 1 0 P14% FO PHOENIX S&E SPEC EOUC TCHR GS.171O11 1 0 0 P14% FO PHOENIX S&E SPORTS SMUT GL-003009 1 0 0 7 P14% FO PHOENIX S&E SR OFFCRSPECLST GL-0007-O8 11 1 0 P14% FO PHOENIX S&E TOOL RM OFFCR GL-0303-08 1 0 0 P14% FOPHOENIX UNICOR UNICOR CONTR SPECUT G5.1102-09 1 0 0 P14% FOPHOENIX S&E UNIT MGR GS-0006-12 1 0 1 21 P14% FO PHOENIX S&E UNIT SECT GL-0318-06 3 1 0 12 P14% FOPHOENIX TRUST FUND WHSE WRKR FRMN WS-6907-04 1 1 0 P14% FO PHOENIX S&E WHSE WRKR FRMN ISM' WS-6907-04 2 1 0 6 POI FCC pou.ocx S&E ACCTG TECIINCR GLOS2S-D7 1 0 0 8 POI FCC pou.ocx S&E ASSOC WARDEN GS-0006-14 1 1 0 EFTA00141596 POI. FCC POLLOCK S&E ASSOC WARDEN'S SECY GI-0318-07 1 0 0 POI. FCC POLLOCK S&E ASST FORD SRVCADMR GS-1667-12 1 2 0 POI. FCC POLLOCK S&E ASST WIN SRVG ADMR GS-067OI2 1 0 1 1 POI. FCC POLLOCK S&E CASE MGR GS-0101-11 1 0 0 16 POI. FCC POLLOCK S&E CLINICAL DIRECTOR GP-0602-1S 1 0 0 POI. FCC POLLOCK S&E CLNCL NURSE GI-0610-10 1 0 0 POI. FCC POLLOCK S&E COOK FRMN WS.7404-0/1 1 2 0 POI. FCC POLLOCK S&E DIAL OFFCR GP-0680-13 2 1 0 POI. FCC POLLOCK S&E RCM! MUIR FRMN WS.280S-CP9 1 0 0 8 POI. FCC POLLOCK S&E ELCTRONTECHNOIOTO GS-0856-11 1 0 0 POI. FCC POLLOCK UNICOR FABRIC WRKR FRMN WS-3105-07 3 0 0 POI. FCC POLLOCK S&E INF RECPHIST GS-0304.04 1 0 0 9 POI. FCC POLLOCK S&E LT GS-0007-11 3 1 0 5 POI. FCC POLLOCK S&E MEDD. OFFCA GP-0602-15 1 0 0 POI. FCC POLLOCK S&E MID-LEVEL PRACTMONER GS-061O11 1 1 0 POI. FCC POLLOCK S&E PSYCHLGY TECHNCII GI018147 1 1 0 7 POI. FCC POLLOCK S&E RELIGIOUS SRVG MST GL-0303-07 1 0 0 POI. FCC POLLOCK S&E SIS TECHNCH G5.1801.08 1 2 0 POI. FCC POLLOCK S&E SPEC EDUC TCHR GS-171O11 1 0 0 POI. FCC POLLOCK S&E Sft OFFCRSPECLST GL-0007-08 51 1 0 POI. FCC POLLOCK PHS STAFF PHARMACIST CC-0660-11 1 0 0 POL FCC POLLOCK S&E STAFF PSYCH GS-0180-12 1 0 0 POI. FCC POLLOCK S&E STUD TR GL-0199-05 1 0 0 POI. FCC POLLOCK S&E STUD TR GS-1799.0S 1 0 0 POI. FCC POLLOCK S&E STUD TR GS.2299.05 1 0 0 POI. FCC POLLOCK S&E SUPVRY CONTRSPECIST GS-1101-11 1 0 0 POI. FCC PCILOCK S&E TCHR GS.171O11 1 1 0 POI. FCC POU.00C S&E UNIT SECY GI-0318-0S 1 0 0 17 POI. FCC PO0.00( S&E umsys RPM CfERTR FRMN WS-4742-0B 1 0 0 4 POI. FCC POILOCK UNICOR WHSE MICR FRMN WS-6907-04 1 0 0 PRO CENTRAL OFFICE- PRD SU •DO NOT USE• SUPERVISORY ATTORNEY ADVISOR GS-0905-15 1 0 0 PRO CENTRAL OFFICE- PRD S&E ATTYADVSR GS-0905-14 1 0 0 PRO CENTRAL OFFICE- PRO S&E CORRECTIONAL PROGS DiALSPECLST GS-0006-13 1 1 0 20 PRO CENTRAL OFFICE- PRD S&E CORRECTIONAL SERV EVAL SPECL5I GS-0006-13 1 0 0 PAD CENTRAL OFFICE- PRD S&E CORRECTIO PROGS Offal GS-0006-15 1 0 0 PRD CENTRAL OFFICE - PRD S&E (Co OMR GS-0260-13 6 1 0 35 PAD CENTRAL OFFICE- PRD S&E (CO [ASIR GS-0260-13 1 1 0 11 PAD CENTRAL OFFICE-PRD S&E EXEC ASST GS-0006-14 1 0 0 24 PRD CENTRAL OFFICE- PRD S&E CHANCE MGT EVALSPECLST GS-0501-13 1 1 0 51 PAD CENTRAL OFFICE- PRD S&E FOOD SERVICE EVALSPECLST GS-0006-13 1 0 1 17 PAD CENTRAL OFFICE- PRD S&E HEALTH SRVC EVAL spccur GS-0671-13 1 0 1 19 PRO CENTRAL OFFICE- PRD S&E HUMAN RES MGMT EVAL SPECLST GS-0201-13 2 1 0 PRO CENTRAL OFFICE - PRD S&E HUMAN RESOURCE STUD TR GS-0299.05 1 0 0 PRO CENTRAL OFFICE-PRD S&E MGMT ANAL G54143.09 1 1 0 PRO CENTRAL OFFICE-PRD S&E MGMT ANAL GS-0343-13 1 1 0 PRO CENTRAL OFFICE-PRD S&E MGMT ANAL EXTERNAL UASN G54343-13 1 1 0 PRO CENTRAL OFFICE- PRD S&E RELIGIOUS SRVG EVAL SPECIST GS-0060-13 1 2 0 PRD CENTRAL OFFICE- PAD S&E SR Ea EMPLMT OPP SPEC'S GS-0260-13 1 1 0 PRD CENTRAL OFFICE- PRD S&E SR. AFFIRMATIVE EMPLOYMENT SPECLST G54260-13 1 1 0 PRD CENTRAL OFFICE - PRD S&E SUPERVISORY ATTORNEY ADVISOR GS-0905-15 1 0 0 PRO CENTRAL OFFICE- PRD S&E TECHNO. WRI EDIT GS.1083-12 1 0 0 MC FO MY BROOK S&E ASSOC WARDEN GS-0006-14 1 1 0 MC FO MY BROOK S&E ASST LOCKSMITH GL-0301-09 1 0 0 1 MIK FCI MY BROOK S&E OL DNTL OFFCR GP-0680-13 1 0 0 2 MIK FCI MY BROOK S&E CLINICAL DIRECTOR GP-0602-15 1 0 0 MIK FCI MY BROOK S&E CLNCL PSYCH GS-0180-13 1 0 0 MIK FO MY BROOK S&E COOK FRMN WS.7404-08 1 0 0 MIK FO RAY BROOK S&E DRUG ABUSE PROG CODRO GS-0180-13 1 0 0 FMK FO RAY BROOK S&E ELCTRONTECHNOI GS-0856-11 1 0 0 FMK FO RAY BROOK S&E GAOL MGR GS.164O12 1 1 0 RD( FO MY BROOK S&E MI REC.PTNST GL-0304-04 1 1 0 MC FO RAY BROOK S&E LT GS-0007.09 1 1 0 MC FO PAY BROOK S&E LT GS-0007-11 1 0 0 RD( FO MY BROOK S&E RECYCUNG TECHNICIAN GS-0303.08 1 0 0 FMK FO MY BROOK S&E REGISTERED NURSE GL-0610-10 1 0 0 FMK FO MY BROOK S&E SPORTS SPECLST GL-0030-09 1 0 0 FMK FO RAY BROOK S&E SA OFFCRSPECLST GL-0007-08 18 0 0 REIX FO MY BROOK S&E STAFF PSYCH CC-0180-12 1 0 0 REIN FO MY BROOK S&E SUPVIN CONTI SPECLST GS-110141 1 0 0 KIK FO MY BROOK TRUST FUND WHSE MICR FRMN WS-6907-04 1 1 0 RCH FMC ROCHESTER S&E ADVANCED PRACTICE NURSE (PSYCHIATRIC' GS-061O12 1 0 0 RCH FMC ROCHESTER S&E ASST DIR OF NRSNG GS-061O12 1 0 0 RCH FMC ROCHESTER S&E ASST FOOD SRV[ ADMR G5.1667-21 1 0 1 4 RCH FMC ROCHESTER S&E CASE MGR G54101-11 1 2 I 8 RCH FMC ROCHESTER S&E CLINICAL SPECIALTY GL-0610-10 1 0 0 RCH FMC ROCHESTER S&E COOK FRMN WS.7404-08 1 0 0 1 RCH FMC ROCHESTER S&E DENTAL ASST GI:068147 1 0 1 1 EFTA00141597 RCH FMC ROCHESTER SUE DRUG ABUSE PROG COORD GS-0180-13 1 0 0 RCH FMC ROOIESTER S&E (DOC TECHN01 GL-1701-07 1 0 0 6 RCH FMC ROCHESTER S&E HLTH HNC ASST G60303-07 1 1 0 RCH FMC ROCHESTER S&E HLTH TEOINCN Gt-0640-06 1 0 0 RCH FMC ROCHESTER SUE HUMAN RESOURCE SPECIST GL-0201-09 1 0 0 RCH FMC ROCHESTER SUE HYAC FRMN WS.5306-09 1 0 0 RCH FMC ROOIESTER HIE LT GS-0007-11 1 1 0 RCH FMC ROCRIESTER S&E MEDCL TEOINLGST GL-06414-09 1 0 0 1 RCH FMC ROCHESTER SUE NRSNG ASST GI-0621-0S 3 0 0 S RCH FMC ROCHESTER SUE POO THRPST GL-063343 1 0 0 RCII FMC ROCHESTER S&E PSYCHIATRIC NURSE G60610-10 3 0 0 RCII FMC ROCHESTER S&E PSYCHIATRIC PHYSICIAN GP-0602-IS 1 0 0 RCII FMC ROCHESTER S&E PSYCHLGY PREDOCTORAL INTERN G60199-09 1 0 0 29 RCII ;MC ROONSTER SUE MCA SPECLST G60188-09 1 0 0 7 RCII ERIC ROCHESTER SUE REGISTERED NURSE Gt-0610-10 8 0 0 RCII fMC ROCHESTER SUE SPEC POPULATION PROG COORD GS-0101-11 1 0 0 RCH FMC ROCHESTER SUE SPECIALTY PROG COORD GS-018613 1 0 0 RCH FMC ROCRIESTER SUE SPECIALTY TRTMNT PROG SPECLST GS-0101-11 4 0 0 RCH FMC ROOIESTER SUE SROFFCRSPECIST GL-0007-08 IS 1 0 RCH FMC ROCHESTER SUE SUPVY CORRECTIONAL SYSTEMS SPECIALIST GS-0006-11 1 0 0 RCH FMC ROOIESTER SUE VOCTNL TRNG INSTRU GS.1711-11 1 1 0 RCH FMC ROOIESTER SUE WHSE WRKR FRMN WS-6907-04 1 2 1 8 P50 CENTRAL OFFICE- MD SUE ADMVASST GL-0303-07 1 0 0 1 P50 CENTRAL OFFICE- RSD SUE ADMVASST GS-0303.07 1 0 0 P50 CENTRAL OFFICE- RSD SUE ASST ADMR CHAPLAINCY SRVCS GS-0060-14 1 0 0 P50 CENTRAL OFFICE- PSD SUE ASST OM ES-030600 1 0 0 P50 CENTRAL OFFICE-RSD SUE ASST (DUG ADMR GS.1701-14 1 0 0 P50 CENTRAL OFFICE-RSD SUE ASST ((MCADAM GS.1701-14 1 0 0 7 P50 CHORAL OFFICE- RSD S&E ASST. SECTOR ADMINIMSTRATOR GS-0006-13 1 0 0 P50 CENTRAL OFFICE- RSD SUE Cµ RISK REDUCTION PROG GS-0180-14 1 0 0 4 P50 CENTRAL OFFICE-RSD SUE OE MENTAL HEALTH SERVICES GS-0180-14 1 0 0 4 MD CENTRAL OFFICE- PSD SUE COMM TRIUNE OVERSIGHT SPEC GS-0101-12 5 0 0 IS P50 CENTRAL OFFICE-RSD SUE COMMUNITY TRTRANTCOORD GS-0101-13 1 0 0 11 P50 CENTRAL OFFICE- PSD SUE COMMUNITY TRTMNTCOORD GS-0101-13 1 0 0 P50 CENTRAL OFFICE- PSD SUE CONTR OVERSIGHT SPECLST GS-0006-12 1 0 0 21 P50 CENTRAL OFFICE- RSD SUE CONTR OVERSIGHT SPECLST GS-0006-12 1 0 0 11 P50 CENTRAL OFFICE- RSD S&E CONTR OVERSIGHT SPECLST GS-0006-12 1 0 0 P50 CENTRAL OFFICE- PSD S&E DEP ADMR.. NATIREENTRY AFF BR GS-0006-14 1 0 0 4 P50 CENTRAL OFFICE- RSD SUE GAM SUPP COOK, GS-0101-14 3 0 0 51 P50 CENTRAL OFFICE-RSD S&E MENTAL HLTH TRTMNTCOORD GS-0180-14 3 0 0 5 P50 CENTRAL OFFICE-RSD S&E MGMT ANAL G5-0/03-12 1 0 0 P50 CENTRAL OFFICE-RSD SUE MGMT ANAL GS-0143-13 1 0 0 MD CENTRAL OFFICE-RSD S&E MGMT ANAL G5-0143-12 1 0 0 MD CENTRAL OFFICE-RSD SUE MGMT ANAL G5-0343-12 1 0 0 MD CHORAL OFFICE- RSD HIE NEL SUIODE PREVENTION COORD GS-0180-14 1 0 0 MD CHORAL OFFICE- RSD HIE PSYCHLGY STUD TR GS-0199.07 1 0 0 MD CHORAL OFFICE- RSD HIE REENTRY SECTOR GIME GS-0101-13 1 0 0 MD CENTRAL OFFICE- RSD HIE RES SAFETY SPECLST GS-0018-12 1 0 0 MD CENTRAL OFFICE- RSD HIE RESIDENTIAL REENTRY SPECIST GS-0006-11 1 0 0 29 P50 CENTRAL OFFICE- RSD HIE RESIDENTIAL REENTRY SPECIST GS-0006-11 8 1 0 18 MD CENTRAL OFFICE- RSD HIE RESIDENTIAL REENTRY SPECIST GS-0006-11 1 0 0 11 P50 CENTRAL OFFICE- RSD HIE RESIDENTIAL REENTRY SPECIST GS-0006-11 1 0 0 P50 CENTRAL OFFICE- RSD SUE RESIDENTIAL REENTRY SPECIST GS-0006-11 1 0 0 P50 CENTRAL OFFICE- RSD SUE SENIOR CORRECTNL PROG SPECIST GS-0006-13 1 0 0 19 P50 CENTRAL OFFICE-RSD SUE SEX OFF TRN COOK. GS-0180-14 1 0 0 P50 CENTRAL OFFICE- RSD SUE SPECIAL FROG TRMT SPECLST GS-0101-12 1 1 0 SAG FO SAFFORD S&E ACM TECHNCN GI-0525-07 1 1 0 SAG FO SAFFORD S&E ASSOC WARDEN GS-0006-14 1 1 0 SAG FO SAFFORD SUE COMPR SRVCS MGR G5.2210-12 1 0 0 SAF FO SAFFORD S&E CORRECTNE [NHS G601:07-09 1 0 0 SAG FO SAFFORD SUE MANCE SPECIST G60501-09 1 1 0 SAG FO SAFFORD SUE FOOD SRYC ADMR GS.1667-12 1 0 0 SAF FO SAFFORD SUE HLTH SENCSADMR GS-0670-12 1 1 0 SAC FO SAFFORD SUE HLTH SRYCS ASST GL-0303-07 1 0 0 4 SAC FO SAFFORD SUE HUMAN RESOURCE MGR ITRI GS-0201-11 1 0 0 SAG FO SAFFORD SUE HYAC FRMN WS-530663 1 0 0 SAG F0 SAFFORD HIE LT GS-0007-11 1 1 0 SAG FO SAFFORD HIE LT GL-0007-09 1 0 0 SAG F0 SAFFORD HIE SROFFCRSPECIST GL-0007-08 13 1 0 SAG FO SAFFORD HIE STAFF PSYOI GS-018612 1 0 0 SAG FO SAFFORD HIE STUDENT TRAINEE INFO TECH) GI-2199-0S 1 0 0 SAG FOSAFFORD HIE TCHR GS.1710-11 1 1 0 SAC FOSAFFORD HIE WARDENS SEC( GL-0318-08 1 1 0 SON F0 SCHUYLKILL SUE ASST HLTH SRVCS ADMR GS-0670-11 1 1 1 6 SON F0 SCHUYLKILL SUE BUDG ANAL GL-0560-09 1 0 0 SON F0 SCHUYLKILL S&E CLNCL NURSE GL-0610-10 1 0 0 SON F0 SCHUYLKILL S&E COMPR SINGS MGR GS-2210-12 1 0 0 EFTA00141598 SCH FO SOILNLKILL S&E COOK FRMN WS 7404-06 3 1 0 SCH FO SCHUYLKILL S&E CORRECTNL SYS OFFCR GL0007-08 2 1 0 SCH TO SCHUYLKILL S&E DRUG ABUSE PROG CODRD GS-01130-13 1 1 0 SCH TO SCHUYLKILL S&E DRUG ABUSE PROG COORD4MAT) G541130-13 1 0 0 SCH TO SCHUYLKILL S&E HLTH SAWS ADMR GS-067O12 1 1 0 6 SCH TO SCHUYLKILL S&E MID LEVEL PRACTITIONER GS-0603-11 1 0 0 SCH TO SCHUYLKILL ME MTNCE MUNI FRMN WS-4799 OB 1 2 0 SCH TO SCHUYLKILL PHS NURSE SPECLST CC-0610-11 1 0 0 SCH FO SCHUYLKILL ME PARAMEDIC GI:0640-09 1 0 0 SC11 TO SCHUYLKILL UNICOR PROEM CARRLR GS 1252-21 1 0 0 SCH TO SCHUYLKILL S&E AMR SPECLST GL-0189-09 1 1 0 3 SCH TO SCHUYLKILL S&E REENTRY AFT WORD GS-010141 1 1 1 4 SCH TO SCHUYLKILL S&E SECT 'CAPTAIN'S/ GI031246 1 0 0 SCH TO SCHUYLKILL S&E SIS SUPRT TE04VCN GI-1202-08 1 0 1 6 SCH TO SCHUYLKILL ME SA OFFCRSPECLS7 GL0007-08 23 1 0 SCH TO SCHUYLKILL ME STAFF PSY04 GS-01130-22 1 0 0 SOH TO SCHUYLKILL S&E UNIT MGR GS-000642 1 1 0 SC11 TO SCHUYLKILL ME VOCTNL 7RNG IIGTRU GS 1712-21 1 0 0 SCH FO SCHUYLKILL ME WHSE WRKR SUM WS-6907-04 1 0 0 SCR SOUTH CENTRAL REGION S&E DISCPL HAG OFFCR GS-0006-22 1 1 0 SCR SOUTH CENTRAL REGION ME FAOL MGMT SPECIST GS 169042 1 0 0 SCR SOUTH CENTRAL REGION S&E PARALEGAL SPECLS7 GS-095O21 1 0 0 9 SCR SOUTH CENTRAL REGION S&E PSYCHOLOGY STUDENT TRAINEE INTERN GS-019907 1 0 0 SCR SOUTH CENTRAL REGION S&E REGNLACCTNT GS-051O22 1 0 0 SCR SOUTH CENTRAL REGION S&E REGNLCOMPTLR GS-050544 1 1 0 SCR SOUTH CENTRAL REGION ME REGNL COWER SPECLST GS 1102-22 1 1 0 SCR SOUTH CENTRAL REGION S&E REGNL HUMAN RESOURa SPECLST GS-0201-22 1 1 1 9 SCR SOUTH CENTRAL REGION S&E REGNL PSYCHLGY SRVCSADMR G54180-24 1 0 0 4 SOC MCC SAN DIEGO S&E CHAPLAIN GS-006O22 1 0 0 6 SOC MCC SAN DIEGO S&E COOK FRMN WS 7404-0B 1 0 0 SOC MCC SAN DIEGO S&E CORRECTNL CNSLR GL-0007-09 1 2 0 SOC MCC SAN DIEGO S&E EDUCSPECLS7 GS 1701-21 1 2 0 SOC MCC SAN DIEGO S&E ELCTRONTECHNCN GS-085641 1 0 0 4 SOC MCC SAN DIEGO ME THAN°. PULSE GL-0501-09 1 0 0 3 SOC MCC SAN DIEGO S&E GENERAL FOREMAN WS-4799 14 1 1 0 SOC MCC SAN DIEGO S&E HLTH SRVCS ASST GL-0303-07 1 0 0 SOC MCC SAN DIEGO S&E HUMAN RESOURCE MGR RRI GS-020141 1 0 0 SOC MCC SAN DIEGO S&E HUMAN RESOURCE SPECLST GL-0301-09 1 0 0 8 SOC MCC SAN DIEGO S&E LICENSED PRACTICAL NURSE GL-0620-07 1 0 0 SOC MCC SAN DIEGO VIE LT GS-000741 3 0 0 3 SOC MCC SAN DIEGO ME MID LEVEL PRACTITIONER GS-061OI1 1 0 0 SOC MCC SAN DIEGO S&E PARAMEDIC GL-0640-09 1 0 0 SOC MCC SAN DIEGO ME QUAL IMPRVMVINTECTION CONTRL CCORD GS-0671-11 1 0 0 SOC MCC SAN DIEGO PHS QUM. IMPRVMVINTECTION CONTRL NURSE CC-0610-11 1 0 0 SOC MCC SAN DIEGO S&E REGISTERED NURSE GS-061O10 1 0 0 SOC MCC SAN DIEGO S&E SR OFFCRSPECLST GL-0007-08 16 1 0 SOC MCC SAN DIEGO S&E UNIT MGR GS-0006.22 1 1 0 WC MCC SAN DIEGO S&E UNIT SECY GL-011B-06 1 1 0 SEA TO SEAGOVILLE S&E ACCTG TECHNCN GL-052S-07 1 0 0 SEA TO SEAGOVILLE S&E ASSOC WARDEN'S SECY GL-011B-07 1 0 0 SEA TO SEAGOVILLE S&E ASST FOOD SRVCADMR GS 1667-21 1 0 0 11 SEA TO SEAL MLLE S&E ASST 111.TPI SRVG ADMR G5.0670 11 1 0 0 SEA FO SEAGOVILLE S&E 04 PSYCH GS-01801a 1 0 0 3 SEA TO SEAGCMLLE S&E CHAPLAIN G5.0060 12 1 1 0 SEA TO SEAGCMUE S&E CLINICAL DIRECTOR GP-060215 1 0 0 SEA TO SEAL MLLE S&E CORRECTNL CNSLR GL-0007-09 1 1 0 SEA TO SEAGCMUE S&E DRUG ABUSE TRTMNT SPECLST G54101-21 1 0 0 SEA TO SEAGCMLLE UNICOR CABRIC WRKR FRMN WS 310S-07 1 1 0 SEA TO SEAGCMLLE ME FAOL MGR GS 169042 1 1 0 SEA TO SEAGCMLIE S&E FOOD SRVC ASST GL-1603-CO 1 1 0 SEA TO SEAGCMLLE S&E HUMAN RESOURCE SPECLST GL-0201-09 1 1 0 7 SEA TO SEAGOVILIE S&E HVAC FRMN WS 5306 CP9 1 0 0 SEA TO SEAGCMLIE S&E LT GS-0007-21 1 1 0 SEA TO SEAGCMLLE PHS MEWL OFFCR CC-0602-15 1 0 0 SEA TO SEAGCMLIE S&E MEDICATION TECHNICIAN GL-0EACH)6 1 0 0 SEA TO SEAL MLLE S&E MENTOR COORD GL0006-09 1 0 0 SEA TO SEAGCMUE S&E MID LEVEL PRACTMONER GS-060341 1 0 0 SEA TO SEAGOVILLE S&E MTNCE WRKR FRIAR WS-4799 OB 1 0 0 SEA TO SEAGOVILLE PHS NURSE PRACTITIONER CC-0610-11 1 0 0 SEA TO SEAGOViLLE PHS NURSE SPWAUST lOP CC-0610-11 1 0 0 SEA FO SEAGOVILLE S&E PIPETTR FRMN WS-4204-09 1 1 0 SEA FO SEAGOVILLE ME PLMBNG WRKR FRMN WS.4206 OB 1 0 0 SEA TO SEAGCMLIE UNICOR QUAL ASSINC MGR GS 1910-21 1 1 0 SEA FO SEAGOVILIE S&E REGISTERED NURSE GL-0610-10 1 0 0 SEA TO SEAGCMLIE UNICOR SEWING MACH RPRER FRMN WS 5301-0B 1 0 0 SEA TO SEAGCMLIE S&E SEX OFFENDER PROG PSY04 G541130-23 1 1 0 SEA TO SEAGCMLIE ME SPEC (WC TCHR GS 1710-21 1 0 0 EFTA00141599 SEA FO SEAGOVIUE S&E SROFFCRSPECIST GL-0O37-08 13 1 0 SEA FO SEAGOVIUE PHS STAFF PHARMACIST CC-0660-07 1 0 0 SEA FOSEAGOVILLE S&E STAFF PSYCH GS-0180-12 1 0 1 1 SEA FO SEAGOVIUE S&E SUPVR OF EDUC GS.171O42 1 0 0 S SEA FO SEAGOVIUE S&E SUPVY CORRECTIONAL SYSTEMS SPECIALIST GS-000641 1 0 0 3 SEA FOSEAGOVILLE S&E TCHR GS.171O41 I 1 0 SEA FOSEAGOVILLE S&E UNIT SEa GI-0318-06 3 0 0 14 SCR SOUTHEAST REGION S&E ACCTG STUD TR GS-O599-05 I 1 0 SCR SOUTHEAST REGION ME BURG ANAL GS-O560-12 1 1 0 SCR SOUTHEAST REGION ME DEP REGNL DIR ES-0306-00 1 0 0 SCR SOUTHEAST REGION S&E DISCPL HAG OFFER GS-000642 1 0 0 38 SCR SOUTHEAST REGION ME HUMAN RESOURCE MGR ITRI GS-02014I I 1 0 SCR SOUTHEAST REGION ME HUMAN RESOURCE STUD TR GS-0299-05 1 0 0 SCR SOUTHEAST REGION S&E INFO TECH STUD TR G5.2299-05 1 1 0 SCR SOUTHEAST REGION ME LEG ASST GI-0986-08 1 0 0 SCR SOUTHEAST REGION ME LEG INTERN GS-0999-09 1 1 0 SCR SOUTHEAST REGION ME REGNL AFFIRMATIVE EMPLMTADMR GS-0260-12 1 1 0 SCR SOUTHEAST REGION ME REGNL HLTH SRYCSADMR GS-0670-14 1 0 0 SCR SOUTHEAST REGION ME REGNL HUMAN RESOURCE SPECLST GS-020142 I 1 0 SCR SOUTHEAST REGION S&E REGNL SECRETARY GS-011207 1 0 0 SCR SOUTHEAST REGION ME SENIOR FINANCIAL SPECIALIST GS-O50143 1 1 0 SCR SOUTHEAST REGION ME SEMC0 FINANCIAL SPECIALIST GS-O50143 I 0 0 9 SCR SOUTHEAST REGION S&E SR CLC ATTY GS-09O544 1 0 0 SCR SOUTHEAST REGION ME SUPVATTYADVSR GEN GS-090545 I 1 0 SET FCC SEATAC ME ACCTG TECHNCN GI-0525-07 I 0 0 SET FOC SEATAC PHS ADVANCED PRACTICE NURSE CC-061O-05 1 0 0 SET FOC SEATAC ME ASST LOCKSMITH GL-0301-09 I 0 0 SET FOC SEATAC ME CAPTAIN SECY GL-0318-D6 1 0 0 SET FOC SEATAC ME CASE MGR GS-010141 1 0 0 8 SET FOC SEATAC PHS CHEF PHARMACIST CC-0660-04 1 0 0 SCE FOC SEATAC ME CLINICAL DIRECTOR GP-0602.15 I 0 0 SCE FOC SEATAC ME (DUG TECHNCN Gt-1702-07 I 0 0 s SET FOC SEATAC S&E PIANO. SPECLST GL-0501-09 I 0 0 SCE FOC SEATAC ME HLTH SRVCSADMR GS-067043 I 0 0 SET FCC SEATAC ME HLTH SRVCS ASST GL-0303-07 I 0 0 SET FCC SEATAC S&E HUMAN RESOURCE MGR GS-020143 1 1 0 SET FCC SEATAC ME HUMAN RESOURCE SPECLST GI-0201-09 1 0 0 SET FCC SEATAC ME LT GS-0007-11 1 1 0 SET FCC SEATAC S&E LT GI-0607-09 1 0 0 SET FCC SEATAC ME MEDCL RFC ADM SPECLST GI-0669-O9 1 0 0 SET FCC SEATAC ME MINCE WRIER FRMN WS-4749-O8 I 0 1 SET FCC SEATAC ME REGISTERED NURSE GI-0610-10 1 0 0 SET FCC SEATAC ME SIS SUPRT TEOWCN GI-0303-08 I 0 1 8 SET FOC SEATAC ME SROFFCRSPECIST GI-01207-08 4S 1 0 SET F0C SEATAC S&E STUDENT TRAINEE INFO TECH) GL-2299-05 I 0 0 SET F0C SEATAC ME SUPVY CORRECTIONAL SYSTEMS SPECIAUST GS-000641 1 0 0 SET F0C SEATAC ME TOOL ROOM OFFICER GL-0318-08 1 0 0 4 SET FCC SEATAC ME UNIT MGR GS-0006-12 1 1 0 SHE FO SHERIDAN ME ADVANCED CARE LVL PSYCH GS-018043 1 0 0 SHE FO SHERIDAN ME ADVANCED CARE LVL PSYCH GS-0180-I3 1 0 0 SHE FO SHERIDAN ME ASST CASE MGMT COORD GS-01014I 1 0 0 2 SHE FO SHERIDAN ME ASST FOOD SRVC ADMR G5.1667-11 I 1 0 SHE FO SHERIDAN ME ASST NLTH SRVCS ADOAR GS-067041 I 0 0 2 SHE FO SHERIDAN ME CAPTAIN'S SECY GI-0318-06 I 0 0 SHE FO SHERIDAN ME Cµ DNTLOFKR GP-068-013 I 1 0 4 SHE FO SHERIDAN ME COMPR SRVG MGR GS•221C12 I 0 0 SHE FO SHERIDAN ME COOK FRMN WS.74O4-O8 I 0 0 SHE FO SHERIDAN S&E CORRECTNL SYS OFFCR GL-0007-08 I 0 1 7 SHE FO SHERIDAN ME DRUG ABUSE PROD COCIRD GS-018O43 I 0 0 SHE FO SHERIDAN ME DRUG ABUSE PROD COCIRD GS-018O43 1 1 0 SHE FO SHERIDAN S&E DRUG ABUSE TRTMNT SPECLST GS-010141 7 0 0 SHE FO SHERIDAN ME ELCTRI WRIER FRMN WS.280S-09 I 0 0 SHE FO SHERIDAN ME CMG MEDCLTECHNO1 GI-0640-09 1 0 0 SHE FO SHERIDAN S&E DAR DVISMT SPECLST GL-0201-O9 1 1 0 SHE FO SHERIDAN ME EtIVRNM7L & SAFETY spccur GI-0018-09 1 1 0 SHE FO SHERIDAN ME HLTH SRVCSADMR GS-0670-12 1 0 0 SHE FO SHERIDAN ME HUMAN RESOURCE MGR GS-020142 I 1 0 SHE FO SHERIDAN ME INFORMATION 'TECH STUDENT TRAINEE GI-0299-0S 1 0 0 SHE FO SHERIDAN ME LOCKSMITH GI-0301-10 I 0 0 SHE FCI SHERIDAN ME MEDtt OFFCR GP-0602-15 1 0 0 SHE FO SHERIDAN ME MTNCE WRKR FRMN WS-4749-O8 1 0 0 7 SHE FCI SHERIDAN ME PSYCHLGY PREDOCTORAL INTERN GL-0199-09 1 0 0 4 SHE FCI SHERIDAN ME PSYCHLGY TECHNCN GI-0181-07 1 0 0 SHE FCI SHERIDAN ME AMR SPECIST GL-0188-09 1 0 1 3 SHE FCI SHERIDAN ME REGISTERED NURSE GI-0610-10 1 0 0 SHE FO SHERIDAN ME SR OFFCRSPECIST GI-01207-08 30 1 a SHE FO SHERIDAN ME STAFF PSYCH GS-018O42 1 0 0 EFTA00141600 SHE FO SHERIDAN S&E UNIT Ma GL.031846 1 1 0 SHE FO SHERIDAN S&E UTIISYS RPRER OPERTR FRMN W54742.001 1 0 0 3 SHE FO SHERIDAN S&E VOCTNLTRNG INSTRU G54711-11 1 0 0 SPG USMCFP SPRINGFIELD S&E ADVANCED CARE 0/1. PSYCH GS.0180-13 1 1 0 SPG USMCFP SPRINGFIELD S&E CAM MGR GL-010141 1 0 0 4 SPG USMCFP SPRINGFIELD S&E CH, PSYCHIATRY GP-0602-1S 1 0 0 SPG USMCFP SPRINGFIELD S&E ama. DIETITIAN GS4/630-11 1 1 0 SPG USMCFP SPRINGFIELD S&E 0.140. PSYCH G54/113612 1 0 0 SPG USMCFP SPRINGFIELD S&E CONTR SPECLST GL.1101-09 1 0 0 SPG USMCFP SPRMGFIELD S&E DIALYSIS STAFF NURSE GL.061040 1 0 0 SPG USMCFP SPRINGFIELD S&E DRUG ABUSE TRTMNT SPECLST GS-0101-11 1 0 0 SPG USMCFP SPRMGFIELD S&E FORENSIC UNIT PSYCH GS-0180-13 1 1 0 SPG USMCFP SPRMGFIELD S&E FORENSICS UNIT PSYCH GS-0180-13 3 0 0 SPG USMCFP SPRINGFIELD S&E INFORMATION TECH STUD TR GS•229905 1 0 0 SPG USMCFP SPRINGFIELD S&E INMATE SYS OFFCR GL-0007-08 1 0 1 19 SPG USMCFP SPRINGFIELD S&E LICENSED PRACTICAL NURSE GL.062040 1 0 0 SPG USMCFP SPRINGFIELD S&E LT GS-0007-11 3 0 0 SPG USMCFP SPRINGFIELD S&E MEM REC ADM SPECLST GL.0669.09 1 0 1 SPG USMCFP SPRINGFIELD S&E MEDD. SUPP TECIINCN GL0622-05 1 1 0 SPG USMCFP SPRINGFIELD S&E MOLL TECTINLGST GL 0C44 09 1 1 0 SPG USMCFP SPRMGFIELD PHS NCRD MAST NURSE CC.0601 04 1 0 0 SPG USMCFP SPRMGFIELD S&E NRSNG ASST GL.0621-05 3 0 0 SPG USMCFP SPRIYGFIELD S&E ORTHOTIST/PROSTMTST GS4/667-11 1 0 0 SPG USMCFP SPRINGFIELD S&E PHRMCY TECHNCN GL.0661-05 1 1 0 SPG USMCFP SPRINGFIELD S&E PHIS THRPST GL.0633-09 1 1 0 SPG USMCFP SPRINGFIELD S&E PIPEFIR FRMN W5420409 1 0 0 SPG USMCFP SPRINGFIELD S&E PSYCHLGY PREDOCTORAL INTERN GL.0199-09 1 0 0 27 SPG USMCFP SPRINGFIELD S&E PSYCHO.OGISMPOSTDOC TRAINEE) GS-0180-11 1 1 0 SPG USMCFP SPRINGFIELD S&E RECR DIRPST GI:0632-09 1 0 0 SPG USMCFP SPRINGFIELD S&E REGISTERED NURSE GL.061040 14 0 0 SPG USMCFP SPRINGFIELD S&E SPECIALTY TRTMNT PROG SPECLST GS.0101-11 1 0 0 SPG USMCFP SPRINGFIELD S&E SR OFFCRSPECLST GL-0007-O9 10 1 0 SPG USMCFP SPRINGFIELD S&E SUM' CORRECTIONAL SYSTEMS SPECIAUST GS.0006-11 1 0 0 SPG USMCFP SPRINGFIELD S&E UNIT MY GL-031206 1 0 0 SST FO SANDSTONE S&E ACCTNT GL.0510-09 1 0 0 SST FO SANDSTONE S&E ADVANCED PRACTICE N G54610-11 1 0 0 SST FO SANDSTONE S&E ASSOC WARDEN'S SECT GL.031207 1 0 1 SST FO SANDSTONE UNICOR BIND MACH OPERTR FRMN W54402.003 1 0 0 SST FO SANDSTONE S&E CAM MGR G5-0101-11 1 1 0 SST FO SANDSTONE S&E CLINICAL DIRECTOR GP-0602-1S 1 0 0 SST FO SANDSTONE S&E CLINICAL PSYCHOLOGI G5-0180-12 1 0 0 SST FO SANDSTONE S&E COMPR SPECLST G5.2210-11 1 0 0 SST FO SANDSTONE S&E DAP ENLATAT SMUT GL.0101-03 1 1 0 SST FO SANDSTONE S&E HLTH VIOLS ASST GL.0303-07 1 1 0 SST FO SANDSTONE S&E HUMAN RESOURCE MGR GS-0201-12 1 1 0 SST FO SANDSTONE S&E LT GL-0007.11 1 0 0 SST FO SANDSTONE UNICOR OFFST PRESS OPERTR FRAM WS-4417.09 1 0 0 SST FO SANDSTONE S&E PHYS01ASST GS4/603-11 1 0 0 SST FO SANDSTONE S&E RECR SPECLST GL.018209 1 0 0 7 SST FO SANDSTONE S&E SIS SUPRT TECHNCN GL.0303-08 1 1 0 SST FO SANDSTONE S&E SPORTS SPECLST GL.0030-09 1 1 0 SST FO SANDSTONE S&E SR OFFCRSPECLST GI:01:07-08 16 1 0 S SST FO SANDSTONE S&E TCHR G5.1710-11 1 0 1 1 SST FO SANDSTONE S&E UNIT MCI GL.03111-06 1 1 0 SST FO SANDSTONE S&E um sys RPM CfERTR FRMN W54742.001 1 1 0 1 SST FO SANDSTONE S&E WrINESS SECUR UNIT MGR GS-0006-13 1 0 0 9 TAL FO Wu II Au4KKE S&E ACCTG STUD TR G54599.05 1 0 0 TAL FO TM II AUNTIE S&E ACCTG TECHNCN GL.0525-07 1 0 0 1 TAL FO TM II Au4KKKE S&E ADVANCED PRAaKt N G54610-11 1 0 0 1 TAL FO Wu II Au4KKE S&E CONTR SPECLST GL.1101-09 1 0 0 TAL FO TM II Au4KKKE S&E COOK FRMN W5.7404.003 1 1 0 6 TAL FO Wu II Au4KKE S&E CORRECTNL SYS OFFCR GL.0007-08 1 0 0 IS TAL FO Wu II AUNTIE UNICOR CUSTMR SRVCSPECLST GL.0301-09 1 0 0 TAL FO Tin I Ammo( S&E DENTAL HYGIENIST GL-0681.08 1 0 1 TAL FO TA, II AuemsE VIE MU STUD TR GS.1799.05 1 0 0 TAL FO TA, II AuemsE S&E ELCTRL MOM FRMN WS280S-CP3 1 0 0 TAL FO TAT II AuemsE S&E GEN FRMN W5474914 1 0 0 TAL FO TA; II AuemsE S&E HLTH INF TECHNCN GL.067540 1 0 0 3 TAL FO TA, II AuemsE S&E HUMAN RESOURCE STUD TR GL.0199-05 1 0 0 TAL FO Tin II AuemsE S&E HYAC FRMN W5.5306.09 1 0 0 TAL FO TA, II Au4KKKE S&E INFO TECH STUD TR G5.229005 1 0 0 TAL FO Wu II Au4KKE SIRE LT GI:01:07-09 3 1 0 TAL FO TAI II Au4KKKE S&E LT GS-0007-11 1 1 0 TAL FO TA, II Au4KKE S&E MEDCL OFFCR (PSYCHIATRIST' GP-0602-IS 1 0 0 TAL FO TA, II Au4KKKE PHS MID-LEVEL PRACTITIONER GS-0610-11 1 0 0 TAL FO TA, II Au4KKKE S&E MTNCE MOM FRMN W5.4749.08 1 0 0 4 TAL FO TA; II Au4KKKE S&E PSYCHLGY PREDOCTORAL INTERN GL.0199-03 1 0 0 25 EFTA00141601 TAL FO TN II AueNcE S&E PSYCHLGY TECHNCN GL-01.91-07 1 0 0 2 TAL FO TAP II AueNcE UNICOR QUAL ASSIINC SMUT GS.191O11 1 0 0 TAL FO TAP II AueNcE S&E REGISTERED NURSE CC-0610-10 1 1 0 TAL FO TAP II AueNcE S&E REGISTERED NURSE G1-0610-10 1 0 0 TAL FO TA, II AueNcE S&E SOC WRKR GS-0113.5.11 1 1 0 TAL FO TAP II AueNcE S&E SR OFFCRSPECLST GL-0007-08 1 1 0 TAL FO TN II matte( S&E SR OFFCRSPECLST GL-0007-08 B 1 0 TAL FO TA, II AuettrE PHS STAFF PROGRAM MANAGEMENT OFFICER CC-0601-04 1 0 0 TAL FO TN II AuettrE UNICOR UNICOR BUS MGR GS-0501-13 1 0 0 TAL FO TN II AuettrE UNICOR UNICOR BUS MGR GS-0601-11 1 0 0 TAL FO Nu I MiaccrE S&E UTILSYSRPREROPERTRFRMN WS-474E-0B 1 0 0 7AL FO TAI II AuettrE S&E VOCTNL NANG INSTRU G5.1711-11 1 0 0 701 FCC TUCSON S&E DENTAL ASSISTANT GL-0681-06 1 0 0 4 701 FCC TUCSON S&E DEP 04, PSYCH GS-0180-13 1 0 0 TCN FCC TUCSON S&E DRUG ABUSE TRTMNTSPECLST GS-0101-11 1 1 0 TCN FCC TUCSON S&E ENVRNMTL& SAFETY COMPLNC ADMR GS-0018-13 1 1 0 TCN FCC TUCSON S&E DAEC *SST/SATELLITE OPERSADMR GS-0006-13 1 0 0 20 TCN FCC TUCSON S&E FOOD SRVC ASST GL-1603-07 1 0 0 9 TCN FCC TUCSON S&E GUIDANCE COUNSELOR GS.174O11 1 0 0 TCN FCC TUCSON S&E HLTH SRVCS ASST GL-0303-07 1 1 0 TCN FCC TUCSON S&E INFORMATION TECH. STUDENT TRAINEE GL-2199-05 1 0 0 TCN FCC TUCSON S&E LT GS-0007-11 3 0 0 TCN FCC TUCSON S&E MEDtt OFFCR GP-0602.1S 1 0 0 TCN FCC TUCSON S&E MEDICATION TECHNICIAN GL-0640-06 1 0 0 TCN FCC TUCSON S&E MENTOR COORDINATOR GI. 0006 09 1 1 0 TCN FCC TUCSON S&E MTNCE WRKR FRMN WS-4749.08 1 1 0 TCN FCC TUCSON S&E PSYCHLGY PREDOCTORAL INTERN GL-019909 1 0 0 4 TCN FCC TUCSON S&E PSYCHLGY PREDOCTORAL INTERN GL-0199.09 1 0 0 TCN FCC TUCSON S&E REGISTERED NURSE GL-0610-10 4 0 0 TCN FCC TUCSON S&E SOC WRKR GS-018.5.11 1 0 0 TCN FCC TUCSON S&E SPEC EDUC TCHR GS.171O11 1 0 0 TCN FCC TUCSON S&E SPEC INVESTIGATIVE AGT GS-0006-12 1 1 0 TCN FCC TUCSON S&E SR OFFCRSPECIST GL-0007-08 9 1 0 TCN FCC TUCSON S&E STAFF PHARMACIST GS-066O11 1 0 0 TCN FCC TUCSON S&E STAFF PSYCH GS-018041 1 0 0 TCN FCC TUCSON S&E STAFF PSYCH GS-0180-12 1 0 0 TCN FCC TUCSON S&E TCHR G5.171O11 1 0 0 TCN FCC TUCSON S&E VOCTNL 7RNG INSTRU GS.1711-11 1 1 0 TCN FCC TUCSON S&E VOCTNL 7RNG INSTRU GS.1711-11 1 0 0 TCN FCC TUCSON S&E WHSE WRKR FRMN WS-6907-03 1 1 0 TDG F0 TALIADEGA S&E ACCTG STUD TR GS-0S99.05 1 0 0 TDG FO TALLADEGA S&E ASST F000 SRVCADMR G5.1667-11 1 0 0 TDG FO TALLADEGA S&E CLNCL DIA GP-0602-1S 1 1 0 TDG FO TALLADEGA S&E COMPR SRVCS MGR GS.211O12 1 0 0 TDG F0 TALLADEGA S&E COOK FRMN WS-740443B 1 0 1 TDG F0 TALLADEGA S&E CORRECTNL CNSLR GL-0007-09 1 0 0 TDG F0 TALLADEGA S&E ELCTRL WRKR FRMN WS.280S-09 1 0 0 TDG F0 TALLADEGA UNICOR FABRK WRKR FRMN WS.310S-07 1 0 0 TDG F0 TALIADEGA S&E HEALTH TECHNICIAN -PARAMEDIC G143640-09 1 1 0 TDG F0 TALLADEGA S&E HUMAN RESOURCE STUD TR GS-0199.05 1 0 0 TDG F0 TALLADEGA S&E LT GS-0007-11 S 0 0 TDG F0 TALLADEGA S&E LT GL-0007-09 1 0 0 TDG FO TALLADEGA UNICOR OPERATIONS MANAGER GS.1101-13 1 0 0 TDG FO TALLADEGA S&E PIPEFTR FRMN WS4104-09 1 0 0 TDG FO TALLADEGA S&E PROCUR& PROP SMUT GL-1101-09 1 0 0 TDG FO TALLADEGA PHS QUAL IMPRVMT/INFECTIONCONTRLCOORD 1 1 0 TDG FO TALLADEGA S&E RELIGIOUS SRVCS AM G143303-07 1 0 0 9 TDG F0 TALLADEGA S&E SAFETY MGR TRANCE GS-001211 1 0 0 TDG F0 TALLADEGA UNICOR SEWING MACH RPRER FRMN WS-5301-0B 1 0 0 TDG F0 TALIADEGA S&E 56 SUPRT TECMCN GL-0303-08 1 0 0 TDG F0 TAUADEGA S&E SR OFFCRSPECIST GL-0007-08 16 1 0 TDG F0 TALLADEGA S&E TCHR G5.171O11 1 1 1 6 TDG F0 TALIADEGA UNICOR UNICOR ACCTNT GS-051O11 1 0 0 TDG F0 TALLADEGA UNICOR UNICOR ACCTNT GI:0510-09 1 0 0 TDG F0 TALIADEGA S&E UNIT MY G143318-06 1 0 TDG F0 TALLADEGA S&E VOCTNL 7RNG INSTRU GS.1711-11 1 0 0 TDG F0 TALIADEGA UNICOR WOOD WRKG MACH OP FRM W5.460148 1 0 0 TEX FO TEXARKANA S&E ASST FOOD SRVC AMR RN GL-1667-09 1 0 0 TEX FO TEXARKANA S&E CAMP ADMR SECY GL-031207 1 1 0 TEX FO TEXARKANA S&E CASE MGR GL-0101-11 1 1 0 TEX FO TEXARKANA S&E COOK FRMN W5.740448 1 1 0 TEX FO TEXARKANA S&E DENTAL ASSISTANT GL-06.91-06 1 0 0 TEX FO TEXARKANA S&E DRUG ABUSE TRTMNTSPECLST GS-0101-11 1 0 0 TEX FO TEXARKANA S&E EDUCATION STUDENT TRAINEE GS-1799.05 1 0 0 TEX FO TEXARKANA S&E ENVIRONMENTAL PROTECTION SPECIALIST GS-001211 1 0 0 TEX FO TEXARKANA S&E GRDNR FRMN WS.5003-07 1 0 0 TEX FO TEXARKANA S&E HLTH SRVCSASST GL-0303-07 1 0 0 EFTA00141602 TEX FO TEXARKANA S&E HUMAN RESOURCE STUD TR G5-029605 1 0 0 TEX FO TEXARKANA S&E HVAC FRMN W5.5306-09 1 0 0 TEX FO TEXARKANA S&E LT GS-0007-11 2 1 0 TEX FO TEXARKANA S&E LT GL-0007-09 1 0 0 TEX FO TEXARKANA S&E MEDICAL OFFICER GP-0602-IS 1 0 0 TEX FO TEXARKANA S&E MINCE WRKR FRMN WS-474948 1 2 0 TEX FO TEXARKANA S&E AMR SPECIST GI-0188-09 1 2 0 TEX FO TEXARKANA S&E SR OFFCRSPECLST GL-0007-09 5 0 0 TEX FO TEXARKANA S&E STUD TR GS.2299-05 1 0 0 TEX FO TEXARKANA UNICOR SUPVRY PRODN CALMER G5.1151-21 1 0 0 TEX FO TEXARKANA S&E SUPVY CORRECTIONAL SYSTEMS SP GS-0006-11 1 1 0 TEX FO TEXARKANA TRUST FUND TRUST FUND SWIM GS-0301-12 1 2 0 THA FCC TERRE HAUTE UNICOR ASST UNICOR SUS MGR GS-0501-22 1 0 0 THA FCC TERRE HAUTE S&E CARE LVL 3 PSYCH GS-018623 1 0 0 THA FCC TERRE HAUTE S&E CASE MGR GS-0101-2I 1 0 0 THA FCC TERRE HAUTE S&E CHAPLAIN GS-0060-22 1 0 0 THA FCC TERRE HAUTE S&E ama. PSYCH GS-018622 1 2 0 THA FCC TERRE HAUTE S&E COOK FRMN WS.7404-08 1 0 0 THA FCC TERRE HAUTE S&E CORRECTNL CHEAP GL-0007-09 1 0 0 THA FCC TERRE HAUTE S&E CORRECTNL SYS OFFER GE-0007-08 2 1 0 THA FCC TERRE HAUTE S&E DEP 04, PSYCH GS-0180-23 1 0 0 THA FCC TERRE HAUTE S&E DRUG ABUSE TRTMNTSPECEST GS-0101-21 3 1 0 7 THA FCC TERRE HAUTE S&E ELCTRONTECHNCN GS-0856-2I 2 0 0 6 THA FCC TERRE HAUTE UNICOR FABRIC WRKR FRMN W5.3105-07 3 0 0 THA FCC TERRE HAUTE UNICOR FACTORY MGR G5.1101-22 1 1 0 THA FCC TERRE HAUTE UNICOR FACTORY OPERATIONAL ACCT GS-051O11 1 0 0 THA FCC TERRE HAUTE UNICOR FNANCL SPECLST GS-059605 1 0 0 THA FCC TERRE HAUTE S&E FOOD SRVC ASST GI1603-07 1 0 0 THA FCC TERRE HAUTE S&E GRDNR FRMN W5.5001-07 1 0 0 THA FCC TERRE HAUTE S&E GUIDANCE CNSLR ISCHL GUIDANCE CNSIR) GS.175OI2 1 0 0 THA FCC TERRE HAUTE S&E IT SPEC'S GS221OI1 2 0 0 THA FCC TERRE HAUTE S&E LT GS-0007-11 4 0 0 THA FCC TERRE HAUTE S&E MAT DRUG ABUSE PROG COORD(FSA) GS-018613 1 0 0 THA FCC TERRE HAUTE S&E MINCE WRKR FRMN WS.4749-0/1 1 0 0 THA FCC TERRE HAUTE S&E PHARMACIST GS-066O11 1 0 0 THA FCC TERRE HAUTE S&E PHARMAC/ mart. GS-06BOI1 1 0 0 THA FCC TERRE HAUTE S&E PSYCHLGY PREDOCTORAL INTERN GL-0199-09 1 0 0 29 THA FCC TERRE HAUTE S&E PSYCHLGY TECHNCN GI-0181-07 2 2 1 THA FCC TERRE HAUTE S&E REGISTERED NURSE GL-0610-10 2 1 0 THA FCC TERRE HAUTE UNICOR SEWING MACH REP TRAINEE W5.5301-07 1 0 0 THA FCC TERRE HAUTE UNICOR SEWING MACH RPRER FRMN WS.5301-08 1 0 0 THA FCC TERRE HAUTE S&E SPEC TRT PRG SPEC CHALLENGE GS-0101-21 2 0 0 THA FCC TERRE HAUTE S&E SPECIALTY TRTMNT PROG SPECLST GS-0101-2I 1 0 0 THA FCC TERRE HAUTE S&E SPORTS SPECIST GL-0030-09 1 0 0 THA FCC TERRE HAUTE S&E SR OFFCRSPECLST GL 0007 OS 8 1 0 THA FCC TERRE HAUTE UNICOR UNICORACCTNT GL-0510-09 1 0 0 THA FCC TERRE HAUTE UNICOR UNICOR BUS MGR GS-0501-23 1 0 0 THA FCC TERRE HAUTE S&E UNIT MGR GS-0006-12 1 1 0 THA FCC TERRE HAUTE S&E UNIT SECY GL-0318-06 1 1 0 19 THA FCC TERRE HAUTE S&E um sys PPM OPERTR FRMN W5474208 1 1 0 THA FCC TERRE HAUTE S&E VOCR4L TRNG INSTRU G51712-I1 1 1 0 TOM LISP THOMSON S&E ASSISTANT FOOD SERVICE ADMIN GS.1667-12 1 0 0 TOM LISP THOMSON S&E ASSOCIATE WARDEN GS-0006-14 1 0 0 TOM LISP THOMSON S&E ASST HLTH SRVCS ADMR GS-067OI1 1 1 0 TOM USD THOMSON S&E CASE MGR GS-0101-11 1 0 0 TOM LISP THOMSON S&E CHAPLAIN GS-006OI2 1 0 0 TOM LISP THOMSON S&E CHAPLAIN. TRAINEE GS-006O11 1 0 0 TOM LISP THOMSON S&E COOK SUPERVISOR WS.7404-08 1 0 0 TOM LISP THOMSON S&E CORRECTNL CNSIS GL-0007-09 1 0 0 TOM USD THOMSON S&E CORRECINL PROG SPECLST GS-0006-21 1 0 0 TOM USA THOMSON S&E CORRECTNL SYS OFFCR GI-0007-08 3 0 0 TOM USD THOMSON S&E DEP CAPTAIN GS-0007-22 1 0 0 TOM USD THOMSON S&E DISCPL HAG OFFCR GS-0006-22 1 1 0 TOM USA THOMSON S&E FACILITIES MANAGER GS•164013 1 0 0 TOM LISP THOMSON S&E FINANCIAL SPECIALIST GI-0501-09 1 0 0 TOM LISP THOMSON S&E GENERAL FOREMAN WS-474614 1 0 0 TOM LISP THOMSON S&E HUMAN RESOURCE MANAGER GS-0201-23 1 0 0 TOM LISP THOMSON S&E INF RECPTNST GL-0304-04 1 0 0 TOM LISP THOMSON S&E LT GS-0007-21 10 0 0 TOM LISP THOMSON S&E MAINTENANCE WRKR FOREMAN WS-474948 1 0 0 TOM LISP THOMSON S&E MATERIAL HANDLER FOREMAN WS-6907-04 1 0 0 TOM LISP THOMSON TRUST FUND MATERIAL HANDLER FOREMAN WS-6907-04 1 0 0 TOM LISP THOMSON S&E MEDCL OFFCR (CLINICAL DIRECTOR) GP-0602-15 1 0 0 TOM LISP THOMSON S&E NURSE PRACTITIONER GS-061O11 1 0 0 TOM USD THOMSON S&E REENTRY AFF COORD GS-0101-21 1 1 0 7 TOM LISP THOMSON S&E REGISTERED NURSE GL-0610-10 1 0 0 TOM LISP THOMSON S&E SIS SUPRT TEO4VCN GI-1801-08 1 0 0 EFTA00141603 TOM USP THOMSON S&E SOC WRKR GS-018611 1 0 0 TOM USP THOMSON S&E SPEOALTT PROG COORD GS-018613 1 0 0 TOM LISP THOMSON S&E SPEOALTT TRTMNT PROG SPEC RHU G5-0101-11 1 0 0 TOM LISP THOMSON S&E SPECIALTY TRTMNT PROG SPEC SMU G5-0101-11 1 0 0 TOM LISP THOMSON S&E SR OFFCRSPECLST GL-0037-08 99 0 0 TOM LISP THOMSON S&E STAFF PHARMACIST GS-0660-11 1 0 0 TOM LISP THOMSON S&E STAFF PSYCHOLOGIST GS-0180-12 1 0 0 TOM LISP THOMSON TRUST FUND TRUST FUND SPECIST GL-0301-09 1 0 0 TOM LISP THOMSON S&E UNIT SECY GI:0318-06 1 0 0 TRM Fa TERMINAL ISLAND S&E ADMVASST GL-0303-07 1 0 0 TRM FO TERMINAL ISLAND S&E CASE MGR GS-0101-11 1 1 0 TRM FO TERMINAL ISLAND WM COOK FRMN WS.7404-08 1 0 0 TRM Fa TERMINAL ISLAND WM CORRECTNL CNSLR GL-0007-09 1 1 0 TRM FO TERMINAL ISLAND S&E DINGNS7C RADIOLOGICTECHNLGST GI:0647-08 1 0 0 TRM Fa TERMINAL ISLAND PHS ONE HYGIENIST 1 0 0 TRM Fa TERMINAL ISLAND S&E FRANCE SMUT GL-0501-09 1 0 0 TRM FO TERMINAL ISLAND S&E HLTH SRYCSASST GL-0303-07 1 0 0 11 TRM Fa TERMINAL &AND S&E HUMAN RESOURCES SPECIST GL-0201-09 1 1 0 TRM Fa TERMINAL ISLAND S&E LICENSED PRACTICAL NURSE GL-0620-07 1 0 0 TRM Fa TERMINAL ISLAND S&E LT GL-0037-09 1 0 0 TRM FO TERMINAL ISLAND S&E MEM'. OFFCR GS-0602-15 1 0 0 TRM Fa TERMINAL ISLAND S&E MEDICATION TECHNICIAN GL-0610-06 2 1 0 4 TRM Fa TERMINAL ISLAND PHS MID-LEVEL PRACTMONER 1 0 0 TRM Fa TERMINAL ISLAND S&E PARAMEDIC GL-0640-03 1 1 0 TRM Fa TERMINAL ISLAND S&E PSYCHLGY PREDOCTORAL INTERN GL-0199-09 0 0 0 32 TRM Fa TERMINAL ISLAND S&E PSYCHLGY PREDOCTORAL INTERN GL-0180-09 1 0 0 TRM Fa TERMINAL ISLAND S&E PSYCHTRC MIDLEVEL PRACTITIONER GS-0610-12 1 1 0 4 TRM Fa TERMINAL ISLAND UNICOR RECYCLING TECHNICIAN GL-0303-09 1 0 0 TRM Fa TERMINAL ISLAND S&E REGISTERED NURSE GL-0610-10 1 0 0 TRM FO TERMINAL ISLAND UNICOR REMOTE OPERTNL AGGRO GS-0S10-11 1 0 0 TRM Fa TERMINAL ISLAND S&E SR OFFCRSPECLST GL-0037-08 6 1 0 TRM FO TERMINAL ISLAND S&E TCHR GS.1710-11 1 0 0 7 TRM FO TERMINAL ISLAND S&E UNIT MGR GS-000612 1 1 0 16 TRM FO TERMINAL ISLAND S&E UNIT SECY GL-0318-06 1 0 0 TRM FO TERMINAL ISLAND S&E um vs RPRIR OPERTR FRMN WS-4742-08 1 0 0 TRM FO TERMINAL ISLAND S&E WARDENS SECT GL-0318-08 1 0 0 TRM FO TERMINAL ISLAND TRUST FUND WHSE WARR FRMN W5490204 1 1 0 TRY Fa THREE RIVERS S&E ACCTG TECHNCN GL-0S2S-07 1 1 0 TRY Fa THREE RIVERS UNICOR ACCTNT GS-0S01-11 1 0 0 TRY Fa THREE RIVERS PHS ADVANCED PRACTICE NURSE CC-0610-11 1 0 0 TRY FO THREE RIVERS S&E ASSOC WARDEN GS-0006-14 1 1 0 TRY Fa THREE RIVERS S&E CAPTAIN'S SECY GL-0318-06 1 0 0 13 TRY FO THREE RIVERS S&E CLNCL PSYCH GS-0810-13 1 1 0 TRY Fa THREE RIVERS S&E CONTR SPECLST GL-1102-09 1 0 0 TRY Fa THREE RIVERS S&E CORRECTNE CNSLR GL-0037-09 1 0 0 TRY Fa THREE RIVERS S&E CORRECTNE SYS OFFCR GL-0037-08 1 1 0 TRY Fa THREE RNERS S&E DRUG ABUSE PROG COORD GS-0180-23 1 1 0 TRY Fa THREE RNERS S&E DRUG ABUSE TRTMNT SPECLST GS-0101-11 1 1 0 TRY Fa THREE RNERS S&E WU STUD TR GS•1799-05 1 0 0 TRY Fa THREE RNERS S&E EDUCTECHNCN GL-1702-07 1 0 0 10 TRY Fa THREE RIVERS S&E ELCTFIL WRKR FRMN WS.2806CP3 1 0 0 TRY FO THREE RIVERS S&E ELCTRONTECIINCN GS-085641 1 1 0 TRY Fa THREE RIVERS S&E ENV& &SAFETY CNIPLNC. MGR GS-001842 1 1 0 TRY Fa THREE RIVERS S&E ENVIR. PROTECTION SPECIALIST GS-0028-11 1 0 0 TRY FO THREE RIVERS S&E EXEC ASST/SAT CAMP GS-0006-13 1 1 0 TRY FCI THREE RIVERS S&E FOOD SRYC ASST GL-1603-07 1 0 0 7 TRY FO THREE RIVERS S&E HLTH SRYCS STUD TR GL-0699-04 1 0 0 TRY Fa THREE RIVERS S&E HUMAN RESOURCE SPECLST GL-0201-09 1 0 0 TRY Fa THREE RIVERS S&E HUMAN RESOURCE STUD TR G5.2299-05 1 0 0 TRY FO THREE RIVERS S&E HYAC FRMN WS.5306-09 1 0 0 TRY FO THREE RIVERS S&E INFO TECH STUD TR GS.229905 1 0 0 TRY Fa THREE RIVERS S&E LT GL-0007-O9 1 1 0 TRY Fa THREE RIVERS S&E LT GS-0007-11 4 0 0 TRY FO THREE RIVERS S&E MID-LEVEL PRACTITIONER GS-0610-11 1 1 0 TRY Fa THREE RIVERS UNICOR PKR FRMN W5.7002-05 1 0 0 TRY FO THREE RIVERS UNICOR PROONCNTRLR GS.1152-11 1 0 0 TRY FO THREE RNERS S&E PSYCH TECH GL-0181-07 1 0 0 TRY Fa THREE RIVERS S&E REGISTERED NURSE GL-0610-10 1 0 0 TRY FO THREE RNERS S&E SPEC EDUC TCHR GS-1710-11 1 0 0 TRY Fa THREE RIVERS S&E SR OFFCRSPECLST GL-0037-08 10 0 0 TRY FO THREE RIVERS S&E STAFF PSYCH GS-0180-12 1 0 0 TRY Fa THREE RNERS TRUST FUND TRUST FUND SPECIST GS-0301-09 1 1 0 TRY Fa THREE RIVERS S&E UNIT SECT GL-0318-D6 1 0 0 11 TRY FCI THREE RIVERS S&E WARDEN ES4006-00 1 1 0 TRY FCI THREE RIVERS UNICOR WHSE WARR FRMN W54907-06 1 0 0 TRY F0 THREE RIVERS S&E WHSE WARR FRMN WS-6907-03 1 0 0 TRY Fa THREE RIVERS S&E WHSE WARR FRMN W54907-04 1 1 0 EFTA00141604 VIM FCC Y1CTORYILLE S&E ASSOC WARDEN GS-0006-14 1 1 0 VIM FCC Y1CTORYILLE S&E ASST FOOD SRVC AMR G5.1667-12 1 0 0 0 VIM FCC Y1CTORYILLE S&E ASST HEIN SRVCS ADMR GS-0670-12 2 0 0 VIM FCC Y1CTORYILLE S&E ASST MTH SRVCS ADMR GS-0670-12 1 0 0 1 VIM FCC Y1CTORYILLE S&E ASST LOCKSMITH GL-0301-09 1 1 0 VIM FCCY1CTORYILLL S&E ATTYADYSR GS-090S-14 1 0 0 VIM FCCY1CTORYILLL S&E ATTYADVSR GS-090S-14 1 0 0 VIM FCC Y1CTORYILLE UNICOR AUTMTV WRKR FRMN WS-5823-0B 1 0 0 VIM FCCY1CTORYILLL S&E BURG ANAL GL-0S60-09 1 0 0 VIM FCCY1CTORYILLL S&E CASE MGR GS-0101-11 0 1 0 VIM FCC Y1CTORYILLE S&E CHAPLAIN GS-0060.12 1 0 0 VIM FCC Y1CTORYILLE PHS 04EF PHARMAOST CC-0660-05 1 0 0 VIM FCC Y1CTORYILLE PHS CLNCL PRACTICAL NURSE CC-0610-03 1 0 0 VIM FCC Y1CTORYILLE S&E CLNCL PRACTICAL NURSE GS-0610.11 1 0 0 VIM FCC Y1CTORYILLE S&E COOK FRMN WS.7404.08 1 1 0 VIM FCC Y1CTORYILLE S&E CORRECTNL CNSLR G1-01:07-09 1 0 0 VIM FCC Y1CTORYILLE UNICOR COST ACCTNT GS-0510-11 1 0 0 VIM FCCY1CTORYILLL S&E DEP CASE MGMTCOORD.COMPLEX GS-0101-12 1 1 0 VIM FCCY1CTORYILLL S&E DRUG ABUSE PROG COORD GS-0180-13 1 0 0 VIM FCCY1CTORYILLL S&E DRUG ABUSE PROG COORD-MAT GS-0180-13 1 0 0 VIM FCC Y1CTORYILLE S&E DRUG ABUSE TRTMNTSPECIST GS-0101-11 2 1 0 VIM FCCY1CTORYILLL S&E EDUCTECHNOI GL-1702-07 1 0 0 VIM FCC Y1CTORYILLE S&E ELCTRL WRKR FRMN WS.280S-CP9 1 1 0 VIM FCC Y1CTORYILLE S&E EtIVRNMEL & SAFETY COMPLNC ADMR (TRI GS-0018.11 1 0 0 VIM FCC Y1CTORYILLE S&E HLTH SRVCSASST GL-0303-07 1 0 0 VIM FCC Y1CTORYILLE S&E HUMAN RESOURCE SPECIST GL-0201-09 1 0 0 VIM FCC Y1CTORYILLE S&E HYAC FRMN WS.5306.09 1 1 0 VIM FCC Y1CTORYILLE S&E LT GS-0007-11 10 1 0 VIM FCC Y1CTORYILLE PHS MEDCL OFFCR CC-0602-05 1 0 0 VIM FCC Y1CTORYILLE S&E MEDICATION TECHNICIAN G1-0640-06 1 1 0 VIM FCCY1CTORYILLL S&E MID-LEVEL PRACTITIONER GS-0603-11 1 0 0 VIM FCC Y1CTORYILLE S&E PARALEGAL SPECLST GS-0900-11 1 0 0 VIM FCC Y1CTORYILLE S&E PARAMEDIC GL-0640-09 1 0 0 VIM FCC Y1CTORYILLE S&E PHLEBOTOMIST GL-0640-05 1 1 0 VIM FCC Y1CTORYILLE PHS NOS THRPST CC-0603-05 1 0 0 VIM FCC Y1CTORYILLE S&E PSYCHLGY PREDOCTORAL INTERN GL-0199-09 1 1 0 13 VIM FCC Y1CTORYILLE S&E PSYCHLGY TEOINCN GL-0181-07 1 0 0 1 VIM FCC Y1CTORYILLE S&E QUAL IMPRYMVINFECTIONCONTRL NURSE GS-0610-11 1 0 0 VIM FCC Y1CTORYILLE S&E REGISTERED NURSE GL-0610-10 3 1 0 VIM FCC Y1CTORYILLE S&E RELIGIOUS SVCS ASSISTANT GL-0303-07 1 0 0 7 VIM FCC Y1CTORYILLE S&E RESTRICTIVE HOUSING PSYCH GS-0180-13 1 0 0 VIM FCC Y1CTORYILLE S&E SAFETY COMPLIANCE SPECIALIST GL-0018-09 1 0 0 VIM FCC Y1CTORYILLE ME SECT GL-0318-06 1 0 0 VIM FCC Y1CTORYILLE PHS SOCIAL WORKER CC-0620-05 1 0 0 VIM FCC Y1CTORYILLE S&E SPEC INVESTIGATIVE AGT GS-0006.12 1 0 1 19 VIM FCC Y1CTORYILLE ME SPEOALTYTRTMNT PROG SPECLST.BRAVE GS-0101-11 1 0 0 VIM FCC Y1CTORYILLE ME SPECIALTY TRTMNT PROG SPECLST-YET GS-0101-11 1 0 0 VIM FCC Y1CTORYILLE S&E SPORTS SPECLST GL-0030-09 1 1 0 VIM FCC Y1CTORYILLE ME SR OFFCRSPECLST GL-0037-08 59 1 0 VIM FCC Y1CTORYILLE ME STAFF PSYCH GS-0180-12 3 0 0 VIM FCC VICTORYILLE S&E SUPV CONTRSPECIST GS-1102-12 1 0 0 VIM FCC Y1CTORYILLE S&E SUN'S CLINICAL NURSE GS-0610-11 1 0 0 VIM FCC Y1CTORYILLE S&E SUN'S CORRECTIONAL SYSTEMS SPEOAUST GS-0006-11 1 0 0 VIM FCC Y1CTORYILLE S&E TCHR GS.1710-11 1 0 0 3 VIM FCC Y1CTORYILLE S&E TIME & LVCLK GL-0S44-C6 1 1 0 13 VIM FCC Y1CTORYILLE S&E TIME & LVCLK GL-0S44-C6 1 1 0 VIM FCC Y1CTORYILLE S&E UNIT MGR GS-0006-12 1 1 0 VIM FCC Y1CTORYILLE S&E UNIT SECY GL-0318-06 1 0 0 VIM FCC Y1CTORYILLE S&E VOCTNLTRNG INSTRU G5.1712-11 1 1 0 VIM FCC Y1CTORYILLE UNICOR WHSE WRKR FRMN WS-6907-03 1 0 0 WAS FO WASECA S&E ADVANCE PRACTICE NURSE GS-0610-11 1 0 0 WAS FO WASECA S&E ASSOC WARDEN'S SECY GL-0318-07 1 0 0 WAS FO WASECA S&E ASST LOCKSMITH GL-0301-09 1 0 0 WAS FO WASECA S&E CASE MGR GS-0101-11 1 0 1 WAS FO WASECA S&E CHAPLAIN GS-0060-12 1 1 0 WAS FO WASECA S&E COOK FRMN WS.7404-08 1 1 0 WAS FO WASECA S&E DRUG ABUSE PROG COCIRO CC-0180-13 1 0 0 WAS FO WASECA S&E DRUG ABUSE PROG COORO GS-0180-13 1 0 0 WAS FO WASECA S&E EDUCSPECLST GS-1701-11 1 0 0 WAS FO WASECA UNICOR FABRK WRKR FRMN WS.310S-07 1 0 0 WAS FO WASECA S&E HLTH SRVCSASST GL-0301-07 1 1 0 WAS FO WASECA S&E HUMAN RESOURCE MGR GS-0201-12 1 0 0 WAS FO WASECA S&E LT GS-0007-11 1 0 0 WAS FO WASECA S&E LT GL-0037-09 1 0 0 WAS FO WASECA S&E MEDCL OFFCR GS-0602-15 1 0 0 WAS FO WASECA S&E PLMBNG WRKR FRMN WS-4206.08 1 0 0 WAS FO WASECA S&E PSYCHIATRIC PHYSICIAN GP-0602-1S 1 0 0 EFTA00141605 WAS FO WASECA UNICOR QUAL ASSFINC MGR GS.1910-21 1 0 0 4 WAS FO WASECA S&E REGISTERED NURSE GL-0610-10 2 0 0 WAS FO WASECA UNICOR SEWING MA04 RPRER FRMN WS.5301-08 1 0 0 WAS FO WASECA S&E SG SUPRT TEGINCN GL-1802-08 1 0 0 4 WAS FO WASECA S&E SOC WRKR GS-0285-21 1 0 0 WAS FO WASECA ME SPECIALTY PROG COORD GS-0180-13 1 0 0 WAS FO WASECA ME SPECIALTY PROG COORD GS-0180-13 1 0 0 WAS FO WASECA S&E SR OFFCRSPECLST GL-0007-08 31 0 0 WAS FO WASECA S&E STAFF PSYCH GS-0180-12 1 1 0 WAS FO WASECA S&E SUN'S CORRECTIONAL SYSTEMS SPECIAUST GS-0006-2I I 2 0 WAS FO WASECA S&E TCHR G5.1710-11 1 0 0 11 WAS FO WASECA S&E UNIT MGR GS-0006-22 1 1 0 4 WAS FO WASECA S&E UNIT SECT GL-0318-06 3 0 0 10 WIL FO VAWAPASBURG S&E ACCTG TECHNCN GI-0525-07 1 0 0 WIL FO VALUAMSBURG S&E ASSOC WARDEN GS-0006-14 1 1 0 WIL FOWILUAMSBURG ME ASST HLTH SRVCS ADMR CC-0670-II 1 0 0 WIL FO VALUAMSBURG S&E COOK FRMN WSJAOL08 2 1 0 WIL FOWILUAMSBURG ME CORRECTNI CNSLR GL-0007-O9 3 1 0 WIL FOWILUAMSBURG ME FAOL MGR G5.1640-22 1 1 0 WIL FO VALUAMSBURG ME HLTH INF TECHNO4 GI-0675-07 1 0 0 WIL FOWILUAMSBURG S&E HLTH SRVCSADPAR CC-0670-12 1 0 0 WIL FO VALUAMSBURG S&E HLTH SRVCS STUD TR GI-06990S 1 0 0 WIL FOWILUAMSBURG S&E HVAC FRMN W5.5306-09 1 0 0 WIL FOWILUAMSBURG S&E PATNCE WRKR FRMN W5.9749-08 1 0 0 WIL FOWILUAMSBURG S&E PATHWAY INTERN GS-029905 1 0 0 WIL FOWILUAMSBURG S&E PATHWAY INTERN G5.179905 1 0 0 WIL FOWILUAMSBURG S&E PROCUR& PROP SPECIST GI-1101-09 1 0 0 WIL FOWILUAMSBURG ME SPEC EDUC TCHR GS.1710-21 1 0 0 WIL FOWILUAMSBURG ME SR OFFCRSPECLST GI-0007-08 26 1 0 WIL FOWILUAMSBURG S&E STAFF PSYCH GS-0180-12 1 0 0 WIL FOWILUAMSBURG S&E WHSE WRKR FRMN WS6907 04 1 0 0 WXR WESTERN REGION S&E CORRICHIL PROGSPECLST GS-0006-12 1 0 0 WXA WESTERN REGION S&E CORRECTNI SRVCSSPECLST GS-0006-22 1 0 0 WXR WESTERN REGION B&F ENGRG TECHNCN GS-0802-22 1 1 0 3 WXR WESTERN REGION S&E EXEC ASST GS-0006-14 1 1 1 4 WIA WESTERN REGION S&E LEG INTERN GS-099909 1 0 0 WXR WESTERN REGION S&E PSYCHLGY STUD TR INTERN GS-019907 1 0 0 WXR WESTERN REGION S&E REGNLACCINT GS-051O12 1 0 0 WIA WESTERN REGION S&E REGNLCONTRSPECLST G5.1102-12 1 0 0 WXR WESTERN REGION PHS REGNL Hall SENCS ADM* CC-0601-05 1 0 0 WXR WESTERN REGION S&E REGNL HUMAN RESOURCE SPECIST GS-0201-22 1 1 0 WXR WESTERN REGION S&E MGM. SECT G5-0318-07 1 0 0 4 YAN FPC YANKTON S&E DRUG ABUSE PROG COORD GS-0180-23 1 0 0 YAN FPC YANKTON S&E FNANCI SPECIST GI-0501-09 1 0 1 4 YAK FPC YANKTON S&E PROCUR& PROP SPECLST GI-1101-09 1 1 0 S YAN FPC YANKTON S&E SPEC POPULATION PROG COORD GS-0101-21 1 0 0 YAN FPC YANKTON S&E SR OFFCRSPECLST GI-0007-08 4 1 0 YAN FPC YANKTON S&E WARDEN GS-0006-25 1 1 0 YA2 FCC YAZOO CITY S&E ACCTG TECHNCN GI-0525-07 1 0 0 10 YA2 FCC YAZOO Off S&E ASSISTANT FISA GS-0670-22 1 0 0 1 YAZ FCC YAZOO ON S&E ASST RECRSUPVR GS-018221 1 0 1 5 YAZ FCC YAZOO ON S&E ASST SUPYR OF EDUC G5.1710-22 1 0 0 5 YAZ FCC YAZOO an S&E BURG ANAL GI-0560-09 1 0 0 YAZ FOC YAZOO ON UNICOR BUS ADMR GS-0501-22 1 0 0 YAZ FOC YAZOO ON S&E BUS ADMR GS-0501-13 1 0 0 YAZ FOCYA200 Off S&E CAPTAIN'S SECY GI-0318-06 1 1 0 YAZ FCC YAZOO ON S&E CHAPLAIN GS-0060-22 1 1 0 YA2 FCC YAZOO CITY S&E [OMR SPECLST GI.1102-09 1 1 0 YA2 FCC YAZOO CITY S&E COOK FRMN W5.7404-0/1 1 0 0 3 YA2 FCC YAZOO CITY S&E CORRECTNI CNSLR GI-0007-09 1 0 0 YA2 FCC YAZOO CITY S&E CORRECTNI SYS OFFCR GI-0007-08 1 0 0 19 YA2 FCC YAZOO CITY S&E CORRECTNI SYS OFFCR GL-0007-08 1 0 0 YA2 FCC YAZOO CITY S&E ONTL HYGIENIST GL-0682-08 1 0 0 YA2 FCC YAZOO CITY S&E ELCTRL WRKR FRMN W5.2805-09 1 0 0 YA2 FCC YAZOO CITY S&E ELCTRONTECHNCN GS-0856-21 1 1 0 YA2 FCC YAZOO CITY S&E EMERGENCY PREPAREDNESS OFCR GS-0006-22 1 0 0 10 YA2 FCC YAZOO CITY S&E ENVRNMTL & SAFETY COMPLNC ADMR (IR) CC-001211 1 0 0 YA2 FCC YAZOO CITY S&E DICUTIVE ASSISTANT GS-0006-23 1 1 0 25 YA2 FOC YAZOO CITY UNICOR FABMC WRKR FRPAN WS.310S-07 1 0 0 YA2 FCC YAZOO CITY UNICOR FABRIC WRKR FRMN W5.3105-07 3 0 0 YA2 FCC YAZOO CITY S&E FOOD SRVC ASST GL-1603-07 1 0 0 s YA2 FCC YAZOO CITY S&E HLTH SRVCSADPAR GS-0670-23 1 1 0 YA2 FCC YAZOO CITY S&E HLTH SRVCS ASST GI-0303-07 1 0 0 YA2 FCC YAZOO CITY S&E HUMAN RESOURCE SPECLST GL-0201-09 1 0 0 YA2 FCC YAZOO CITY S&E LT GS-0007-2I 1 0 0 YA2 FCC YAZOO Off S&E LT GS-0007-2I 1 0 0 YA2 FCC YAZOO CITY S&E LT GS-0007-09 1 0 0 EFTA00141606 YA2 FCC YAZOO Off S&E LT GS-0007-11 1 1 0 YA2 FCC 0200 CITY S&E LT GS-0007.09 1 0 0 YA2 FCC YAZOO CITY S&E MUHL OFFCR GS-0602-15 1 0 0 YA2 FCC YAZOO CITY S&E MUHL REC ADM SPECLST GL-0669-09 1 0 0 YA2 FCC YAZOO CITY S&E MIDLEVEL PRACTITIONER SSE G5461041 1 0 0 YA2 FCC YAZOO Off S&E MINCE MUIR FRMN WS41799.08 1 0 0 11 YA2 FCC YAZOO CITY S&E PARALEGAL SPECLS7 GS-09S0-11 1 0 0 YA2 FCC YAZOO CITY S&E PROCUR& PROP SMUT GL4101-09 1 0 0 3 YA2 FCC YAZOO CITY S&E QUAL IMPRVMT & INFECTION COOT NURSE GS-061041 1 0 0 1 YA2 FCC YAZOO CITY S&E REENTRY AFF COORD GS-0101-11 1 0 0 6 YA2 FCC YAZOO CITY UNICOR SEWING MA04 RARER FRMN WS-53014B 1 0 0 YA2 FCC YAZOO CITY UNICOR SEWING MACH RARER FRMN WS-53014B 1 0 0 YA2 FCC YAZOO CITY S&E 56 SUPRT TEOWCH GL-1802-08 1 0 0 11 YA2 FCC YAZOO CITY S&E SIS SUPRT TECHNCN GL-1802-08 1 0 0 YA2 FCC YAZOO CITY S&E SIS SUPRT TECHNCN GL-1802-08 1 0 0 YA2 FCC YAZOO CITY S&E SR OFFCRSPECLST GI0807-08 140 2 0 YA2 FCC YAZOO CITY S&E STAFF PSYGI4 GS-018042 1 0 0 YA2 FCC YAZOO CITY S&E STUD TR GS-0099.0S 1 0 0 YA2 FCC YAZOO CITY S&E STUD TR GS-0299.0S 1 0 0 YA2 FCC YAZOO CITY S&E STUD TR GI-0699-0S 1 0 0 YA2 FCC YAZOO CITY S&E STUD TR GS-1799.0S 3 0 0 YA2 FCC YAZOO CITY S&E STUD TR GS-22900S 1 0 0 YA2 FCC YA200 CITY S&E STUD TR GL-0699-0S 1 0 0 YA2 FCC YAZOO CITY S&E SUPVY CORRECTIONAL SYSTEMS SPEOAUST GS-0006-11 1 0 0 YA2 FCC YAZOO CITY S&E TOW G5.1710-11 2 1 0 YA2 FCC YAZOO CITY S&E TIME & LV CLK GL-0849-05 1 0 0 YA2 FCC YAZOO CITY UNICOR UNICOR ACCENT GL-0510-09 1 0 0 YA2 FCC YAZOO Off UNICOR UNICOR BUS MGR GS-050143 1 0 0 YA2 FCC YAZOO Off S&E UNIT MGR GS-0006-12 1 1 0 YA2 FCC YAZOO Off S&E UNIT SECY GL-0318-06 1 0 0 YA2 FCC YAZOO Off S&E UTIL SYS RARER CPERTR FRMN WS-9792-08 1 0 0 6 YA2 FCC YAZOO Off S&E VOCTNL 'FROG INSTRU GI:171241 1 0 0 YA2 FCC YA200 CITY S&E VOCTNL 'FROG INSTRU 654712-11 1 0 0 YA2 FCC 0200 CITY UNICOR WHSE WRKR FRMN W54907-05 1 0 0 YA2 FCC VA/00[17Y S&E WHSE WRKR FRMN W54907-03 1 1 0 7 YAZ FCC YAZOO CITY S&E WHSE WRVS FRMN WS-6907-04 2 0 0 Total I 6,796 I 961 I 103 5,867 EFTA00141607 April 2015 Instructor Guide MODULE: INTRODUCTION TO CORRECTIONAL TECHNIQUES PHASE I LESSON: TAB 22: CONDUCTING SEARCHES LENGTH: 2 Hours INSTRUCTOR-TO-PARTICIPANT RATIO: One to any number of participants OBJECTIVE 1: Given a list of statements, the participants will identify the purpose and importance of conducting area searches in accordance with the Correctional Services Manual and PS 5521.05, Searches of Housing Units, Inmates, and Inmate Work Areas. OBJECTIVE 2: Given a list of statements, the participants will identify the general guidelines for conducting area searches in accordance with the Correctional Services Manual and PS 5521.05, Searches of Housing Units, Inmates, and Inmate Work Areas. OBJECTIVE 3: Given an inmate living area, an institution space or open area, and search equipment, the participants will conduct an area search in accordance with the PS 5521.05, Searches of Housing Units, Inmates, and Inmate Work Areas. OBJECTIVE 4: Given a course of instruction on the proper procedures for conducting a pat search, the participants will be able to perform all steps of a pat search. OBJECTIVE 5: Given a course of instruction and a list of options, the participants will be able to successfully identify the proper sequence of steps used in conducting a visual search. METHOD OF EVALUATION: Academic Testing / Practical Exercise PREREQUISITES: Logs, Memoranda, and Incident Reports; Identifying Contraband; Accounting for Contraband INSTRUCTIONAL AIDS: Local lists of items sold in the commissary, List of authorized items of inmates personal property from Institution Supplement, Search log, Tool box/carrier, Screwdrivers (Phillips and flat head), Mirror, Flashlight, Keys to area being searched, Probing devices, Mallet, Putty knife, Metal detector, Computer Presentation INSTRUCTIONAL EQUIPMENT: Computer, Projector, Projector Screen REFERENCES: Correctional Services Manual, PS 5521.05, Searches of Housing Units, Inmates, and Inmate Work Areas, PS 5510.15, Searching, Detaining, or Arresting Visitors to Bureau Grounds and Facilities, PS 5324.11, Sexually Abusive Behavior Prevention and Intervention Program, PS 5580.08, Inmate Personal Property, Institution Supplement on Inmate Personal Property. Introduction to Correctional Techniques 1 Conducting Searches Phase I Tab 22 EFTA00141608 April 2015 Instructor Guide APPENDIX: Sample Incident Report - Results of Search in Living Quarters, Sample Memorandum - Results of Search in Electrical Shop, Area Search Performance Evaluation Checklist, Pat Search Job Aid, Pat Search Review/Remediation Sheet, Visual Scramble Test Proper Sequence, Visual Search Scramble Test Answer Key POWERPOINT: Yes SPECIAL NOTES: Before you present this lesson, make arrangements for the participants to perform actual searches during the practice exercise portion of this training session. Ensure participants will have sufficient search equipment to conduct the exercise. Introduction to Correctional Techniques 2 Conducting Searches Phase I Tab 22 EFTA00141609 April 2015 Instructor Guide I. INTRODUCTION Slide 1- Conducting Searches Since inmates often possess different types of contraband, find ways to modify government- issued items inappropriately, and create weapons out of any type of material, inmates and all areas of our institution must be searched routinely at irregular times. Conducting searches is an important part of a correctional workers duties and responsibilities. This lesson provides the information you will need to perform a thorough search of inmates and all areas that inmates have access. Our objectives for this lesson are: Slide 2 — Objectives • Identify the purpose and importance of conducting searches. • Identify the general guidelines for conducting searches. • Given an inmate living area, an institution space or open area, and search equipment, each participant will conduct pat and area searches. • Identify the proper sequence of steps used in conducting a visual search, as delineated in this course of instruction. Slide 3 - Reasons for Conducting Searches II. CONDUCTING SEARCHES A. Reasons for conducting searches There are critical reasons for conducting searches which relate to safety and well-being. It is important to remember searches are not conducted for the purpose of harassing inmates. Reasons that searches are conducted are to: 1. Protect staff and inmates The most important reason for conducting searches is to protect employees and inmates. Searches help us maintain a safe and secure environment for everyone. 2. Detect and remove contraband Contraband may be a restricted item or an excessive amount of permitted items. Searches allow staff members to locate and remove contraband items. 3. Prevent escapes Introduction to Correctional Techniques 3 Conducting Searches Phase I Tab 22 EFTA00141610 April 2015 Instructor Guide Through searches, staff may uncover tools or devices that could be used in an escape attempt. Staff members also inspect buildings and structures for signs of tampering. 4. Maintain sanitary standards Institution areas must be kept neat and clean for health purposes. Searches ensure sanitary conditions meet established standards. 5. Eliminate fire and safety hazards Area searches help uncover fire and safety hazards such as exposed or faulty electrical wires. When such hazards are discovered, they must be reported for repair. Slide 4 - Reference Materials B. Reference Materials Your primary references for conducting searches will be PS 5500.11,Correctional Services Manual and Program Statement 5521.05, Searches of Housing Units, Inmates, and Inmate Work Areas. These sources provide thorough coverage as follows: 1. The Correctional Services Manual provides guidance on records and methods of inspection. It also provides guidance to search visually and how to use instruments during a search. For example, it tells how to use a mallet for tapping and how to use metal instruments to check for cuts or other signs of tampering. Detailed instructions for searching inmates and specific areas such as housing units, utility rooms, shops, and buildings are also provided. 2. The PS 5521.05, Searches of Housing Units, Inmates, and Inmate Work Areas explains how and why search procedures are established. It also outlines documentation requirements for searches. 3. Local Procedures such as the list of items carried by our institution Commissary and the list of locally authorized inmate personal property are two other important sources of information. You can use these lists to help you tell the difference between authorized items and nuisance contraband. Slide 5 - Search Conditions Introduction to Correctional Techniques 4 Conducting Searches Phase I Tab 22 EFTA00141611 April 2015 Instructor Guide C. Search Conditions It is important you understand the conditions under which searches are conducted. In this section, we will discuss when these searches are performed and who is authorized to perform them. • When to conduct searches? Searches are performed according to scheduled Post Orders and/or supervisory instructions. Searches may be performed any time of the day or night, during any shift. They may be scheduled or unscheduled. • Who may conduct searches? All staff members are authorized and encouraged to perform random searches. In certain institution areas such as the living quarters, dining hall, Health Services Department, or library, specific staff may be assigned to conduct a search. Any staff member may be asked to search a specific inmate or area at any time. Slide 6 - Types of Searches III. TYPES OF SEARCHES Now that we have discussed why searches are performed, sources for additional information, and search conditions, we will move on to the actual steps for conducting various searches. Slide 7 - Types of Searches - Area Searches A. Area Searches 1. Initiate the search First, determine the type of search to be conducted. You can do this by following your Post Orders and/or contacting your supervisor. In general, searches are performed as follows: • Daily security inspections are conducted during each shift. • Searches of living quarters or individual cells are conducted daily on a routine and random basis. • Searches of other areas (such as UNICOR, education building, electrical shop, library, or yard) are conducted daily on an irregular time schedule. • Institution grounds inspections are conducted frequently on an irregular schedule. Introduction to Correctional Techniques 5 Conducting Searches Phase I Tab 22 EFTA00141612 April 2015 Instructor Guide Note: Show an Institution Search Log. If appropriate, determine the specific living quarters/cell to be searched by referring to the unit or area search log book located at the Unit Officer's station. The search log book identifies all areas/cells recently searched and the contraband found and documented by the staff member. Referring to the unit or area search log book prior to conducting a search may help eliminate different staff searching the same area or cell on different shifts. It also helps to identify other areas in need of searching and reduces the appearance of harassing a particular inmate. 2. Obtain search tools The right tools make a search job much simpler, safer, and more effective. Used correctly, the recommended tools will help you uncover concealed evidence without putting yourself in danger. Note: Display tools used in searches. Obtain any necessary tools before you begin an area search: • Screwdrivers (Phillips head and flat head) to disassemble equipment or other items. • Mirrors with a long handle to look under, over, or behind objects. • A flashlight to see under furniture, equipment, or other dark areas. • Appropriate keys to open locks and lockers. • Probing devices to check dense areas such as the ground. • A mallet to tap items such as bars and grilles. It can also be used to inspect walls where paint chips are detected. • A putty knife to check window sashes, sills, and bars. The knife can also be used to inspect hidden areas, such as the ledge behind a piece of heavy furniture. • A hand-held metal detector to find concealed contraband items, such as knives or razor blades in a mattress, pillow, or clothing. 3. Dealing with the presence of inmates Inmates are not allowed to observe a search or to remain in an area which is being searched. If inmates are in the area to be searched, pat search them and direct them to leave the area. Introduction to Correctional Techniques 6 Conducting Searches Phase I Tab 22 EFTA00141613 April 2015 Instructor Guide Note: Inmate pat searches will be discussed later in this lesson plan. 4. Plan a systematic search process. Area searches must be conducted in a thorough, systematic manner. They are not random spot checks. The area search process is detailed and careful preparation is necessary. Think of the plan you will develop as a road map for your area search. Prepare a plan for the area being searched. Be sure the plan is thorough and systematic. • How do you plan to tackle this assignment? What approach will you take? • Assess the area to be searched. What is the size of the area? Where are the doors and windows? • Look over the actual area to be searched. Establish an overall impression and identify anything suspicious. Check all parts of the area thoroughly, but also try to imagine yourself as an inmate. Where would you hide something? • Select a starting point and determine a systematic approach. You may start anywhere, but search the entire area systematically to ensure thorough coverage. For example, you may enter at the cell door and search from the left, inspecting all items from top to bottom. 5. Inspecting the area and all contents Note: Describe Typical Hiding Locations. a. Review search strategy. Keep the following points in mind as you begin your search: • Follow your search plan. Even if you find contraband, you must continue searching until you have covered the entire area. Contraband may have been planted in several places. Sometimes, a minor contraband item is planted to bait and distract you from a more serious article. • Plan to conduct your search so all legitimate articles and bedding may be left as neat and orderly as you found them at the beginning of the search. • Focus on maintaining your concentration throughout the search. This is a detailed task and it is important you keep your mind on what you are doing. Introduction to Correctional Techniques 7 Conducting Searches Phase I Tab 22 EFTA00141614 April 2015 Instructor Guide Note: Discuss possible distractions. b. Consider safety. (1) Concealed contraband. Inmates may conceal contraband such as needles, razor blades, tattoo paraphernalia, and other sharp objects out of plain view of staff. For this reason, use extreme caution to never run hands along a surface they have not visually inspected, and remember to never put hands or fingers anywhere you cannot see. Avoid squeezing inmate clothing and laundry items to avoid injury in the event that contraband may be concealed in these items. Always visually inspect, unfold, and shake these items prior to searching. Further prevention strategies include the use of the search tools mentioned above. If contraband is, in fact, discovered, be cautious. Always use a search tool to pick up needles, razor blades, or other sharp objects. When transporting these types of contraband, continue to use caution by placing the items in a sharps container, when applicable. (2) Exposure to Bloodborne Pathogens. Exposed employees must report all exposures to their immediate supervisor as soon as possible. Prompt reporting of exposure incidents ensures timely medical evaluation and follow- up. If evaluation of the circumstances indicates post-exposure treatment, the exposed employee will benefit from the prompt initiation of treatment. c. Search the area. Check all movable or installed items and equipment. Use tools as appropriate to search inaccessible areas and protect yourself. For example, use the mirror, probe, or metal detector to check inaccessible areas. Take note of unusual circumstances or needed repairs. (1) Inspect all furniture. Concentrate on hollow legs, cracks, and crevices; underside; and any upholstered cushions. • Check beds and upholstered furniture thoroughly. • Strip the bed. Examine all pillows, sheets, covers, blankets, and the mattress carefully. Check to see if contraband has been pinned or sewn to any item. • Search the mattress, pillows, and cushions for hard objects. Consider using the metal detector to protect yourself from sharp items such as needles and blades. Introduction to Correctional Techniques 8 Conducting Searches Phase I Tab 22 EFTA00141615 April 2015 Instructor Guide • Check the underside of all furniture such as chairs, tables, and stools. Look for taped or stuck items and small holes bored into the wood. Contraband could be plugged into holes by paper or wooden plugs. (2) Inspect any plumbing fixtures such as toilets, wash basins, shower stalls, water fountains, and ice machines. Concentrate on the legs, cracks, and crevices; the underside and inside of all water-holding devices. Ensure you: • Flush toilets and look for suspicious water flow. • Drain water, if possible. Run fresh water to check for contraband hidden in pipes. • Inspect drains. Remove drain grilles where possible, and look for contraband suspended on thin wire or thread. (3) Inspect ventilation devices. Remove ventilation grilles where possible and look for contraband suspended on thin wire or thread. (4) Inspect electrical fixtures. Remove light fixture covers, light bulbs, and electrical face plates. (5) Inspect doors, windows, bars, and wall surfaces. Concentrate on cracks, crevices, locks, caulking, recent repairs, and bars that have been bent, broken, or tampered with. (6) Inspect mechanical equipment. Ensure power to equipment is turned off before you open and inspect it. (7) Inspect all items and materials stored in area. Ensure you: • Check all personal items such as picture frames, toothpaste, and medicine containers. • Look for expired medications or those issued to an inmate other than the one whose locker you are checking. Look for false bottoms and examine contents. • Check all institution items such as trash cans, brooms, and cleaning utensils/supplies. • Inspect all packaging, such as soap bars. Ensure the seals have not been tampered with. If seals have been opened, check contents carefully. • Inspect all books, magazines, and papers within the area. Check the bindings and covers. Look between individual pages. Introduction to Correctional Techniques 9 Conducting Searches Phase I Tab 22 EFTA00141616 April 2015 Instructor Guide • Confiscate all contraband found in the area. Remember to follow the proper procedures for the confiscation of contraband and inmate personal property. Note: Review procedures for confiscating contraband. In outdoor areas concentrate on recently transplanted trees, shrubs, and flowers. Check areas where repairs have caused soil displacement. The dense undergrowth creates an ideal hiding/burial spot. • Drive probes into the ground in recently planted areas. Investigate suspicious areas. • Use hand-held metal detectors to check for weapons and other contraband. 6. Leave the area as you found it. As we discussed, area searches are necessary in institution life. However, a little consideration on your part will go a long way in helping inmates accept the intrusion. Treat their property with respect by: • Ensuring the area is returned to its original condition as neatly as possible. There should be little evidence that a search was performed. • Folding bedding items neatly and place them on the bed. Staff members are not required to remake an inmate's bed after removing all bed clothing while conducting a search. • Replacing personal items to the approximate location they were found prior to the search. Remember that a cell is an inmate's home. 7. Document the search. Each time you complete a search, you must complete the necessary documentation. Complete a log entry to document your actions and findings. If necessary, write a memorandum and/or an Incident Report. (1) living quarters Note: Display Unit Search Log. • If you find contraband, remove it from the living quarters. Tell your supervisor, and determine appropriate actions to take regarding confiscation and disposal of contraband. • Document your search in the Unit Search Log. (It is important to document the fact that you conducted a search, whether or not you found contraband.) This documentation Introduction to Correctional Techniques 10 Conducting Searches Phase I Tab 22 EFTA00141617 April 2015 Instructor Guide proves the Bureau of Prisons is doing everything it can to make the institution safe and secure. Note: Refer to Appendix. If you find hard contraband or contraband of significance, you must document your findings as follows: • If your finding can be directly attributed to one inmate, complete an Incident Report. In addition, if you know of any recent event or sensitive information that may relate to your finding, write a memorandum to your shift supervisor to support the Incident Report. • If your finding cannot be attributed to a single inmate, write a memorandum to the Captain through your shift supervisor. All Incident Reports and memorandums should include the following information: • Name and register number of the inmate whose cell was searched • Number of the cell searched • Name of the officer conducting the search • Time of search • List of any contraband discovered • Disposition of the contraband (2) areas outside living quarters • If you find contraband, remove it from the area. Tell your supervisor, and determine appropriate actions to take regarding confiscation and disposal of contraband. Note: Explain how to complete a log book entry. • Document your search in the area log or lieutenant's log. (It is important to document the fact you conducted a search and whether contraband was found.) • If you found hard contraband or contraband of significance, write a memorandum. If your finding can be directly attributed to an inmate, complete an Incident Report. 8. Submit work requests During your search, you may find areas that need repair and/or further inspection. Perhaps you noticed plumbing or structural problems. In such cases you should submit a work request. Note: Describe local procedures used to submit work orders. Introduction to Correctional Techniques Il Conducting Searches Phase I Tab 22 EFTA00141618 April 2015 Instructor Guide 9. Practice area search We have discussed the fundamentals of conducting an area search. Now you will have the opportunity to practice what you have just learned. Note: Assign the participants to conduct a limited area search of identified areas. Observe the participants as they conduct this exercise to ensure they are using proper search techniques. Provide feedback as needed. Note: Did you have any problems with completing the area search? Did you find anything which requires an Incident Report, a Work Request, or memorandum? How would you document the area search? Encourage discussion. Slide 8 - Types of Searches - Pat Searches B. Pat searches 1. When to conduct pat searches? • Staff may conduct a pat search of an inmate on a routine or random basis to control contraband. • Inmates should be pat searched several times a day at non-scheduled intervals. • Inmates should be randomly pat searched when they move from one area of the institution to another. For example: pat searches should be conducted during open movements, entering or exiting inmate housing units, when inmates leave a work assignment, or when they return to the work site after a scheduled call-out, religious activity, etc. Inmates must assume a pat search will be conducted at any time and any place. Inmates must be uncertain as to when, where and how they will be questioned and searched. 2. Who conducts pat searches? A pat search may be conducted by any staff member, at any time, and on any inmate of either gender. 3. Pat Searches of Staff and Inmate Visitors The following procedures apply to searching staff and inmate visitors, both social and legal, official visitors, contractors, and volunteers, upon entering Bureau grounds or facilities. Persons refusing to submit to or comply with authorized Bureau search procedures will be denied entry or required to leave. A pat search of an inmate visitor or staff member will be conducted in the same manner as an inmate pat search with the following exceptions: Introduction to Correctional Techniques 12 Conducting Searches Phase I Tab 22 EFTA00141619 April 2015 Instructor Guide • Except in emergencies, pat searches of visitors/staff must be conducted by staff of the same sex as the non-inmate being searched. • Religious headwear is not considered part of a visitor's/staff's belongings, but rather their person. Random pat searches should NOT ordinarily include removal and inspection of religious headwear. Except in emergencies, Warden authorization is required before staff perform pat or visual searches of religious headwear. Searches of religious headwear should be conducted out of the view of other visitors and inmates. • Religious headwear that obscures a person's face must be removed sufficiently to reveal the face for identification upon entering and leaving facilities, and does not require the heightened conditions described above or documentation. In these cases, the entire headwear need not be removed if partial removal will reveal the face for identification. • Staff must be respectful of the belongings of others. Belongings and contents should not be handled carelessly, or in a manner that attracts unnecessary attention by others in the area. • Staff should not make unnecessary or inappropriate comments regarding their belongings that might cause embarrassment. • All containers —for example, purses, backpacks, and medication (prescription or over-the- counter)— must be electronically screened or opened and inspected. Note: Pat Search Video 4. Pat search video Before we get into the process of a pat search, I want to show you a video on the procedures we will be following. Please observe each step closely as these are the steps we will be following and on which you will be tested. Note: Direct the participants to remove the Pat Search Job Aids from the Appendix of their manuals. 5. Initiate the pat search • Determine which inmate is to be searched. • Determine the location of the search. • Communicate your intentions to the inmate. Note: The presence of other inmates should not be a deterrent to performing an effective pat search. Introduction to Correctional Techniques 13 Conducting Searches Phase I Tab 22 EFTA00141620 April 2015 Instructor Guide 6. Systematic steps in conducting a pat search The pat search is conducted utilizing a systematic step-by-step approach to ensure maximum effectiveness. During the performance evaluation, you must complete the pat search in the systematic order taught. Slide 9 - Types of Searches - Pat Search 7. Conducting the pat search a. Pat search positioning While conducting a pat search, staff must remain alert to their surroundings and the inmate at all times. For safety, it is imperative that staff be aware of their positioning as well as the inmate's positioning throughout the pat search. (1) Inmate Positioning • The inmate will face away from the staff member during all hands-on search procedures. • While facing away from the staff member, the inmate will be instructed to stretch out their arms perpendicular to the inmate's side and parallel to the ground with palms facing up and fingers spread. • The staff member will instruct the inmate to place their feet shoulder width apart. • Throughout the pat search, the inmate will be instructed to turn. While the inmate is turning the staff member remains in place monitoring the inmate's actions. (2) Staff Member Positioning • The staff member will maintain a T-stance while conducting the pat search. • The staff member's head should never pass the plane of the inmate's side. (Example: Do not allow your head to be in a position where the inmate could strike with an elbow, arm or fist). • Larger inmates may require a staff member to move from one side to the other while searching the chest and waist area. The staff member will stay behind the inmate's outstretched arms at all times. • While searching the lower extremities, the staff member should maintain their T-stance while going to one knee. Never place both knees on the ground at the same time. Introduction to Correctional Techniques 14 Conducting Searches Phase I Tab 22 EFTA00141621 April 2015 Instructor Guide b. Removal of inmate's personal items • Direct the inmate to remove all items from their pockets. Instruct the inmate to place the items in a specific location (out of reach). Inspect the inmate's hands to ensure there is no concealed contraband in the hand or between the fingers. When conducting this procedure, observe the inmate's body language and movements, noting signs of anxiety or any attempt to throw away contraband. • Direct the inmate to remove any head wear (hats, clips, head bands, barrettes, or hair ornaments) and place it with the items removed from their pockets. c. Inspect the inmate's head and neck As part of a thorough pat search, you will start at the head and work your way down the inmate's body to the feet. However, there may be times that the inspection of the head will not be necessary. • Direct the inmate to lean forward and run their fingers vigorously through the hair several times to dislodge any hidden contraband items. d. Searching the inmate's arms and upper torso • Have the inmate turn and face away from you, raise their arms to the side, shoulder high with fingers spread, and palms facing up. From behind, visually look at the inmate's hands to ensure there is nothing concealed. • Search the inmate's collar by placing the collar material between your index finger and thumb, using both hands. Press the material, feeling for hidden contraband. Be sure to cover the entire length of the collar. • In a systematic method, search one shoulder, arm, and armpit at a time. Begin at the shoulder area with one hand flat against the back of the shoulder and the other flat against the front of the shoulder. Pressing the palms against the inmate's body and using a sweeping motion, work your hands from the shoulder to the wrist ensuring total coverage of the shoulder, armpit, and length of the arm. While searching the inmate's arms and upper torso, use a sweeping motion; do not squeeze or give the appearance of groping. Larger inmates may require a staff member to use a rotational sweeping motion in order to ensure all areas are properly searched. • Repeat this procedure to search the other shoulder, armpit, and arm. Introduction to Correctional Techniques 15 Conducting Searches Phase I Tab 22 EFTA00141622 April 2015 Instructor Guide • With your palms flat and thumbs aligned on each side of the spine, search the inmate's back and sides by pressing down as you work your way to the inmate's belt line. Considering the size of the inmate, this portion of the search may require more than one sweeping motion. • Go back to the armpit area. With both palms flat against the inmate's side, using a sweeping motion, search each side simultaneously down to the belt line. (1) Male Inmate • Once the back and sides have been completed, search the chest and stomach from behind. • Place both palms flat on the inmate's chest, near the top of the chest. In a downward sweeping motion, paying close attention to seams, button areas, and pockets, search to the inmate's belt line. (2) Female Inmate • Have the inmate lower one arm (your choice). • Place yourself to the side of her lowered arm, place your inside arm (forearm) in a position which affords protection of your groin, preventing the inmate from raising her arm. • With your outside hand in a position with all four fingers and thumb extended and joined together, and held in a vertical position, place the thumb side of your hand on the chest area starting at or above the sternum. Run your hand downward, circling under the breast, then upwards toward the armpit area, applying enough pressure to detect any contraband. • Check the abdomen area with the flat palm portion of the searching hand. • Repeat the above procedures for the other side. Larger inmates may require a staff member to move from one side to the other while searching the chest. Stay behind the inmate's outstretched arms at all times. e. Searching the belt line and waistband areas • This is a common area to hide sharp items - exercise caution when searching this area! • With the inmate's arms raised to the side, shoulder high, search the waistband of the inmate. Standing to the rear of the inmate, reach around the waist and begin at the navel area. Placing the trouser material between your fingers and thumb, pinch the material, working your way from the front to the rear on both sides, simultaneously. Introduction to Correctional Techniques 16 Conducting Searches Phase I Tab 22 EFTA00141623 April 2015 Instructor Guide • Once the waistband has been completed, using the same technique, search the belt. • Larger inmates may require a staff member to move from one side to the other while searching the belt and waistband. Stay behind the inmate's outstretched arms at all times. Slide 10 - Types of Searches - Pat Search f. Searching the lower abdomen and groin • Search the inmate's lower abdomen and groin area. This is accomplished by placing the palm flat, directly below the inmate's waistband, on the lower abdomen, with fingers aligned with the zipper. The other hand, the palm is flat, placed directly below the waistband on the inmate's buttocks. Move your hands downward in a sweeping motion toward the crotch area. • Pay special attention to the inmate's lower abdomen and crotch, carefully checking seams, waistbands, zippers, and buttons. Note: Explain to the participants to thoroughly search the crotch area, using a sweeping motion; do not squeeze or give the appearance of groping. g. Searching the legs • In a systematic method, search one leg at a time. Pressing the palms against the inmate's leg and using a sweeping motion, work your hands from the crotch area to the ankle. While searching the inmate's legs, use a sweeping motion; do not squeeze or give the appearance of groping. Larger inmates may require a staff member to use a rotational sweeping motion in order to ensure all areas are properly searched. h. Searching the socks and shoes • Inspect the shoe tops, and any area of the leg/ankle covered by socks. If you feel there is contraband, the inmate should be removed to an appropriate area for a visual search. • Remaining behind the inmate, move to the other side. Repeat the procedure to search the other side of the inmate's lower abdomen, groin, leg, and shoe. • Instruct the inmate to lift each foot, one at a time, showing you the bottom of the shoe. Visually inspect the bottoms of the shoes to ensure there is no item of contraband concealed on the bottom. Examine shoes closely for any split soles or removable heels. • Once the inmate has been searched, have the inmate lower their arms. i. Inspecting the inmate's possessions Introduction to Correctional Techniques 17 Conducting Searches Phase I Tab 22 EFTA00141624 April 2015 Instructor Guide • Inspect items removed from the inmate's pockets by visually and physically checking each, disassembling as necessary. • Inspect head wear for concealed items by running your fingers over material, folding down and checking under all hat bands and head bands. • Direct the inmate to retrieve their personal possessions. • Release the inmate to their assigned duty. j. Documenting confiscated contraband You have learned how to document confiscated contraband. Let's review the forms used in documenting confiscated contraband: • Confiscation and Disposition of Contraband form • Incident Report • Memorandum Slide 11 - Pat Search Special Concerns 9. Pat search special concerns a. Casts and artificial limbs Dangerous weapons, drugs, and money are often concealed in casts and artificial limbs. • Inspect any plaster cast or artificial limb the inmate may have by using a flashlight and mirror. If you suspect the plaster cast conceals contraband, contact your supervisor for further instructions. • Inspect any artificial limb the inmate may be wearing by directing them to remove the limb and thoroughly searching the limb and all attaching hardware. This will be done in private. • Contact the Health Services Department if problems arise when searching inmates with either casts or artificial limbs. b. Dealing with the inmate Most inmates accept pat searches as a part of the normal day. Even so, you must: • Respect the inmate's right to not be harassed. Introduction to Correctional Techniques 18 Conducting Searches Phase I Tab 22 EFTA00141625 April 2015 Instructor Guide • Be systematic when performing the pat search. • Maintain professionalism by conducting all searches in a calm, no-nonsense manner. • Remain alert at all times. Remember, keeping contraband out depends on how well you do your job. Others depend on you. c. If you suspect contraband or a weapon We must ensure our own safety while conducting searches. When contraband is suspected, you should have a second staff member assisting with the search. (1) Direct the inmate to face away from you with arms extended, palms up, and feet apart. (2) You may want to instruct the inmate to assume a position against a wall if possible. • Arms outstretched and palms of the hands on the wall. • Legs spread more than shoulder width. • Move feet away from the wall. (3) Request assistance and have the inmate submit to a visual search. Note: Direct participants to refer to the Job Aids located in the Appendix. 9. Practice pat search The instructor will demonstrate the proper pat search technique with a volunteer member of the class or a member of the instructional team. Following the demonstration, each participant should be required to properly perform a thorough pat search on another participant. Note: The instructor should hide contraband on the person who is being searched. Using the evaluation form located in the Instructor Guide's Appendix to rate the participant's performance and provide feedback. C. Visual Search Slide 12 — Visual Search The intent of the pat search is to control the introduction of contraband in our institutions, ensuring a safe environment for staff and inmates. Pat searches do not detect all contraband; however, this important security procedure will assist in deterring the introduction and movement of contraband. If you suspect the inmate may possess contraband, which you did not detect during your pat search, you should initiate a visual search. We must ensure our own safety while conducting searches. If the staff member conducting the search believes they are Introduction to Correctional Techniques 19 Conducting Searches Phase I Tab 22 EFTA00141626 April 2015 Instructor Guide at particular risk, they should immediately seek assistance. Staff should not try to remove any contraband from the inmate without a second staff member present. In a recorded case an inmate undergoing a visual search was found to have a greasy substance around his rectum. A digital and simple instrument search located an item, but the item could not be removed from the inmate's bowels. An x-ray revealed that the item was a small-caliber pistol. When the pistol was finally recovered, it was found that it did not have a trigger guard and that it was fully loaded! The pistol could have discharged at any time. The inmate had received the pistol and inserted it into his rectum while in the Visiting Room. A very alert Correctional Officer performing a professional visual search prevented this weapon from entering the institution. The visual search is probably the most sensitive search procedure you will conduct. As the name implies, a visual search involves the visual inspection of an inmate's body after all clothing has been removed. Unlike the pat search, staff members should never touch an inmate while conducting a visual search. Inmates may view visual searches as humiliating and feel it can be a form of harassment. Visual searches are extremely effective in preventing the introduction and circulation of contraband. As a correctional worker, a visual search is one of the many areas of your job that will test your professionalism. 1. Purpose of a visual search Visual searches are conducted to protect staff members and inmates by controlling the introduction and conveyance of contraband into the institution. a. When to conduct visual search (1) Conduct a visual search when there is reasonable belief that contraband may be concealed on the inmate. (2) Conduct a visual search when a good opportunity for concealment has occurred. (3) Based on the security level of the institution, conduct a visual search when an inmate is entering or leaving the: • Visiting Room • Institution • Special Housing Unit (4) Conduct a visual search when an inmate has been apprehended after an escape or an escape attempt. Introduction to Correctional Techniques 20 Conducting Searches Phase 1 Tab 22 EFTA00141627 April 2015 Instructor Guide b. Who may conduct a visual search? (1) A routine visual search is conducted by staff members of the same sex as the inmate. (2) A staff member of the opposite sex may conduct the search in an emergency situation. The staff member must be fully prepared to articulate their actions and be able to document the conditions and reasons for the opposite sex search. A copy of the report will be placed in the inmate's central file. 2. Systematic steps in conducting a visual search a. Initiating the visual search (1) Determine which inmate is to be searched. (2) Determine where the inmate is to be searched by locating an area out of public view, maintaining the inmate's dignity to the maximum extent possible. (3) Notify the inmate by verbally stating your intention to visually search them, and direct the inmate to the area where the search will take place. Slide 13 - Visual Search b. Conducting the visual search (1) Direct the inmate to remove all items from clothing pockets. • Direct the inmate where to place personal items. • Ensure the items are placed out of reach of the inmate. (2) Direct the inmate to remove all clothes. • As the inmate removes their clothes, watch for signs of anxiety or any attempt to throw away contraband. • Direct the inmate to place their clothes next to the items previously removed from the pockets. Inspect any artificial limbs the inmate may be wearing by directing the inmate to remove the limb and thoroughly search the limb and all attaching hardware. Dangerous weapons, drugs, and money are often concealed in artificial limbs. Introduction to Correctional Techniques 21 Conducting Searches Phase I Tab 22 EFTA00141628 April 2015 Instructor Guide If the inmate is wearing a cast, ask your supervisor for instructions. As you conduct the search, look for items taped to the inmate, fresh tattoos, or needle marks. If you encounter any of these situations, you should notify a supervisor upon completing the search. (3) Visually inspect the inmate's head: • Direct the inmate to bend forward at the waist, with head tilted down, run their fingers vigorously through their hair several times to dislodge any hidden contraband. Note: Advise students that inmates with hair that is unable to be searched in this manner will need to be inspected prior to the inmate removing their clothes. This could include dread locks or hair that is too thick to effectively search. • Visually inspect inside and behind both ears. Use a flashlight, if necessary. • Visually inspect inside the inmate's nose. Use a flashlight, if necessary. • Visually inspect inside the inmate's mouth and under the tongue. Use a flashlight, if necessary. • Direct the inmate to remove dentures/partial plates if applicable. • If applicable, visually inspect the dentures/partial plates while the inmate holds them. • Direct the inmate to pull their lower lip out and down. Next, direct the inmate to pull their upper lip out and up. Be certain to inspect the inmate's gum line. • If applicable, have inmate put dentures/partial plates back in mouth. (4) Visually examine the inmate's front torso: • Remain professional, search thoroughly, and maintain your concentration. • Observe the inmate, looking for cuts, bruises, or any trauma on their body. Report any of these observances to your supervisor upon completing the search. • If bandages are found during the search, direct the inmate to remove them, or at least lift one side to show that nothing is concealed underneath. • Direct the inmate to extend their arms forward, palms down, and fingers spread. Examine the back of hands and under the fingernails. Introduction to Correctional Techniques 22 Conducting Searches Phase I Tab 22 EFTA00141629 April 2015 Instructor Guide • Direct the inmate to turn their hands over and examine the palms. • Direct the inmate to raise their arms above their head, with fingers extended and spread. Examine the inmate's armpits and arms. • If the inmate is a female, direct her to lift her breasts so that you can see if anything is taped or hidden under the breasts. • If the inmate is obese, direct them to lift the folds of skin so you can see if anything is taped or hidden between the folds. (5) Visually examine the inmate's groin: • If the inmate is a male, direct him to spread his legs and lift his genitals so that you can see if anything is hidden or taped under the penis or scrotum. If the inmate is not circumcised, the inmate must pull back the foreskin to expose the head of the penis. • If the inmate is female, direct her to squat down, spread her vagina, and cough several times to dislodge anything that may be hidden in the vaginal cavity. (6) Visually examine the front of the inmate's legs and tops of the feet. Slide 14 — Visual Search (7) Direct the inmate to turn around and visually examine the inmate's back upper torso. (8) Visually examine the back of the inmate's legs and bottom of the feet. Check between the toes by directing the inmate to lift one foot at a time and wiggle the toes. (9) Have the inmate face away from you and visually examine the inmate's (male and female) anus by directing them to bend over and spread the buttocks. Use a flashlight, if necessary. A common place for both male and female inmates to hide keys, drugs, and even hacksaw blades, is inside the rectum. If you suspect contraband, have the inmate squat and cough several times. • If you find any evidence (a greasy substance around the rectum) that something may be concealed in the anal cavity, call a supervisor immediately. • Only medical personnel are permitted to conduct body cavity searches, and then only with the permission of the Warden. Introduction to Correctional Techniques 23 Conducting Searches Phase I Tab 22 EFTA00141630 April 2015 Instructor Guide (10) Search the inmate and clothing with a hand-held metal detector. • Inspect the inmate's clothes by running your hands over the material, turning the garments inside-out, and examining zippers, buttons, seams, cuffs, and hat bands. In addition, a hand-held metal detector will be utilized when checking the inmate's clothing. • Examine the soles, heels, and insides of the shoes, looking for false heels, hollow compartments, or items hidden inside the shoes. In addition, a hand-held metal detector will be utilized when checking the inmate's shoes. (11) Examine the items that were removed from the inmate's pockets. (12) Direct the inmate to retrieve their clothing and get dressed. Release the inmate to their assigned duty. Slide 15 - Visual Search C. Documentation Document the confiscated contraband using: • Confiscation and Disposition of Contraband form • Incident Report • Memorandum d. Professionalism during visual searches • Respect the inmate's right to not be harassed. • Be systematic by performing the visual search in the same way every time. • Maintain professionalism by conducting all searches in a calm, no-nonsense manner. • Remain alert at all times. Remember, keeping contraband out of the institution depends on how well you do your job. Others depend on you. e. Visual search scramble test The visual search scramble test will check your understanding of the sequence of events necessary to perform a proper visual search. Number each step in proper sequence 1 through 12, 1 being the first step and 12 being the last. Note: Have the participants remove the Visual Search Scramble Test from their Appendix, close their manuals, and put away all study aids. After all of the participants have finished taking the test, grade the tests and provide feedback on their performance. Introduction to Correctional Techniques 24 Conducting Searches Phase I Tab 22 EFTA00141631 April 2015 Instructor Guide IV. SEARCHES OF CROSS-GENDER INMATES Slide 16 — Cross-Gender Searches Currently, all staff may pat search inmates. Guidance for pat searches of transgender inmates is provided in conjunction with the implementation of PREA standard 115.15. Pat searches should be conducted in a professional and respectful manner and in the least intrusive manner as possible consistent with security needs. Individual transgender or intersex inmates will present different physical characteristics, which may change over the course of incarceration. Staff members should be mindful of these characteristics when conducting pat searches, and adjust procedures accordingly. For example, if a transgendered inmate has or develops breasts, staff should use the back of the hand to conduct a search of this area, as is appropriate for female inmates. A transgendered inmate with breast removal would indicate the use o male pat search procedures for the upper torso area. A. Female Inmates For a facility whose rated capacity does not exceed 50 inmates, cross-gender pat-down searches of female inmates are not permitted absent exigent circumstances. Facilities shall not restrict female inmates' access to regularly available programming or other out-of-cell opportunities in order to comply with this provision. B. Documentation of Cross-Gender Searches Institutions must document all cross-gender strip searches and cross-gender visual body cavity searches, and shall document all cross-gender pat-down searches of female inmates. Cross-gender strip searches or cross-gender visual body cavity searches (meaning a search of the anal or genital opening) are not permitted except in exigent circumstances or when performed by medical practioners. If there are any questions as to the appropriate search procedures for a transgendered inmate, please consult supervisory staff. V. REVIEW OF OBJECTIVES Slide 17 — Review of Objectives In review of our objectives, we have: • Identified the purpose and importance of conducting searches. Introduction to Correctional Techniques 25 Conducting Searches Phase I Tab 22 EFTA00141632 April 2015 Instructor Guide • Identified the general guidelines for conducting searches. • Given an inmate's living area, an institution space or open area, and search equipment, each participant conducted pat and area searches. • Identified the proper sequence of steps used in conducting a visual search, as delineated in this course of instruction. VI. SUMMARY Slide 18 - Summary There are several reasons why searches are conducted. The most important is that searches help to protect staff, inmates, and the general public. Searches help us to maintain a safer working environment for all. When conducting searches, it is important to be thorough and systematic in your procedures. As a correctional worker, remember: • Conducting searches is every correctional worker's duty and responsibility. • We conduct searches to prevent escapes by controlling the introduction and conveyance of contraband into the institution. • Searches help ensure a safe working environment for yourself and other staff members and a safe living environment for inmates. Slide 19 — Thank You Note: Upon completion of the summary, ensure each participant had an opportunity to participate in all three performance evaluations (area search, pat search, and visual scramble test). Introduction to Correctional Techniques 26 Conducting Searches Phase I Tab 22 EFTA00141633 NTT Dam Services Federal Bureau of Prisons (BOP), Human Resources Division, Staffing Risk Management April 6, 2021 1 Technical Proposal Katherine Bowen, Senior Contracting Officer National Acquisition Section, Federal BOP kbowen@bop.gov NTT DATA Federal Services, Inc. O 2020 NTT DATA Federal Services. Inc. This document contains data that shall not be disclosed outside the Receiving Party, and shall not be duplicated. used or disclosed, in whole or in pan. for any purpose other than to evaluate the contents of this document and/or inform discussions between the Receiving Party and NTT DATA. This restriction does not limit the Receiving Party's right to use information contained in this document if it is obtained from another source without restriction. The data subject to this restriction are contained on the pages in this document marked with the legend "Use or disclosure of the data contained on this page is subject to the restriction on the title page of this proposal." This document contains wade secrets and/or confidential and/or competition sensitive business or financial information that is exempt from disclosure under the Freedom of Information Act. Trademarks. logos and service marks displayed in this document are registered and unregistered trademarks of NTT DATA or other parties and are the property of their respective owners. EFTA00141634 NTT DATA Federal Services. Inc. 13880 Dulles Corner Lane. Suite 200. Herndon. VA 20171 NTT DaTa Services Cover Letter April 6, 2021 Katherine Bowen Senior Contracting Officer National Acquisitions Section Federal Bureau of Prisons 320 First Street, NW 901-5 Washington, DC 20534 Reference: Federal Bureau of Prisons (BOP) Staffing Risk Management Dear Ms. Bowen, NTT DATA Federal Services, Inc. together with Deloitte (Team NTT DATA) is pleased to provide a Firm Fixed Price (FFP) quote for labor/cost reimbursable quote for Other Direct Costs (ODC's) in response to the above referenced opportunity. Le al Business Name NTT DATA Federal Services, Inc. Point of Contact Demetria Wilson Senior Contracts Analyst 13880 Dulles Corner Lane, Suite 200, Hemdon. VA 20171 Phone: 703.485.8711 Email: Demetria.wison©nttdatafed.com Business Size/Class Large Business DUNS Number 06-678-1865 Federal Ca Code and CCR Number 86358 Tax ID 52-0886546 NAICS Codes 518210,541199,541330,541511, 541512,541513, 541519,541611,541618, 561611,611430 Security Clearance Level Top Secret Facility Clearance If you have any questions, please do not hesitate to contact me at Demetria.wilson@nttdatafed.com, 703.485.8711. Sincerely, Demetria Wilson Senior Contracts Analyst EFTA00141635 Federal Bureau of Prisons. Human Resources Division Stalling Risk Management NTTDan Services Table of Contents Cover Letter 1.0 Overview 4 1.1 Our Understanding 4 1.2 Our Approach 4 2.0 Phase 1: Assess 6 2.1 Our Approach 6 2.1.1 Key Activities 6 2.1.2 Deliverables 6 3.0 Phase 2: Analyze and Recommend 8 3.1 Our Approach 8 3.1.1 Key Activities 8 3.1.2 Deliverables 9 4.0 Phase 3: Design 10 4.1 Our Approach 10 4.2 Staffing, Risk Assessments, and Incentives 10 4.2.1 Key Activities 10 4.2.2 Deliverables 10 4.3 EAP and Employee Experience 11 4.3.1 Key Activities 11 4.3.2 Deliverables 11 4.4 Emerging Requirements 11 4.4.1 Key Activities 11 5.0 Phase 4: Implement 12 5.1 Our Approach 12 5.2 Staffing, Risk Assessments, and Incentives 12 5.2.1 Key Activities 12 5.2.2 Deliverables 12 5.3 EAP and Employee Feedback 12 5.3.1 Key Activities 12 5.3.2 Deliverables: 13 5.4 Emerging Requirements (Optional) 13 5.4.1 Key Activities 13 6.0 Outcomes 14 Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal. EFTA00141636 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTTDan Services 7.0 Staffing and Management 15 8.0 Pricing 18 8.1 Base Year: 12-Month Period of Performance 18 8.2 Option Year 1: 12-Month Period of Performance 18 Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal. iii EFTA00141637 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTTDara Services 1.0 Overview 1.1 Our Understanding NTT DATA partnered with Deloitte, hereinafter referred to as Team NTT DATA is pleased to submit this proposal in support of the Bureau of Prisons (BOP) Staffing Risk Management. Team NTT' DATA understands that BOP employees operate in an environment different from most federal employees. The distinctive correctional security environment, geographically dispersed workforce, and unique combination of employees that make up BOP, require a team that understands those complexities and has experience driving change in similar operating environments. Team NTT DATA also understands the concerns expressed in the recent Government Accountability Office (GAO) report on BOP and acknowledges that the BOP faces staffing shortfalls across its facilities due to difficulties attracting and retaining talent. We recognize that with understaffing comes risks that impact employee resiliency and, ultimately, create negative outcomes like health complaints, inmate misconduct, and increased operational costs. To improve the employee experience and reduce risk to the organization, BOP requires a team that understands the complexities and strengths of the employees and the need to keep them engaged and operating at full capacity. Analyzing GOP's resource allocation, staffing, and Employee Assistance Program (EAP) data will reduce staffing gaps and allow for a better understanding of the connection between these human resources functions and risk to the agency. 1.2 Our Approach Team NTT DATA will address GOP's challenges through a phased, yet agile approach. The Team will tailor the approach to address the findings identified in the GAO report as follows: • 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 Reconunendation 2) • Conduct a risk assessment of overtime and augmentation use, including identifying risks to staff, inmates, and institution security; and determining actions to respond, as appropriate. (GAO Recommendation 3) • Develop and implement a method to routinely collect and evaluate employee feedback on its Employee Assistance Program such as leveraging existing tools and/or creating new ones, as applicable. (GAO Recommendation 6) The phased approach we have identified to address the GAO report findings and subsequent requirements outlined in the Task Statement are outlined in Figure 1.1. Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 4 EFTA00141638 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTT oaTa Services Figure 1.1 Description of Activities and Deliverables by Phase -Implement reliable method anal -Develop reliable method and tools tools foe managing staffing • Staffing, Risk for calculating staffing risks • catty Indicate." to infoem employee experience risks Assessments, and •Validide Endingswan aR fev$ proaCtively Incentives Resides-SW Reentry stekenatlers dacislopmaldng -Implement plan le cnertime and Kay Activitleta Pemba ancovnoPabort for Penento plan Ins onchrmonbrtg ...pun. Panting orelhon foe augmentation use csicullteg sterna levels cumin., and sugmentsion COCA/leg Staffing levels -implement staling encomium Mans Woad risk of overtime •Oevdop recommendations for use Inaleines MOW, of overtime and augmentation 'Develop process fa identifying -Irapaienent plan to analyze and augmentation use Performance measures and goals -Assess outcomes of staffing Causes and Impacts or staffing •Develop reccermendatons for risk for staffing incenthree challenges Incentives EAP and Employee incentive Wage -Assess EAP utilization Experience -Devabp recommendations for •Implankint manned foe collectlag -Develop Pon to (mane canes and •Dovalop proms to cutest and COUP-ling EAP participation and LAP participation and cost data Key Activitkaa impacts of staling Patience. pinata FAD feedback. inerbcpilota cost data and gathering feedback •Imphimant method foe collectlag •Identfy and fare cock son ermines. mitt owl data -Devote rtecavnendrtens tot and mmluallng feedback en CAP* 0000Mmitics erten all nark steam *Coverts SOAP" kr moaning increasing urtizaton of &Ws • inplemeni 'options for vomiting areas relater of !Ass -Develop recommendations for %Annan-. of EMI» additional areas& imperaMeat -Continue to Matey and seize quirt &weeping •Oesegn SCAttcws 00C OclCAKInsi •1010(010011f SdOtiCild CO ifilprert0 win opaatuntirt aeross all work Rfluirontonts Key vnaillbreti changes such as workforce "Mnaggvnevit 044Men Stream area Activities remittal& Ann& dcglanwent, and .1.111O,pe0v0 Otrylkbp00 stUtainp Math" as wet as • mote (Optional) arnrei aV not Meer. throughIt) conyvaletnAroanalyalsOlaniefOrn mtinratiret d.rshboArd restrtacy end nr*Ovng •Woridoad Stalled Modal •Overtime Obviation mel laCterent State Analysis of Stalling *Staffing Made. Recommendations •Stalling Inoinlme Tool Cat...act:0s •StallIng Montero Wage • Imalemertabon Plans •Pliot and Evatatien DOA-rent State Risk Analysis of Recommendations • Integrated Employee Dittnente SrategY Delivera Wes &MIMI We •Ovenime Usage Rmornmendabons Dashboard to identify/monitor •Emptymont Strategy OSZA109 lartotra Effeakte.“1 •EAP Usage & Emplayelt foOdbart OSP/USurtiluleeK long Cann •Catinge Mano;Cmcnt Plans Artbry9S Recommendations • empoyte Erperence ESP Usage and Coil Inalpin • Workforce Managornai Crtnenuricalion & thane* IrrOrevernent Crponvnites Management reek." Kay: • WO itacernmandatna 2 *OLD ROOM itaiNbet crowded Pt POP WO ROLOrtni004.40.1 3 • PAO Recommend/ton 6 the Task Stamen The assess phase will be a current state assessment of the key metrics BOP has identified as indicators of appropriate resource allocation and employee resiliency and well-being. This will focus on all elements of staffing and resiliency but specifically capture metrics identified by BOP. The analyze phase will focus on validating findings and developing corresponding recommendations. The assess and analyze phase will be executed by a team with the right mix of skillsets (i.e., functional, technical, data savvy) to conduct a current state assessment and analysis. This will elicit a clear path forward to design and implement solutions in three primary categories (1) Staffing, Risk Assessments, and Incentives, (2) EAP and Employee Experience, and (3) Emerging Requirements (optional). Although the assess phase will focus on symptoms identified by BOP as priorities, the Team anticipates that other workforce challenges will emerge. The additional suggested, but optional, solution design area will allow BOP to consider additional workforce solutions beyond those that address the immediate GAO report, as needed. The design phase will consist of development of tools, resources, and processes that will work to improve staff allocation and employee resiliency. Lastly, the implement phase will take an agile approach to deploying tools, resources, and processes by piloting them, evaluating effectiveness, and refining as necessary. It's important to note that our approach and resourcing considers the need to (1) identify and seize "quick wins" across all four phases, as well as (2) build federal capability to position federal employees to take over and manage the new tools and processes that will be created. Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 5 EFTA00141639 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTT Dan Services 2.0 Phase 1: Assess 2.1 Our Approach Phase one will primarily focus on assessing BOP's current staffing levels and identifying the effects of staffing shortfalls on the mental health of corrections staff. The assess phase will take a holistic approach to assessing staffing levels and key metrics of resiliency. This will focus on engaging with key stakeholder groups through qualitative and quantitative methods including conducting up to five focus groups, developing up to five surveys, and utilizing existing data to draw conclusions. 2.1.1 Key Activities Deloitte Accelerator: Survey • Assess existing methods for calculating staffing Research and Analytics Center levels • Assess use and risk of overtime and augmentation eloitte's Survey Research and Analytics Center • Assess outcomes of staffing incentives over 15 years' experience analyzing and nchmarking survey data and conducting a wide • Assess EAP utilization ariety of surveys across organizations, including • Develop plan to analyze causes and impacts of mployee engagement. culture, and customer 'urveys. The SRC team consists of deeply staffing challenges xperienced PhD I/O psychologists, statisticians. d survey methodologists who are highly skilled During this phase, Team NTT DATA will conduct a risk cross a broad range of research techniques. assessment of BOP overtime and augmentation use, 'urvey design complex sampling methodologies. including identifying risks to staff, inmates, and d industry-leading analytical and survey tools. r expense in questionnaire design will allow institution security. The assess phase will evaluate the s to design a tailored diagnostic examination efficacy of overtime versus other alternative staffing hat can cover additional questions specific to approaches to understand the specific risks associated ureau of Prisons, ensuring the survey will meet e needs of the organization and that the data with each to inform contingency and trade-off decision d results can be completely analyzed. planning. This will be partnered with BOP's historical data on overtime use to determine any correlation with risks like misconduct, employee injuries, morale, and productivity. We will also analyze existing methods for calculating staffing levels through discussions with key stakeholders and evaluation of existing tools and resources. This assessment will consider methodology, usability, and consistency of tools across BOP. This will be partnered with an analysis of historical data on staffing incentives, including the governance of deployment and effectiveness of staffing incentives in filling positions. Lastly, during this phase Team NTT DATA will conduct a current state assessment of the branding, communication, training, participation, and performance of the current EAP and other employee support tools, from an employee-perspective. We recognize the goal of the EAP is to motivate employees in need of assistance to accept early counseling to help them regain their productive capability, reduce the need for disciplinary action, and improve morale. We will also focus on capturing utilization, cost and budget metrics, and program improvements/shortfalls. 2.1.2 Deliverables • Current State Analysis of Staffing Calculations • Employee Personas/Profiles Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 6 EFTA00141640 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTTDan Services • Current State Risk Analysis of Overtime Use • Staffing Incentive Effectiveness Analysis • EAP Usage and Cost Analysis Use of disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 7 EFTA00141641 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTTDara Services 3.0 Phase 2: Analyze and Recommend 3.1 Our Approach After assessing the current state of staffing and use of EAP programs, Team NTT DATA will work to analyze and contextualize results. During this phase it will be critical to involve the right stakeholders that can provide context around the nuances in the data and outliers in the research. Team NTT' DATA will partner with BOP to develop recommendations that are tailored to the unique operational environment and focused on achieving GOP's goals and addressing concerns highlighted in the GAO report. 3.1.1 Key Activities • Validate findings with HR and Residential Reentry stakeholders • Develop recommendations for calculating staffing levels • Develop recommendations for use of overtime and augmentation use • Develop recommendations for risk incentive usage • Develop recommendations for collecting EAP participation and cost data and gathering feedback • Develop recommendations for increasing utilization of EAPs • Develop recommendations for additional areas of improvement The analyze phase will focus on developing recommendations on how to calculate staffing levels and how to respond to findings related to overtime use and effectiveness of staffing incentives. There are four primary areas that this workstream will focus recommendations, while focusing on a holistic perspective on staffing and resiliency. Calculating Staffing Levels: Team NTT DATA will develop recommendations for a process to calculate staffing levels accurately and continuously across BOP locations and positions. This will involve identifying successes and opportunities for improvement from existing processes and developing a realistic model that uses an elastic supply and demand perspective, as well as point-in-time predictive forecasting to provide BOP leadership with the right information to make staffing decisions. Use of Staffing Incentives: Team NTT DATA will develop recommendations based on analysis of current staffing incentives, as well as market and industry research to determine the best way to deploy incentives moving forward, maximizing R0I on the investment. Guidelines for Overtime Usage: The analyze phase will evaluate the negative impacts and risks associated with overtime and augmentation usage. Team NTT DATA understands that overtime is often an inevitable option for certain locations based on staffing levels and work demand, however there are likely thresholds above which overtime becomes significantly riskier in producing negative outcomes. Identifying this threshold and analyzing strategies to mitigate the use of this option will be a product of this phase. Increasing Usage of EAPs: Team NTT DATA will analyze how EAPs are used and their effectiveness based on resiliency outcome metrics (e.g. retention, suicide, safety incidents, absenteeism) and provide recommendations to improve usage through proven change Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 8 EFTA00141642 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTTDan Services management and engagement mechanisms such as branding, training, championing, and communication campaigns. Team NTT DATA has experience developing similar recommendations from support provided to another large federal law enforcement agency. We developed analytic tools across 50+ geographically dispersed field offices to manage and forecast law enforcement officer and other entry-level Moitte Accelerator: hiring needs, allowing field offices to select new applicants ::ngagePuthim and to estimate the probability, timing, and workforce I/cronies proprietary survey and analries tool that quickly treasures drivers of engagement within an organization. impact of new candidates onboarding, making more Allows clear line of sight into what elements of employee informed decisions around workforce allocation. This tool engagement - including supportive managenient. positive work environments. opportunities (or growth. work -life lit - allowed offices to plan for vacancies up to a year ahead of are working well. and a view alto what is not working as well so that targeted actions concerning these engagement time — hiring ahead of attrition, rather than catching up to it dimensions can be implemented and adjusted — and helped drive entry level fill rates up across the field from 83% in 2015 to over 100% by 2017. Deploying similar methods will allow us to quickly develop recommendations and leverage leading practices and lessons learned from similar organizations to reduce the risk to BOP. 3.1.2 Deliverables • Staffing Model Recommendations • Staffing Incentive Usage Recommendations • Overtime Usage Recommendations • EAP Usage & Employee Feedback Recommendations • Workforce Management Improvement Opportunities Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 9 EFTA00141643 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTTDara Services 4.0 Phase 3: Design 4.1 Our Approach Team Nil' DATA will use our extensive experience implementing similar scale workforce initiatives to inform the design of solutions that meet the needs of both BOP employees and leadership. We will take an approach that accounts for the usability and end-user experience of every solution. The Design phase will focus on the build-out of tools, resources, and processes that will address challenges identified in the assess phase and recommendations from the analyze phase that will ultimately resolve the GAO report findings. These solutions will be built in partnership with BOP teams to ensure that they are rooted in and compatible with existing processes and policy, and with an eye towards transitioning/embedding new tools and processes within BOP. 4.2 Staffing, Risk Assessments, and Incentives 4 2 1 Key Activities • Develop reliable method and tools for calculating staffing levels • Develop plan for implementing overtime and augmentation guidelines • Develop process for identifying performance measures and goals for staffing incentives To improve GOP's ability to accurately calculate staffing targets, Team NTT DATA will develop a user-friendly workload staffing model. The interactive planning tool will collect and synthesize data activities performed by BOP staff to recommend optimal staffing levels. It will provide detailed workforce modeling reports and enhance decision making on ideal staffing levels. Team NTT DATA will quantify workload requirements and incorporate variables associated with supervisory ratios. The tool will include interactive features that enable scenario planning of mission resource needs based on select underlying variables, conditions, and desired operational outputs. This will allow BOP to evaluate the efficacy of overtime versus other alternative staffing approaches to understand the specific risks associated with each to inform contingency and trade-off decision planning. The workload staffing model will also use existing tools to develop an excel-based model to provide point in time analysis of the workload. Additionally, Team NTI DATA will develop 2 more tools to assist BOP in making data-driven decisions around the use of staffing incentives and policy around overtime. Staffing incentives should be used when there is historical evidence that the return is worth the investment. A tool will help expedite these decisions using business rules to calculate projected ROI. The tool for overtime guidance will help calculate the threshold by which overtime becomes the biggest risk in generating negative outcomes, and providing clearer guidance to BOP locations on how and when to pull that lever. 4.2.2 Deliverables • Workload Staffing Model • Overtime Calculation Tool • Staffing Incentive Tool Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 10 EFTA00141644 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTTDan Services • Implementation Plans 4.3 EAP and Employee Experience 4.3.1 Key Activities • Develop process to collect and evaluate EAP feedback, participation metrics, and cost data • Develop solutions for increasing utilization of EAPs Team NIT DATA will focus on the design of a continual monitoring tool for EAP usage and Employee Experience, the branding, communication, and training around EAPs, and other resources, tools, and processes to support employee resiliency as identified in the assess phase. To ensure that solutions are designed with end-users in mind, it will be critical to gather iterative feedback from employees in the field throughout the design phase. This will not only help elicit buy-in, but also help create a design that resonates with employees. The design process will also take into account the roll-out of all recommended solutions, to develop a robust change management plan to increase the usage of EAPs. This may include the identification of champions in the field to be a point person for questions or training related to EAP usage, making the solution more accessible, and reduce the stigma around participation. 4.3.2 Deliverables • Employee Experience (incl: EAP Usage) Dashboard • EAP Communication & Change Management Toolkit 4.4 Emerging Requirements 4.4.1 Key Activities • Design solutions for additional workforce challenges such as recruiting, hiring, deployment, and retention, as well as a more comprehensive analysis of employee resiliency and well-being Our experience has shown that, as part of the assess phase, Team NTT DATA will uncover challenges in addition to what the GAO report identified, and BOP has prioritized. Therefore, we are embedding an optional workstream to address these findings and seize quick wins throughout all four phases. This would include providing a more comprehensive analysis of the BOP employee experience to design holistic solutions to resolve the underlying challenges with recruiting, hiring, retention, and employee well-being. By digging further, the Team will create a more sustainable solution that helps to make BOP a more desirable workplace. These solutions will get to the root cause of workforce management challenges to develop a sustainable model for BOP to continue to develop against. Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 11 EFTA00141645 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTTDan Services 5.0 Phase 4: Implement 5.1 Our Approach During the implement phase Team NTT DATA will implement, test, evaluate, and refine the designed solutions. We will take both a qualitative and quantitative approach to perform ongoing testing and evaluation. Consistent metrics and ongoing evaluation need to be regularly reported to demonstrate impact. We will work with BOP to align on performance indicators and define measures of success. Additionally, Team NTT DATA will leverage leading research such as Bersin by Deloitte Talent Acquisition Benchmarking to provide comparative baselines that will illuminate ways in which BOP can better attract and acquire new talent. Finally, this phase will also include job aids and just-in-time training around new tools and processes for federal staff. 5.2 Staffing, Risk Assessments, and Incentives 5.2.1 Key Activities • Implement reliable method and tools for calculating staffing levels • Implement plan for overtime and augmentation use • Implement staffing incentives program • Implement plan to analyze causes and impacts of staffing levels For the implement phase, Team NTT DATA will take an agile approach to deploy recommendations, allowing for quick wins and the ability to incorporate feedback directly from end-users. This will begin with the deployment of a consistent and integrated workload staffing model. Evaluation will be based on the ability for end-users to use and make decisions based on the tool, and in the long term will allow for evaluation based on accuracy of workload needs and effectiveness of staffing levels. We will use a proven change management approach to provide the right communication, training, and engagement to the right audience at the right time. Team NTT DATA's change management efforts will include the development of one Communication Toolkit that highlights and designs necessary communications each group should share with their stakeholders and hosting two separate, unique trainings as needed. Implementation of overtime and staffing incentive usage will take a similar approach — piloting initiatives in specific locations ripe for change and evaluating the effectiveness of the change over time. This will include both employee sentiment, as well as risk factors such as injury, inmate behavior, and similar negative outcomes. This approach will allow BOP to see immediate results in the locations that are facing the biggest challenges and eventually develop a refined roll-out plan to deploy across the agency. 5.2.2 Deliverables • Final Solutions Recommendations Brief • Pilot, Evaluate, and Scale Strategy • Deployment Plan + Re-occurring Status Updates 5.3 EAP and Employee Feedback 5.3.1 Key Activities Use or of sclosure of data contained on this page is subject to the restriction on the title page of this proposal. 12 EFTA00141646 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTTDan Services • Implement method for collecting EAP participation and cost data • Implement method for collecting and evaluating feedback on EAPs • Implement solutions for increasing utilization of EAPs Team NTT DATA will deploy solutions to improve the usage and effectiveness of EAPs, ultimately driving towards improved employee resiliency and well-being. Solutions will be informed by the assess and analyze phase but will work towards increasing awareness and usability of EAPs by focusing on branding, communication, and training. Part of this deployment will include a consistent way to gather real-time data on EAP usage and effectiveness. Gathering employee feedback will be a critical part of this solution refinement and provide significant benefits to EAP in the long run. This will consist of regular opportunities to deploy pulse surveys and quick snapshots of employee sentiment to track trends and outcomes. Part of this deployment will include governance to ensure the employee feedback is heard and acted upon appropriately. This will include up to five dashboard views of critical data elements allowing for quick decision-making by leadership. Lastly, as with all deployments this will focus on refining branding, communication, and training solutions over time based on usability and effectiveness. Piloting with a small group will allow for immediate feedback and a more successful roll-out to the larger organization. Team NTT DATA's change management efforts will not exceed the development of one Communication Toolkit that highlights and designs necessary communications each group should share with their stakeholders and hosting two separate, unique trainings. 5.3.2 Deliverables: • Change Management Plans • Pilot and Evaluation Strategy • Deployment Strategy 5.4 Emerging Requirements (Optional) 5 4 1 Key Activities • Implement solutions to improve workforce management outcomes and improve employee well-being Team NTT DATA will be ready to deploy solutions based on the additional products developed and prioritized by BOP, drawing upon additional SMEs as necessary. We will identify other solutions/actions recommended by their level of effort, priority, and level of impact, that exceed the current scope and resources of our team. From there Team NTT DATA will use the already established agile approach to prioritize with the client, bound the scope as a part of this optional task, implement quickly, test regularly, and refine where needed. We will continuously revisit solutions and impact made with the leaders and stakeholders to evaluate the success of the solution. Using employees as continued partners in the development of these solutions will help increase employee engagement throughout BOP and while ensuring the underlying needs and challenges of the BOP workforce are met. Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 13 EFTA00141647 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTTDan Services 6.0 Outcomes Outcomes of this effort will focus on the key metrics that BOP identified as a priority, with added strategies as to how BOP can improve data collection efforts to enhance employee wellness, satisfaction, and retention. The phased approach is specifically targeted to address to key GAO recommendations outlined in the report: I) 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 2) a) The deliverables listed below will provide improved decision making for staffing levels in each BOP location based on real-time calculations: • Staffing Model Recommendations • Staffing Incentive Usage Recommendations • Staffing Incentive Tool • Pilot, Evaluation, and Deployment Strategies 2) Conduct a risk assessment of overtime and augmentation use, including identifying risks to staff, inmates, and institution security; and determining actions to respond, as appropriate. (GAO Recommendation 3) b) The deliverables listed below will provide continued ways to assess progress against key observations noted in the GAO report including the mental health of corrections staff and ability to appropriately staff location: • Current State Risk Analysis of Overtime Use • Overtime Usage Recommendations • Workload Staffing Model • Overtime Calculation Tool 3) 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. (GAO Recommendation 6) c) The deliverable listed below will provide meaningful data regarding use of EAPs and the impact of staffing levels on well-being: • EAP Usage Analysis • EAP Usage & Employee Feedback Recommendations • EAP Usage Dashboard • EAP Communication & Change Management Toolkit • Implementation Plans • Change management Plans Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 14 EFTA00141648 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTTDan Services 7.0 Staffing and Management Team NTT DATA will operate in partnership with key stakeholders from BOP to achieve desired outcomes and ground all activities in the context of BOP. As needed, we will bring in subject matter experts and advisors to consult and deliver against objectives requiring specific skillsets. BOP will benefit from the reachback into Team NTT DATA and have access to the expertise that both organizations bring. Project team roles, responsibilities, BPA labor categories, and alignment to project phase activities are as follows: • Program Manager (Labor Category: Program Manager II) — The Program Manager is the primary point of contact for day-to-day management of the Team NTT DATA and responsible for execution of all activites and deliverables throughout the duration of the project. This resource is responsible for quality assurance, communication of project status, communication of project risks and issues, and integration of activities and support across the team. • Data Analytics Lead (Labor Category: Program Management Specialist III) — The Data Analytics Lead will be responsible for all data collection, integration, and analysis for all data analytic and reporting deliverables throughout the duration of the project. In Phases I and II (Assess and Analyze), this resource will lead activities around assessing BOP's current Staffing, overtime, and incentives data, tools, standard operating procedures, and planning capabilities. In Phases III and IV (Design and Implement), this resource will lead activities around designing improvements or new methods for data collection, integration, reporting, analysis, and planning as well as testing and implementation. • Data Analytics Support Senior (Labor Category: Program Management Specialist II) — The Data Analytics Support Senior resources will provide experienced support in data collection, integration, and analysis for all data analytic and reporting deliverables throughout the duration of the project. In Phases I and II (Assess and Analyze), these resources will support activities around assessing BOP's current Staffing, overtime, and incentives data, tools, standard operating procedures, and planning capabilities. In Phases III and IV (Design and Implement), these resources will support activities around designing improvements or new methods for data collection, integration, reporting, analysis, and planning as well as testing and implementation. They will also provide data quality reviews, analysis, and assessment support of EAP program and employee feedback deliverables as needed. • Data Analytics Support Junior (Labor Category: Program Management Specialist I) — The Data Analytics Support Junior resources will provide support in data collection, integration, and analysis for all data analytic and reporting deliverables throughout the duration of the project. In Phases I and II (Assess and Analyze), these resources will support activities around assessing BOP's current Staffing, overtime, and incentives data, tools, standard operating procedures, and planning capabilities. In Phases III and IV (Design and Implement), these resources will support activities around designing Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 15 EFTA00141649 Federal Bureau of Prisons. Human Resources Division Stalling Risk Management NTT oara Services improvements or new methods for data collection, integration, reporting, analysis, and planning as well as testing and implementation. They will also support data analysis and assessment support of EAP program and employee feedback deliverables as needed. • Business Process and Assessment Lead (Labor Category: Program Management Specialist III) — The Business Process and Assessment Lead will be responsible for all business process, program assessment, and stakeholder engagement deliverables throughout the duration of the project. In Phases I and II (Assess and Analyze), this resource will lead activities around assessing BOP's Employee Assistance Program (EAP), employee feedback collection and analysis, and other employee well-being resources and performance measures. This will include interviewing stakeholders, conducting working sessions, and establishing a baseline of employee feedback and performance measures for programs. In Phases III and IV (Design and Implement), this resource will lead activities around designin and implementation of improvements or enhancements to BOP's EAP program, employee feedback mechanisms, and other employee well-being resources and performance measures. This will include communications, training, and change management strategies to support sustainable long- term implementation of EAP, employee feedback, and well-being resources as well as Staffing solutions as needed. • Business Process and Assessment Support Senior (Labor Category: Program Mangement Specialist II) — The Business Process and Assessment Support Senior resources will provide experienced support all business process, program assessment, and stakeholder engagement deliverables throughout the duration of the project. In Phases I and II (Assess and Analyze), these resources will support activities around assessing BOP's Employee Assistance Program (EAP), employee feedback collection and analysis, and other employee well-being resources and performance measures. This will include interviewing stakeholders, conducting working sessions, and establishing a baseline of employee feedback and performance measures for programs. In Phases III and IV (Design and Implement), these resources will support activities around design and implementation of improvements or enhancements to BOP's EAP program, employee feedback mechanisms, and other employee well-being resources and performance measures. This will include communications, training, and change management strategies to support sustainable long-term implementation of EAP, employee feedback, and well- being resources as well as Staffing solutions as needed. • Business Process and Assessment Support Junior (Labor Category: Program Management Specialist I) — The Business Process and Assessment Support Junior resources will support all business process, program assessment, and stakeholder engagement deliverables throughout the duration of the project. In Phases I and II (Assess and Analyze), these resources will support activities around assessing BOP's Employee Assistance Program (EAP), employee feedback collection and analysis, and other employee well-being resources and performance measures. This will include execution of an approach of interviewing stakeholders, conducting working sessions, and establishing a baseline of employee feedback and performance measures for programs. In Phases III and IV (Design and Implement), these resources will support activities around design and Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 16 EFTA00141650 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTTDara Services implementation of improvements or enhancements to GOP's EAP program, employee feedback mechanisms, and other employee well-being resources and performance measures. This will include communications, training, and change management strategies to support sustainable long-term implementation of EAP, employee feedback, and well- being resources as well as Staffing solutions as needed. • Senior Leadership and Subject Matter Experts (Labor Category: Subject Matter Expert I) — The resources in this labor category include senior engagement leadership for Team NIT DATA team who will provide accountability and oversight for project delivery to include management of project timeline, costs, resourcing, and quality. Engagement leadership will also provide BOP and the Team with Subject Matter Experts who can provide frameworks and methods from delivering similar support to other federal agencies and law enforcement organization to expedite delivery, as well as best practices to benchmark assessment recommendations. These Subject Matter Experts provide specific experience in advanced Staffing methods, employee incentives, employee assistance, well-being, and resiliency — in both law enforcement and elsewhere. Use of disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 17 EFTA00141651 Federal Bureau of Prisons. Human Resources Division NTT DaTa Stalling Risk Management Services 8.0 Pricing Team NTT DATA is prepared to competitively price the project team necessary to support the BOP with addressing its current challenges and needs. The tables below delineate the resources required for a 12-month period of performance and an option year 12-month period of performance. Both tables include representative labor rates and estimated hours totals for all proposed Labor Categories. Team NTT DATA assumes a Firm Fixed Price type contract award and assumes a fixed monthly billing schedule derived by dividing the total awarded Firm Fixed Price by contract period into 12 equal monthly payments. 8.1 Base Year: 12-Month Period of Performance • Base Year POP: TBD • 12 Months —1. Funtional Role DEA Labor Category DEA SPA Rafe Hours (Eat.) Price SOW Area Manager All Program Manager II $ 174.15 1,957 $340.853.35 Serior Cons-liant ,' Data Ana/rtes Lead: Business Process Lead All Program Managemem Specialist 111 13422 4.407 $591.469.96 Conmitam / Data Analytes Support Sr: Business Process Sra:con Sr All Program Management Specialist e 123.26 4.407 $543.172.31 Analyst / Data Analytic* Support Jr. Busiress Process Support Jr All Program Managemem Specialist I $ 103.51 8.813 $912.279.17 Senior Manager; Principal.; Engagement Leadership; SMEs All Sdajact Matter Even 1 $ 348.01 1,735 $601644.23 Total Number of Estimated Hours 21,319 Labor Subtotal $ 2,991,419 TravellAatetiaktiODCa $ - Total FFP Estimate $ 2,991,419 Base Period Billing Schedule Period Amount Month 1 Ii $249,284.92 Month 2 $249,284.92 Month 3 11$249,284.92 Month 4 $249,284.92 C Month 5 'Or $249,284.92 Month 6 $249,284.92 r• Month 7 $249,284.92 Month 8 $249,284.92 ■ Month 9 $249,284.92 Month 10 $249,284.92 Month 11 $249,284.92 Month 12 $249.284.92 8.2 Option Year 1: 12-Month Period of Performance Assuming efficiencies gained and federal capability development throughout Base Year. Use or disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 18 EFTA00141652 Federal Bureau of Prisons. Human Resources Division Staffing Risk Management NTT oara Services Option Year 1 POP: TBD - 12 Months Funtion al sole SOW DEA Labor Category DEA 8PA Rate lion jEat.) Price Mareoer All Program Manager 11 $ 174.15 1.937 5337 363 38 Senior Consulters / Data Analacs Lead: Business Process Lead All Program Management Specialist 8 134.22 4.362 5585.413.95 Constitant/ Data AreMics Succort Sr: Business Process Support Sr All Program Management Specialist 1 123.26 4.362 5537.610.82 Anahst /Data Analvtics Swoon Jr: Business Process Susoort Jr All Program Management Soeaals11 $ 103.51 6.542 $677203.82 Senior Manager: PnrcipalfEnorsoemert Leadership: SMEs All Street Maier Expert i $ 348.01 1.717 $597.463.57 Total Number of Estimated Hours 18.920 Labor Subtotal $ 2.735,056 TrayelitateriabsODCs $ - Total FFP Estimate $ 2,735,056 Option Period Billing Schedule Period Amount Month 1 $227,921.30 Month 2 $227,921.30 L Month 3 $227,921.30 Month 4 $227,921.30 Month 5 $227,921.30 Month 6 $227,921.30 Month 7 $227,921.30 Month 8 $227,921.30 Month 9 $227,921.30 Month 10 $227.921.30 Month 11 $227,921.30 Month 12 $227,921.30 Use of disclosure of data contained on this page is subject to the restriction on the title page of this proposal. 19 EFTA00141653 Federal Bureau of Prisons 54999 MR 05B Monthly Security Report ACTIV From 4/1/2024 to 4/30/2024 ISS-01-CAA Monthly Region: NER Month Code: 7 Institution: CAA Institution Security System Information System Type: Institution Security System Manufacturer: Qognify Scheduled: 4/8/2024 Model: Core Sener Completed: 4/11/2024 Installed: Man hours this Month: 1.00 This Work Order has not been completed! 408 Camera Total (Enter Total Number of Cameras.) Yes Camera Total Change (Has this number of Cameras Increased or decreased from the previous reporting month?) Eght new cameras were installed in Food Service bringing the total camera count to 408. Camera Total Comments (If Yes provide Comments as to the change in number.) No Operational (Are all Cameras and Recording devices operating per manufacturers specifications and policy?) Two cameras were blurry. Work orders were created and repairs node. Operational Comments (If No provide Comments as to what has occured and how it is being addressed.) All repairs and maintenance has been completed and documented via work order. Comm Tech Comments (Required) All cameras and recording equipment are currently in working order. Every maintenance and repair is kept track of and documented in the file for the Institution Security System Facility Manager Comments (Required) After reading the report, I agree w ith all of the information it contains. Captain Comments (Required) Yes Recording (Is the system capable of recording video?) Comm Tech: Facility Manager: Captain: Sensitive 1 EFTA00141654 U.S. Department of Justice Bureau of Prison Human Resource Management Division Task Statement I. INTRODUCTION & BACKGROUND The Federal Bureau of Prisons (BOP) is an agency of the Department of Justice (0OJ). It consists of 122 institutions throughout the United States, including Hawaii and Puerto Rico; six (6) regional offices, a Central Office (headquarters), two (2) staff training centers, and 22 Residential Reentry Management offices (previously known as community corrections offices). The BOP is responsible for the custody and care of approximately 150,000 Federal offenders. More information about the agency can be found on the BOP's public site, www.bop.gov. The Human Resource Management Division within the BOP oversees and administer personnel policy and programs developed to address the needs of Bureau employees covering all areas of personnel management. The agency recognizes that the BOP's real strength is in its staff. A diverse, professional and career-oriented team is the key to its future and the success of the agency in carrying out its mission. Recruiting, training, and retaining the broad variety of skilled employees is not without challenges because the correctional security environment is unique and not without significant risk. As a result of recent audits by the Government Accounting Office (GAO), "(tihere have been a number of concerns [identified] about BOP's ability to fully staff its institutions, the effects of staffing shortfalls, and the mental health of corrections staff."' To respond to these concerns and address GAO recommendations, the BOP is seeking assistance to conduct a risk assessment of its staffing and determine strategies to develop "a reliable method for calculating staffing levels and develop a method to routinely collect and evaluate employee feedback."2 II. SCOPE OF WORK Scope The contractor will expected to work with BOP Human Resources staff as well as staff in the regional offices and institutions to assess the BOP's current staffing levels, identify the effects of staffing shortfalls, and the effect of staffing on the mental health of corrections staff. Commensurate with this analysis is the identification of quantifiable risks associated with the BOP's staffing levels, including overtime, inmate misconduct, and employee health claims. httpslAvww.gao.gov/fcdcral-nrison-systcm 2 Ibid. EFTA00141655 The expected outcomes of this risk assessment are recommendations and strategies as to how the BOP can improve its data collection to enhance its employee wellness programs, employee satisfaction, and employee retention. TASKS Tasks • Assist the BOP develop and implement a reliable method, or amend existing methods, for calculating staffing levels at BOP institutions. • Assist the BOP 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. • Conduct a risk assessment of BOP overtime and augmentation use, including identifying risks to staff, inmates, and institution security; and recommend actions to respond, as appropriate. • Assist the BOP assess the outcomes of the staffing incentives it utilizes and aid the BOP in developing a means to identify performance measures and goals, and measure outcomes against them, so that incentives can be adjusted, as appropriate. • Assess the BOP's use of the Employee Assistance Program (EAP) and: o develop recommendations for BOP to implement a method that ensures its participation and cost data are collected in a more timely and reliable manner. o develop recommendations for BOP to implement a method to routinely collect and evaluate employee feedback on EAP, such as leveraging existing tools or creating new ones, as applicable. 2 EFTA00141656 STATEMENT OF WORK A. BACKGROUND The Bureau of Prisons' (BOP) mission is 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. BOP realizes it can accomplish its mission most effectively when employees maintain sound mental health. An effective Employee Assistance Program (EAP) improves employee health and safety, increases productivity and effectiveness, and reduces absenteeism. BOP is a large agency with approximately 37,000 employees located at over 130 duty stations across the United States and Puerto Rico, and it is necessary that EAP services be readily accessible to all employees and their immediate family members via in-person and telepsychology service delivery platforms (e.g., video, telephone, email, text). In addition to counseling services, the EAP will also provide organizational services such as management support, critical incident response services, well-being/skill-building tools and resources, training courses, program promotion materials, and specialized substance abuse counseling and referral services. B. SCOPE OF WORK The scope of work for this contract is a comprehensive employee assistance program inclusive of the following industry standard services: I. Counseling Services 2. Referral to Substance Abuse Counseling Services 3. Organizational Services 4. Training/Education/Self-Help Services 5. Work-Life Resources 1 EFTA00141657 All EAP services will be available to all BOP employees, their dependents, and domestic partners. BOP employees will remain eligible for EAP services for eighteen (18) months following retirement or separation from the agency. In cases of employee death, the employee's dependents and domestic partners will remain eligible for the full range of EAP services for twelve (12) months following the employee's death. People who are eligible for EAP services under these terms are referred to as "participants." I. COUNSELING SERVICES All participants will have access to comprehensive counseling services, regardless of their physical location. The Contractor will provide up to six (6) hours of short-term solution-focused counseling and/or assessment/referral services per issue. These services will be provided at no cost to participants. a. Toll Free Service/Emergent Access. Effective upon contract award, the Contractor must maintain a year-round 24-hour toll-free telephone number to allow participants access to EAP services. A master's level clinician must answer the toll-free number promptly (i.e., within 10 seconds). Prerecorded messages, including phone trees, are not permitted. The Contractor must provide language translation services for callers whose first language is not English. The Contractor must provide a ITV number. The clinician who answers the participant's call must be trained to provide crisis counseling, screen for safety, and initiate an emergency response when necessary. b. Non-Emergent Access. For non-emergent issues, the Contractor must provide multimodal methods to request services (i.e., text, email, and a live chat feature available on the Contractor's website and smartphone/tablet applications). c. Assessment, Counseling, and Referral Service. The Contractor must have a comprehensive network of providers throughout the United States and Puerto Rico. Referral sources will include a variety of private/public/non-profit resources with which the Contractor has no financial affiliation. The Contractor must evaluate each referral resource for suitability and monitor for quality and effectiveness on an ongoing basis. 2 EFTA00141658 All network providers must have the following qualifications: • A master's degree or higher in an appropriate social service field (e.g., clinical or counseling psychology, clinical social work); • Availability of at least 20 hours per week in clinical practice; • Ability to offer appointments within 48 hours for emergencies and 72 hours for routine issues; • Unrestricted license or certification to practice independently issued by the appropriate state or jurisdiction. Network providers must provide initial evaluation and short-term counseling up to six (6) sessions per issue for a participant seeking services. Examples of these include, but are not limited to: • Personal health and wellness • Depression • Anxiety / trauma • Relationship problems • Suicide prevention • Work-related stressors • Substance abuse The Contractor will make every effort to secure referral sources within 30 miles of the participant's work or residence. In addition to a network of providers who can provide in-person counseling services, the Contractor will maintain providers capable of providing counseling services via telepsychology to any participant who chooses this service delivery platform (e.g., video, telephone, email, text). The Contractor must provide appointment coordination. Specifically, within 72 hours of the initial contact by the participant, the Contractor will offer the participant a minimum of three (3) appointment options (to include telepsychology). Once the participant has identified preferred options, the Contractor will make the appointment and confirm the date, time, and location with 3 EFTA00141659 the participant. The Contractor will follow up with the participant following the first scheduled appointment to ensure appropriate connection to services and to resolve any concerns. In cases where a referral for specialized, continuing treatment is necessary, the Contractor will initiate a referral to an appropriate specialist. The Contractor will make every effort to connect the participant with a specialist within their health insurance provider network. 2. SUBSTANCE ABUSE SERVICES The Contractor will provide "short-term substance abuse counseling services for requesting employees and for employees who have been referred due to a positive drug test" (Department of Justice HR Order DOJ1200.1: Part 7, Chapter 7-1, Employee Assistance Program). a. Employer Referral. The Federal Drug-Free Workplace Program was initiated by Executive Order 12564 (Drug-Free Federal Workplace, 1986) which established the goal of a Drug-Free Federal Workplace and made it a condition of employment for all Federal employees to refrain from using illegal drugs on or off-duty. The Contractor must provide dedicated substance abuse evaluation and case management services in support of the Federal Drug-Free Workplace Program, to include: • A referral network of qualified substance abuse treatment providers; • Initial substance abuse evaluations, to include a comprehensive psychosocial evaluation, diagnosis, and treatment recommendations; • Customized referral letter, violation letter, and/or rehabilitation agreement; • Ongoing treatment monitoring and compliance reporting. b. Self-Referral. The Contractor will maintain a network of substance abuse treatment providers for participants who self-refer with substance abuse and misuse concerns. The Contractor will make every effort to secure referral sources within 30 minutes travel time of the participant's work or residence. In addition to a network of providers who can provide in- person counseling services, the Contractor will maintain providers capable of providing 4 EFTA00141660 counseling services via telepsychology to any participant who chooses this service delivery platform (e.g., video, telephone, email, text). The Contractor must provide appointment coordination. Specifically, within 72 hours of the initial contact by the participant, the Contractor will offer the participant a minimum of three (3) appointment options (to include telepsychology). Once the participant has identified preferred options, the Contractor will make the appointment and confirm the date, time, and location with the participant. The Contractor will follow up with the participant following the first scheduled appointment to ensure appropriate connection to services and to resolve any concerns. In cases where a referral for specialized, continuing treatment is necessary, the Contractor will initiate a referral to an appropriate specialist. The Contractor will make every effort to connect the participant with a specialist within their health insurance provider network. 3. ORGANIZATIONAL SERVICES a. Critical Incident Stress Management Services (CISM). The Contractor must provide twenty (20) Critical Incident Stress Management service events as part of the basic Employee Assistance Program. Each event response for onsite services must consist of four (4) hours of service delivery. b. Management Coaching Sessions. The Contractor will provide unlimited telephonic coaching sessions to assist management and supervisors in addressing issues related to employee morale/motivation, conduct, performance and threats of workplace violence. c. Staff Engagement and Program Promotion. The Contractor must provide a range of promotional materials, promotional posters, wallet cards, and brochures describing EAP services. The materials will be provided in digital and hardcopy format. Materials will be shipped at the Contractor's experience to institutional and regional EAP Coordinators in accordance with a distribution plan provided by the BOP National EAP Coordinator. d. Ouarterlv Utilization Reports. The Contractor will provide quarterly reports describing program activities, utilization rates for all services, participant feedback, and EFTA00141661 demographics. These reports will be submitted to the BOP National EAP Coordinator no later than December 31, March 31, June 30, and September 30 of each year. The format for this report is optional, but may be prescribed by the Contracting Officer's Representative (COR) if required for data management purposes. Any mandatory format would be made available by BOP at no cost to the Contractor. e. Annual Report of Network Counseling Services. The Contractor will submit an annual report describing availability of counseling and substance abuse counseling providers within 50 miles of all BOP facilities and duty locations no later than October 31 of each year. An updated list of BOP facilities and duty locations will be provided to the Contractor by the BOP National EAP Coordinator no later than August 31 of each year. The report will include an assurance statement that each provider on the list is currently active, appropriately licensed, and accepting referrals. In locations where there are no counseling or substance abuse counseling providers identified within 50 miles of the facility or duty location, the Contractor will outline steps taken to fill the service gap and provide counseling and substance use counseling services in that location. 4. TRAINING/EDUCATION/SELF-HELP SERVICES a. Initial Training Events. Within 30 days of contract award, the Contractor will make a representative available to the BOP to provide up to three (3) live 2-hour webinars in conjunction with the BOP's National EAP Coordinator. The webinars will include an overview of EAP services available to participants, discuss the process of referral and service connection, and identify strategies to promote EAP services and engage participants. b. Website and Smartphone/Tablet Application Resources. The Contractor will provide a comprehensive website and applications for smartphones and tablets with access to well- being/skill-building tools and resources. These resources may include (but are not limited to) health calculators, professional videos, and articles that address a variety topics concerning emotional well-being, physical health, legal concerns, and financial questions. 6 EFTA00141662 c. Monthly Webinars. The Contractor will deliver professional monthly webinars that address a variety of topics concerning emotional well-being, physical health, legal concerns, and financial questions. These webinars will be available on demand after the live presentation. d. Web-Based Training Courses. The Contractor will provide access to a variety of self- paced training courses designed to help participants develop effective work-life skills. Examples of these include, but are not limited to: • conflict resolution • managing change • stress management • managing anger • effective communication skills • mindfulness • recognizing symptoms of depression • personal financial planning • avoiding burnout • time management • substance abuse e. On-site Training Events. The Contractor will provide facilitated, on-site training events in conjunction with participation in health fairs or other regularly scheduled agency training events. The Contractor will provide high-level management training events for senior supervisory staff designed to develop leadership and communication skills. 5. WORK-LIFE RESOURCES The Contractor will provide a comprehensive range of work-life services developed to address common areas of stress that interfere with effective functioning and reduce employee productivity. 7 EFTA00141663 a. Legal Resources. The Contractor will facilitate referral and connection (via warm hand-off) to appropriate resources for advice, consultation, and representation related to a variety of legal concerns, including but not limited to: • identity theft • adoption, guardianship, custody/support matters • divorce • contracts and partnerships • bankruptcy proceedings • lawsuits and mediations • leases, real estate sales and acquisitions • wills and estates b. Financial Services. The Contractor will facilitate referral and connection (via warm hand-off) to appropriate resources for advice, consultation, and representation related to a variety of financial concerns, including but not limited to: • debt management • credit counseling • personal savings • mortgages • estate and retirement planning • insurance needs • investing • taxes c. Children/Parenting Resources. The Contractor will facilitate referral and connection (via warm hand-off) to appropriate resources for advice, consultation, and representation related to a variety of parenting concerns, including but not limited to: • foster care and adoption • high-risk adolescents 8 EFTA00141664 • childcare • academic planning • discipline • developmental concerns • prenatal care • special needs C. TASKS/OBJECTIVES I. COUNSELING SERVICES All counseling services will be available to approximately 35,000 BOP employees, their dependents, and/or those persons who have an equivalent relationship as a family member, such as a domestic partner. Participants will have 24/7 access to comprehensive counseling services, regardless of their physical location in any state, the District of Columbia, and Puerto Rico. The Contractor will provide up to six (6) hours of short-term counseling and/or assessmenUreferral services per issue. The Contractor will make every effort to secure referral sources within 30 minutes travel time of the participant's work or residence. In addition to a network of providers who can provide in-person counseling services, the Contractor will maintain providers capable of providing counseling services via telepsychology to any participant. 2. SUBSTANCE ABUSE COUNSELING In compliance with the Federal Drug-Free Workplace Program was initiated by Executive Order 12564 (Drug-Free Federal Workplace, 1986) the Contractor must provide dedicated substance abuse evaluation and case management services to include • Referrals to a substance abuse treatment provider for comprehensive assessments, diagnosis, treatment recommendations, and individual case management as appropriate; • Acquisition and maintenance of all documents for employees referred to the EAP for substance abuse evaluation and treatment. 9 EFTA00141665 The Contractor will make every effort to secure referral sources within 30 minutes travel time of the participant's work or residence. In addition to a network of providers who can provide in- person counseling services, the Contractor will maintain providers capable of providing substance abuse counseling services via telepsychology to any participant who chooses this service delivery model. 3. ORGANIZATIONAL SERVICES a. Critical Incident Stress Management Services (CISM). CISM services will include pit-incident educational/awareness activities, telephonic counseling, psychological first aid, critical incident defusing, and/or Critical Incident Stress debriefings, management consultation, and one-to-one counseling. Services may be provided on-site or via secure video conferencing. The Contractor must utilize state licensed counselors with CISM training. The Contractor must provide twenty (20) Critical Incident Stress Management service events as part of the basic Employee Assistance Program. Each event response for onsite services must consist of four (4) hours of service delivery. b. Management Coaching Sessions. The Contractor will provide unlimited telephonic coaching sessions to assist management and supervisors in addressing issues related to employee morale/motivation, conduct, performance and threats of workplace violence. c. Staff Engagement and Program Promotion. The Contractor must coordinate with the BOP National EAP Coordinator to identify specific program needs and provide recommendations on how to address them. The Contractor must provide EAP promotional posters of a new design every six months. Within 60 days of contract award the Contractor will provide no less than 50,000 wallet cards and 35,000 brochures describing EAP services to the BOP. Every year thereafter, the Contractor will provide 35,000 wallet cards and 10,000 brochures describing EAP services. Materials will be shipped at the Contractor's expense to institutional and regional EAP Coordinators in accordance with a distribution plan provided by the BOP National EAP Coordinator. d. Quarterly Utilization Reports. The Contractor will provide quarterly reports describing program activities, utilization rates for all services, participant feedback, and 10 EFTA00141666 demographics. These reports will be submitted to the BOP National EAP Coordinator no later than December 31, March 31, June 30, and September 30 of each year. The format for this report is optional, but may be prescribed by the Contracting Officer's Representative (COR) if required for data management purposes. Any mandatory format would be made available by BOP at no cost to the Contractor. e. Annual Report of Network Counseling Services. The Contractor will submit an annual report describing availability of counseling and substance abuse counseling providers within 50 miles of all BOP facilities and duty locations no later than October 31 of each year. An updated list of BOP facilities and duty locations will be provided to the Contractor by the BOP National EAP Coordinator no later than August 31 of each year. The report will include an assurance statement that each provider on the list is currently active, appropriately licensed, and accepting referrals. In locations where there are no counseling or substance abuse counseling providers identified within 50 miles of the facility or duty location, the Contractor will outline steps taken to fill the service gap and provide counseling and substance use counseling services in that location. 4. TRAINING/EDUCATION/SELF-HELP SERVICES a. Initial Training Events. Within 30 days of contract award, the Contractor will make a representative available to the BOP to provide up to three (3) live 2-hour webinars in conjunction with the BOP's National EAP Coordinator. The webinars will include an overview of EAP services available to participants, discuss the process of referral and service connection, and identify strategies to promote EAP services and engage participants. b. Website and Smartphone/Tablet Application Resources. Within 30 days of contract award, the Contractor will provide a comprehensive website and applications for smartphones and tablets with access to well-being/skill-building tools and resources. These resources may include (but are not limited to) health calculators, professional videos, and articles that address a variety topics concerning emotional well-being, physical health, legal concerns, and financial questions. 11 EFTA00141667 c. Monthly Webinars. Within 60 days of contract award, the Contractor will deliver professional monthly webinars (30-60 minutes in length) for participants that address a variety of topics concerning emotional well-being, physical health, legal concerns, and financial questions. These webinars will be available on demand after the live presentation on the contractor's webpage. d. Web-Based Training Courses. Within 60 days of contract award, the Contractor will provide access to a variety of self-paced training courses designed to help participants develop effective work-life skills. These training courses will be available through the Contractor's webpage. e. On-site Training Events. The Contractor will provide facilitated, on-site training events in conjunction with participation in health fairs or other regularly scheduled agency training events (one training event per year at each BOP installation). The Contractor will develop training curricula for the staff appropriate for the identified audience. It shall include all training materials, participant materials, and lesson plans. Training expenses (including travel costs) will be included in the fixed fee for the task. The Contractor will provide two 16-hour high-level management training events for senior supervisory staff designed to develop leadership and communication skills. The Contractor will develop training curricula for the staff appropriate for the identified audience. It shall include all training materials, participant materials, and lesson plans. Training expenses (including travel costs) will be included in the fixed fee for the task. 5. WORK-LIFE RESOURCES The Contractor will provide a comprehensive range of work-life services developed to address common areas of stress that interfere with effective functioning and reduce employee productivity, including (but not limited to): a. Legal Resources. The Contractor will facilitate referral and connection (via warm hand-off) to appropriate resources for advice, consultation, and representation related to a variety of legal concerns. 12 EFTA00141668 b. Financial Services. The Contractor will facilitate referral and connection (via warm hand-off) to appropriate resources for advice, consultation, and representation related to a variety of financial concerns. c. Children/Parenting Resources. The Contractor will facilitate referral and connection (via warm hand-off) to appropriate resources for advice, consultation, and representation related to a variety of parenting concerns. 6. OPERATIONAL REQUIREMENTS a. Customer Service Plan. The Contractor will implement a customer service plan designed to quickly and efficiently respond to participant questions, and resolve participant concerns and complaints. Specifically, the Contractor will provide participants with multiple methods of contact (e.g., phone, chat, email) and actively solicit feedback from participants. All service complaints will be investigated by the Contractor and reported to the COR within 14 working days of the incident. Corrective actions will be described in the report. b. Confidentiality. "Information concerning a participant's status with the EAP may not be divulged without the express written consent of the participant or as otherwise permitted by law" (Department of Justice HR Order DOJ1200.1: Part 7, Chapter 7-1, Employee Assistance Program). c. Malpractice/Liability Insurance. The Contractor will carry malpractice/liability insurance in the amount of $5 million. D. INSPECTION The BOP will monitor the Contractor's performance via telephone contact, email inquiries and/or review of the deliverables. The monitoring of a Contractor's performance is an ongoing process for the life of the contract. The BOP and its representatives have the right at all reasonable times to inspect, monitor, or evaluate the work the contractor has performed or is performing under the agreement. 13 EFTA00141669 E. PERSONNEL The Contactor must designate a qualified Program Manager for this contract and respond to phone calls or correspondence from the Bureau within one (1) business day. The Program Manager will work closely with BOP's Psychology Services staff representatives, the BOP National EAP Coordinator, and the Contracting Officer's Representative (COR) to provide the materials and services as outlined above. The Program Manager must have experience managing a large EAP and must be experienced with issues unique to law enforcement. Although not required to be located in Washington, D.C., the Program Manager must be available for travel at short notice and, at a minimum, meet quarterly with BOP staff in Washington, D.C., at the Contractor's expense. The Contractor agrees that during the first ninety (90) calendar days of the contract performance period no senior staff personnel substitutions will be permitted unless such substitutions are required by the Government, or necessitated by an individual's sudden illness, death or termination of employment. Substitutions must be identified in writing to the COR and CO within three (3) business days of the change occurring. 14 EFTA00141670