US · guidance
BOP Program Statement 3906.22 § 3
AGENCY ACA ACCREDITATION PROVISIONS (See Program Statement Directives
Management Manual, Section 2.5 & 10.3)
■ American Correctional Association, Standards for Adult Correctional Institutions, 4th
Edition, 4-4073, 4-4074, 4-4075, 4-4076, 4-4077, 4-4078, 4-4079, 4-4080, 4-4082, 4-4083,
4-4084, 4-4085, 4-4086, 4-4087, 4-4088, 4-4089, 4-4090, 4-4091M, 4-4093, 4-4094, 4-4229
■ American Correctional Association, Standards for Adult Local Detention Facilities, 4th
Edition, 4-ALDF-4A-12, 4-ALDF-4D-08M, 4-ALDF-7B-05, 4-ALDF-7B-06, 4-ALDF-7B-
07, 4-ALDF-7B-08, 4-ALDF-7B-09, 4-ALDF-7B-10, 4-ALDF-7B-11, 4-ALDF-7B-12, 4-
ALDF-7B-13, 4-ALDF-7B-14M, 4-ALDF-7B-15M, 4-ALDF-7B-16, 4-ALDF-7B-17
■ American Correctional Association, Standards for the Administration of Correctional
Agencies, 2nd Edition, 2-CO-1D-01, 2- CO-1D-02, 2-CO-1D-03, 2-CO-1D-04, 2-CO-1D-05,
2-CO-1D-06, 2-CO-1D-07, 2-CO-1D-08, 2-CO-1D-09, 2-CO-1D-10
■ American Correctional Association, Standards for Correctional Training Academies, 1st
Edition, 1-CTA-1A-01, 1-CTA-1A-02, 1-CTA-1A-14, 1-CTA-1A-15, 1-CTA-1D-03, 1-
CTA-3A-01, 1-CTA-3A-02, 1-CTA-3A-03, 1-CTA-3A-04, 1-CTA-3A-05, 1-CTA-3A-06, 1-
CTA-3A-07, 1-CTA-3A-08, 1-CTA-3A-10, 1-CTA-3A-11, 1-CTA-3A-12, 1-CTA-3A-13, 1-
CTA-3A-14, 1-CTA-3A-15, 1-CTA-3A-21
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REFERENCES
Program Statements
P1600.11 National Occupational Safety and Health Policy (6/1/17)
P3000.03 Human Resource Management Manual (12/19/07)
P3713.27 Upward Mobility Program − Central Office (7/17/08)
P3906.23 Staff Mentoring Program (2/23/16)
P3939.07 Chaplains’ Employment Responsibilities and Endorsements (10/26/01)
P5800.15 Correctional Systems Manual (9/23/16)
Master Agreement
BOP Forms
BP-A0776 Change Request to Mandatory Training Standards
BP-A1046 Training Course Code Request
RECORDS RETENTION REQUIREMENTS
Requirements and retention guidance for records and information applicable to this program are
available in the Records and Information Disposition Schedule (RIDS) on Sallyport.
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Contents
Chapter 1. Employee Development.......................................................................................... 10
CAREER ENHANCEMENT................................................................................................... 10
STAFF DEVELOPMENT........................................................................................................ 11
CROSS-DEVELOPMENT SELF-STUDY.............................................................................. 11
Chapter 2. Employee Development Planning.......................................................................... 13
ANNUAL TRAINING PLAN.................................................................................................. 13
RESPONSIBILITIES............................................................................................................... 14
Chapter 3. Program Administration........................................................................................ 15
TRAINING COMMITTEE...................................................................................................... 15
RECORDKEEPING................................................................................................................. 16
a. Cancellation Files.............................................................................................................. 16
b. Program Evaluations........................................................................................................ 16
c. Training Records.............................................................................................................. 16
d. Training Authorization/SF-182 (TA)/Certification/Documentation................................ 16
e. New Employee Documentation....................................................................................... 17
f. Annual Training (AT)....................................................................................................... 17
g. Program Review............................................................................................................... 17
h. Mandatory Standards Temporary Exemption. ................................................................. 17
i. Budget Information and other Administrative Records.................................................... 17
j. Training Opportunity Announcements (TOA)................................................................. 18
APPLICATION PROCESS...................................................................................................... 18
CERTIFIED INSTRUCTORS.................................................................................................. 19
RECERTIFICATION............................................................................................................... 19
LEAD INSTRUCTOR.............................................................................................................. 20
MSTC/STA STUDENT NOMINATION/CANCELLATION PROCEDURES...................... 20
Chapter 4. Mandatory Training Standards............................................................................ 22
RESPONSIBILITIES............................................................................................................... 22
a. Central Office Divisions.................................................................................................. 22
b. LCDB............................................................................................................................... 22
c. HRO. ................................................................................................................................. 22
MANDATORY TRAINING STANDARDS REQUIREMENTS........................................... 22
SELF-STUDY........................................................................................................................... 22
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TRAINING FOR TRANSFERRING EMPLOYEES............................................................... 23
Employee Familiarization, Federal Bureau of Prisons, Transfers − BOP Training (GNR-
0261-BXX)........................................................................................................................... 23
FAMILIARIZATION TRAINING........................................................................................... 23
Employee Familiarization Training (GNR-0260-BXX)....................................................... 23
INTRODUCTORY CORRECTIONAL TRAINING............................................................... 23
a. Correctional Training Program Phase I, Introduction – BOP.......................................... 23
Course Code: CSV-0590-BXX. ........................................................................................... 23
b. Correctional Training Program, Phase II, Introduction – BOP....................................... 24
Course Code: HRM-0100-BXX. ......................................................................................... 24
ANNUAL TRAINING (AT).................................................................................................... 25
Correctional Training, Annual – BOP (GNR-0150-BXX)................................................... 25
Chapter 5. Learning and Career Development Branch (LCDB).......................................... 27
NATIONAL TRAINING PROGRAMS................................................................................... 27
a. Site Selection.................................................................................................................... 27
b. Nominations/Selections................................................................................................... 27
c. Cancellation Procedures................................................................................................... 27
REQUESTS FOR NATIONAL POLICY ASSISTANCE....................................................... 28
NATIONAL TRAINING PROGRAM FUNDING.................................................................. 28
CHANGES TO MANDATORY TRAINING STANDARDS................................................. 29
BOP-LEARN............................................................................................................................ 29
COURSE CODE....................................................................................................................... 30
Course Format....................................................................................................................... 30
CURRICULUM DEVELOPMENT......................................................................................... 31
a. Curriculum Design. .......................................................................................................... 31
b. Curriculum Review.......................................................................................................... 31
EXECUTIVE DEVELOPMENT.............................................................................................. 31
a. Training Opportunity Announcement.............................................................................. 32
b. Program Evaluations........................................................................................................ 32
c. Cancellations.................................................................................................................... 32
d. Training Authorization/Certification/Documentation..................................................... 32
e. National Institute of Corrections (NIC)........................................................................... 33
Chapter 6. Staff Training Academy (STA).............................................................................. 34
INTRODUCTION TO CORRECTIONAL TECHNIQUES PHASE II (ICT Phase II)........... 34
a. Scheduling........................................................................................................................ 34
b. Cancellations.................................................................................................................... 35
c. Completion Requirements................................................................................................ 35
d. Motivational/Professional Category................................................................................ 37
e. Student Failures................................................................................................................ 37
f. Honor Graduates............................................................................................................... 37
g. Participant Evaluations.................................................................................................... 38
SPECIALTY TRAINING PROGRAMS.................................................................................. 38
a. Nominations..................................................................................................................... 39
b. Scheduling Training Classes............................................................................................ 39
c. Scheduling........................................................................................................................ 39
d. Rescheduling/Cancellation. ............................................................................................. 39
e. Pass/Fail Policy................................................................................................................ 40
MATERIAL REQUESTS......................................................................................................... 40
Chapter 7. Management and Specialty Training Center (MSTC)........................................ 41
MISSION, GOALS, ANNUAL REPORT................................................................................ 41
STRATEGIC PLAN................................................................................................................. 41
MSTC OPERATIONS.............................................................................................................. 41
MSTC INSTRUCTORS........................................................................................................... 41
MSTC MASTER TRAINING SCHEDULE (ANNUAL TRAINING PLAN)........................ 42
TRAINING MANAGEMENT................................................................................................. 42
PARTICIPANT SELECTION.................................................................................................. 43
NOMINATION/CANCELLATION PROCEDURES FOR MSTC COURSES...................... 43
a. Cancellations.................................................................................................................... 43
b. Training Waivers............................................................................................................. 44
CORRESPONDENCE COURSES (HUMAN RESOURCES)................................................ 44
ASSESSMENTS....................................................................................................................... 45
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Glossary
ACA − American Correctional Association
AD − Assistant Director
AT − Annual Training
ATP − Annual Training Plan
AW − Associate Warden
BOP − Bureau of Prisons
BOP-Learn – Bureau’s Training Management System
C&ID – Curriculum and Instructional Design
CDS − Curriculum Development Specialist
CEO − Chief Executive Officer
CPR/AED – Cardiopulmonary Resuscitation/Automated External Defibrillator
CR – Continuing Resolution
DAD − Deputy Assistant Director
DOJ − Department of Justice
DTP − Department/Division Training Plan
EOD − Entry on Duty (date)
ETP − Entry to Position (date)
ED – Effective Date
FLETC − Federal Law Enforcement Training Center
HRA − Human Resource Administrator
HRM − Human Resource Manager
HRO − Human Resources Office
HRMD − Human Resource Management Division
ICP − Institution Character Profile
ICT Phase I − Introduction to Correctional Techniques Phase I
ICT Phase II − Introduction to Correctional Techniques Phase II
JTA − Job Task Analysis
LCDB − Learning and Career Development Branch
(formerly Training and Staff Development Section)
LEAD − Leadership Enhancement and Development
LEOSA − Law Enforcement Officers Safety Act
MSTC – Management and Specialty Training Center
NCA – National Corrections Academy
NIC − National Institute of Corrections
OGC − Office of General Counsel
POC – Point of Contact
PMSO – Position Management System On-Line
RD − Regional Director
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SME − Subject Matter Expert
STA − Staff Training Academy
TA − Training Authorization
TOA − Training Opportunity Announcement
UDC − Unit Disciplinary Committee
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Chapter 1. Employee Development
This chapter describes training initiatives related to employee development, including Career
Enhancement, Staff Development, and Computer-Based Self-Study.
CAREER ENHANCEMENT
The Career Enhancement process assists the BOP and the employee by preparing him/her to
assume positions of increased responsibility. It also helps employees seeking to become more
effective in their positions or who wish to help others in their career development. Human
Resources staff assist with career guidance techniques, assessment and development tools, and
guidelines concerning staff development.
Involvement in this program does not guarantee selection to a new position. Each employee is
responsible for his/her own development. In the Career Enhancement process, employees
should:
■ Set realistic career goals for themselves.
■ Accurately assess his or her current skills.
■ Receive feedback.
■ Improve skills needed for job effectiveness.
Supervisors and Managers are responsible for the development of their employees. The
employee, if applicable, may request from their supervisor or manager to further assist their
career by:
■ Allowing time away from current duties to participate in development activities.
■ Providing opportunities to serve in acting roles.
■ Structuring work assignments to provide exposure to new aspects of work.
The above opportunities will be offered to qualified employees in a fair and equitable manner.
Employees are never required to attend agency-sponsored training unless in an appropriate pay
status.
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STAFF DEVELOPMENT
Human Resource Managers (HRMs) encourage staff to continue their development, provide
options, and guide employees through Career Enhancement activities.
Possible sources include cross-development courses, web-based courses, distance learning, self-studies, outside workshops, seminars, and other educational programs.
When prudent, outside resources are utilized. This includes public and private agencies, private
industry, and colleges and universities (e.g., training videos, self-study courses, and library
resources).
In some cases, an employee may wish to volunteer personal time to participate in career
enhancement activities, in accordance with the Fair Labor Standards Act (FLSA), as applicable.
CROSS-DEVELOPMENT SELF-STUDY
Cross-development courses provide training to staff in areas outside of their disciplines. The
LCDB, along with Central Office Branch Chiefs, ensures that courses are developed, reviewed,
updated, and made available to BOP sites.
After the employee reviews the subject matter and completes course activities and/or skill
checks, he/she takes a computer-based test. All cross-development examinations are
considered open-book unless otherwise stated. Human Resource staff must enter eZexam
test completion data onto the training record. Web-based cross-development courses
given through BOP-Learn will automatically be credited to the training record when the
course is completed and a passing score is received. Current cross-development courses
include:
■ Case Management.
■ Correctional Services Management.
■ Correctional Systems.
■ Education/Recreation Services Management.
■ Facilities Management.
■ Food Service Management.
■ Health Services Management.
■ Human Resources and Staff Development.
■ Managing Female Offenders.
■ Information Technology Services.
■ Privatization Management.
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■ Program Review and Management Control.
■ Psychology Services Management.
■ Occupational Safety and Environmental Health Management.
■ Religious Services Management.
■ Residential Reentry (formerly Community Corrections Management)
■ UNICOR Management.
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Chapter 2. Employee Development Planning
Training and other performance improvement initiatives are designed to meet the BOP’s mission
and goals by promoting, providing, and coordinating staff development.
Per Title 5 of the Code of Federal Regulations Part 410.201 and American Correctional
Association (ACA) requirements, an Annual Training Plan (ATP) is formulated each year based
on an organizational needs assessment, conducted by each Human Resources Office (HRO) on
an individual, departmental, and organizational level. Documentation must reflect the needs
assessment process and support the ATP.
ANNUAL TRAINING PLAN
The Annual Training Needs Assessment is used to develop the ATP, which must be completed
prior to (and used as justification for) the next fiscal year’s budget. All departments are required
to submit a departmental needs assessment each year.
The local ATP consists of training and developmental activities that support the BOP’s mission
by improving employee effectiveness.
The plan must be approved by the Training Committee (see requirements in Chapter 3); the final
approving authority is the Chief Executive Officer (CEO). Only the CEO is required to approve
plans for sites not required to have a Training Committee, per Chapter 3.
The ATP is the strategic plan for each servicing HRO.
The ATP serves as justification for requesting funds. It must be adjusted once budget allocation
is received, and approved through the same process.
The ATP is a working document; the HRM adjusts it to reflect changes, updates, replacements,
and accomplishments. In addition to the Fund Control System, additions and deletions are
shown in an attachment.
The ATP has two categories: performance goals/improvement and supplies/equipment. The
ATP identifies participants by name, title, or department and includes Course Name or
Description, Cost, Source of Funding, and Status (completed, canceled, etc.).
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RESPONSIBILITIES
Immediate Supervisor/Manager
■ Meets with each employee yearly to determine individual needs assessments, prioritize, and
reach agreement regarding the employee’s needs. The individual needs assessment is a “road
map” of an employee’s training and development activities, including training to address
existing skills and pinpoint areas where skills are lacking or must be developed.
■ Forwards information to the Department Head for inclusion in the Department Training
Needs Assessment.
Department Head/Regional Office Administrator/Central Office Section Chief
■ Assesses department needs by assessing the effect the training/development will have on the
employee, department, and institution/office.
■ Discusses with employees and supervisors their training and development needs.
■ Submits a Department/Division Training Plan (DTP) to the HRM, with each training activity
prioritized.
Human Resource Manager
■ Obtains plans, including specific justifications, from each department in the institution,
administrative office, division, or Training Center. This should include all training
regardless of cost or funding source, with the exception of mandated training assigned in
BOP-Learn.
■ Collects relevant documentation from the sources listed (and any other data from any source
not listed that has an impact and is unique to the location).
■ Drafts the local ATP, using DTPs with other data relating to training. The ATP is reviewed
by the Training Committee and submitted to the CEO for approval by June 1 of each year for
budget justification. The ATP for the Central Office is submitted to the Deputy Assistant
Director, Human Resource Management Division (DAD, HRMD).
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Chapter 3. Program Administration
This chapter establishes a method of administrative operation in HROs and outlines an efficient
organizational structure. The administrative procedures describe the minimum management and
documentation systems needed to create a historical base of information.
Facilities for classroom instruction must be easily accessible, free from distracting noise or
observation by inmates, large enough to accommodate all students, and set up for audiovisual
presentations.
TRAINING COMMITTEE
A Training Committee must exist in all institutions (Regional Offices, Central Office, and
Training Centers excluded). The committee is chaired by the HRM. At a minimum, one
Associate Warden (AW) must serve as a member; in his/her absence, acting representatives are
appointed. In Complexes, an AW from each institution attends meetings. If the institution has
an employee who has completed the Innovative Learning Strategies (or Instructor Skills,
Instructor) Program, that employee should serve as a member. In accordance with the Master
Agreement, the Union is afforded membership on the training committee.
Per ACA requirements, regardless if an annual budget has been approved or not, the Training
Committee must continue to conduct quarterly meetings. Notification should be sent to all
department heads, executive staff, and the Union president via email. Minutes, reflecting
committee discussions and decisions, must be signed by the Warden, routed to committee
members, and kept on file for five years. HRMs are responsible for developing a process and
form to review and approve training requested between meetings. Further, HRMs are required to
ensure the availability of the ACA Standards and other relevant information. The following
items must be covered during the meeting and listed on the agenda:
■ Review ATP and report to the committee all additions/deletions.
■ Review training budget and receive approval from the committee for variances.
■ Develop training based on issues that affect specific departments and the entire institution
(e.g., Institution Character Profile [ICP], Strategic Planning, Joint Commission, Program
Review, ACA, significant incidences.)
■ Review program evaluations for effectiveness.
■ Prioritize training requests (individual, departmental, and institutional) to formulate the ATP.
■ Review and recommend approval/disapproval of training requests received by the HRO.
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RECORDKEEPING
The HRO keeps documents in this section on file for five years.
a. Cancellation Files. The following cancellation documents are kept:
■ Request for cancellation originating from the department head.
■ Warden’s signed request for cancellation to the Regional Director.
■ Regional Director’s (RD) (or designee’s) approval.
■ Assistant Director, HRMD’s (AD, HRMD) (or designee’s) approval.
b. Program Evaluations. Evaluation summaries are maintained for internal training programs
hosted by the HRO. Evaluations are reviewed, signed by the HRM and program instructor, and
maintained for five years.
c. Training Records. Training records may be obtained through BOP-Learn by the employee
or requested through the HRO.
d. Training Authorization/SF-182 (TA)/Certification/Documentation. Training conducted
locally must be keyed by Human Resources staff within 15 working days to ensure certifications
do not expire in BOP-Learn. Training conducted by other departments or at other locations must
submit training documentation to the Human Resources Office (HRO) within 30 days after the
completion of the training. Course codes, titles, dates, and hours are verified for accuracy before
being keyed into BOP-Learn. All training conducted nationally or by BOP training centers will
be keyed by the respective training center, unless specified in the TA.
An obligating form (TA [SF-182], credit card document, or purchase order) is prepared for
external training involving expenditures. The HRM signs SF-182s for his/her cost center, and all
other obligating documents. It is not necessary to print a hard copy SF-182.
For all non-departmental sponsored conferences/training, reference the Department of Justice
(DOJ) policy 1400.01, Planning, Approving, Attending, and Reporting Conferences.
Some form of input documentation must be used to initiate and certify training completion −
sign-in sheets, schedules, memorandums, or any document authorizing the training and
containing all required information.
Files containing keying documentation are maintained for five years. The HRM/HRS may
exercise discretion in keying non-mandatory training requests (e.g., lunch and learns, Acting
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assignments, etc., of less than eight hours); however, consideration should be given to ensure
staff have satisfied the minimum required number of training hours annually.
e. New Employee Documentation. The following documentation must be maintained for each
Introduction to Correctional Techniques Phase I (ICT Phase I) and Introduction to Correctional
Techniques Phase II (ICT Phase II) programs:
■ Copy of ICT Phase I or New Employee Orientation training schedule/agenda.
■ Course Evaluation (ICT Phase I or New Employee Orientation).
■ Performance signoff sheets (ICT Phase I).
■ ICT Phase II class evaluation (if applicable).
f. Annual Training (AT). The following documentation must be retained:
■ Agenda.
■ Sign-in sheets.
■ Dated employee roster.
■ Medical exemptions (including a projected completion date), signed by the CEO.
■ Firearms certification sheets/scores (for locations that complete firearms training).
■ Curriculum (including lesson plans, PowerPoint presentations, and handouts). Special
circumstances (location, security level, specialized programs, local statistics, etc.) may
require changes that are necessary to improve the effectiveness of AT. All changes to AT
curriculum (including lesson plans, presentations, additional worksheets and activities, etc.)
must be approved by the CEO or designee prior to instructional use. Documentation of all
changes must be maintained by Human Resources and kept on file for five years.
■ Course evaluations.
g. Program Review. Operational and Program Reviews of the HRO must be maintained until
the next program review is completed.
h. Mandatory Standards Temporary Exemption. Mandatory Standards Temporary
Exemption can be defined as a temporary release from a mandatory training requirement.
Documentation for temporary exemptions must be provided to the HRM, approved by the CEO,
and includes a projected completion date.
i. Budget Information and other Administrative Records. Each HRO must maintain a
budget monitoring system documenting each phase of budget management, changes in the ATP,
and property management. Strategic Planning documentation, meeting minutes, correspondence
files, current policy and guidelines, and lesson plans are maintained as hard copy or electronic
files for routine office functions.
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j. Training Opportunity Announcements (TOA). If a training requirement exists, a TOA is
used. Collateral-duty positions are announced via a vacancy announcement.
A TOA is used for all locally developed programs for which participants have not been identified
by mandatory standards, through needs assessments, or other internal means. Criteria for
determining whether a TOA should be used to select participants depend on who has training
oversight responsibility. The announcement is created by the HRO and posted in areas of high
visibility. A TOA is used for all training for which participants are competitively selected. The
TOA must be open for a minimum of 15 working days, excluding the day it was posted and
holidays. Per the Master Agreement, the Union must receive a copy of the announcement.
The following information must be included (additional information may be added):
■ Opening and closing dates of announcement.
■ Title.
■ Number of vacancies to be filled.
■ Date and location of the training.
■ Description of the training.
■ Eligibility group/qualifications required.
■ Application procedures.
■ Impact statement regarding promotion potential.
For continual or recurring training, TOAs may be posted on an open-continuous basis and
selections made when necessary. Open-continuous TOAs are closed out each fiscal year and re-announced at the start of the next fiscal year.
APPLICATION PROCESS
Employees submit, through their supervisor, a memorandum stating their interest in the training
and its relevance to their work. If required by the TOA, employees document their
qualifications.
After the closing date, the HRO must submit the file to the CEO for selection. The file should
consist of:
■ A memorandum documenting official selection. The HRM prepares the document for the
CEO (or designee) indicating, in alphabetical order, which applicants are eligible. The
document must allow the CEO to make an obvious mark by the name of the employee(s)
being selected and provide a signature blank.
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■ A copy of the TOA.
■ All applications.
HRO will notify applicants and selectees’ supervisors via e-mail of the CEO’s selection. All
documents, including proof of notification, should be retained for five years.
Note. TOAs should not be announced without a specific date for training. If a TOA must be
announced with a “TBD/TBA” or similar language, an updated TOA with the selected dates
must be maintained in the file.
CERTIFIED INSTRUCTORS
A TOA is used to select certified instructors. Institutions must select at least two instructors for
each specialty program area. Each institution must select the appropriate number of American
Heart Association (AHA) Cardiopulmonary Resuscitation/Automated External Defibrillator
(CPR/AED) instructors to meet the AHA ratio of one instructor per nine students. Once
selected, the HRO must assign the appropriate collateral duty assignment in BOP-Learn to
ensure staff are nominated to attend and included on the training waiting list.
The following qualifications are listed in the TOA to select certified instructors. Applicants
must:
■ Have completed the probationary employment year (unless waived by the CEO).
■ Agree to the conditions noted in the TOA.
■ Certify as physically able to perform the duties.
■ Maintain at least a “fully successful” performance evaluation in the current year.
■ Demonstrate the ability to communicate clearly − orally and in writing.
■ Be willing to perform the duties of the instructor position for at least three years after
certification, even in the event of a change in duty station.
Employees selected as certified instructors attend a national certification training program at the
appropriate Training Center. All certified instructors must instruct a class in their specialty as
needed by the institution at least once every 12 months to maintain certification. Certified AHA
CPR/AED instructors are trained at the institution and must be available to teach at least four (4)
certified classes every 24 months to meet the AHA requirements and institutional needs.
RECERTIFICATION
The BOP requires recertification every 24 months for instructors in firearms, self-defense,
disturbance control, CPR/AED, and Lead Baton. During the recertification process, the Lead
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Instructor observes the instructor’s technique, safety, group interaction, and instruction skills. A
recertification form is completed for each instructor and maintained by the HRO.
Recommendations for or against recertification are made to the CEO through the HRM. If an
instructor does not meet training requirements or the institution’s training needs, the HRM
recommends retraining or removal. The CEO is the approving official; the HRM maintains
approval/disapproval documentation. Upon recertification, the training is documented on the
individual training record.
Instructors in the remaining course areas recertify only as changes are made to course content.
LEAD INSTRUCTOR
The Lead Instructor is the HRM’s subject matter expert (SME) in a specialty area. At a
minimum, lead instructors recertify other instructors. A TOA is used to select lead instructors.
Once selected, the HRO must assign the appropriate collateral duty assignment in BOP-Learn to
ensure staff are nominated to attend and included on the training waiting list. The criteria for
qualification include:
■ Knowledge and experience in the specialty area.
■ Instruction ability.
■ Effectiveness in working with institution staff.
■ Leadership/organizational skills.
■ Completion of a BOP Instructor course within the desired specialty and has maintained
continuous certification.
Lead Instructors must attend recertification at the appropriate Training Center every four years
and assist the HRM in recertifying other specialty instructors. Lead CPR instructors must attend
recertification at the appropriate Training Center every two years.
MSTC/STA STUDENT NOMINATION/CANCELLATION PROCEDURES
Student nominations for mandatory training are automated through BOP-Learn. The following
are procedures for nominating students for MSTC/STA courses:
■ Nominations for ICT Phase II classes are automatically assigned once new employees are
entered into the BOP-Learn system via NFC download.
■ For non-mandatory classes conducted by MSTC/STA or Central Office, a memorandum is
issued by the discipline outlining the request for nomination to the specific training center.
This request should be addressed to the AD, HRMD and routed through the CEO, RD, and
the AD of the staff’s respective discipline.
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■ If the training is required because the employee serves in a collateral duty position, the
collateral duty certification must be assigned to the employee in BOP-Learn by the local
HRO. Once assigned, the nominations will be automatically made at that time. Once an
employee no longer requires the collateral duty certification (i.e., resigns, will transfer to a
different duty station, termination, etc.), the local HRO is responsible for removing the
collateral duty certification from BOP-Learn.
■ Please see Chapter 6, Management and Specialty Training Center, for nominations for
Graduate School Correspondence Training.
■ All mandatory training is assigned by position (based on job type codes) through BOP-Learn.
(See note below.)
Cancellation procedures for residential trainings hosted by the LCDB, STA, and MSTC are
outlined in Chapters 5, 6, and 7 respectively. Cancellation requests for classes held through
MSTC, STA, or LCDB for reasons not cited in Chapters 5-7 must be approved by the RD, AD,
or designee.
Valuable time and resources are lost when employees are canceled from training. These
procedures ensure effective use of the entire training process.
HRMs must retrieve reports from BOP-Learn to ensure all nominations have been made. If an
employee is no longer mandated to attend training, the HRM may submit a Grandfather Request
form (located on the LCDB Sallyport webpage) to BOP-HRM/LCDB~@bop.gov to have the
employee removed from the waiting list.
Note. BOP-Learn Job Type Information. Series, official, and working title codes listed in the
current payroll system (known as Job Type Codes in BOP-Learn) for each position and
employee are downloaded and used for identifying mandatory training requirements. To ensure
the integrity of the downloaded data, the use of accurate titles/codes for each BOP position and
employee is imperative. To maintain the accuracy of the title codes for BOP positions, Human
Resource Managers are required to ensure these codes are regularly reviewed and verify the title
code entered into PMSO for the position is correct.
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Chapter 4. Mandatory Training Standards
RESPONSIBILITIES
a. Central Office Divisions. Divisions establish Bureau Mandatory Training Standards
appropriate for their disciplines. Divisional components process their standards through LCDB.
b. LCDB. LCDB certifies Bureau Mandatory Training Standards and places the standards on
the LCDB Sallyport webpage, providing updates as needed. LCDB must approve all titles and
course codes of a Bureau Training Standard. Unauthorized titles may not be keyed into the data
system.
c. HRO. As mandatory training standards change, it is imperative for HROs to reference the
current Mandatory Training Standards on a continual basis. The Mandatory Training Standards
are located on Sallyport and should be incorporated with an adequate tracking system of ALL
mandatory training standards. Tracking should be utilized on a continual basis to ensure
compliance with Program Review Standards.
MANDATORY TRAINING STANDARDS REQUIREMENTS
A Bureau Training Standard may not be considered “mandatory” if it has not been certified by
LCDB. Funding for training will be noted in the Mandatory Training Standards.
A temporary exemption is defined as a temporary release from a mandatory training
requirement. Documentation (medical documentation, military orders, etc.) for temporary
exemptions must be provided to the HRM and approved and signed by the CEO. Temporary
exemptions must include a projected completion date.
SELF-STUDY
Participants shall be allotted time for training at their location. Training time is scheduled by the
HRM and the department head, generally in no less than four-hour increments as needed, to
complete an entire course.
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TRAINING FOR TRANSFERRING EMPLOYEES
Employee Familiarization, Federal Bureau of Prisons, Transfers − BOP Training (GNR-
0261-BXX).
Each employee transferring into an institution, Central Office, or a Regional Office from another
Bureau worksite must complete eight hours of institution orientation within the first 40 hours of
duty. Any employee in a Non-Law Enforcement position transferring to a Law Enforcement
position must also complete Introduction to Correctional Techniques, Phase I and Phase II.
FAMILIARIZATION TRAINING
Employee Familiarization Training (GNR-0260-BXX).
Each new staff member entering a position at the Central Office, Regional Office, Training
Centers, Residential Reentry Offices, and Grand Prairie must complete at least 40 hours of
Bureau and site-specific training within the first 80 hours of duty.
INTRODUCTORY CORRECTIONAL TRAINING
a. Correctional Training Program Phase I, Introduction – BOP
Course Code: CSV-0590-BXX.
All covered and full-time employees must successfully complete the standard Introduction to
Correctional Techniques (ICT) Phase I curriculum within the first 80 hours of employment
(excluding holidays).
Note: Regarding performance log entries, performance evaluations, or adverse action proposals
on any bargaining unit employees who have not completed ICT: Full consideration of this lack
of training must be given before any entry or action on performance is made or taken.
Definition of Covered Employees. Covered employees can be defined as employees appointed
after December 31, 1983, to positions defined as primary law enforcement (i.e., covered under 5
U.S.C. 8331 (20) or 8401 (17) and whose appointments meet the following conditions are
covered):
■ Career and career-conditional appointments, including reinstatements and transfers.
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■ Excepted service appointments exceeding one year, and temporary appointments for which
there is an expectation of conversion to a permanent appointment.
■ Reinstatement of former Bureau employees whose break in service exceeds three years.
■ Public Health Service (PHS) employees and officers stationed in a correctional facility.
■ Commissioned Officer Student Training and Extern Program (COSTEP).
■ Worker Trainees.
Temporary Less Than Full Time/Contract. Each unescorted contract and new temporary
employee not in a full-time position, who provides direct services to inmates and who has
contact with inmates, must complete orientation training. At a minimum, these topics must be
covered:
■ Security Issues.
■ Contraband.
■ Emergency Situations.
■ Ethics/Code of Conduct.
■ Sexual Abuse/Assault Prevention and Intervention.
■ Limits of Worker’s Compensation (not applicable to contract workers).
■ Other local issues.
Institution CEOs determine additional training requirements on an individual basis, such as type
of work performed, location, and amount of contact/interaction with inmates.
If an individual’s contract is renewed for another year, refresher training is required, based on the
type of work performed, location, and amount of contact/interaction with inmates.
b. Correctional Training Program, Phase II, Introduction – BOP
Course Code: HRM-0100-BXX.
Covered employees must complete the Introduction to Correctional Techniques (ICT) Phase II
training program. COSTEPS (Psychology) and worker trainees attend ICT only after a
conversion date is received. New correctional workers receive 104 total hours of training during
this program. Training for non-law enforcement employees is optional, provided on a space-available basis.
Except as otherwise provided, all employees must attend ICT Phase II within 120 days of entry-
on-duty (EOD). No covered employee may attend Bureau- funded training until ICT Phase II is
successfully completed.
Non-law enforcement employees assigned to a position designated as a primary law enforcement
position for more than 90 days must complete ICT, Phase I and II successfully.
Staff members must successfully complete ICT Phase I, prior to attending ICT Phase II.
Waivers to delay attendance of ICT Phase II must be approved by the Assistant Director, HRMD
or designee.
ANNUAL TRAINING (AT)
Correctional Training, Annual – BOP (GNR-0150-BXX).
Institution staff are correctional workers first. All positions assigned to institutions must
encompass duties directly involved with the mission of the institution, require response to
emergencies, and require incumbents to complete ICT and Annual Training successfully,
including firearms.
Primary and secondary law enforcement positions located at an institution (including privately
operated institutions managed by the Bureau), but under the jurisdiction of someone other than
the institution’s Warden, must also meet the above criteria (for example, a regional psychologist
located at an institution, but under the jurisdiction of a regional director; contract oversight
employees at contract facilities etc.). Employees who do not meet legal and regulatory
requirements for law enforcement retirement may not occupy these positions.
An additional 40 hours of training will be provided each subsequent year of employment. Core
Annual Training topics are determined by the Executive Staff each year and disseminated by the
LCDB, HRMD. Core topics are generally limited to American Correctional Association (ACA)-
mandated topics or other externally mandated training requirements, and the topics developed by
the Executive Staff.
Lesson plans for mandated core topics are developed by LCDB and forwarded to each facility.
However, the Warden has discretion as to how much time is allotted and how the topics are
presented (as long as the objectives of the lesson plan are met). For instance, a penitentiary may
spend two days on emergency preparedness while a camp may only spend two hours.
Additional training to meet the 40-hour requirement is at the Warden’s discretion and can come
from self-study or computer-based training modules (i.e., Cross Development Courses, Graduate
School/OPM/ACA self-study courses, FEMA, NIC, BOP-Learn online courses), offsite training
opportunities (discipline conference, OSHA Training, etc.), meetings at which training is
provided, and participation in experiential training (e.g., area searches or acting assignments).
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Approval by a supervisor or department head must be obtained prior to training. Lesson plans,
objectives, etc., are coordinated and documented with Human Resources.
Lesson plans for locally developed training are required. For certain training programs, a lesson
plan is not required (e.g., experiential training assignments, emergency preparedness drills). In
these cases, an agenda, memo, or other documentation is sufficient from which to key training
credit; however, documentation must be coordinated through the Human Resource Department.
Although there is flexibility in the way each facility approaches the classroom portion of Annual
Training, based upon discussions with ACA, firearms requalification must be met within every
12-month period. Temporary medical exemptions must be signed by the CEO and include a
projected Annual Training completion date.
Staff are not required to complete ICT Phase II and Annual Training within the same fiscal year,
however, any mandatory training requirements must be met (e.g., firearms [every 12 months],
CPR/AED, Weapons of Mass Destruction, Continuity of Operations, Information Security, etc.).
Each fiscal year, every institution employee (including PHS staff) must receive 40 hours of
training. Regional or Central Office employees assigned to an institution for more than 90 days
must complete the same curriculum.
Central Office, Regional Office, Residential Reentry, Grand Prairie, and Training Center staff
must complete 16 hours of training annually, including core annual training topics for the fiscal
year, except for firearms, self-defense, and disturbance control.
CPR/AED is a requirement for primary or secondary law enforcement staff including staff
working in non-institution locations such as Central and Regional Offices, Residential Reentry,
Grand Prairie, and Training Centers.
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Chapter 5. Learning and Career Development Branch (LCDB)
This chapter covers LCDB policy and initiatives. Its provisions apply to the section as well as to
institutions and other BOP components.
NATIONAL TRAINING PROGRAMS
LCDB coordinates the following national training programs: New Wardens, National Wardens,
Associate Wardens, Principles of Leadership Phase II, and Innovative Learning Strategies
(previously Instructor Skills, Instructor). The numerous tasks involved in planning these events
may require assistance from all levels of the Bureau.
a. Site Selection. All BOP training activities must be held at a BOP facility, if possible.
b. Nominations/Selections. Prior to the start of a class, a copy of the waiting list is obtained by
the assigned Employee Development Specialist. Participants are selected in order of ETP date
(except for Principles of Leadership Phase II). Individuals in the position(s) longest are selected
first. Those remaining individuals move to the top of the list for the next class. The needs of the
BOP may come before the individual’s ETP date priority status.
Training Authorizations (TAs) are sent by e-mail, automatically through BOP-Learn, six weeks
prior to the class start date to the following individual and departments:
■ HRO.
■ Financial Management Department.
■ Participant.
c. Cancellation Procedures. A memorandum requesting rescheduling or cancellation of a
national training program coordinated by LCDB (Warden Familiarization, Associate Warden
Familiarization, Principles of Leadership Phase II, etc.) must be routed to the AD, HRMD via email to BOP-HRM/LCDB~@bop.gov and cc: to the AD, HRMD, using one of the following
methods:
■ The CEO must request the training be delayed through rescheduling or cancellation for the
following reasons:
Medical emergency.
Family emergency.
Institution disturbance, when appropriate (e.g., food strike or lockdown).
Change in status (e.g., termination, resignation, reassignment).
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Previously approved annual leave pursuant to article 19 of the Master Agreement.
■ Request for any other reason must be approved by the appropriate Regional Director or
designee.
When submitting training waivers or cancellation request memorandums for employees who
need to be excused from training for long periods of time (pregnancy, serious health issues,
military duty, etc.), the following additional statement should be included, along with any current
required information:
[Individual’s name] is unable to attend [name of training] due to [reason]. His/Her
anticipated return date is xx/xx/xxxx [date anticipated returning to work]; however, it is
estimated he/she will not be able to attend training until xx/xx/xxxx [estimated date of
return to training].
Once the request is approved by the appropriate official, the staff member will not be placed in
any training courses prior to the estimated date of return. This reduces the need to submit
additional waivers or cancellation requests on behalf of the staff member.
REQUESTS FOR NATIONAL POLICY ASSISTANCE
LCDB updates and interprets training policy and external regulations and requirements (OPM
and DOJ Regulations, Executive Orders, etc.). The Branch answers requests for policy
interpretations by Human Resources staff, Program Review Examiners, and others.
Human Resource Managers and Specialists are encouraged to address policy questions to their
regional administrator before contacting LCDB. When national guidance is necessary, requests
can be made via e-mail (BOP-HRM/LCDB~), phone, or regular mail.
NATIONAL TRAINING PROGRAM FUNDING
To ensure national training programs are based on an identified need and provided in the most
cost-effective way, divisions are required to submit requests for national training programs funds
annually through the Budget Execution Branch.
The Budget Execution Branch initiates a national training budget request for funding no later
than March of each year. A memorandum from the AD, HRMD, goes to each Division detailing
the process and format by which to request program approval and funding.
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CHANGES TO MANDATORY TRAINING STANDARDS
LCDB manages the mandatory training requirements for the BOP and should be contacted for
changes to mandatory training including classroom-based, self-study, and distance learning.
Any person coordinating training programs conducted with 21N1 funds must ensure compliance
with this policy. Discipline project managers, institution HRMs, HRAs, and Training Center
Directors must meet requirements in their areas.
National Program Level Code 21N1 supports extensive training activities ranging from
residential-based programs to local institution programs. To evaluate the use of training funds
and the results of these programs, a development and review process exists. The following
procedures must be followed when requesting changes to mandatory training standards to
existing mandatory training as well as establishing training not previously offered at a Training
Center or an offsite location:
■ Complete a Change Request to Mandatory Training Standard form (BP-A0776) (located in
forms area on Sallyport) and cover memorandum requesting training. The BP-A0776 and
cover memorandum are forwarded to LCDB. A justification of the training need and fiscal
impact statement must be included.
■ LCDB works with the STA and MSTC along with the Subject Matter Expert (SME) to
prepare and submit evaluations, recommendations, and/or alternatives to the AD, HRMD, for
review.
■ The Union will be provided notice of any changes to the mandatory training standards and
given the opportunity to provide input.
■ The AD, HRMD approves, denies, or provides alternative(s) to the proposal.
If the need to conduct the training still exists and alternate delivery strategies are available,
Curriculum Development Specialists (CDS) will work with the respective SMEs to make
necessary adjustments.
It is understood that the agency has the right to modify mandatory training standards pursuant to
5 USC 7106.
BOP-LEARN
Requests for assistance can be made either by phone or e-mail. USER-IDs are synchronized
with the BOP LAN network ID and password; therefore, login issues should be addressed with
the local Information Technology Department. For Human Resources staff requiring additional
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rights within BOP-Learn, the HRM must submit an email with the staff name, position, and
reason for additional rights to LCDB at BOP-HRM/LCDB~@bop.gov.
BOP-Learn is the electronic repository for all staff training records. All BOP employees have
access to their personal training records through BOP-Learn.
COURSE CODE
LCDB manages the Course Code Catalog in BOP-Learn and is accessible to all HR staff who
have been assigned access as a training administrator. The catalog contains all course codes
assigned to BOP mandatory training programs; courses that require tracking of staff completion
due to other DOJ, Federal, or legal mandates; and numerous non-mandatory professional
development courses sponsored by various vendors and outside sources.
The following is a reference guide detailing the course code format:
Course Format
ADM-0010-BXX Budget Analyst − BOP
EXD-0270-GSX Team Building and Leadership, Supv (OPM) − GOV
Product Group (Prefix). (e.g. ACQ, ADM, CPG, CSM, CSG, CSV, DIR, DTP, EDM, EDU,
EXD,EXS, FAC, FDS, FPI, GNR, HRM, HSD, LGL, PRD, PSY, REC, RLG, SFT, SYS, TEL)
Course Number within Product Group. “0000” The code number is assigned consecutively
within Product Group Code Courses.
Suffix:
■ First letter represents SOURCE. (B)OP; (V)endor; (G)ov agency; (S)tate/Loc;
(C)ontracted vendor.
■ Second letter represents SUPERVISORY. (S)upervisory; (X) not supervisory.
■ Third letter represents EXEC STAFF. (E)xecutive Development; (X) not Exec
Development.
Additions to the Course Catalog are processed by LCDB upon receipt of a Training Course Code
Request (BP-A1046). LCDB will notify the requester of new course code assignments (usually
within 15 working days after receipt of curriculum approval).
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CURRICULUM DEVELOPMENT
Curriculum Development is responsible for assisting in the production of instructional materials
for national training. This is accomplished by understanding the learning needs of the BOP and
by providing technical, instructional expertise to subject matter experts (SMEs).
a. Curriculum Design. Each curriculum follows a standardized format; however, it may be
unique depending upon the desired outcome of the training. A basic structure of curriculum
considers course length, goals, learning objectives and content. Curriculum includes an agenda,
lesson plans representing segment of the agenda, a course assessment, and all supporting
materials such as PowerPoint presentations, visual references, job aids, and handouts.
Any training requiring a course code must submit all of the completed curriculum including
lesson plans, presentations, handouts, exams, and test matrix for review and approval by LCDB.
Additionally, any vendor-contracted instructional materials used for BOP training purposes must
be forwarded for review in advance and approved by LCDB. In accordance with the Records
Information Disposition Schedules (RIDS), a curriculum package no longer in use is maintained
for five years, then destroyed.
b. Curriculum Review. Each curriculum package is reviewed annually; however, earlier
reviews may be conducted as policy changes, legal decisions are rendered, new technology is
implemented, or any other significant event to happen that prompts a review. Job Task Analyses
(JTA) and Revalidations for disciplines are maintained for two years, then destroyed. Program
Coordinators and SMEs should contact either the Chief or the Deputy Chief, LCDB, to discuss
updating, revising, or establishing training for their discipline.
EXECUTIVE DEVELOPMENT
The BOP’s management of executive development training is coordinated through the
Leadership Enhancement and Development (LEAD) Program by LCDB. The Chief, LCDB,
serves as Administrator for the LEAD Program and identifies leadership training programs for
first-line supervisors and above to assist in the development/enhancement of leadership and
management skills.
It is critical that programs are of the highest quality and target skills and competencies necessary
to be successful at the highest levels within the BOP.
At the beginning of the program, all program participants are required to complete a 360-degree-
assessment which measures leadership skills and traits of managers. This assessment is designed
to collect information from supervisors, peers, and subordinates about a manager’s performance.
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The principal strength of a 360-degree-feedback instrument is its use of multiple perspectives.
Program participants are required to send a copy of their individual feedback assessment to the
Chief, LCDB. This documentation will also be reviewed by the AD, HRMD, for assessment and
individual development. No information from this assessment will be utilized for promotion
potential or inclusion in the performance evaluation process.
Annually, the Administrator determines courses to be offered during the next fiscal year based
on discussions with training vendors (OPM, NIC, etc.), a 360-degree assessment, and Executive
Staff input.
Once determined, the Administrator creates a LEAD Program Training Plan (LPTP), to be
approved by the AD, HRMD.
a. Training Opportunity Announcement. A TOA is used to select participants for the LEAD
Program, consistent with merit system principles. Involvement in this program does not
guarantee a future promotion.
A standard-formatted TOA is created by LCDB and sent via e-mail to BOP facilities. It is open
for 15 working days, excluding the date it was posted and holidays.
After the closing date, the file is submitted to the AD, HRMD (unless different instructions are
noted). The Director or AD, HRMD, is the final decision authority. TOA documentation is filed
for five years.
The Chief, LCDB, sends written notification to the selectee and his/her HRO and sends non-selection notifications to all other remaining applicants.
b. Program Evaluations. Participants in Executive Development courses must complete an
evaluation (forwarded to each participant via e-mail). The Administrator reviews course
evaluations and if significant trends are noted (e.g., courses not meeting expectations) identifies
solutions or alternatives and forwards recommendations to the DAD, HRMD for approval.
c. Cancellations. Cancellations for Executive Development courses must be forwarded to
LCDB in a timely manner per instructions in the Training Authorization.
d. Training Authorization/Certification/Documentation. Executive Development training is
keyed by LCDB, unless otherwise noted. An obligating form (i.e., Training Authorization [SF-
182], credit card document, or purchase order) is prepared for external training involving
expenditures. The signature of the Chief, LCDB, is required on all SF-182s and other obligating
documents. A signed copy is then forwarded to the participant and the respective HRO.
P3906.22 4/30/2015 32
e. National Institute of Corrections (NIC). Executive Development courses are available
through NIC. BOP applicants, even if locally funded, must forward the endorsement and
application forms to the Chief, LCDB for approval.
P3906.22 4/30/2015 33
Chapter 6. Staff Training Academy (STA)
INTRODUCTION TO CORRECTIONAL TECHNIQUES PHASE II (ICT Phase II)
Each new permanent or temporary employee with an established permanent appointment
conversion date with the BOP or PHS and former employees who are reinstated with a three-year
(or more) break in BOP service, must successfully complete the three-week ICT Phase II
program.
Training must begin no later than the 120th day after entry into their permanent position. The
120-day requirement may only be extended by waiver; the Warden must forward a request
through the RD to the AD, HRMD, or designee, including an anticipated completion date.
Before attending ICT Phase II, staff must successfully complete ICT Phase I. Regional or
Central Office employees assigned to an institution for more than 120 days must successfully
complete ICT Phase II.
a. Scheduling. Participants are scheduled in order of EOD. Nominations are not required,
except for PHS staff and reinstated staff (separated more than three years). Nominations for PHS
staff are received from the Health Services Division by forwarding a copy of the Personnel Order
form, PHS-7063, to the Registrar’s Office via email. Nominations for reinstated staff are
submitted by the local HRO to the Registrar’s Office via email. Once the participant list is
confirmed, the STA Registrar’s Office forwards an electronic Training Authorization to the
institution HR Offices. TAs are sent by email, automatically through BOP-Learn, six weeks
prior to the class start date to the following individual/department:
■ HRO.
■ Financial Management Department.
■ Participant.
If scheduling difficulties prevent a significant number of staff from beginning ICT Phase II
within the 120-day requirement (insufficient classroom space, high activation rates, canceled
classes, etc.), the STA Director will issue a waiver and send it via email to HRMs.
Once an employee is scheduled via a training authorization, the institution HRM notifies Health
Services of the class start date. The Health Services Administrator (HSA) submits a medical
clearance form by e-mail to the STA Registrar’s Office within 30 days, but no later than two
weeks before the participant starts ICT Phase II. This must be received by the STA Registrar’s
Office before the employee attends training. Failure to submit the medical clearance form may
result in the employee being removed from the scheduled training class.
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b. Cancellations. In case of personal (medical or family emergency) or institution emergency
(disturbance, food strike, lockdown etc.), the HRM submits a waiver to the 120-day requirement.
A training cancellation or postponement must be routed via email in memorandum format
through the CEO to the RD/AD including the staff member’s name, EOD, reason for
cancellation, and projected clearance date.
The RD/AD forwards requests to the AD, HRMD, or designee. Upon approval/disapproval, an
email is sent by the AD, HRMD, or designee to the institution.
When submitting training waivers or cancellation request memorandums for employees who
need to be excused from training for long periods of time (pregnancy, serious health issues,
military duty, etc.), the following additional statement should be included along with any current
required information:
[Individual’s name] is unable to attend [name of training] due to [reason]. His/Her
anticipated return date is xx/xx/xxxx [date anticipated returning to work]; however, it is
estimated he/she will not be able to attend training until xx/xx/xxxx [estimated date of
return to training].
Once the request is approved by the appropriate official, the staff member will not be placed in
any training courses requiring travel prior to the requested date. This reduces the need to submit
additional waivers or cancellation requests on behalf of the staff member.
c. Completion Requirements. Staff must be proficient in the knowledge, skills, and abilities
needed for correctional work. “Proficiency” is defined as the successful completion of ICT
Phase II as a condition of employment for employees covered under 5 U.S.C. § 8331(20).
“Successful completion” is defined as acceptable performance for three components:
■ Firearms. On approved courses of fire, score 70% or higher (21 of 30) with the 9mm pistol,
70% or higher (21 of 30) with the M-4 carbine, and 100% (5 of 5) with the shotgun.
■ Academics. Achieve an overall score of 70% or higher on the written academic tests of job
knowledge.
■ Physical Ability Test (PAT). Complete five events:
Dummy Drag. Drag a 75-1b. dummy three minutes continuously. Benchmark 694 ft.
Ladder Climb. Benchmark 7 seconds.
Obstacle Course. Benchmark 58 seconds.
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Quarter Mile Run and Cuff. Run 1/4 mile and apply handcuffs. Benchmark 2 minutes
and 35 seconds.
Stair Climb. With a 20-lb. weight vested, climb up and down 108 steps. Benchmark 45
seconds.
The PAT mandates a minimum passing score based on a set compensation model. A composite
score is based on the student’s five event scores.
Participants must also demonstrate proficiency in practical skill areas (safe weapon handling,
self-defense, search procedures).
As a result of the Law Enforcement Officers Safety Act (LEOSA), the BOP has carefully
reviewed the role of PHS officers and determined that PHS officers will not complete firearms
training, including the BOP’s Introduction to Correctional Techniques course, Annual Firearms
Training, or any other specialized firearms training course. PHS officers must complete the
Correctional Services cross-development course, or an equivalent course assigned by the STA.
Chaplains will not complete firearms training (and do not participate in annual firearms
qualification at the institution). Physicians, Dentists (non-PHS) and Chaplains will have the
option to complete firearms training; however, once participation is waived, the individual
cannot participate in local annual refresher firearms training. Those who do not participate in
firearms training will be required to complete the Correctional Service cross-development
course, or an equivalent course assigned by the STA. The Cross Development courses must be
completed while at STA. A minimum score of 70% is required to graduate from the Academy.
Except as otherwise provided by law or regulation, or expressly provided herein, a new
employee covered under 5 U.S.C. § 8331(20) who does not complete all three areas
successfully will fail ICT Phase II; his/her conditional employment with the BOP must be
terminated. Employees failing ICT Phase II will not be retained via waiver or hired as a
temporary appointment.
Qualified persons with disabilities are required to complete ICT Phase II successfully as a
condition of employment for a position covered under 5 U.S.C. § 8331(20). A “qualified person
with a disability” is one who can, with or without reasonable accommodation, perform the
essential functions of the position, including successful completion of ICT Phase II.
The HRM screens any employee with a temporary medical condition (injury, illness, pregnancy,
etc.) and requests a waiver until the employee has recovered. The request is routed through the
Warden to the Regional Director to the Assistant Director, HRMD, or designee. A final
determination whether a medical condition is temporary or permanent, and whether a waiver will
P3906.22 4/30/2015 36
be granted, is based on a physician’s assessment. All medical information is considered
confidential under the Privacy Act of 1974.
d. Motivational/Professional Category. The Class Coordinator and instructional team assess
the motivational/professional category throughout the training, using these criteria:
■ Ability to communicate and cooperate effectively.
■ Role-play scenarios.
■ Classroom participation.
■ Conduct.
■ Proper wearing of the uniform.
Evaluations are graded:
■ Satisfactory. The student had no difficulty during the training or resolved difficulties with
no residual reflections on character, conduct, or performance.
■ Unsatisfactory. The student had to be counseled because of negative behavior and
demonstrated no change in behavior, resulting in a negative report. The STA Director (or
designee) has final review. The institution is informed of the student’s problem area(s), and
an unsatisfactory evaluation is noted in the student’s evaluation narrative.
e. Student Failures. STA staff will immediately verbally notify any student who does not pass
any of the three areas after the failing grade is determined. The Director, STA, notifies the
sending Warden and HRM of any students who do not pass. The employee is returned to the
institution for removal. STA will provide the respective HRM with documentation as a basis for
removal. Removal based on failing ICT Phase II results in the prohibition of rehire consideration
for a two-year period.
Students who do not pass firearms may remain at the STA for additional intensive training for up
to five business days (40 hours) after their scheduled completion date. If the student is still
unable to qualify, he/she is returned to the institution for removal.
f. Honor Graduates. To be eligible for Honor Graduate, a student must achieve the following:
■ Academics. Cumulative score of 95% or higher.
■ Firearms. Attain at least 143 of 150 possible points on Transtar II target with 9mm pistol,
28 hits inside the five ring with 30 overall hits on the target with the M-4 Carbine, and 5 hits
on the target with the shotgun. A shooter firing rounds on any shooting point other than that
assigned during a qualification course of fire is not eligible for Honor Graduate. An Honor
Graduate must demonstrate proper loading and unloading using a clearing barrel on the first
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attempt. A student requiring remediation on weapons is ineligible for Honor Graduate or a
Certificate of Exceptional Performance. Students exempted/waived from firearms must
achieve a score of 90% or higher on the cross-development course on their first attempt.
■ Physical Ability Test. Complete all five events as discussed earlier.
■ Prevention, Protection, and Multi Person Control/Self-Defense and Communication
and Compound Exercises. Demonstrate a specific self-defense technique, identified by the
evaluating instructor, after each role-play. The technique must be performed correctly on the
first attempt in 10 of 13 tested moves. Students who attain more than one rating other than
acceptable or highly acceptable are ineligible for Honor Graduate consideration.
■ Motivational/Professional Category. Satisfactory evaluation.
An Honor Graduate must be exemplary in attitude, professionalism, and motivation. An
Unsatisfactory evaluation in motivation/professionalism removes him/her from consideration for
Honor Graduate.
A student may appeal the decision to withhold Honor Graduate status due to an unsatisfactory
evaluation by sending a written appeal to the Deputy Assistant Director (DAD), HRMD, within
30 calendar days after graduation.
Each Honor Graduate receives a framed Certificate of Graduation with Honors and a
Commendation for placement in his/her official personnel file. A Letter of Commendation is
completed for each Honor Student within two working days of graduation and is sent to the
institution CEO.
g. Participant Evaluations. ICT Phase II participants are evaluated on each pass/fail area, as
well as performance in other areas (communication skills, general attitude, areas of difficulty).
A written evaluation is forwarded to the staff member’s Warden and HRM within two weeks of
ICT Phase II completion. The evaluation includes final test scores, general description of the
employee’s performance, and areas that may require further training. Participants are expected
to complete Level I evaluations on the training program on the last class day.
Staff must complete ICT Phase II before attending any other Bureau-funded training.
SPECIALTY TRAINING PROGRAMS
The STA provides and coordinates Specialty Training Programs, including Bus Officers
Training, Firearms Instructor Training, Self-Defense Instructor Training, Marksman-Observer
Training, and others.
P3906.22 4/30/2015 38
a. Nominations. After adhering to the requirements of an institution TOA, the institution HRM
assigns staff specific collateral duty roles in the BOP-Learn system. By assigning these roles,
staff are then nominated for Specialty Training Programs at the STA. Based upon BOP needs,
the STA will schedule nominees accordingly.
b. Scheduling Training Classes. The STA Registrar’s Office schedules classes at the STA. A
list of tentative classes and dates is submitted to the FLETC scheduler for the upcoming fiscal
year.
For classes at other locations, the Program Coordinator arranges the scheduling. Such offsite
training programs are scheduled in a way that maximizes cost effectiveness and training
opportunities. Normally, these training programs are distributed among the regions.
STA staff initiate requests for offsite training to be conducted at institutions. Requests are
forwarded from the STA Director to the Warden via email. Institutions may request a training
program be conducted locally by forwarding an email request from the Warden to the STA
Director. Criteria for hosting a program include appropriate training space/materials, travel and
lodging accessibility, training need, etc.
The Program Coordinator normally distributes the upcoming fiscal year’s tentative schedule for
Specialty Training Programs (at STA and other locations) via email by July 15 to the
Supervisory Firearms Instructor.
c. Scheduling. The STA Registrar’s Office maintains a list of nominations for Specialty
Training Programs, provided by BOP-Learn. Participants are selected based on Entry to Position
(ETP) date, institution need, and cost effectiveness. Priority is first given to all Lead
Recertifications that will expire before the next scheduled training date.
Once the participant list is confirmed and participants are scheduled, a training authorization is
forwarded to institution HRMs via email at least five weeks before training begins.
d. Rescheduling/Cancellation. The CEO may request the training be delayed through
rescheduling or cancellation for the following reasons:
■ Medical emergency.
■ Family emergency.
■ Institution disturbance, when appropriate (e.g., food strike or lockdown).
■ Change in status (e.g., termination, resignation, reassignment).
■ Previously approved annual leave pursuant to article 19 of the Master Agreement.
P3906.22 4/30/2015 39
Requests for any other reason must be approved by the appropriate Regional Director, or
designee.
A memorandum requesting rescheduling must be routed via email from the Warden to the STA
Director.
When submitting training waivers and cancellation request memorandums for employees who
need to be excused from training for long periods of time (pregnancy, serious health issues,
military duty, etc.), the following additional statement should be included along with any current
required information:
[Individual’s name] is unable to attend [name of training] due to [reason]. His/Her
anticipated return date is xx/xx/xxxx [date anticipated returning to work]; however, it is
estimated he/she will not be able to attend training until xx/xx/xxxx [estimated date of
return to training].
Once the request is approved by the appropriate official, the staff member will not be placed in
any training courses prior to the requested date. This reduces the need to submit additional
waivers or cancellation requests on behalf of the staff member.
e. Pass/Fail Policy. Each Specialty Training Program has an established completion guideline.
Most include a pass/fail evaluation, such as obtaining a specific firearms score or demonstrating
a skill. Failure to complete the training satisfactorily may prevent a participant from receiving
certification or continued assignment (e.g., Instructor or Bus Crew member). Failure during a
Specialty Training Program supersedes a passing rating during local training.
MATERIAL REQUESTS
ICT Phase I and II manuals and other materials for training at the institution are available on the
STA Sallyport webpage and HR Corner.
P3906.22 4/30/2015 40
Chapter 7. Management and Specialty Training Center (MSTC)
MISSION, GOALS, ANNUAL REPORT
Every October, the MSTC conducts an annual review of its Mission Statement and formulates
annual goals and objectives. At the same time, an Annual Report of the previous year’s major
activities, progress, and accomplishments is presented to HRMD.
STRATEGIC PLAN
Quarterly updates for BOP Strategic Plan 2.05, Training Delivery, are reported to the Executive
Staff. The updates provide data on continued development of distance learning (i.e., cross-development and conversions of residential learning).
MSTC OPERATIONS
Day-to-day operations of the MSTC are outlined in a separate National Corrections Academy
(NCA) operations manual. The manual is reviewed and updated annually to ensure continued
compliance with any policy revisions/renewals. This document is maintained locally at the
NCA.
MSTC INSTRUCTORS
The MSTC maintains a cadre of qualified, full-time instructors to teach frequently taught
technical and core topics. The MSTC also utilizes subject-matter-experts, education partners,
and adjunct instructors.
MSTC instructors attend a specialized basic instructor skills (or equivalent) course within the
first 4 months of assuming a Training Instructor/Specialist position. Additional training is
recommended every 2 years.
MSTC provides training taught by instructors who possess the knowledge, skills, and abilities
required by their disciplines and are effective in delivering classroom-based training. To ensure
all MSTC instructors meet this standard, a training specialist observes and documents
instructional skills the first time an instructor presents.
The training specialist documents the instructor’s status on the closeout worksheet and ensures
the information is communicated to the instructor and his/her supervisor and that any
recommendation is recorded.
P3906.22 4/30/2015 41
MSTC MASTER TRAINING SCHEDULE (ANNUAL TRAINING PLAN)
MSTC publishes a fiscal year National Annual Training Plan (schedule) for Mandatory courses.
In March, notices are sent to all divisions requesting their mandatory course requirements for the
next fiscal year. In consultation with divisional SME’s, the MSTC Training Program Manager
and Budget Execution Branch forecast upcoming mandatory training requirements against
budget priorities and constraints.
In June, the MSTC compiles the course list, then the final schedule is distributed to the field by
August. The schedule includes:
■ Course Title.
■ Beginning/Ending Dates.
■ Course Code.
■ Responsible Staff.
■ Training Specialist (MSTC staff contact).
■ Program Coordinator.
The Master Training Schedule is reviewed and published quarterly. Additions or deletions are
posted to MSTC’s Sallyport webpage.
Along with the March notices to all divisions, the MSTC sends forecast forms that are used to
determine space and resource requirements, funding, etc., for training conducted or managed at
the NCA. Each Assistant Director shall receive a separate forecast form for each course
scheduled during the current fiscal year. A blank forecast form is also provided to add any new
training required for the upcoming fiscal year. As a minimum, a forecast form should list the
course code, current number of staff on a wait list as of March 31; and the number of classes
remaining during the current fiscal year as of April 1.
Note. Waiting lists do not exist for all BOP-Learn courses.
TRAINING MANAGEMENT
MSTC uses a 10-week planning cycle consisting of:
■ Ten (10) weeks prior to the first day of training, the MSTC sends the work guide to the Class
Coordinator.
■ Eight (8) weeks prior to the first day of training, the Class Coordinator returns the completed
work guide to MSTC.
■ Six (6) weeks prior to the first day of training, the MSTC transmits the training authorization
P3906.22 4/30/2015 42
(TA) via BOP-Learn to the groupwise mailboxes of the below:
Participant.
The HRO.
The Financial Management Department.
■ 4 weeks prior to the first day of training, all color photocopy/reproduction materials are due
to MSTC. Materials are normally submitted to the training technician by the assigned
curriculum development specialist.
PARTICIPANT SELECTION
The MSTC has three methods of selecting students for training. The method utilized will vary
depending on the course.
■ BOP-Learn Wait Lists (the most common method). Staff appear on the BOP-Learn wait
list based on an effective date (ED) entered. Staff will automatically appear on a wait list
within 2 pay periods after assuming a new position with a BOP-Learn Certification.
■ Training Opportunity Announcements (TOA). Training Opportunity Announcements for
MSTC training are generally used for new training that does not have a wait list but requires
a specific target audience.
■ Needs of the agency. “Needs of the agency” selections are mandated by directive, court
order, etc. Staff can also be assigned when a vacancy exists within an institution that may
affect its critical operations or security.
NOMINATION/CANCELLATION PROCEDURES FOR MSTC COURSES
The MSTC is required to submit training data and statistics for various external and internal
audits. This documentation is also available for any external or internal audit seeking to verify
whether a staff member(s) attended mandatory or directed training within established time
frames. Mandatory training benefits the staff member as well as the agency. Every effort should
be made to send staff to mandatory or directed training when scheduled. Cancellations and
waivers are documented within BOP-Learn.
a. Cancellations. HRMs maintain copies of cancellation requests. Requests may be made by
the HRM due to an employee’s resignation, termination, reassignment, promotion, military
activation, or death of a family member.
P3906.22 4/30/2015 43
The CEO approves requests for cancellation in case of incapacitation (hospitalization, late term
of pregnancy, extended illness, auto accident, or family emergency) or institution emergency
(lockdown, food strike, disturbance, or work stoppage). Requests for cancellation for any other
reason are approved by the RD, AD, or designee.
Cancellation memorandums must be submitted to the MSTC Director via email or memorandum
at least 15 working days before the class or as soon as the need for cancellation arises, whichever
provides the most advance notification.
If an employee is no longer mandated to attend training, the HRM must submit a Grandfather
Request to BOP-HRM/LCDB~@bop.gov to have the employee removed from the waiting list
and cancelled from any pending training. Removal is contingent upon the approval of the AD,
HRMD, or designee.
If the request for cancellation is for an individual who has already been identified on a TA, an
amended TA is sent to the institution Financial Management Department, HRO, Regional HRA,
and individual. MSTC will not notify the institution if the cancellation request is for individuals
on a waiting list. Human Resource Managers/Specialists are responsible for delivering copies of
TAs to participants and ensure instructions have been discussed with them per the guidelines.
b. Training Waivers. When submitting training waivers or cancellation request memorandums
for employees who need to be excused from training for long periods of time (pregnancy, serious
health issues, military duty, etc.), the following additional statement should be included along
with any current required information:
[Individual’s name] is unable to attend [name of training] due to [reason]. His/Her
anticipated return date is xx/xx/xxxx [date anticipated returning to work]; however, it is
estimated he/she will not be able to attend training until xx/xx/xxxx [estimated date of
return to training].
Once the request is approved by the appropriate official, the staff member will not be placed in
any training courses prior to the requested date. This reduces the need to submit additional
waivers or cancellation requests on behalf of the staff member.
CORRESPONDENCE COURSES (HUMAN RESOURCES)
The MSTC will order the below-listed Graduate School courses at no cost to the institution.
HRM’s submit requests via GroupWise to the DET/Training~ mailbox. Please limit requests to
the courses staff require and can complete within the Graduate School time-frames. Multiple
nominees can be submitted in one email. The email should include:
P3906.22 4/30/2015 44
■ Name and title of the participant.
■ BOP email address of the participant.
■ Name of the HRM.
■ Address to mail course materials (no P.O. boxes).
■ Course Title.
Course requests to MSTC are processed as received and as funding permits. The Graduate
School advises the MSTC on students with open or incomplete courses prior to placing new
orders. Currently, the MSTC funds the following Graduate School courses:
■ Advanced Processing Personnel Actions.
■ Basic Processing Personnel Actions.
■ Calculating Service Computation Dates.
■ Pay Setting for FWS Positions.
■ Pay Setting for GS Positions.
■ Personnel Procedures for Clerks and Assistants.
ASSESSMENTS
Class folders are prepared for all classes conducted at or managed by the MSTC. The class
folder contains the Master File Checklist, the original TA and amendments, class rosters, pre-and post-test scores and analysis (if applicable), student feedback, CEO letters (if applicable), the
Closeout Worksheet, and other correspondence. These files are maintained for 5 years by course
code and year.
MSTC staff conduct Level I and Level II evaluations for each participant. Level I evaluations
measure customer satisfaction with the training. Participants may also complete Level II
evaluations through pre- and post-tests for various residential courses. MSTC staff compares
pre- and post-test scores to measure knowledge gained by participants (using testing/analysis
software). When negative trends are noted through evaluations, MSTC staff implement course
adjustments in coordination with subject matter experts.
To successfully pass a course at MSTC, a participant must score 70% or higher on the post-test.
Participants are given one opportunity to take the pre- and post-tests. For those with a score
above 95%, the MSTC sends a letter to the CEO acknowledging their performance. For scores
lower than 70%, the MSTC issues a letter to the CEO identifying areas requiring remediation.
Participants will not return to MSTC for remedial training. It is the responsibility of the local
discipline to ensure this training (remediation) is completed locally.
P3906.22 4/30/2015 45
History
PS 3906.22 dated 2015-04-30
Provenance
- Source
- bop.gov
- Retrieved
- 2026-09-20
- Edition
- bop-ps-2026-09-20
- Content hash
bcb4d76bf72b8d2053d7ff16f847993df3f825c18818dbd3316663b0e544d5a3
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