Bill Overview
Title: Federal Prisons Accountability Act of 2022
Description: This bill modifies the appointment procedures and term of service for the Director of the Bureau of Prisons. Currently, the director is appointed by the Attorney General. This bill requires the director to be appointed by the President and confirmed by the Senate. The bill also limits the director to a single term of 10 years.
Sponsors: Rep. Keller, Fred [R-PA-12]
Target Audience
Population: Individuals associated with U.S. federal prisons
Estimated Size: 200000
- The Federal Prisons Accountability Act of 2022 modifies how the Director of the Bureau of Prisons is appointed and the term length.
- The Bureau of Prisons manages all federal prisons, affecting prisoners, staff, and associated personnel.
- There are approximately 1.9 million people incarcerated in the US overall, with over 150,000 in federal prisons alone, although not all may feel a daily impact by changes to leadership structure.
- The total target population must include not only the inmates but also prison staff and possibly their families, as well as organizations that advocate for prison reform as they track the impact of leadership on prison functioning.
- Globally, an estimated number of prisoners is over 10 million, but very few will be directly impacted by changes in US policy, except for international prisoners held in the US.
- Changes to the leadership appointment process may influence prison policies, affecting inmates' daily lives and prison operations.
Reasoning
- The Federal Prisons Accountability Act of 2022 mainly impacts federal prison systems, where policy changes may indirectly affect the broader prison operation through leadership shifts.
- The population directly or indirectly influenced by this policy includes around 150,000 federal inmates, 36,000 Federal Bureau of Prisons staff, their families, and prison reform advocates.
- Under the policy, leadership changes may slightly improve prison operations or policies over time, translating to potential shifts in wellbeing scores.
- Cost and budget constraints limit direct interventions or programs, focusing instead on administrative changes in leadership appointments, which indirectly affect the target populations through new policies or strategies adopted by new leaders.
Simulated Interviews
Federal Prison Guard (Virginia)
Age: 50 | Gender: male
Wellbeing Before Policy: 6
Duration of Impact: 10.0 years
Commonness: 5/20
Statement of Opinion:
- The leadership hasn't changed much in the past decade.
- A new appointment process might bring in someone who can make effective changes.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 6 |
| Year 2 | 6 | 6 |
| Year 3 | 7 | 6 |
| Year 5 | 7 | 6 |
| Year 10 | 8 | 6 |
| Year 20 | 7 | 5 |
Federal Prison Administrator (California)
Age: 42 | Gender: female
Wellbeing Before Policy: 7
Duration of Impact: 10.0 years
Commonness: 3/20
Statement of Opinion:
- This policy can more clearly align prison leadership with public accountability.
- Longer terms mean more stability in leadership.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 7 |
| Year 2 | 8 | 7 |
| Year 3 | 8 | 7 |
| Year 5 | 8 | 7 |
| Year 10 | 9 | 7 |
| Year 20 | 8 | 6 |
Federal Prison Inmate (Texas)
Age: 28 | Gender: male
Wellbeing Before Policy: 4
Duration of Impact: 5.0 years
Commonness: 2/20
Statement of Opinion:
- Any change in leadership might change parole processes.
- It's hard to say if this impacts daily life directly.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 4 | 4 |
| Year 2 | 5 | 4 |
| Year 3 | 5 | 4 |
| Year 5 | 6 | 4 |
| Year 10 | 5 | 4 |
| Year 20 | 4 | 3 |
Prison Reform Advocate (New York)
Age: 35 | Gender: female
Wellbeing Before Policy: 5
Duration of Impact: 5.0 years
Commonness: 2/20
Statement of Opinion:
- A president-appointed director could advocate more progressive reforms.
- Persistent issues could continue without clear, long-term visionary leadership.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 5 |
| Year 2 | 6 | 5 |
| Year 3 | 7 | 5 |
| Year 5 | 8 | 5 |
| Year 10 | 7 | 5 |
| Year 20 | 6 | 5 |
Federal Prison Warden (Illinois)
Age: 45 | Gender: male
Wellbeing Before Policy: 6
Duration of Impact: 10.0 years
Commonness: 3/20
Statement of Opinion:
- The new process could bring fresh ideas to improve facility management.
- Leadership changes often delay any ongoing changes we try to implement.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 6 |
| Year 2 | 6 | 6 |
| Year 3 | 7 | 6 |
| Year 5 | 7 | 6 |
| Year 10 | 8 | 6 |
| Year 20 | 7 | 5 |
Retired Federal Prison Employee (Florida)
Age: 60 | Gender: female
Wellbeing Before Policy: 7
Duration of Impact: 10.0 years
Commonness: 4/20
Statement of Opinion:
- The changes in the appointment will matter in the long-term more than the short-term.
- The Bureau needs a leader willing to address long-standing challenges.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 7 |
| Year 2 | 7 | 7 |
| Year 3 | 7 | 7 |
| Year 5 | 8 | 7 |
| Year 10 | 8 | 7 |
| Year 20 | 7 | 6 |
Family Member of Inmate (Pennsylvania)
Age: 33 | Gender: female
Wellbeing Before Policy: 5
Duration of Impact: 5.0 years
Commonness: 3/20
Statement of Opinion:
- Leadership changes might impact parole or rehabilitation program availability.
- Any improvement in the system could see benefits not just to inmates but families too.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 5 | 5 |
| Year 2 | 6 | 5 |
| Year 3 | 6 | 5 |
| Year 5 | 7 | 5 |
| Year 10 | 6 | 5 |
| Year 20 | 5 | 4 |
Civil Rights Lawyer (Georgia)
Age: 29 | Gender: male
Wellbeing Before Policy: 6
Duration of Impact: 10.0 years
Commonness: 4/20
Statement of Opinion:
- The shift to Senate confirmation could lead to more qualified directors.
- Leadership changes could affect case backlogs and reform efforts.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 6 |
| Year 2 | 7 | 6 |
| Year 3 | 8 | 6 |
| Year 5 | 9 | 6 |
| Year 10 | 8 | 6 |
| Year 20 | 7 | 6 |
Prison Health Staff (Ohio)
Age: 39 | Gender: male
Wellbeing Before Policy: 5
Duration of Impact: 10.0 years
Commonness: 3/20
Statement of Opinion:
- A new director might prioritize healthcare resources better.
- Leadership changes could mean reassessments of healthcare policies.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 5 | 5 |
| Year 2 | 6 | 5 |
| Year 3 | 6 | 5 |
| Year 5 | 7 | 5 |
| Year 10 | 7 | 5 |
| Year 20 | 6 | 5 |
Federal Prison Volunteer (Arkansas)
Age: 55 | Gender: female
Wellbeing Before Policy: 7
Duration of Impact: 10.0 years
Commonness: 2/20
Statement of Opinion:
- Shifts in leadership could affect educational funding and support.
- Long-term commitment can improve resources for volunteer programs.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 7 |
| Year 2 | 8 | 7 |
| Year 3 | 8 | 7 |
| Year 5 | 9 | 7 |
| Year 10 | 8 | 7 |
| Year 20 | 7 | 6 |
Cost Estimates
Year 1: $5000000 (Low: $3000000, High: $8000000)
Year 2: $2000000 (Low: $1000000, High: $4000000)
Year 3: $2000000 (Low: $1000000, High: $4000000)
Year 5: $2000000 (Low: $1000000, High: $4000000)
Year 10: $2000000 (Low: $1000000, High: $4000000)
Year 100: $2000000 (Low: $1000000, High: $4000000)
Key Considerations
- The policy seeks to alter how leadership is appointed and could impact internal efficiencies within the Bureau of Prisons.
- The direct economic implications are minor, though indirect benefits could arise from better management and long-term strategic planning.