Bureau of Prisons (BOP) Director William K. Marshall had only been the job a few weeks when he addressed a number of challenges at the troubled agency, including misconduct among its ranks. He stated in a previous article here on Forbes,
“Let me be clear: those who wear the Bureau of Prisons uniform are held to the highest standards. The men and women who show up every day, break their backs, and do the hard, honest work of corrections—they have my respect and are the backbone of the Bureau. The 99% of staff who are doing the right thing every single day deserve a Bureau that reflects their integrity, not one overshadowed by the misconduct of a few.”
Just last week, a former BOP Correctional Officer at FCI Yazoo City was sentenced to 15 months in prison for having sex with an inmate. In May 2025, a former BOP employee was sentenced to more than 11 years in federal prison for bribery, money laundering, distribution of methamphetamine and suboxone, and filing false tax returns. That these stories are still common is problematic for the BOP who paid $116 million to female inmates who were sexually abused at FCI Dublin in California. There are huge consequences for the BOP when corrupt staff are within the ranks.
A recent Government Accountability Office (GAO) report highlights troubling allegations that employee misconduct in federal prisons are increasing, while the processes for investigating and addressing these claims are struggling to keep pace. Understanding the scope of these allegations, the challenges in resolving them, and the potential reforms recommended by oversight agencies sheds light on a critical problem facing the federal prison system.
Each year, the BOP receives thousands of allegations of misconduct. In the most recent fiscal year, nearly 15,000 allegations were filed, reflecting a wide range of behaviors. Many involved complaints about professionalism, including inappropriate language, harassment, refusal to follow orders, or disregard for established policies. While these infractions might appear minor compared to criminal behavior, they undermine trust, damage morale, and contribute to an environment where misconduct is tolerated.
More serious allegations also continue to emerge. Over the past decade, about 14 percent of reported incidents involved potential criminal conduct, including physical and sexual abuse. One of the starkest examples came in 2024, when a federal women’s prison in California was closed after staff, including a warden and a chaplain, were accused of sexually abusing incarcerated women. Such cases underscore the devastating consequences of misconduct and the importance of addressing even the appearance of wrongdoing swiftly and effectively.
The BOP has systems in place for reporting misconduct. Employees receive training on the standards of behavior expected of them, as well as on policies for interacting with inmates and colleagues. In many cases, allegations are handled internally, while more severe incidents may involve external investigators. Still, even with these mechanisms, the system remains strained by the sheer volume and complexity of cases.
The most pressing challenge for the BOP is the backlog of unresolved cases. According to the GAO report, as of February 2025, more than 12,000 misconduct cases were pending either investigation or disciplinary action. More surprising, nearly 40 percent of those had been open for three years or more. The consequences of these delays are significant. Evidence can fade over time, as witness memories diminish and records become harder to locate. Staff accused of misconduct may transfer, retire, or resign before accountability measures are completed, leaving questions unresolved.
The impact of this backlog extends beyond logistical concerns. Delayed investigations and disciplinary actions can erode faith in the system. When misconduct allegations linger without resolution, employees may conclude that such behavior is tolerated or overlooked. Morale suffers, and the deterrent effect of discipline is weakened. For a prison system already struggling with safety concerns and staffing shortages, this compounds existing problems.
Aaron McGlothin is the president of AFGE, Local 1237 and he told me that the backlog has been a problem for many years but not everyone accused of misconduct is guilty of the accusations. “This has been a problem since the first day I joined the BOP,” McGlothin told me, “these untimely discipline cases cost taxpayers tens of millions when unions litigate them due to violations of due process.” McGlothin said that many of these cases should be handled soone and a timely disciplinary measure issued or have the case dismissed if its 2 years or older. “Employees have rights and I feel if the allegations are severe then they should be handled sooner rather than years later McGlothin said, “but there has to be better timing on the resolution to be fair to those accused and those harmed.”
The BOP has acknowledged the backlog and taken steps to hire additional investigators in an effort to reduce caseloads. However, the GAO noted that those additional hired positions have not been sufficient to meet internal goals, and the BOP still lacks a comprehensive plan to systematically address the backlog.
The GAO report identified several opportunities to strengthen oversight and accountability within the BOP. One critical gap lies in the agency’s use of data. While annual statistics on misconduct are collected, they are not consistently analyzed across longer periods to identify patterns or recurring issues. Greater use of trend analysis could allow the BOP to identify problem areas or specific facilities where misconduct is concentrated, giving leadership a chance to intervene proactively.
Another area of concern is the absence of a structured strategy for eliminating the backlog of cases. Hiring more investigators can provide temporary relief, but without defined goals, performance measures, and timelines, the backlog will remain a persistent challenge. A targeted plan is essential to ensure accountability is timely and meaningful.
Training is another key issue. The BOP offers training designed to prevent misconduct and reinforce professional behavior, but the effectiveness of this training is rarely evaluated. Without gathering feedback from participants or monitoring outcomes, it is difficult to know whether the training is changing behavior or addressing the root causes of misconduct. By refining training through continuous evaluation, the agency could make it more impactful.
The GAO also highlights the broader context in which misconduct occurs. Staffing shortages and safety pressures have been long-standing concerns within the federal prison system, and these issues are linked to higher risks of misconduct. Overworked or poorly supported staff may be more likely to violate rules or cut corners, while limited oversight exacerbates the problem. Addressing misconduct requires not only accountability measures but also broader improvements in staffing and workplace conditions.
Employee misconduct in federal prisons has consequences that ripple far beyond the individuals directly involved. For incarcerated people, misconduct can lead to harm, abuse, and violations of their basic rights. For staff, it can create a work environment where trust erodes and morale declines. The BOP has consistently ranked last in employee satisfaction and the recent demise of their union has, for the moment, been troubling for many front line staff. For the institution as a whole, unresolved allegations undermine legitimacy and weaken public confidence in the system. Legal and financial risks also rise, as cases of abuse or negligence can result in costly lawsuits and federal scrutiny.
Ultimately, the credibility of the BOP depends on its ability to enforce standards consistently and fairly. Without timely, transparent accountability, the system falters, and the promise of justice is compromised.
The GAO’s recommendations point toward reforms that could make the BOP more accountable and effective. Expanding the use of data analytics to identify misconduct trends, creating a structured plan with measurable goals to reduce the backlog of cases, and improving training by systematically gathering and applying feedback are key steps. Just as importantly, these reforms should be linked to broader initiatives to improve staffing levels and overall safety within federal prisons.
Implementing such changes will not be simple, and progress will require strong leadership, sufficient resources, and continued oversight from Congress and independent agencies. Yet without these reforms, the risks of misconduct, abuse, and systemic dysfunction will remain.
BOP’s Deputy Director Josh Smith recently released a BOP internal video stating that executive management is going to weed out bad leadership within the BOP and called for a survey to identify those who create an environment of intimidation. Smith stated, “Those of you [in the BOP] who show integrity, who lead with integrity, you will be recognized and elevated inside of this agency like never before. Those of you who don’t, who prove that they’re not a leader, it's simple, we're just going to remove you from those positions. No exceptions.”
Follow me on LinkedIn or Twitter or Forbes. Check out my website or some of my other work here.
.jpg)
