1
2
LEGAL BASIS and MANDATE
The Bureau of Prisons was established on November 1, 1905 under
the Department of Public Instruction through Reorganization Act 1407 of
the Philippine Commission.
The Bureau was renamed from Prisons to
CORRECTIONS on November 23, 1989 under Section 26 of the
Administrative Code of 1987, to emphasize rehabilitation as the primary
goal of the Bureau.
The Bureau of Corrections is mandated by law to accomplish its twin
objectives- the effective safekeeping and rehabilitation of national prisoners.
Its Mission is to protect the public and prevent crimes in partnership with
stakeholders by providing persons under custody: opportunities for
reformation, decent environment, and secure settings.
Its Vision is a Corrections system that promotes a safer community, adheres
to international standards, and represents exemplary public service.
The BuCor Major Final Output :
“Custodial and Rehabilitation Services”
3
a. Accomplishments/Progress Report
Operations
Custody and Maintenance of National Prisoners
As of December 31, 2013, the Bureau had in its custody 38,575 prisoners,
distributed in its seven (7) prisons and penal farms throughout the country.
Inmate
Population
22,403
Inmate
Population
2,193
Inmate
Population
2,123
Inmate
Population
1,561
Inmate
Population
2,444
Inmate
Population
Inmate
Population
6,001
1,547
The Seven (7) BuCor Operating Prisons and Penal Farms (OPPFs)
4
Congestion.
For the year 2013, the overall congestion rate in BuCor
prisons facilities is at 139%. A total of Four Hundred Three (403) qualified
inmates were transferred to different Operating Prisons and Penal Farms
(OPPFs) as part of
the administration efforts to decongest the premiere
facility.
PRISON
POPULATION
%
SHARE
58%
164%
1,525
1,265
1,719
372
802
1,391
584
22,362
41
2,193
2,444
6,001
303
1,547
2,123
1,561
6%
6%
16%
-4%
6%
4%
44%
93%
249%
16,118
38,575
100%
139%
CAPACITY
PRISON FACILITIES
NBP
8,460
PMA
CIW - Mandaluyong
IPPF
DPPF
CIW - Mindanao
SRPPF
SPPF
LRP
TOTAL
CONGESTION
RATE
93%
53%
167%
Table 1 - Prison Population and Congestion Rate
Average population growth is 2.18% or 805 inmates per year. Shown below
is the BuCor 5-Year Population Growth Chart from 2009-2013:
Figure 1 – 5-Year Population Growth
Population
39,000
38,000
37,000
36,000
35,000
34,000
33,000
3.55%
2.63%
0.99%
0.01%
4%
2009
2010
Population
2011
2012
2013
5
Inmate Admissions. During the period, 5,871 inmates were received at the
Reception and Diagnostic Center (RDC), of this number, 286 (5%) were reoffenders. Almost all were classified accordingly.
Figure 2 - Admissions
1st Offenders
Re-offenders
1st Offenders
Re-offenders
Total Admissions
Admissions
5,585
95%
286
5%
5,871
100%
Inmate Profile. Inmates from NCR comprises the 25% of the inmate
populace followed by those originating from the Region IV (CALABARZON and
MIMAROPA) which is 8%. Inmates whose ages range from 22-39 years
comprises the 49% of the inmates in custody. The leading cause of
incarceration is Crimes Against Person numbering to 15,688 convicted
prisoners or 41% of the population. Drug cases reached 19% of the total
inmate population. For inmates’ educational profile, majority of the inmates’
are in elementary level (36%), while 15% finished high school and only 3%
are college graduates prior to conviction. A total of 226 foreign nationals are
confined at BuCor, 127 (56%) of which are Chinese nationals.
6
Carpetas Forwarded to BPP. A total of 4,073 inmates’ Carpetas were
processed by BuCor’s Documents Division and forwarded to BPP for
evaluation. However, with the signing into law of RA 10592 which provides
for additional credits for good conduct, some 6,000 inmate records were
returned by the Board of Pardon and Parole (BPP) to BuCor for re-computation
of the Good Conduct Time Allowance (GCTA).
Releases. 4,147 Inmates Released in 2013; Inmate Release Board
activated.
Created and
activated on April 10, 2013,
the Inmate Release Board
serves to assist the Director
in policy formulation and
procedure review related to
the release of inmates. The
said board also strictly
scrutinizes
all
release
Qualified inmates are waiting for their call for interview
documents and acts as an
in relation to their release.
advisory body for the
Director. Board Resolutions recommending the releases of qualified inmates
serve as legal bases for the said process. With the completion of vital IT
projects, all inmates shall be released on time.
For the year 2013, a total of 2,158 inmates were released through the grant
of parole while 1,748 were released through expiration of sentence.
38,021 inmate records audited/checked under Oplan Carpeta Project.
The
Oplan
Carpeta
Project
aims
inmate
records
secure
enable
to
enter
into
database
the
efficiently
Bureau
and
a
to
to
properly
process all carpetas.
Several Prison Guard Trainees are utilized to assist in
sorting inmates’ carpetas under direct supervision by the
Head, Inmate Document Processing Division (IDPD).
7
One of the main goals of the project is to ensure that all inmates who have
completed their sentences are easily identified and prioritized for pre-release
processing. More than 100 prison guard recruits under the supervision of the
Documents Division are carefully sorting the inmate records and assisting
regular BuCor encoders in the initial stages of the records computerization
project.
Escapes lowest in twenty-five years. Despite given drawbacks, there was a
40% decrease in escapes compared to 2012.
Various improvements in the
overall prison security policies, systems, and procedures resulted in marked
reduction of escapees in 2013 as compared to the previous year. The level of
escape in 2013 is a record low since 1989. The graphical representation
below shows a remarkable decline in escapes despite the increasing trend of
inmate population.
Figure 3 - Escapes
8
Installation of Additional Perimeter Fences, Stop Bars, Barbed Wires,
and Security Lighting. To further strengthen perimeter security and tighten
access controls, the Bureau and its prisons installed additional perimeter
fences, stop bars, barbed wires, and security lighting in order to more
effectively prevent escapes and intrusions into prison facilities. Post Towers
were built at the Minimum Security Camp to prevent escapes.
Alert Teams Activated.
In order to ensure the
readiness of the institution
in times of any prison
disturbances or floods,
typhoons,
earthquakes,
fire, power outage and the
like, Alert Teams were
activated
during
the
second quarter of the year
in all of the operating
prison and penal farms.
In any eventuality, specific
personnel are available to
respond 24/7.
Recovery Rate
RETRIEVALS
CY
PY
Total
Retrievals
New Bilibid Prison (NBP)
2
15
17
Correctional Institution for Women (CIW)
1
0
1
Iwahig Prison & Penal Farm (IPPF)
3
4
7
Davao Prison & Penal Farm (DPPF)
7
6
13
CIW – Mindanao
0
0
0
San Ramon Prison & Penal Farm (SRPPF)
0
0
0
Sablayan Prison & Penal Farm (SPPF)
5
0
5
INSTITUTIONS
Leyte Regional Prison (LRP)
TOTAL
4
0
4
22
25
47
45% success rate
Table 2- Recovery Rate
Alert Teams were found to be effective as exemplified in Leyte Regional Prison
when it was struck, together with several provinces in the south, by super
typhoon Yolanda on 08 November 2013. The Leyte Regional Prison was
severely affected: several facilities in the Maximum, Medium and Minimum
Security Camps, perimeter fences, kitchen, gates etc. were destroyed. Crops
were heavily damaged. Total damages reached P2.6M.
Immediately, an augmentation and humanitarian mission, dubbed “Oplan
Leyte” was created to provide assistance to LRP and purposely to deliver 500
sacks of rice, 15 drums of crude oil, several boxes of canned goods worth P1M,
40 rolls of barbed wire, medicines and others. Inter-agency coordination was
conducted to a convoy of seven (7) trucks to ferry the relief items. Twentythree (23) Prison Guards from the Central Office were temporarily assigned @
LRP to augment their security force. The Operations Center played a vital role
as far as communications is concerned.
With the LRP leadership’s own initiatives and Alert Teams, one thousand five
hundred eighty-eight (1,588) inmates in the LRP are all accounted for and no
casualty has been reported. Recovering from the devastation was made
possible thru efforts of concerned personnel and officers and thru Alert Teams.
Towards year-end, the procurement of a generator is being initiated for the
use of LRP.
9
Recovery of Escapees.
Twenty two (22) out of 49 Escapees Safely Recovered/Surrendered
and Returned to Prison. Based on consolidated reports from the BuCor
Operations Center (OPCEN), from January to December, twenty two (22) out
of the total of forty nine (49) escapees have been safely recovered and
returned to prisons
RECOVERIES
INSTITUTIONS
including
those
2009 2010 2011 2012 2013
who
peacefully New Bilibid Prison (NBP)
6
12
8
7
17
surrendered
to Correctional Institution for Women (CIW)
2
1
1
BuCor authorities. Iwahig Prison & Penal Farm (IPPF)
7
9
6
13
7
The 45% success Davao Prison & Penal Farm
6
6
10
17
13
rate in the CY CIW - Mindanao
0
0
escapee recovery San Ramon Prison & Penal Farm (SRPPF)
1
2
3
3
0
is expected to rise Sablayan Prison & Penal Farm (SPPF)
8
1
13
7
5
once
additional Leyte Regional Prison (LRP)
4
3
6
4
personnel, training,
34
30
43
54
47
and
intelligence Table 2.a - Recoveries (2009-2013)
fund is allotted to
There were 208 escapees recovered from 2009 to 2013.
support
BuCor’s
Fugitive Recovery Teams (FRTs).
Promotion of Peace and Order inside Prisons
Peace Dialogues with Council of Inmate Elders & Voluntary
Surrender of Weapons.
As a result of a series of dialogues between NBP officials and various leaders of
Inmate Groups/Associations (pangkat), the Inmate Elders have jointly
expressed their commitment to cooperate with BuCor officials and help
promote peace and order inside prison.
NBP officials
conduct an open
dialogued with
various
leaders of inmate
groups or
“pangkat” inside
Maximum Security
Camp.
Only last August 31, 2013, in an effort to demonstrate their support for the
aims of the said dialogue, two (2) inmate leaders voluntarily surrendered two
(2) pistols and nine (9) rounds of assorted ammunition.
10
6,296 Assorted Illegal Contraband incl. Improvised Weapons and
Illegal Drugs Seized. From January to December 2013, a total of 1,251
search and seizure operations were conducted resulting in the confiscation of
at least 6,296 pieces assorted contrabands including improvised weapons,
illegal drugs, liquor, gambling paraphernalia, and cellular phones.
Assorted contrabands including improvised weapons, illegal drugs, gambling paraphernalia and cellular
phones were apprehended and confiscated by the custodial personnel inside prison compound.
Inmate discipline, the Board of Discipline (BOD) acts on the cases of
inmates who violated prison rules and regulations. Every breach of discipline is
reported to the proper authorities. During the year, seven hundred forty three
(743) inmates (2% of the population) were involved in administrative cases,
lower by 14% than PY, while sixty one (61) various criminal cases filed in
courts (130 inmates involved or 0.33% of the population). There were 20
prison violence incidence recorded for 2013 involving fifty seven (57) inmates,
or 0.15% prison violence rate. Table on Inmate Discipline shown below:
PRISON
FACILITIES
NBP
CIW
IPPF
DPPF
SRPPF
SPPF
LRP
Total -2013
Administrative No of Inmates
Cases Filed
Involved
42
5
0
294
104
21
32
498
Table 3 - Inmate Discipline
209
14
0
294
136
43
47
743
1.9%
Criminal
Cases
Filed
45
0
0
16
0
0
0
61
No of
Inmates
Involved
114
0
0
16
0
0
0
130
11
Counter-Smuggling and Strict Screening of Visitors. Under the current
administration, there is strict
implementation of policies and
procedures in the screening of
visitors
entering
the
prison
facilities.
Thorough
body
inspections and searching of
personal effects is now done
regularly
by
gate
security
personnel,
which
are
also
monitored via CCTV cameras. The
deployment of K-9 units and
counter-smuggling operations were
done
to
curb
contraband
smuggling. In 2013, one thousand
two hundred fifty one (1,251)
search operations were conducted.
Apprehension of illegal drugs and paraphernalia, liquor
and cellular phones inside prison compounds
These operations led to the arrest and filing of criminal charges against
suspected contraband smugglers including erring personnel involved in the
attempted smuggling of seventy (70) fan knives (balisong), methamphetamine
hydrochloride (shabu), and other illegal items. Towards yearend, efforts to
procure new canines were already initiated.
Security Operations.
Security operations were conducted to detect,
monitor, and neutralize threat groups involved in kidnapping, robbery,
“hulidap”, and other criminal activities inside the NBP Reservation. Continuous
surveillance and security patrols are being conducted within the NBP
Reservation. Close coordination with law enforcement and intelligence agencies
is also being done to deter other possible threats to prison security and public
safety.
12
Reformation
1. Education and Training Programs for Inmates
For 2013, officers and personnel of Bucor’s Reformation Group spearheaded
various projects to enhance the education and training programs for inmates.
At least 9,381 inmates or 24% of the total inmate population participated in
various education and training programs.
Some of the major accomplishments made include the following:

Inauguration of new Computer Laboratory established in partnership
with Junior Chamber International (JCI)

Introduction of the 3-Year Certificate Program in Psychology in
partnership with Rizal Technological University

Vocational-Technological Courses incl. Food & Beverage Services,
Massage Therapy, Wire-Wrap Jewelry Production, and Solar Panel
Assembly
13
Education Program/Activities
ELEMENTARY
HIGH
SCHOOL
COLLEGE
VOCATIONAL
61
229
179
41
168
33
469
268
62
NBP
CIW
IPPF
DPPF
SRPPF
SPPF
LRP
TOTAL
1022
111
175
1,598
Special
Classes
for Youth
Offenders
(SCYO)
ADULT
LITERACY
&
APPLIED
TRAINING
23
School
of Fine
Arts
(SOFA)
Alternative
Learning
System
35
428
113
201
912
PERSONALITY
DEVELOPMENT
SEMINAR
GRADUATES
2, 222
90
85
2, 373
142
51
2,937
192
2, 222
90
176
23
385
35
Table 4 - Education and Training Programs
2. Sports, Recreation and Wellness Programs
At least 22,439 inmates or 58% of total inmate population actively
participated in sports, recreation and wellness programs that included jogging,
chess, ballroom dancing, badminton, boxing, calisthenics, table tennis, weight
lifting, lawn tennis, musical band practice, to name a few.
Sports and Recreation Activities
NBP
IPPF
TOTAL
Basketball
2,131
30
100
480
173
725
20
3,659
Volleyball
177
519
30
630
54
514
60
1984
Badminton
196
10
4
0
45
202
35
492
Sepak Takraw
100
0
14
0
0
0
24
138
Table Tennis
131
0
6
0
0
0
70
207
Lawn Tennis
985
0
4
0
0
0
30
1019
1,786
0
120
0
0
0
45
1,951
Chess
648
0
8
110
0
0
0
766
Dama
270
0
20
126
0
312
0
728
Scrabble
0
0
4
0
132
309
30
475
Dart
0
0
0
100
0
0
0
100
Billiard & Pool
Boxing
CIW
SRPPF
LRP
SPPF
DPPF
0
0
0
0
0
0
32
32
529
346
0
0
57
149
0
1081
0
0
10
0
0
0
0
10
2,354
0
0
0
115
3,701
470
6,640
Swimming
0
0
0
0
245
0
0
245
Recreation:Film Viewing
0
0
400
0
784
0
0
1184
1,122
0
6
0
67
0
0
1,195
Dance
Domino
Exercise
Videoke
Entertainment Programs
TOTAL
150
326
0
0
57
0
0
533
10, 579
1, 231
726
1, 446
1, 729
5, 912
816
22,439
Table 5 - Sports and Recreation Programs
TOTAL
ENROLEES
3,585
621
356
4,193
400
175
51
9,381
50
209
656
876
ARABIC
LANGUAGE
& ISLAMIC
VALUES
EDUCATION
14
Sports and Recreation Activities
3. Health Care Services for Inmates. For the year 2013, a total of 99,775
various
medical-dental
examinations
and other health-related services were
provided
to
NBP
inmates.
These
examinations covered procedures to
determine
the
presence
of
gross
physical defects and various types of
ailments classified as cardiovascular,
neurological,
respiratory,
gastro-
and dental examinations and other
intestinal, dermatological, endocrine diseases, toMedical
name
a few.
health-related services were provided to all
BuCor inmates
Medical & Dental Services for Inmates
For the year 2013, the Bureau delivered various medical, dental, and other
health services to inmates which are broken down as follows:
Type of Service
Consultations
Hospital Admission
Emergency Medical
Services
Referrals to Other Health
Care Institutions
Surgical Operations
Laboratory Examinations
No. of
Type of Service
Inmates
53,443 Dental Services
7,432 EENT Cases
1,985 Diabetic Care
Hypertensive
Care
2,686 PTB Cases
20,575 Asthma
Psychiatric
Ultrasound Examinations
596
Services
Table 6 - Health Services
921
No. of
Inmates
46,332
6,968
8,938
1,926
2,392
1,498
899
15
2013 Morbidity cases. During the period, the top three (3) most prevalent
diseases were Diabetes Mellitus, Pulmonary Tuberculosis and Hypertension.
Five hundred ten (510) inmates died while in custody.
Chronic Illnesses
Acute Illnesses
INSTITUTIONS No. of
% over
No. of
% over
Cases Population Cases Population
NBP
1,531
6.85
1,122
5.02
CIW
608
27.85
1,361
62.35
IPPF
1,082
44.09
185
7.54
DPPF
89
1.40
707
11.15
SRPPF
1,219
78.29
410
26.33
SPPF
2,804
130.78
2,128
99.25
LRP
322
20.42
333
21.12
Total
7,655
19.83
6,246
16.18
Table 7 - Morbidity Rate
Inmate Hospitalization Board formed. Created on April 10, 2013 the
Inmate Hospitalization Board is tasked to scrutinize or screen all requests for
hospitalization or medical referrals outside prison premises.
Through the Board, unscrupulous individuals can no longer exploit medical
referrals and hospitalization as a means for inmates to gain temporary freedom
or to escape from prison. The review provides management with additional
safety nets mechanisms to ensure that the privilege on outside hospitalization
is not abused. During the one year period, a total of 921 inmate-patients were
referred to outside hospitals for diagnosis and confinement. More or less,
P 28,356,819.04 worth of medicines was issued to inmate-patients.
4. Behavior Modification Program (including Counseling, Religious Programs
and Social Welfare Services). A total of 7,780 inmates or 20% of total inmate
population benefitted from the Behavior Modification Program.
5. Moral
and Spiritual Programs.
Religious services, counseling sessions,
and other moral/spiritual formation
activities are regularly conducted by
BuCor chaplaincy staff and faith-based
volunteer groups. Moral and Spiritual
activities also benefited at least 30,952
inmates or 80% of the total inmate
population.
16
NBP
CIW IPPF SPPF DPPF SRPPF LRP TOTAL
Ecumenical Prayers
8, 658
300
632
1, 400
Evangelization (Bible Study)
200
22
31
25
30
Worship
100
660 221 4, 737
Devotional Activity
4, 318
560 130
30
Other services
1, 500
Mass
1, 300
300
14
1, 200
Baptism, etc.
103
1
Formation
2, 749
111 1, 052
Guidance Counselling
568
TOTAL
17, 896 1,900 2,152 499 5,820 1,425 1,260 30,952
Table 8 - Religious Activities
6. Employment and Other Livelihood Opportunities for Inmates
21% Work and Livelihood Participation Rate
The provision of employment and other livelihood opportunities enable the
inmates to be productive, fulfilled, and active contributors to the economic
betterment of their family and loved ones. Training in woodworks, weaving,
electronics assembly, and other technical-vocational trades have enabled
hundreds of inmates to earn a decent living while serving sentence.
At present, at least 8,013 inmates or 21% of the total inmate population
have active work and livelihood participation and is expected to rise as the
Bureau establishes more partnerships with the private sector.
17
Use of Inmate Labor and BuCor land. For BuCor’s Joint Venture
Agreement (JVA) with Tagum Agricultural Development Company Inc.
(TADECO) alone, at least 800 inmates at the Davao Prison and Penal Farm
have received expert training and receive an average stipend of P7,664 per
month for each inmate-farm worker. Many inmates who had already
completed their sentence and released have been re-hired by TADECO. All
inmates who take part as workers in the JVA have graduated from the Inmate
Farm Workers Training and Exposure Program (IFTEP). Participants of
IFTEP are taught and trained in sophisticated Cavendish Banana farming
technology. Bananas harvested in the JVA area in Davao are exported to
different parts of the Northern America, Europe, Middle East, and Asia.
The BuCor’s Six (6) Major Rehabilitation Programs in Review
REHABILITATION
SERVICES
EDUCATION
DRUG TREATMENT
AND
REHABILITATION Therapeutic
Community Program
SPORTS and
RECREATION
RELIGIOUS
ACTIVITIES
WORK PROGRAMS
HEALTH AND
WELFARE
PROGRAMS
NBP
CIW
IPPF
DPPF
SRPPF
SPPF
LRP
TOTAL
% of Participation
Target
3,585
621
356
4,193
400
175
51
9,381
24%
12%
267
2,161
100
4,971
225
30
26
7,780
20%
10%
10,579
1,231
816
5,921
726
1,729
1,446
22,448
58%
40%
17,896
1,900
2,152
5,820
1,425
499
1,260
30,952
80%
80%
1,208
630
947
3,554
492
620
562
8,013
21%
30%
17,382
690
384
5,890
668
201
240
25,455
66%
100%
Table 9 - Rehabilitation Programs
18
Administration
Even before the signing into law of RA 10575, the BuCor IRR Team has already
commenced work on the details and requisites of the law. In December, the
draft IRR, after technical review and deliberations during series of marathon
meetings and critiquing, was finally submitted to higher authorities as a useful
reference for the drafting and finalization of its Implementing Rules and
Regulations. Administrative achievements were documented during the year:
Good Governance Reforms
Activation of Internal Affairs Service (IAS) to oversee, investigate and
recommend sanctions to misconduct among BuCor personnel. The BuCor
Internal Affairs Service was created last July 2013 by virtue of Memorandum
Circular No. 15 which gave rise to its jurisdiction for the resolution of all
administrative cases against all erring BuCor employees. The IAS thereby
stripped all Hearing Committee bureau-wide of their authority to handle, try
and hear cases of civilian and uniformed personnel who commit misdemeanor,
breaches of discipline and other office infractions. From then on up to 31
December 2013, the following are its resolutions together with other findings:
DATE
August 2013
October 2013
October 2013
October 2013
December 2013
December 2013
December 2013
December 2013
December 2013
December 2013
PENALTY
Suspended
Suspended
Dismissed from the Service
Transferred
Dismissed from the Service
Dismissed from the Service (DOJ)
Preventively Suspended (DOJ)
Fined
Closed and Terminated
Reprimanded
Table 10 - IAS Resolutions /Findings
NO. OF PERSONNEL
3
5
1
1
1
5
8
3
2
1
19
Personnel Discipline
DISCIPLINARY CASES (January to December 2013)
(A) PENDING
INSTITUTIONS
NBP
CIW
IPPF
DPPF
SRPPF
SPPF
LRP
Sub-Total:
IR
12
1
8
6
1
3
1
32
102
FC
29
(B) RECEIVED
C
1
7
19
6
7
68
1
2
128
FC
2
1
10
5
21
31
3
6
11
8
5
77
50
IR
24
(C) DISPOSED
C
1
IR
4
1
3
6
1
3
1
18
36
FC
6
(D) BALANCE
C
IR
32
1
15
21
3
11
8
91
3
6
2
17
1
1
194
FC
25
1
12
44
4
10
5
101
C
2
2
Table 10.a - Disciplinary Cases
Where : IR – Investigation Report, FC- Formal Charge, C- Complaints
Disposition Rate: 15.6%
__C__
A+B
BREAKDOWN OF PENALTIES
1. DROPPED
2. EXONERATED/ABSOLVED
3. WARNED
4. REPRIMANDED
5. FINED
6. SUSPENDED
7. CHARGED
8. TO RE-INVESTIGATE
9. DISMISSED FROM SERVICE
10. FORCED RESIGNATION
11. DROPPED FROM THE ROLLS
12. CASE ARCHIVED
TOTAL
Investigation
Report
1
1
Table 10 .b - Breakdown of Penalties
Formal
Charge
Complaints
4
1
16
1
17
1
5
1
3
9
16
1
3
9
18
TOTAL
1
36
20
Revised Composition of BAC Technical Working Group is aimed at
ensuring the technical soundness and legality of all processes involved in the
conduct of bids and awards. Membership in the BAC Technical Working Group
is no longer dependent on the sole discretion of the appointing authority but is
now based on one’s technical expertise or professional qualifications. For
example, for any procurement process related to an engineering project, the
BAC Technical Working Group for that particular project must include at least
one licensed engineer from BuCor. The BAC TWG has studied and adopted
ways to further improve procurement process of BuCor. For one, it has come
up with a recommendation to include caloric content of food as a basis for TOR
in bidding, among others.
Improved Catering Services based on value for money. In the past, the
bidding and awards process had been focused on finding the lowest-bidding
contractor that could provide food for inmates resulting in low quality food and
poor nutrition among inmates. As a policy change, the focus is on selecting the
contractor that can provide the best food nutritional content or prescribed daily
caloric value for the daily P50 per inmate budget.
Ongoing Compilation and Process Review and Flowcharting of
Procedures. Process flow charts provide graphical snapshots or visual
representation of steps in a given institutional process in order to give the
reader a clear understanding of the process and facilitate teamwork and
communication. Moreover, process flow charts provide means to standardize
procedures in order to help ensure the integrity of various prison-related
processes at the Bureau including prison/penal farm-level. “Solidifying” the
processes and procedures at the bureau and prison-levels would effectively
remove the gaps and prevent possible abuses of discretion among personnel.
When combined as a complementary sets of flowcharts, the final output would
serve as a unified Corrections System of Administration & Management
(CSAM). The CSAM would then serve as an additional tool for monitoring
policy compliance and daily performance at all levels of the Bureau.
As of December 2013, 74 process flow charts have been submitted from
different BuCor offices.
Such process flow charts include admission,
classification, visits, hospitalization, attendance to court hearings, handling high
profile and high risk inmates, viewing the remains of deceased relatives,
procurement, releases and others. These process flow charts will clearly
21
establish all BuCor processes and shall be compiled in preparation for the
revision of the BuCor Manual.
Personnel Welfare and Development
Personnel Complement
Year
Civilian
Custodial
Medical
2009
2010
2011
2012
2013
584
602
587
559
531
1,370
1,346
1,601
1,655
1,867
124
124
121
114
112
Total Filled
2,078
2,072
2,309
2,328
2,510
88%
88%
88%
75%
84%
Total
Authorized
2,362
2,362
2,612
3,112
2,982
Table 11 - Filled and Unfilled Positions
Personnel Training and Development
Personnel Training and Development
Upgrading of Prison Guard Training Course from a mere One Month
Program to a Revitalized Four-Month Curriculum.
The one-month Prison Guard Basic Course (PGBC) had
been upgraded to a rigid, thorough four-month course
with expanded modules on corrections administration
and operations, and renewed emphasis on subjects
such as Professional Ethics and Human Rights. The
end-goal is to mold a new breed of new prison guards
to be professional and competent correctional officers.
Under the new curriculum, various subjects were
included in the
training modules
are
topics
on
specific custodial
duties
and
functions,
reformation
programs
and
personnel issues and concerns, among others. The number of training hours
was increased from 240 to 640.
22
Recruitment & Training of New Corrections Officers. Batch 2 composed
of 65-strong corrections officer recruits successfully completed the
revitalized/upgraded Prison Guard Basic Course (PGBC). Batch 3, which is
composed of 70 recruits have already completed training while Batch 4,
composed of 121 newly received PGs are presently undergoing rigid training.
Anti-Corruption Seminar-Workshop in partnership with Australian
National University. As part
of in-service training and
continuing
leadership
and
character development, an AntiCorruption Seminar-Workshop
was conducted in partnership
with
Australian
National
University represented by Dr.
Clarke Jones.
Senior BuCor & prison/penal farm officials attended the three-day
activity on anti-corruption training held at the New Conference
Room, BuCor Admin Bldg. Muntinlupa City.
Senior BuCor and prison/penal farm officials attended the three-day activity
held at the New Conference Room, Bucor Administration Building, Muntinlupa
City. The anti-corruption training will be replicated at all levels of the Bureau
to further promote the culture of professionalism, integrity, and commitment to
public service among corrections officers and civilian personnel.
As part of in-service training, at least 80 corrections officers participated in a
recently held Seminar on UN Rules & Non-Custodial Measures for Women. A
total of 341 custodial and civilian personnel have undergone trainings on
various disciplines during the period. Eight (8) officers have undergone
training abroad.
(Above).The Bureau of Corrections’ 108th Founding Anniversary held on 5 November 2013 was
highlighted by the Graduation Ceremony of the 3rd Batch of Prison Guards, awarding of BuCor’s
Best Employee (Mr Henry Bagaoisan), Best Supervisor,( PG III Lucio Guevarra), Best Penal
Institution (CIW) and Best Office (Management Division). The BuCor Anniversary celebration was
graced by USEC Francisco F Baraan III and Mr Manuel Co of the PPA and other Members of the
Board (BPP).
23
(Above). Training on “Correctional Leadership Competencies-Supervisors and Managers Level”
was held from 11-15 November 2013 conducted by the International Criminal Investigative
Training Assistance Program (ICITAP) spearheaded by Mr. Mike Pannek, Assistant Director of the
USA Department of Justice and two (ICITAP) experts Messrs Terry Bartlett and Jim Slade. It was
attended by BuCor top executives. This training was made possible thru the efforts of the present
leadership to further enhance level of competencies among officers of the higher echelon.
Workshop
for
the
Strategic Performance
Management
System
(SPMS) held on 27-29
November 2013 at the
Shercon Resort and
Ecology
Park
with
Guest
Speakers
Director III Ma. Victoria
M. Salazar of CSC and
C, Planning Officer, Mr.
Ryan Thomas of DOJ
24
Other administrative accomplishments that directly benefit the lives
and welfare of inmates are underscored, to wit:
Establishment of “Kaagapay” Center
(One-Stop Shop Inmate Information
and
Assistance
Center).
The
establishment of BuCor’s Kaagapay Center in
July 2013 enabled the Bureau to address
various inmate issues and concerns which
are not normally covered by routine
procedures.
As of year-end, a total of
3,873 inmates visited the center and
directly availed the center’s services. Among
the services provided by the Shop include
para-legal, livelihood and medical plus
Kaagapay Volunteers prepare papers for inmates’
response mechanism to queries pertaining to interviews for the day
inmates’ releases.
For the past two (2)
quarters since it was
established,
the
Kaagapay Center catered
mostly
to
inmates’
requests for synopsis of
inmate records including
requests for updates on
their release, parole, etc.,
medical
assistance;
applications for executive
clemency; and assistance
in
sending/receiving
personal letters, among
others.
Among the services provided by the Shop include the following:
Number of
services
189
384
2
26
8
4
20
3240
Table 12
Particulars
Queries on RA 10592, computation of sentence
served, queries on qualification for Executive
clemency, Parole and others.
Assistance for the preparation of letters for:
Synopsis,
transmittals,
additional
visitors
(Overseer’s Office), queries on colony status,
certificates and other requests
Requests for Medical Certificate
Case status, non- pending, non-appeal etc.
Certificate of Detention
For BPP, applications for Executive Clemency
For NBI, request for the checking of other cases
Other concerns
- Kaagapay Services
25
PAO Lawyers
rendering their free
legal services to
inmates via the
One-Stop-Shop
or the KAAGAPAY
CENTER located
inside the prison
compound
PAO-BUCOR MOA on the Activation of PAO Substation in support to
the “One Stop Shop” Inmate Assistance Center. The activation of the
PAO substation at the BuCor on October 3, 2013, has enabled PAO lawyers to
render legal assistance to inmates. The MOA was signed and implemented in
support to the operations of the ‘One Stop Shop” Inmate Assistance Center.
Daily Water Supply Runs inside NBP to address water shortage. The
BuCor administration coordinated with water concessionaire Maynilad to ensure
daily water supply deliveries inside the National Bilibid Prison which presently
suffers from water shortage due to dilapidated, leaking water pipelines. The
General Services Division had also prepared a Water Distribution Master Plan
that will be submitted for approval by DOJ as part efforts to attain a long-term
solution to the water shortage. Added to this is the provision of water system
in each security compound to improve the water supply and meet the needs of
the large number of residents inside the NBP reservation. A water supply
project is now under study to ensure the continuous and sufficient water
supply.
26
Promotion
of
Inmates’
Rights
including the Exercise of Right to Vote
by inmates pre-qualified and approved by
COMELEC (specifically, those inmates
whose cases are still on appeal). During
the May 13, 2013 synchronized national
and local elections, a total of 2,259 inmates
at the National Bilibid Prison (NBP) in
Muntinlupa City and six (6) other prison
and penal farms around the country were
allowed to vote. The said election which
was generally peaceful and was historic as
this was the first election among inmates of
the Bureau of Corrections. The conduct of
the second detainee voting in prison was
held on October 28, 2013 during the
Barangay elections. This time, however, Sec. Leila de Lima, Dir. Franklin Jesus Bucayu,
Venancio Tesoro and COMELEC personnel
thirty-six (36) inmates from San Ramon Supt
observed the Barangay election on October 28,
Prison and one hundred fifteen (115) 2013 while qualified inmates cast their vote.
inmates from the Leyte Regional Prison
were not able to vote due to the non-establishment of COMELEC special polling
precincts in the area.
Near Completion of the Feasibility
Study on the PPP Prisons Project.
The feasibility study for the PPP
Regional Prisons Project is nearing
completion
(boundary
survey
in
progress) and would be submitted in a
matter of time to NEDA for approval.
After securing NEDA approval, the next
step would be the bidding and selection
process for the contractor in the
construction phase of this prison
modernization project.
Regional Prison Project Team escorted by Army
soldiers
during the ocular inspection in Nueva Ecija
last June 2013
27
The bureau is working closely with the DOJ Technical Office under Atty.
Charina Dy-Po and project focal persons of the Department of Finance (DOF),
Department of National Defense (DND), and NEDA-PPP Center in drafting the
DOJ-DND Memorandum of Agreement (MOA) related to the said project. The
ocular inspections at the target prison sites in Nueva Ecija and Capiz were also
successfully conducted.
Project
presentation at Palayan City and
Gen. Tinio town in Nueva Ecija will
be conducted by project proponents
in order to orient city and town
officials on the impact and economic
benefits of the prison project in their
province. A template prison design
was already completed by the DOJ
consultants
after
thorough
consultations
with
the
BuCor
counterparts.
Another important
undertaking is to seek Presidential
Proclamation for the allotted land in
Palayan and Gen Tinio, Nueva Ecija
under the name of BuCor.
Army map showing (in blue line markers) the
proposed 500-Hectare Bucor Prison site in Ft.
Magsaysay Military Reservation, Nueva Ecija
28
b. Key Challenges and Constraints
o Safekeeping and Security
Over the years, the problem on lack of facilities has been left unsolved. While
inmate population continued to increase, there had been no releases for funds
for housing. For one, correct segregation is hampered for the very simple
reason of lack of room for it. Inmates with radical inclination could not be
segregated from the regular inmate population. Because of the lack of
facilities, rehabilitation efforts and desired behavior change is hard to attain.
Likewise, the budget for inmates’ basic needs is not enough. The PhP50.00
per capita subsistence for three (3) square meals is not enough: this rate has
been the same since 2008. Considering the steady inflation rate and the
peso’s diminishing purchasing power, stretching the budget for decent meals is
near impossibility.
The lack of funds for intelligence networking, K-9 and other security equipment
dampen security efforts.
Because of the growing inmate population,
congestion worsens. Towards yearend, guard to inmate ratio reached 1:62
(based on three-shift basis). The gap between guard and inmate ratio widens
annually.
o Reformation
Reformation can never be complete in the absence of plans and programs and
well-trained rehabilitation to implement the plans. With the passing into law of
RA 10592 which grants more allowances to inmates with good behaviour, the
need for a sound mechanism in granting it has become critical. The
mechanism should be made in such a way that it is granted objectively in a
manner observable and measurable. Reformation personnel should be trained
in encouraging more inmates in engaging themselves in the rehabilitation
programs and at the same time adept in recording such that rehabilitation is
obtained
Accordingly, Management Screening Evaluation Committee (MSEC) composed
of practitioners in psychology and sociology will monitor inmates’ participation
in rehab programs on a 1:100 ratio. The present leadership is working on the
inclusion of funds for the creation of MSEC positions in the drafting of IRR.
29
o Administration
Over the decades, the prison system has been facing tremendous challenges
which have caused inevitable adverse effects on the country’s penal systems.
Caused by various factors, the national penitentiary has been beset with
problems in its structure and organization, systems and procedures and its
assets and resources. Twenty (20) years ago when prison population in the
national penitentiary was a little over 16,000, the guard to inmate ratio on a
three-shift basis was only 1:36. Now that the population of inmates has
ballooned to more than double, the guard to inmate ratio suffered
significantly. The overall picture of the problems and the challenges that go
with it necessitate more than temporary relief but reforms which have to be
acted upon seriously and sustained consistently. While various administrative
efforts have been initiated in the past, most have been left unsustained or at
times unsuccessful.
Because of these challenges, the present administration has developed and
never stops to develop administrative strategies to solve or at least alleviate
pressing issues not only on the short term but also on a long term basis.
As to Structure and Organization. The present organization is not in good
shape because it is no longer responsive to the current situation. Apparently,
there is lack of coordination among key personnel leaving the line of command
in disarray or simply confused. As a result, the organization falters and
efficiency is affected remarkably.
As to Systems and Procedures. Because of the lack of systematic procedural
policies, systems and procedures are done haphazardly. Most often than not,
procedures are tainted with biases. Enterprising personnel find leeway of
exercising discretion in exchange of personal gain. In the absence of
administrative safety nets, such wide latitude of discretion makes corruption
possible
30
PLANS, TARGETS AND PROSPECTS FOR CY 2014 AND
SUCCEEDING YEARS
o Safekeeping & Security

Capability Building for BuCor Intelligence & Investigation Office

Increased coordination with NALECC on prison security and law
enforcement

Close coordination with PDEA on illegal drugs and related concerns

Strengthening of Fugitive Recovery Teams

Step-up security measures and observe the principle of Command
Responsibility
o Reformation

Screening & Accreditation of NGOs and Volunteer Groups

Strengthening of the One-Stop Shop Inmate Assistance Center

Development of a machinery for granting GCTA

Continuing Review of the Reformation Strategies

Establishment of Management Screening and Evaluation Committee
(MSEC)

Accomplishment of clearance from Rehabilitation land Treatment
Program by BuCor personnel concerned and shall be made an integral
part of the inmates’ carpetas prior to its transmittal to BPP.

Strengthening the capacity of BuCor Health Services to improve the
prevention/diagnosis and treatment/care of Tuberculosis in the NBP.
Tapping of consultancy assistance of hospital management experts to
seek overall improvement of service.

Identification of names of NGOs helping BuCor in the implementation of
its reformation programs.

Strengthening of Reformation Coordinating Office (RECO)
31
o Administration

Proposed BuCor Administration & Operations Manual (updated)

Proposed Prison Superintendents Manual

Development of Prison Water Distribution System

Drafting of Proposed DOJ-DND MOA on Regional Prison Project

Strategic Planning Workshop for CY 2014

US DOJ-ICITAP Corrections Leadership Course for Senior BuCor Officials

Gradual implementation of the BuCor Reorganization Plan in compliance
with the R.A. 10575 otherwise known as the Corrections Act of 2013

Completion of the Draft IRR for R.A. 10575

Coordination with concerned agencies in the Drafting of the IRR for the
New GCTA Law

Coordination with CSC, CHED, and other Higher Educational Institutions
for the Upgrading of Educational Qualifications of BuCor Personnel in
compliance with R.A. 10575

Development of a Comprehensive Policy on Inmate Labor & Productivity
to fully harness the physical, technical, and intellectual resources
possessed by inmates, with the goal of promoting their economic uplift
and sense of well-being as productive individuals.

Created the BuCor Legal Assistance Committee tasked to identify
recipients/handle/facilitate matters pertaining to BuCor legal assistance
that may be extended to BuCor employee-respondents with criminal
cases related to the performance of their duties.

Monitoring of OPPF submission of status reports on land titling including
other concerns in their areas of responsibilities.

Monitoring and control of Representation Expenses

Adoption of the “Corrections Officer Pledge” that embodies the joint
statement of beliefs and affirmation of shared principles among
custodial officers

Creation of Personnel Holding Unit (PHU) to serve as transient office for
BuCor officials and personnel.
32
ASSESSMENT
After taking the helm of leadership of the BuCor in March 2013, various
organizational, administrative and operational strategies were formulated.
Several working groups were created purposely to upgrade institutional
responses to challenges. The Inmates Release Board, Hospitalization
Board, the Kaagapay Center, Oplan Carpeta, Alert Teams, Reformation
Coordinating Office were created during the year. Inmates Transfer Board
was reactivated.
Throughout its existence, the prison management is beset with difficulties
and problems on congestion and lack of resources. While previous
management strategies focused on operational approaches to solve
institutional crises, problems recur and continue to linger. Hence, there
appears a need to shift the approach to administrative transformation
where mechanisms to sustain institutional changes and safety nets are
available and made to last. Corollary to this vision, procedural changes
commenced. Process Flowcharts in key BuCor institutional processes were
compiled and reviewed; BPP procedures on Clearance from Rehabilitation
and Treatment Program to monitor inmates’ participation in reformation
programs were adopted; strict policies on escorting of inmates were
implemented, to name a few.
Both in May 2013, two important legislative developments which affect
BuCor directly took place this year: RA 10575, an Act Modernizing our
Bureau and 10592, an Act providing more credits for inmates’ good
behavior. Preparations were initiated towards the full implementation of
the law – the levels of competencies of personnel were upgraded thru
various trainings and seminars. There is close coordination with the PPP,
DOF and DOJ for the Regional Prison Project for a new prison site in Nueva
Ecija.
With the imminent approval of the IRR for RA 10592, BuCor continued to
take an active part in the drafting of the IRR in such a way that BuCor
readiness is ensured and potential problems and difficulties in the future
are forestalled. OPLAN CARPETA was created to complement present
institutional operations to fast track the review and computerization of
inmates’ carpetas.
33
Over the decades, the level of admissions is over and above releases, which
makes congestion worse and worse each year. The gap on Guard to Inmate
Ratio continued to widen.
Under such situation, basic safekeeping
procedures are adversely affected and segregation almost becomes
unattainable. Policy implementation becomes grueling; regular policies
become “diluted”; people become confused; reforms are resisted.
Nevertheless, over the period, BuCor is doing its best within the limits of its
resources, capabilities and control. We just need time, patience, trust and
confidence. Without mental reservation, our optimism never wavers as we
hold on to a Modernized Bureau of Corrections……This will just be in a
matter of time.
FRANKLIN JESUS B. BUCAYU
Director, Bureau of Corrections
For the year 2014, BuCor leadership adopted its new battle cry:
“BUCOR FIRST” which encompasses all the REQUISITES FOR
holistic values on work attitude, DEDICATION and character
necessary for increasing the level of competencies of each
and every employee with BuCor’s interest placed above the
rest.
34
Annex
“A”
THE BUCOR 2014 STRATEGIC OBJECTIVES/PLANS
PRIORITY
STRATEGIC OBJECTIVES
PROGRAMS/PROJECTS/
ACTIVITIES
SAFEKEEPING AND SECURITY
1. BuCor Modernization
Implementation of the BuCor
Act
Modernization Act
2.
Establishment of
halfway houses and
after release in all
OPPFs
Implement Reintegration program
ACTION PLAN




3.
Pursue secure, safe
and humane prison
conditions
Ensure peaceful and humane
environment for inmate
rehabilitation


4.
5.
Establishment of
more prison
dormitories to
address congestion
Support the jail decongestion and
facilitate rehabilitation of offenders
Enhance Search and
Recovery skills of
custodial personnel
Increase retrieval rate of escapees





 REFORMATION
1. Strengthen/expand
prison rehabilitation
programs
Improve inmate/offender
rehabilitation and re-integration and
reduce the re-offender rate



Modernize and expand the
BuCor structure
Revision of Manual
Inclusion in the 2015 Budget
Proposal the funding
requirement for the
construction of halfway houses
in all BuCor OPPFs
External Relations Office fully
operational
Public-Private Partnership
Programs for LONG-TERM
building and facility
development
Development of Prison Water
Distribution system
Continuous transfer of NBP
inmates to other OPPFs to
decongest the premiere facility
Construction of additional
dormitories in OPPFs
Fugitive Recovery Team
activated
Continuous coordination with
NBI for the assistance in
training new recruits in
recovery skills
Fugitive Recovery : Search
and recovery skills included in
the Prison Guard Basic
Training Course
Development of a prison-based
industrial shops/facilities
utilizing inmate labor
Development of a
Rehabilitation Manual
Develop a comprehensive
35
PRIORITY
PROGRAMS/PROJECTS/
ACTIVITIES
STRATEGIC OBJECTIVES
ACTION PLAN




Improve Health Care Services



a. Inclusion of
rehabilitation report
clearance to the
inmate carpeta for
consideration of the
BPP (for inclusion in
the revised BuCor
Operations Manual)
b. Strengthen
partnership with
other agencies,
local government
units, civil society,
international
community and
development
institutions
Provide adequate information in
inmate carpetas necessary for
evaluation of parole and executive
clemency (e.g. rehabilitation
programs underwent)

Strengthen cooperation,
collaboration and partnership
among agencies and stakeholders


policy on inmate labor and
productivity to fully harnessed
the physical, intellectual and
technical skills of inmates
Reformation and Coordinating
Office fully operational
Review of reformation
strategies.
Conduct training for
Reformation Officers.
Outsource teachers and other
Reformation Officers
Improved health services to
reduce morbidity and mortality
Continuous medical/health
education to increase
competency of health workers.
Implement measures for the
upkeep and maintenance of
hospital facilities and fixtures
RECO to conduct monthly
status monitoring of
Rehabilitation Programs
(including its Rehabilitation
Report for each inmateparticipants)
Continuous screening of NGOs
and Volunteer Groups
accreditation
Implement pre-release
programs
Improve participation, transparency
and accountability, as well as
operational coordination, strategic
collaboration and resource
mobilization with stakeholders
1.
 ADMINISTRATION
Recruitment and
selection based on
merit and fitness
Ensure high standard of personnel
competence and minimize political
influence on recruitment and
promotion

Continuous implementation of
the BuCor Personnel
Promotion/Selection and
Recruitment Board (PPSRB)
36
PRIORITY
PROGRAMS/PROJECTS/
ACTIVITIES
STRATEGIC OBJECTIVES
ACTION PLAN

Expedite recruitment and training of
prison guards



Strengthen and integrate capacity
building and justice policy
development


2.
Good Governance
Reforms
Implement good governance
reforms
Rationalization Plan
Performance Management
Systems




Resource Management


3. Establish planning,
programming and
budgeting system
Information Systems Strategic
Plans
Feedback, monitoring and
evaluation
Focus resources towards
attainment of strategic goals,
objectives and priorities




4.
Improve agency
procurement process
Resolution no. 001-2013 re:
Point system as basis for the
selection of qualified applicants
and candidates for promotion
Service outsourcing to
augment limited staffing
complement
Establishment of Corrections
Institute
Continuous training for new
prison guards
Capability training for BuCor
Intelligence and Investigation
Office
To develop an integrated
training programs for BuCor
employees
Open avenue for lateral entry
to modify custodial paradigm
Speed up and ensure the integrity
of procurement process towards

Implement Rationalization Plan
SPMS implemented
Conduct capacity development
seminar in SPMS-Mentoring
and Coaching
Continuous orientation seminar
for BuCor employees on the
SPMS process
Pursue Land Titling of BuCor
land
Conduct physical inventories
of BuCor properties
Implementation of ISSP
projects
Continuous monitoring thru
feedback forms of ARTA
Continuous implementation of
the DOJ-BuCor Planning,
Programming and Budgeting
System.
Conduct BuCor Planners and
Budget Officers Annual
Conferences
Conduct Follow up workshop
for the preparation of PPMP
37
PRIORITY
PROGRAMS/PROJECTS/
ACTIVITIES
STRATEGIC OBJECTIVES
efficient/optimal utilization of funds
and responsive support to
operations
5.
6.
Integrity development
programs
Full computerization
of inmate records and
other prison
management process
ACTION PLAN

Institute mechanisms that will
prevent and address corruption
within the Department and its
agencies

Facilitate monitoring of inmates
and timely release and referral for
parole and pardon





7. ICT projects for
internal management
and operations
8. Develop establish the
National justice
Information system
Increased efficiency of
management, administrative and
support services
Provide ICT-based data
sharing/collaboration mechanism
among justice sector agencies
9. Development and
implementation of
infrastructure
programs/projects
Adequate office buildings and
responsive service facilities
10. Measures that will
ensure uniformity and
consistency of
policies and legal
services
Facilitate legal certainty and
service predictability






and APP.
Install mechanism to sped up
Bidding process (monitoring
and documentation)
Activation of Internal Affairs
Service – to investigate cases
involving erring personnel.
Conduct continuous Seminar
workshop on Anti-Corruption
Implementation and roll out of
Inmate Management
Information system
Continuous Implementation of
OPLAN CARPETA
Continuous encoding to update
inmate records
The creation of Management,
Screening and Evaluation
Committee (MSEC) to
oversee the effective
implementation of the new
Good Conduct Time Allowance
(GCTA) Law (RA 10592)
feedback forms ARTA
Implement Human Resource
Information System in 1st
quarter of 2014
Capturing of inmate fingerprint
records and implementation of
Management Information
System.
Facilitate completion of
approved infrastructure
projects for 2014
Submit Lay out plans for the
programs/project proposal for
2015 before March 2014
Created the BuCor Legal
Assistance Committee tasked
to identify recipients of BuCor
Legal assistance extended to
BuCor employee-respondents
with criminal cases. Related to
the performance of their duties
38
PRIORITY
PROGRAMS/PROJECTS/
ACTIVITIES
11. Ensure sensitivity and
responsiveness of
policies, systems,
processes and
services for the poor
and vulnerable (e.g.
women, children,
persons with
disabilities, senior
citizens, indigenous
people)
STRATEGIC OBJECTIVES
Prevent/address discriminatory
policies and procedures and
ensure/ promote equality and
accessibility of services.
ACTION PLAN

Coordinate with PCW for the
full implementation of
Implement GAD plan projects

Establish PWD and Elderly
facilities in all OPPFs
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Annex
“B”
Completed/On-going Projects/Facilities Improvement

Repair of Legal Office

Fabrication of Four (4) Security Outposts

Construction of Crypts and Coffins at NBP
Cemetery

Repair of NBP Target Range Septic TankSewer Line

Rehabilitation of Building No. 5 at Medium
Security Compound

Repair of Waterproofing at Roof Top
Admin. Building

Installation of Built-in cabinets at
Director’s Quarters and IVSU

Installation of Water Heater at the
Director’s Quarters

Repair of Doctors’ Offices at the NBP
Hospital

Repair of Comfort Rooms at Ward VI and
at the Administrative Office

Repair of Mechanical Office
(Maximum),Gate IV Extension Office,
Legal Office

Repair of Security Outpost at Director’s
Quarters and at the Minimum Security
Camp
Rehabilitation of Building No. 5
at Medium Security Compound
Construction of Security Outpost
“Bagong Anyo Park” and Director’s
Quarters

Fabrication of Four (4) Security Outpost at
Minimum Security Camp

Concreting of Pathways from IVSU to NBP
Maximum Security Compound

Repair of Bladder Tank and Pipe Line of
Male & Female Comfort Room, Ground
Floor, Cashier’s Office, Document Section and Display Center.

Rehabilitation of Director’s Quarters Water Pump

Painting of Gutters at Gate I

Repair of MSC Perimeter Fence (Inner/Outmost), concrete flooring of
Sports & Recreation Office, secondary gate (West Gate) MSC, Visitor’s
Tent at MSC South Gate, Flush Door at Supply Office Stockroom.
40

Repair of roofings, particularly Cell 131 (Preventive Cell), PILCO Shop I
Extension, OIC Office, Infirmary, Inmate Custodial Aide Dorm, General
Services and Commander of the Guard

Repair/repaint of ceiling at Overseer’s Office and Alternative Learning
System at the Medium Security Compound

Repair (permanent closure) of Daang Hari Gate

Repair of concrete road in front of OIC Office, SPU/ICA Headquarters
and Special Care Pavilion

Repair/ installation of ICA Outpost detailed at PT # 3,4 & 5

Repair of water pipeline, repair downspout at the Medium Security
Compound

Repair of different buildings, offices,
schools and dormitories of Medium
Security Camp

Repair of Gate 4 Extension Office

Construction of New School Rooms in
partnership with Manila Rotary Club

Rehabilitation of NBP Headquarters and
Inmate Documents Releasing Division
Office
Rehabilitation of NBP Headquarters and
Inmates’ Documents Releasing Division Office
Other contract –based or sponsored projects completed include the
following:


Construction of
Computer room in
partnership with the
Manila Jaycees and
UPHR in MSC
Construction of ICRCsupported TB
Isolation Wards
Construction of ICRC-supported
TB Isolation Wards
Construction of Computer Room in
partnership with the Manila Jaycees &
UPHR in Medium Security Compound
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Electrical Projects -2013
98% project completed on Electrical Load Splitting Project which
includes Application of New Electric Service for Medium Security Compound
and Installation of First Private and Intermediate pole at Medium Security
Compound. Projects were undertaken by Meralco.
Rehabilitation and Improvement of NBP Primary and Secondary
Distribution Facility.



Phase I – Contract awarded to the winning bidder
Phase II - Contract to be Awarded
Proposed NBP Hospital Main Feeder Line which includes electrical
construction, bill deposit, additional/extension of facilities to be done by
Meralco. Contract awarded to Meralco.
List of Equipment Installed



Replacement of defective transformer at Old Pump 5 (Bomba Cinco).
Repair and replacement of defective parts of 20 Hp submersible pump
and motor at Clubhouse and Medium Security Camp Pumping Stations.
Repair and replacement of defective parts of 25 Hp submersible pump
and motor at Gate IV Pumping Station.