1

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 :

a.

Custodial and Rehabilitation Services

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

Inmate
Population

2,193

22,40

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)

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 FACILITIES

NBP

CAPACITY

PRISON
POPULATION

8,460

22,362

1,525

41
2,193

1,265
1,719

2,444
6,001

372
802

PMA

CIW Mandaluyong
IPPF
DPPF
CIW Mindanao
SRPPF

%
SHARE

CONGESTION
RATE

58
%

164%

6%

44%
93%
249%

303

6%
16
%
--

1,547

4%

93%

SPPF
LRP
TOTAL

1,391
584
16,11
8

2,123
1,561
38,575

6%
4%
100
%

53%
167%
139%

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%

Population

2.63%
0.01%

2009

2010

0.99%

2011

2012

2013

Inmate Admissions. During the period, 5,871 inmates were

received at the Reception and Diagnostic Center (RDC), of this
number, 286 (5%) were re-offenders. 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.

Carpetas Forwarded to BPP.

A total of 4,073 inmates
Carpetas were processed by BuCors 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 documents and acts
as an 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.

Qua
lified inmates are waiting for their call for interview in
relation to their release.

38,021 inmate records audited/checked under Oplan Carpeta

Project.

The Oplan

Carpeta Project aims to

enter inmate records
into a secure database
to enable the Bureau
to

efficiently

properly
carpetas.

process

and
all
Several Prison Guard Trainees are utilized to assist in
sorting inmates carpetas under direct supervision by the
Head, Inmate Document Processing Division (IDPD).

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

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 Recovery Rate
RETRIEVALS
Total
Security
Camp
to
Retrieval
INSTITUTIONS
prevent escapes.
CY
PY
s

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

New Bilibid Prison (NBP)

15

17

Correctional Institution for Women (CIW)

Iwahig Prison & Penal Farm (IPPF)

Davao Prison & Penal Farm (DPPF)

13

CIW Mindanao

San Ramon Prison & Penal Farm (SRPPF)

Sablayan Prison & Penal Farm (SPPF)

Leyte Regional Prison (LRP)

22

25

47

TOTAL

45% success rate

Table 2- Recovery Rate

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.
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. Twenty-three (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 leaderships 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.

Recovery of Escapees.

10

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)
RECOVERIES
escapees
have
200 201 201 201
INSTITUTIONS
2013
been
safely
9
0
1
2
recovered
and New Bilibid Prison (NBP)
6
12
8
7
17
returned
to Correctional Institution for Women (CIW)
2
1
1
prisons including Iwahig Prison & Penal Farm (IPPF)
7
9
6
13
7
those
who
Davao Prison & Penal Farm
6
6
10
17
13
peacefully
CIW - Mindanao
0
0
surrendered
to
San Ramon Prison & Penal Farm (SRPPF)
1
2
3
3
0
BuCor
Sablayan Prison & Penal Farm (SPPF)
8
1
13
7
5
authorities. The
Leyte Regional Prison (LRP)
4
3
6
4
45%
success
34
30
43
54
47
rate in the CY
Table 2.a - Recoveries (2009-2013)
escapee
recovery
is There were 208 escapees recovered from 2009 to 2013.
expected to rise once additional personnel, training, and intelligence
fund is allotted to support BuCors 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.

11

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

Administrati
ve Cases
Filed

42
5
0
294
104
21
32
498

Table 3 - Inmate Discipline

No of
Inmates
Involved

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

12

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
Apprehension of illegal drugs and paraphernalia, liquor
contraband
smuggling.
In
and cellular phones inside prison compounds
2013,
one
thousand
two
hundred fifty one (1,251)
search operations were conducted.
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.

13

Reformation
1. Education and Training Programs for Inmates
For 2013, officers and personnel of Bucors 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

14

15

Education Program/Activities
ELEMENTAR
Y

HIGH
SCHOO
L

COLLEG
E

VOCATIONA
L

NBP
CIW
IPPF

61
229

179
41

168
33

469
268
62

DPPF

1022

SRPP
F
SPPF
LRP
TOTA
L

Special
Classes
for Youth
Offender
s
(SCYO)

ADULT
LITERAC
Y&
APPLIED
TRAININ
G

School
of Fine
Arts
(SOFA
)

Alternativ
e
Learning
System

35

428

23
209

85
2,
373

656

111

113

ARABIC
LANGUAG
E&
ISLAMIC
VALUES
EDUCATIO
N

PERSONALITY
DEVELOPMEN
T SEMINAR

GRADUATE
S

2, 222

90

50

3,585
621
356

142

4,193

176

400

175

175
51

51
1,598

876

201

912

23

385

35

2,937

192

2, 222

90

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

CIW

SRPPF

LRP

SPPF

DPPF

IPPF

TOTA
L

Basketball
Volleyball

2,131
177

30
519

100
30

480
630

173
54

725
514

20
60

3,659
1984

Badminton

196

10

45

202

35

492

Sepak Takraw

100

14

24

138

Table Tennis

131

70

207

Lawn Tennis

985

30

1019

1,786

120

45

1,951

Chess

648

110

766

Dama

Billiard & Pool

TOTAL
ENROLEE
S

270

20

126

312

728

Scrabble

132

309

30

475

Dart

100

100

9,381

16
Boxing
Dance
Domino
Exercise
Swimming
Recreation:Film Viewing
Videoke
Entertainment Programs
TOTAL

32

32

529

346

57

149

1081

10

10

2,354

115

3,701

470

6,640

245

245

400

784

1184

1,122

67

1,195

150

326

57

533

10, 579

1, 231

726

1, 446

1, 729

5, 912

816

22,439

Table 5 - Sports and Recreation Programs

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 healthrelated services were provided to

NBP inmates. These examinations
covered procedures to determine
the presence of gross physical
defects

and

ailments
cardiovascular,

various

types

classified
neurological,

of
as
respiratory,
Medical and dentalgastro-intestinal,
examinations and other
health-related services were provided to all

dermatological, endocrine diseases, to name a few.

BuCor inmates
Medical & Dental Services for Inmates

17

For the year 2013, the Bureau delivered various medical, dental, and
other health services to inmates which are broken down as follows:
No. of
Inmate
s
53,443
7,432

Type of Service
Consultations
Hospital Admission
Emergency Medical
Services
Referrals to Other Health
Care Institutions
Surgical Operations
Laboratory Examinations

1,985
921
2,686
20,575

Ultrasound Examinations

596

Type of Service
Dental Services
EENT Cases
Diabetic Care
Hypertensive
Care
PTB Cases
Asthma
Psychiatric
Services

No. of
Inmate
s
46,332
6,968
8,938
1,926
2,392
1,498
899

Table 6 - Health Services

2013 Morbidity cases. During the period, the top three (3) most
prevalent diseases were Diabetes Mellitus, Pulmonary Tuberculosis
and Hypertension.

INSTITUTION
S
NBP
CIW
IPPF
DPPF
SRPPF
SPPF
LRP
Total

Five hundred ten (510) inmates died while in

Chronic Illnesses
No.
% over
Populatio
of
Case
n
s
1,531
6.85
608
27.85
1,082
44.09
89
1.40
1,219
78.29
2,804
130.78
322
20.42
7,655
19.83

Acute Illnesses
No.
% over
Populatio
of
Case
n
s
1,122
5.02
1,361
62.35
185
7.54
707
11.15
410
26.33
2,128
99.25
333
21.12
6,246
16.18

custody.
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

18

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.

NBP
CIW IPPF SPP DPPF SRPP LRP TOTAL
Ecumenical Prayers
8, 658
300
632 F
1, F
400
Evangelization (Bible
200
22
31
25
30
Study)
4,
Worship
100
660 221
737
Devotional Activity
4, 318
560 130
30
Other services
1, 500
1,
1,
Mass
300
14
300
200
Baptism, etc.
103
1
1,
Formation
2, 749
111
052
Guidance Counselling
568
17, 1,90 2,15 499 5,82 1,425 1,26 30,95
TOTAL
896
2
0
0
2
Table 8 - Religious Activities0

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-

19

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.

Use of Inmate Labor and BuCor land. For BuCors 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 rehired 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 BuCors Six (6) Major Rehabilitation Programs in Review
REHABILITATION
SERVICES
EDUCATION
DRUG TREATMENT
AND
REHABILITATION Therapeutic
Community Program

CIW

IPPF

DPP
F

SRPP
F

SPPF

LRP

TOTAL

% of
Participation

Targe
t

3,585

621

356

4,19
3

400

175

51

9,381

24%

12%

267

2,16
1

100

4,97
1

225

30

26

7,780

20%

10%

NBP

20
SPORTS and
RECREATION
RELIGIOUS
ACTIVITIES

10,57
9
17,89
6

1,23
1
1,90
0

2,15
2

WORK PROGRAMS

1,208

630

947

HEALTH AND
WELFARE
PROGRAMS

17,38
2

690

384

816

5,92
1
5,82
0
3,55
4

726

1,72
9

1,44
6
1,26
0

22,44
8
30,95
2

1,425

499

492

620

562

5,89
0

668

201

240

58%

40%

80%

80%

8,013

21%

30%

25,45
5

66%

100%

Table 9 - Rehabilitation Programs

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

21

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

PENALTY

August 2013
October 2013
October 2013
October 2013
December 2013
December 2013
December
December
December
December

NO. OF
PERSONNEL
3
5
1
1
1

Suspended
Suspended
Dismissed from the Service
Transferred
Dismissed from the Service
Dismissed from the Service
(DOJ)
Preventively Suspended (DOJ)
Fined
Closed and Terminated
Reprimanded

2013
2013
2013
2013

5
8
3
2
1

Table 10 - IAS Resolutions /Findings

Personnel Discipline
DISCIPLINARY CASES (January to December 2013)
(B)
RECEIVED
128

(A) PENDING
102
INSTITUTION
S
NBP
CIW
IPPF
DPPF
SRPPF
SPPF
LRP
Sub-Total:

IR
12
1
8
6
1
3
1
32

FC
29

C
1

IR
24

1
2

10
21
3
11
8
77

7
19
6
7
68

FC
2
1
5
31
6
5
50

(C)
DISPOSED
36

C
1

IR
4

FC
6
3
6

3
6
1
3
1
18

Table 10.a - Disciplinary Cases

Where : IR Investigation Report, FC- Formal Charge, C- Complaints

Disposition Rate: 15.6%

__C__
A+B

(D)
BALANCE
194

2
17

1
1

IR
32
1
15
21
3
11
8
91

FC
25
1
12
44
4
10
5
101

C
2

22

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

Investigatio
n
Report
1
1

Formal
Charge

Complaint
s

4
1
3
9
1

17

1
5
1
3
9
16
1

16

18

TOTAL

36

Table 10 .b - Breakdown of Penalties

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 ones
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.

23

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 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

584
602
587
559

1,370
1,346
1,601
1,655

124
124
121
114

Total Filled

2,078
2,072
2,309
2,328

88%
88%
88%
75%

Total
Authorized

2,362
2,362
2,612
3,112

24

2013
Table 11 -

531

1,867

112

2,510

84%

2,982

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.

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 Anti-Corruption

25

Seminar-Workshop was conducted in partnership with Australian

National
University
represented by Dr. Clarke
Jones.
Senior
BuCor
and
prison/penal farm officials
attended
the
three-day
activity held at the New
BuCor & prison/penal farm officials attended the three-day
Conference
Room,
Bucor Senior
activity on anti-corruption training held at the New Conference
Administration
Building, Room, BuCor Admin Bldg. Muntinlupa City.
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 3 rd Batch of Prison Guards, awarding of BuCors
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).

26
(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

Other administrative accomplishments that directly benefit

the lives and welfare of inmates are underscored, to wit:

27

Establishment
of
Kaagapay
Center (One-Stop Shop Inmate
Information
and
Assistance
Center).
The establishment of
BuCors 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 centers services.
Among the services provided by the
Shop include para-legal, livelihood and Kaagapay Volunteers prepare papers for inmates
interviews for the day
medical plus response mechanism to
queries pertaining to 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

Particulars

Queries on RA 10592, computation of sentence

served, queries on qualification for Executive
clemency, Parole and others.
384
Assistance for the preparation of letters for:
Synopsis,
transmittals,
additional
visitors
(Overseers Office), queries on colony status,
certificates and other requests
2
Requests for Medical Certificate
26
Case status, non- pending, non-appeal etc.
8
Certificate of Detention
4
For BPP, applications for Executive Clemency
20
For NBI, request for the checking of other cases
3240
Other concerns
Table 12 - Kaagapay Services

PAO Lawyers
rendering their free
legal services to

28

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.

Promotion of Inmates Rights including the Exercise of Right

to Vote by inmates pre-qualified and approved by COMELEC

29

(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, thirty-six (36)
inmates from San Ramon Prison and
Leila de Lima, Dir. Franklin Jesus Bucayu,
one hundred fifteen (115) inmates Sec.
Supt Venancio Tesoro and COMELEC personnel
from the Leyte Regional Prison were observed the Barangay election on October 28,
2013 while qualified inmates cast their vote.
not able to vote due to the nonestablishment 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

30

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

31

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 pesos 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.

32

o Administration
Over the decades, the prison system has been facing tremendous
challenges which have caused inevitable adverse effects on the
countrys 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

33

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

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
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

implementation of its reformation programs.

Strengthening of Reformation Coordinating Office (RECO)

Screening

and

Evaluation

BuCor

in

the

34

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 employeerespondents 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.

35

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

36

created to complement present institutional operations to fast

track the review and computerization of inmates carpetas.

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
CorrectionsThis 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 BuCors interest placed above the
rest.

37

Annex

THE BUCOR 2014 STRATEGIC OBJECTIVES/PLANS

PRIORITY
STRATEGIC OBJECTIVES
PROGRAMS/PROJEC
TS/
ACTIVITIES
SAFEKEEPING AND SECURITY
1. BuCor
Implementation of the BuCor
Modernization 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

5. Establishment of
more prison
dormitories to
address
congestion

Support the jail decongestion

and facilitate rehabilitation of
offenders

7. Enhance Search
and Recovery
skills of custodial
personnel

Increase retrieval rate of

escapees

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

38

PRIORITY
PROGRAMS/PROJEC
TS/
ACTIVITIES

STRATEGIC OBJECTIVES

REFORMATION
1. Strengthen/expan
Improve inmate/offender
d prison
rehabilitation and rerehabilitation
integration and reduce the reprograms
offender rate

ACTION PLAN

Fugitive Recovery :
Search and recovery
skills included in the
Prison Guard Basic
Training Course

Development of a prisonbased industrial

shops/facilities utilizing
inmate labor
Development of a
Rehabilitation Manual

Improve Health Care Services

a.Inclusion of
rehabilitation
report clearance

Provide adequate information

in inmate carpetas necessary
for evaluation of parole and

Develop a
comprehensive 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

39

PRIORITY
PROGRAMS/PROJEC
TS/
ACTIVITIES
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

STRATEGIC OBJECTIVES

ACTION PLAN

executive clemency (e.g.

rehabilitation programs
underwent)

Strengthen cooperation,
collaboration and partnership
among agencies and
stakeholders

Improve participation,
transparency and
accountability, as well as
operational coordination,
strategic collaboration and
resource mobilization with
stakeholders
ADMINISTRATION
1. Recruitment and Ensure high standard of
selection based
personnel competence and
on merit and
minimize political influence on
fitness
recruitment and promotion

Rehabilitation Programs
(including its
Rehabilitation Report for
each inmate-participants)

Expedite recruitment and

training of prison guards

Continuous screening of
NGOs and Volunteer
Groups accreditation
Implement pre-release
programs

Continuous
implementation of the
BuCor Personnel
Promotion/Selection and
Recruitment Board
(PPSRB) 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

40

PRIORITY
PROGRAMS/PROJEC
TS/
ACTIVITIES

STRATEGIC OBJECTIVES

ACTION PLAN

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

5. Improve agency

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

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

41

PRIORITY
PROGRAMS/PROJEC
TS/
ACTIVITIES
procurement
process

7. Integrity
development
programs

STRATEGIC OBJECTIVES

integrity of procurement
process towards
efficient/optimal utilization of
funds and responsive
support to operations
Institute mechanisms that will
prevent and address
corruption within the
Department and its agencies

ACTION PLAN

9. Full
computerization
of inmate records
and other prison
management
process

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
9. Development and

Increased efficiency of
management, administrative
and support services

Provide ICT-based data

sharing/collaboration
mechanism among justice
sector agencies

Adequate office buildings and

workshop for the

preparation of PPMP 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

42

PRIORITY
PROGRAMS/PROJEC
TS/
ACTIVITIES
implementation of
infrastructure
programs/projects

STRATEGIC OBJECTIVES

ACTION PLAN

responsive service facilities

10. Measures that will

ensure uniformity
and consistency
of policies and
legal services

Facilitate legal certainty and

service predictability

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)

Prevent/address
discriminatory policies and
procedures and ensure/
promote equality and
accessibility of services.

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 employeerespondents with criminal
cases. Related to the
performance of their
duties
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

Rehabilitation of Building No. 5

at Medium Security Compound

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

Tank-Sewer Line

Rehabilitation of Building No. 5 at

Medium Security Compound

Repair of Waterproofing at Roof Top

Admin. Building

Installation of Built-in cabinets at

Directors Quarters and IVSU

Installation of Water Heater at the

Directors Quarters

Repair of Doctors Offices at the NBP

Hospital

Repair of Comfort Rooms at Ward VI

and at the Administrative Office

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Repair of Mechanical Office

(Maximum),Gate IV Extension Office,
Legal Office

Repair of Security Outpost at

Directors Quarters and at the
Minimum Security Camp

Construction of Security Outpost

Bagong Anyo Park and Directors
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, Cashiers Office, Document Section and Display
Center.

Rehabilitation of Directors 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, Visitors Tent at MSC South Gate, Flush Door at
Supply Office Stockroom.

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 Overseers 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

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Repair of Gate 4 Extension Office

Construction of New School Rooms

in partnership with Manila Rotary
Club

Rehabilitation
of
Headquarters
and
Documents
Releasing
Office

NBP
Inmate
Division

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
ICRC-supported 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

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

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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.