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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:

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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”

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 Population22,403

Inmate Population2,193

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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 CAPACITY PRISON POPULATION

% SHARE CONGESTION

RATE

NBP 8,460 22,362 58% 164%PMA 41

CIW - Mandaluyong

1,525 2,193 6% 44%

IPPF 1,265 2,444 6% 93%DPPF 1,719 6,001 16% 249%

Inmate Population1,561

Inmate Population2,123

Inmate Population2,444

Inmate Population1,547

Inmate Population6,001

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CIW - Mindanao 372 303 --SRPPF 802 1,547 4% 93%SPPF 1,391 2,123 6% 53%LRP 584 1,561 4% 167%TOTAL 16,118 38575 100

%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

2009 2010 2011 2012 201333,00034,00035,00036,00037,00038,00039,000

Population

Population

4%

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

0.01% 0.99%2.63%

3.55%

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1st OffendersRe-offenders

Admissions1st Offenders 5,585 95%Re-offenders 286 5%Total Admissions 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 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,

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

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

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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.

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 and properly process all carpetas.

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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

Recovery Rate

INSTITUTIONSRETRIEVALS Total

RetrievalsCY PY

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

Leyte Regional Prison (LRP) 4 0 4

TOTAL 22 25 47

45% success rate Table 2- Recovery Rate

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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.

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 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.

INSTITUTIONSRECOVERIES

2009 2010 2011 201

2 2013

New Bilibid Prison (NBP) 6 12 8 7 17

Correctional Institution for Women (CIW) 2 - - 1 1

Iwahig Prison & Penal Farm (IPPF) 7 9 6 13 7

Davao Prison & Penal Farm 6 6 10 17 13

CIW - Mindanao 0 0

San Ramon Prison & Penal Farm (SRPPF) 1 2 3 3 0

Sablayan Prison & Penal Farm (SPPF) 8 1 13 7 5

Leyte Regional Prison (LRP) 4 - 3 6 4

34 30 43 54 2060

Table 2.a - Recoveries (2009-2013)There were 208 escapees recovered from 2009 to 2013.

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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 including those who peacefully surrendered to BuCor authorities. The 45% success rate in the CY escapee recovery is expected to rise once additional personnel, training, and intelligence fund is allotted to 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

variousleaders 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

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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.

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

Administrative Cases

Filed

No of InmatesInvolved

Criminal CasesFiled

No of InmatesInvolved

NBP 42 209 45 114CIW 5 14 0 0IPPF 0 0 0 0DPPF 294 294 16 16SRPPF 104 136 0 0SPPF 21 43 0 0LRP 32 47 0 0

Assorted contrabands including improvised weapons, illegal drugs, gambling paraphernalia and cellular phones were apprehended and confiscated by the custodial personnel inside prison compound.

Apprehension of illegal drugs and paraphernalia, liquor and cellular phones inside prison compounds

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Total -2013 498 7431.9%

61 130

Table 3 - Inmate Discipline

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.

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.

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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

Education Program/Activities

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ELEMENTARY

HIGHSCHOO

L

COLLEGE

VOCATIONAL

Special Classes

for Youth

Offenders

(SCYO)

ADULT LITERAC

Y & APPLIED TRAININ

G

School of Fine

Arts (SOFA

)

Alternative

Learning System

ARABIC LANGUAG

E & ISLAMIC VALUES

EDUCATION

PERSONALITY DEVELOPMEN

T SEMINAR

GRADUATES

TOTALENROLEE

S

NBP 61 179 168 469 23 35 428 2, 222 90 3,585CIW 229 41 33 268 50 621IPPF 62 209 85 356

DPPF 1022 6562,

373142 4,193

SRPPF 111 113 176 400

SPPF 175 175LRP 51 51

TOTAL 1,598 876 201 912 23 385 35 2,937 192 2, 222 90 9381

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 ActivitiesNBP CIW SRPPF LRP SPPF DPPF IPPF TOTA

LBasketball 2,131 30 100 480 173 725 20 3659Volleyball 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

Billiard & Pool 1,786 0 120 0 0 0 45 1951

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

Boxing 0 0 0 0 0 0 32 32

Dance 529 346 0 0 57 149 0 1081

Domino 0 0 10 0 0 0 0 10

Exercise 2,354 0 0 0 115 3,701 470 6640

Swimming 0 0 0 0 245 0 0 245

Recreation:Film Viewing 0 0 400 0 784 0 0 1184

Videoke 1,122 0 6 0 67 0 0 1195

Entertainment Programs 150 326 0 0 57 0 0 533

TOTAL 10, 579 1, 231 726 1, 446 1, 729 5, 912 816 22439

Table 5 - Sports and Recreation Programs

Type of Service No. ofInmates Type of Service No. of

InmatesConsultations 53,443 Dental Services 46,332 Hospital Admission 7,432 EENT Cases 6,968 Emergency Medical Services 1,985 Diabetic Care 8,938

Referrals to Other Health Care Institutions 921 Hypertensive

Care 1,926

Surgical Operations 2,686 PTB Cases 2,392Laboratory Examinations 20,575 Asthma 1,498

Ultrasound Examinations 596 Psychiatric Services 899

Table 6 - Health Services

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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-intestinal, dermatological, endocrine diseases, to name a few.

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:

Medical and dental examinations and other health-related services were provided to all

BuCor inmates

Sports and Recreation Activities

INSTITUTIONS

Chronic Illnesses Acute IllnessesNo. of Cases

% over Population

No. of Cases

% over Population

NBP 1,531 6.85 1,122 5.02CIW 608 27.85 1,361 62.35IPPF 1,082 44.09 185 7.54DPPF 89 1.40 707 11.15SRPPF 1,219 78.29 410 26.33SPPF 2,804 130.78 2,128 99.25LRP 322 20.42 333 21.12

Total 7,655 19.83 6,246 16.18Table 7 - Morbidity Rate

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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. 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.

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Moral and Spiritual activities also benefited at least 30,952 inmates or 80% of the total inmate population.

NBP CIW IPPF SPPF

DPPF

SRPPF

LRP TOTALEcumenical Prayers 8, 658 300 632 1, 400Evangelization (Bible Study)

200 22 31 25 30Worship 100 660 221 4,

737Devotional Activity 4, 318 560 130 30Other services 1, 500Mass 1,

300300 14 1,

200Baptism, etc. 103 1Formation 2, 749 111 1,

052Guidance Counselling 568TOTAL 17,

8961,90

02,15

2499 5,82

01,425 1,26

030,95

2Table 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.

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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 ReviewREHABILITATION

SERVICES NBP CIW IPPF DPPF SRPPF SPPF LRP TOTAL % of Participation Target

EDUCATION 3,585 621 356 4,193 400 175 51 9381 24% 12%

DRUG TREATMENT AND REHABILITATION - Therapeutic Community Program

267 2,161 100 4,971 225 30 26 7780 20% 10%

SPORTS and RECREATION 10,579 1,231 816 5,921 726 1,72

9 1,446 22448 58% 40%

RELIGIOUS ACTIVITIES 17,896 1,900 2,152 5,820 1,425 499 1,260 30,952 80% 80%

WORK PROGRAMS 1,208 630 947 3,554 492 620 562 8,013 21% 30%

HEALTH AND WELFARE PROGRAMS

17,382 690 384 5,890 668 201 240 25455 66% 100%

Table 9 - Rehabilitation Programs

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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 PENALTY NO. OF PERSONNELAugust 2013 Suspended 3October 2013 Suspended 5October 2013 Dismissed from the Service 1October 2013 Transferred 1December 2013 Dismissed from the Service 1December 2013 Dismissed from the Service (DOJ) 5December 2013 Preventively Suspended (DOJ) 8December 2013 Fined 3December 2013 Closed and Terminated 2December 2013 Reprimanded 1

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Table 10 - IAS Resolutions /Findings

Personnel DisciplineDISCIPLINARY CASES (January to December 2013)

(A) PENDING(B)

RECEIVED(C)

DISPOSED(D)

BALANCE102 128 36 194

INSTITUTIONS IR FC C IR FC C IR FC C IR FC C

NBP 12 29 1 24 2 1 4 6 32 25 2CIW 1 1 1 1IPPF 8 7 10 5 3 3 15 12DPPF 6 19 21 31 6 6 21 44SRPPF 1 6 3 6 1 3 4SPPF 3 7 11 3 2 11 10LRP 1 1 8 5 1 1 8 5

Sub-Total: 32 68 2 77 50 1 18 17 1 91 101 2Table 10.a - Disciplinary CasesWhere : IR – Investigation Report, FC- Formal Charge, C- Complaints

Disposition Rate: 15.6%

BREAKDOWN OF PENALTIES

Investigation

ReportFormalCharge

Complaints TOTAL

1. DROPPED 1     12. EXONERATED/ABSOLVED 1 4   53. WARNED     1 14. REPRIMANDED      5. FINED   3   36. SUSPENDED   9   97. CHARGED 16     168. TO RE-INVESTIGATE   1   19. DISMISSED FROM SERVICE        10. FORCED RESIGNATION        11. DROPPED FROM THE ROLLS        12. CASE ARCHIVED        

TOTAL 18 17 1 36Table 10 .b - Breakdown of Penalties

__C__A+B

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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.

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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 Total Filled Total Authorized

2009 584 1,370 124 2,078 88% 2,3622010 602 1,346 124 2,072 88% 2,3622011 587 1,601 121 2,309 88% 2,6122012 559 1,655 114 2,328 75% 3,1122013 531 1,867 112 2,510 84% 2,982

Table 11 - Filled and Unfilled Positions

Personnel Training and Development

Personnel Training and DevelopmentUpgrading 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

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.

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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 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 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.

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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).

(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.

Kaagapay Volunteers prepare papers for inmates’ interviews for the day

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

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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

Among the services provided by the Shop include the following:

Number of services Particulars

189 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 (Overseer’s Office), queries on colony status, certificates and other requests

2 Requests for Medical Certificate26 Case status, non- pending, non-appeal etc.

8 Certificate of Detention4 For BPP, applications for Executive Clemency

20 For NBI, request for the checking of other cases3240 Other concerns

Table 12 - Kaagapay Services

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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.

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.

PAO Lawyers

rendering their free

legal services to

inmates via the

One-Stop-Shop

or the KAAGAPAY

CENTER located

inside the prison

compound

Sec. Leila de Lima, Dir. Franklin Jesus Bucayu, Supt Venancio Tesoro and COMELEC personnel observed the Barangay election on October 28, 2013 while qualified inmates cast their vote.

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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 (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 one hundred fifteen (115)

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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.

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

Regional Prison Project Team escorted by Army

soldiers during the ocular inspection in Nueva Ecija

last June 2013

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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

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

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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.

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

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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

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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)

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oAdministration

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.

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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

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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 Corrections……This will just be in a matter of time.

FRANKLIN JESUS B. BUCAYUDirector, 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.

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Annex “A”THE BUCOR 2014 STRATEGIC OBJECTIVES/PLANS

PRIORITY PROGRAMS/PROJEC

TS/ACTIVITIES

STRATEGIC OBJECTIVES ACTION PLAN

SAFEKEEPING AND SECURITY1. BuCor

Modernization ActImplementation of the BuCor Modernization Act

Modernize and expand the BuCor structure

Revision of Manual2. Establishment of

halfway houses and after release in all OPPFs

Implement Reintegration program

Inclusion in the 2015 Budget Proposal the funding requirement for the construction of halfway houses in all BuCor OPPFs

External Relations Office fully operational

3. Pursue secure, safe and humane prison conditions

Ensure peaceful and humane environment for inmate rehabilitation

Public-Private Partnership Programs for LONG-TERM building and facility development

Development of Prison Water Distribution system

5. Establishment of more prison dormitories to address congestion

Support the jail decongestion and facilitate rehabilitation of offenders

Continuous transfer of NBP inmates to other OPPFs to decongest the premiere facility

Construction of additional dormitories in OPPFs

7. Enhance Search and Recovery skills of custodial personnel

Increase retrieval rate of escapees

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

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PRIORITY PROGRAMS/PROJEC

TS/ACTIVITIES

STRATEGIC OBJECTIVES ACTION PLAN

Prison Guard Basic Training Course

REFORMATION1. Strengthen/

expand prison rehabilitation programs

Improve inmate/offender rehabilitation and re-integration and reduce the re-offender rate

Development of a prison-based industrial shops/facilities utilizing inmate labor

Development of a Rehabilitation Manual

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

Improve Health Care Services 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

a.Inclusion of rehabilitation report clearance to the inmate carpeta for consideration of the BPP (for inclusion in the revised BuCor Operations Manual)

Provide adequate information in inmate carpetas necessary for evaluation of parole and executive clemency (e.g. rehabilitation programs underwent)

RECO to conduct monthly status monitoring of Rehabilitation Programs (including its Rehabilitation Report for each inmate-participants)

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PRIORITY PROGRAMS/PROJEC

TS/ACTIVITIES

STRATEGIC OBJECTIVES ACTION PLAN

b. Strengthen partnership with other agencies, local government units, civil society, international community and development institutions

Strengthen cooperation, collaboration and partnership among agencies and stakeholders

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

ADMINISTRATION1. 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) 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

Expedite recruitment and training of prison guards

Establishment of Corrections Institute

Continuous training for new prison guards

Capability training for BuCor Intelligence and Investigation Office

Strengthen and integrate capacity building and justice policy development

To develop an integrated training programs for BuCor employees

Open avenue for lateral entry to modify custodial paradigm

2. Good Governance Reforms

Implement good governance reforms

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PRIORITY PROGRAMS/PROJEC

TS/ACTIVITIES

STRATEGIC OBJECTIVES ACTION PLAN

Rationalization Plan Implement Rationalization Plan

Performance Management Systems

SPMS implemented Conduct capacity

development seminar in SPMS-Mentoring and Coaching

Continuous orientation seminar for BuCor employees on the SPMS process

Resource Management Pursue Land Titling of BuCor land

Conduct physical inventories of BuCor properties

Information Systems Strategic Plans

Implementation of ISSP projects

Feedback, monitoring and evaluation

Continuous monitoring thru feedback forms of ARTA

3. Establish planning, programming and budgeting system

Focus resources towards attainment of strategic goals, objectives and priorities

Continuous implementation of the DOJ-BuCor Planning, Programming and Budgeting System.

Conduct BuCor Planners and Budget Officers Annual Conferences

5. Improve agency procurement process

Speed up and ensure the integrity of procurement process towards efficient/optimal utilization of funds and responsive support to operations

Conduct Follow up workshop for the preparation of PPMP and APP.

Install mechanism to sped up Bidding process (monitoring and documentation)

7. Integrity development programs

Institute mechanisms that will prevent and address corruption within the Department and its agencies

Activation of Internal Affairs Service – to investigate cases involving erring personnel.

Conduct continuous Seminar workshop on Anti-Corruption

9. Full computerization of inmate records and other prison

Facilitate monitoring of inmates and timely release and referral for parole and pardon

Implementation and roll out of Inmate Management Information system

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PRIORITY PROGRAMS/PROJEC

TS/ACTIVITIES

STRATEGIC OBJECTIVES ACTION PLAN

management process

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 ARTA7. ICT projects for

internal management and operations

Increased efficiency of management, administrative and support services

Implement Human Resource Information System in 1st quarter of 2014

8. Develop establish the National justice Information system

Provide ICT-based data sharing/collaboration mechanism among justice sector agencies

Capturing of inmate fingerprint records and implementation of Management Information System.

9. Development and implementation of infrastructure programs/projects

Adequate office buildings and responsive service facilities

Facilitate completion of approved infrastructure projects for 2014

Submit Lay out plans for the programs/project proposal for 2015 before March 2014

10. Measures that will ensure uniformity and consistency of policies and legal services

Facilitate legal certainty and service predictability

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

11. Ensure sensitivity and responsiveness of policies, systems, processes and

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

Coordinate with PCW for the full implementation of Implement GAD plan projects

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PRIORITY PROGRAMS/PROJEC

TS/ACTIVITIES

STRATEGIC OBJECTIVES ACTION PLAN

services for the poor and vulnerable (e.g. women, children, persons with disabilities, senior citizens, indigenous people)

Establish PWD and Elderly facilities in all OPPFs

Annex “B”Completed/On-going Projects/Facilities Improvement

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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

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

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.

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

Construction of Security Outpost “Bagong Anyo Park” and Director’s

Quarters

Rehabilitation of Building No. 5at Medium Security Compound

Rehabilitation of NBP Headquarters and Inmates’ Documents Releasing Division Office

Construction of Computer Room in partnership with the Manila Jaycees & UPHR in Medium Security Compound

Construction of ICRC-supported TB Isolation Wards

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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

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

Electrical Projects -2013

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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.