Personalities in Corrections

PERSONALITIES IN CORRECTIONS
MANUEL MONTESIMOS
In 1835, He Was appointed Governor of the Prison at Valencia, Spain. He organized the institution
on the basis of semi-military discipline and encouraged vocational training and primary education of the
prisoners.
GEORGE MICHAEL OBERMAIER
In 1842, He was the governor of a prison in Munich, Germany. He gained the mens confidence,
removed their chains, discharged nearly all of their guards, and appointed one of them superintendent of
each of the industrial shops.
SIR WALTER CROFTON
He was the director of the Irish Prison in 1854 who introduced the Irish system which was later called
the progressive stage system.
DOMETS OF FRANCE
He established an agricultural colony for delinquents boys in 1839 , providing house fathers as in
charge of this boys. The system was based on re-education rather than force. When discharged, the boys
were placed under the supervision of a patron.
ALEXANDER MACANOCHIE
Introduced A progressive humane system to substitute for corporal punishment, known as Mark
System where a prisoner is required to earn a number of marks based on proper department , labor, and
study in order to entitle him to a ticket of leave or conditional release which is similar to parole.
He developed the forerunner of modern parole.
Developed a five step procedure he called a mark system- prisoners could progress through
these stages eventually earning full freedom:
The steps were:
1. Strict custody/ solitary confinement
2. Labor in government work gangs/groups
3. Limited areas of freedom
4. Tickets of leave for conditional release/parole
5. Full freedom

ZEBULON R.BROCKWAY
He was the superintendent of the Elmira Reformatory in New York in 1876. He introduced a new
institutional program for boys.
SIR EVELYN RUGGLES BRISE
He was the director of English Prison who opened the Borstal Institution after visiting the Elmira
Reformatory in 1897 which is now considered as the best reform institution to young offenders.
This system was based entirely of the individualized treatment.
IMMANUEL KANT
He believed in categorical imperative in imposing punishment.
JOHN LOCKE
He believed that punishment was a criminals just reward.
ENRICO FERRI
Introduced the law on saturation- society can tolerate only a number of delicts.
PETER RENTZEL
He established a work house in Hamburg at his own (1669) because he had observed that thieves
and prostitutes were made worse of better by pillory and he hoped that they might improved by work and
religious instruction in a workhouse
JHON HOWARD
The great reformer or reformist, who wrote The State of PRISONS in England IN 1777,after a personal
investigation of practically all the prisons in England.
An important reformer. Often thought as the Farther of Prisons Reform.
He was especially impressed by the hospice (hospital) of San Michelle in Rome. Howard devoted his life
and his money to Prison reform. He advocated rigorous religious teaching, highly routine daily schedules
and productive labor .He also advocated sanitary prison conditions, separating women from men and
young offenders from older, paying jailers a salary rather than the relying on Payments from prisoners
for food and using isolation for reflection and penance,
SIR THOMAS MORE (UTOPIA)
Wrote that punishment would not prevent crime and that it would better to look at conditions that caused
crime.
JOHN HOWARD, SIR SAMUEL ROMILLY AND THE QUAKERS
Oppositionists to severe punishment and efforts were exerted to humanizer the American prisons.

KING HAMMURABI
The 6th king of the first dynasty in EGYPT. Famous for his code of HAMMURABI which was the
compilation and expansions of earlier laws which was the fullest extent collection of the Babylonian laws.
This code adopted the principle LEX TALLIONES
King Hammurabi of Babylonia (1792-1750 B.C) acting as sole legislator and supreme judge of his
kingdom. Set forth rules establishing offenses and punishments, a code whos who disobeyed its rules.
GEORGE FOX
The founder of the Quakers known as the society of Friends-a church known as for pacifism,
humanitarian and emphasis of inner quiet.
WILLIAM PENN
Founder of Pennsylvania, advocated of the Quakers and wrote numerous tracts on the Quakers beliefs
and was several times imprisoned for his nonconformity. He introduced imprisonment and was
responsible in the abolition of corporal punishment which includes the death penalty.
DRACO
Known as the ancient law giver in Athens-who made a code known as Code of Draco, which made both
serious and trivial crimes punishable by death.
SOLON
Permitted any citizen of Athens in ancient Greece to prosecute, thus showing interest to try a case in
public.
KARL MENNIGER
He differentiated punishment from penalty. Punishment is pains inflicted over the years for the sake of
inflicting pain while penalty is pre-determined prove leveled automatically for a crime committed.
ARISTOTLE
First attempted to explain crime in his book Nicomedia Ethics. He discussed corrective justice-
punishment is a means of restoring the balance between pleasure and pain.
THOMAS HARRISON
He was sentenced in 1668 for his participation in the killing of Stuart King Charles I. His penalty was
death.
KING HENRY II, 1166 OF ENGLAND
He ordered every sheriff to establish a gaol, pronounced jail in his shire for the purpose of securing of
offenders until they could be brought before the kings court.

CHARLES-LOUIS DE SE CONDAT, BARON DE LA BREDE AT DE MONTESQUIEU (1689-1755)
Founder of Political Science. He criticized in humane punishment and argued that the punishment should
fit the crime. He believed that harsh punishment undermined morality and that better way to prevent crime
was to appeal to an individuals sense of decency and what was morally and socially right.
FRANCOIS-MARIE AROUET VOLTAIRE (1694-1778)
He believed that fear and shame could deter crime. Voltaire fought against torture. He believed that
punishment of criminals should be of use when a man is hanged he is good for nothing.
PLATO.GK.
Philosopher, earliest known advocator of punishment as utilitarian.
JEREMY BENTHAM
Wrote that if punishments were known to be swift, sever and certain, and if the pains exceed the pain,
criminals could be deterred.
SIR WILLIAM BLACKSTONE
He authored the Penitentiary Act of 1779, based on the published work of JOHN HOWARD with respects
to prison reforms this was the first law for the creation of penitentiary houses.
(Compiled notes by Maam Sina C Bestre (2006) PLTC CCJE hand out in CORRECTION)

IMPORTANT PLACES IN THE STUDY OF CORRECTIONS
Walnut Street Jails- Originally constructed as a detention jail in Walnut Street, Philadelphia. It was
converted into a state prison and became the first American Penitentiary. In 1790, implemented the new
effort to use fewer harsh corporal penalties and resort instead to solitary confinement with labor.
Prisoners were locked in separate cell, isolated from one another for their sentenced. Each cell contained
a Bible, which prisoners were expected to read. It was considered quiet progressive because it separated
prisoners based on the seriousness of their offense, separated serious offenses from the rest of the
prisoner population through the use of solitary confinement, and separated female from male prisoners.
Two rival prison system in the early history of imprisonment:
A.Auburn Prison- It features the confinement of the prisoners in single cells at night and congregate work
in shops during the day.
Auburn system- Emphasized crime prevention through strict silence and fear of brutal punishment:
sometimes referred to as the congregate system.
Congregate System- Emphasized crime prevention through strict silence and fear of brutal punishment,
with prisoners working and eating together as group; also known as the Auburn System. Provided for
prisoner confinement in separate cells but brought the inmates together into congregate workshops (New
York State Prison at Auburn)
B.Pennsylvania System- It features a solitary confinement of the prisoners in their own cells day and night
where they lived, slept, received religious instructions and read the bible, and given time to work silence
was also enforced. Pennsylvania system-Emphasized religion and penitence; sometimes referred to as
the separate system.
Elmira Reformatory considered as the forerunner of modern penology located in Elmira, New York,
1976.It features a training school type of institutional program, social case work and extensive use of
parole. It had all the elements of modern correctional system among which were a training school type,
education and extensive use of parole based on the indeterminate sentence. Elmira Incorporated
individualized treatment using a mark system, education, indeterminate sentence and vocational training.
The reformatory was seen as not only a new model to rehabilitate young adults but also as a means to
segregate them from hardened criminals and simultaneously lessen the problems of overcrowding. This
institution was considered innovative in its use of good time credits to increase inmate compliance and
productivity, thereby decreasing the length of time serve in prison.
Birdwell Prison-The first prison or penitentiary located in Birdwell, England. Workhouse established in
1557 in London to house and employs thedregsof the city. It was not intended as a prison but rather as
a way to take care of and train the poor and to instill in them the Judeo-Christian work ethic that hard
manual benefits a persons soul as well as society. In effect, the workhouses purpose was rehabilitative.
Most Birdwell did not separate men and women, young and old, sick and healthy. Prisoners had to pay
for their food, have family or friends bring then food or starve.
Dartmoor Prison-Once known as the house of halfway to hell located in devonshire,England;originally
constructed to house French prisoners.
Ancient Rome-a nation who pioneered banishment as a form of punishment.
Berlin-The country where the last burning at stake was made until 1786.
Australia-A place where after the American gained their independence from England in 1786 the
prisoners of England were transferred until 1867
Thames River- Located in south of England where in 1776, Prisoners were employed for a year to clean
and build a Royal Dock in River Thames. The prisoners were quarted in hulks anchored in the Thames
until 1807and Gibraltar until 1875.
ATTICA PRISON (1976)-PRISON riot where made 11guards and 32 prisoners were killed.
AUBARA PRISON (1816)-NEW YORK- Represented American pragmatism and efficiency and became
the model of maximum security prisoners throughout American. The design was based on that of the
Walnut Street Jail. Sometimes Referred to as tiersystem.it was at auburn that the practice of having
prisoners eat seated a long table face-to back was instated and classified prisoners based on the
seriousness of prisoners crimes. Set the precedent for preset day minimum, medium, and maximum
security penitentiaries.
Ancient Athens- The code of Draco for corporal punishment inflicting bodily form, so extensively it was
rumored to be written in blood. The word Draconian became synonymous with extreme cruelty. Among
the punishments set forth were flagging, branding, dawning and quartering, stretching on the rack and
mutilating.
House of Refuge (1827)-Philadelphia, An Institution design to separate juvenile delinquents and poor
children from adult criminals. Established by John Augustus.
Massachusetts Bay Colony (1632)- Was established as the nations first prison in the United States .
New Great Prison-Was named after the in famous London Institution was first opened in 1773it was
touted as an improvement over earlier practices of corporal punishments and execution.

(Compiled notes by Maam Sina C Bestre (2006) PLTC CCJE hand out in CORRECTION)

1. INSTITUTIONAL CORRECTIONS

1.1 INTRODUCTION TO CORRECTIONS

1.1.1 HISTORICAL PERSPECTIVE ON THE
DEVELOPMENT OF CORRECTIONS
The History and Development of Corrections from a Policy Perspective: Trying to reason out the
unreasonable
A Couple of truths
Since the earliest prisons, they have almost always been overcrowded
Wars reduce prison populations
Prisons and jails are more often than not filled with the poor
Irwin calls this Managing the Underclass
Correctional Policy is a reflection of the times
SUMMARY
The Politics
The needs
The publics attention
The court intervention is fairly recent and the jury is still out on how long it will last

http://www.hhs.csus.edu/Homepages/CJ/BikleB/The%20History%20and%20Development%20of%20Cor
rections%20from%20a%20Policy%20Perspective.htm
1.1.2 THE CONCEPT OF PENOLOGY
The purpose of this research is to examine the concepts of correction and penology as they have been
used in human affairs throughout history. Specifically, the intent of this paper is to study the more modern
concepts of penology in terms of their historical context.
Most authorities tend to agree that the use of incarceration as a means of punishing criminals is a
comparatively new concept. There is no evidence (either in fact or on paper) of institutions that in any way
resemble the modern penitentiaries dating back further than the last three centuries. The prison, in fact,
was invented with the most humanitarian of intentions. The purpose of incarceration was, originally, to
spare wrongdoers from the barbarism of corporal and capital punishment. This concept of the prison as a
humanitarian institution might be very difficult to sell to the inmates of a modern penitentiary, but that was
the intent of the founders of the first such prisons (Morison, 1965, pp. 400-417).
Prior to that change in societal concepts, most official acts of punishment fell into two categories: corporal
and capital. The former was defended by many in that it was cheap and over with very quickly for the
criminal. The latter was defended for the same reasons, although victims of this latter category of
treatment might not have wanted it to be "over" so quickly. Both provided the general public with a
vicious, obscene spectacle, but that was not included in official discussions of the pros
Is said to be effective if the end is realized with a maximum
of success while using a minimum of means. To test, therefore, the effectively
of the prison system, the A system end or the objective and the means or the
strategy availed of to secure the desired end must be examined.
This paper attempts to present the working of the prison system, the
purpose for which it was established, the methods it employs, and the
management strategy being used. It tries to present as candidly as possible
conditions inside the prison, the problems, living conditions, activities.
And finally, in our modest way, we offer 'some recommendations and proposed
solutions.

II. METHODOLOGY
The group engaged in theoretical as well as empirical research. For
the latter the 11unicipal Jail .of Romblon, Quezon City Jail, Provincial Jail
of Batangas and the New Bilibid Prison were utilized as venues as actual
investigation.
Ten maximum-security prisoners, six medium security-prisoners and
five miniJ11um-security .prisoners . were informally interviewed. A pack of
cigarettes always helped in eliciting honest and more dawn to earth answers.
60 .

upd.edu.ph/plj/images/files/PLJ volume 52/PLJ Volume 52 number 1 -03- Abelardo B. Albis, Jr., Eleandro
F. Madrona, Alice P. Marino, Leonides S. Respicio - A Study on the Effectively of the Philippine Prison
System.pdf

1.1.3 FORMS OF PUNISHMENT; ANCIENT TO CONTEMPORARY

Capital punishment in the Philippines has a varied history and was abolished on June 24, 2006 (the
second time since 1987).
Filipinos have mixed opinions about the death penalty, with many opposing it on religious and
humanitarian grounds, while others advocate it as a way of deterring crimes.
Spanish and American Periods
During Spanish colonial rule, the most common method of executions were shooting by the firing squad
(especially for treason/military crimes, usually reserved for independence fighters) and garrote (a notable
case would be the Gomburza).
A prominent example is the country's national hero, Jose Rizal, who was executed by firing squad on the
morning of December 30, 1896.
[1]

In 1926, the electric chair was introduced, by the United States colonial government. This made the
Philippines the only country besides the United States to employ this method.
1946 to 1986.
Extreme overcrowding is the most punishing aspect of doing time in jails maintained by the Bureau of Jail
and Management Penology (BJMP), which is an agency of the Department of Interior and Local
Government. In 2001, about 35,000 inmates were fighting for space in jails supervised by the bureau.
Today, the number has jumped to 69,500.
The jails in Metro Manila account for 22,000 inmates which is more prisoners than the official capacity
they can accommodate. At the Manila City Jail and other prisons in the National Capital Region, inmates
have to take turns sleeping on the floor.
Based on government projections, the total jail population in BJMP-supervised jails could reach 89,000 in
2008, 101,250 in 2009 and 114,930 in 2010, way beyond the capacity of these holding facilities. These
figures are only for the municipal and city jails which are under the care of the BJMP.
Over congestion also brutalizes life in penitentiaries and in provincial jails. The projected populations of
national prisons administered by the Bureau of Corrections, an agency of the Department of Justice and
the jails maintained by the provincial governments must be as dreadful.
Herding individuals in cramped spaces is cruel, inhuman, ill, degrading, and unjust punishment.
Overcrowding is dangerous to health and to human life. It breeds diseases, breaks down discipline and
exacerbates tensions. Having to fight for air and space 24 hours a day make prison, in the words of
inmates, a living death.

1.1.4 THE DEVELOPMENT OF JAILS AND PRISONS
A system is said to be effective if the end is realized with a maximum
of success while using a minimum of means. To test, therefore, the effectively
of the prison system, the end or the objective and the means or the
strategy availed of to secure the desired end must be examined.
This paper attempts to present the working of the prison system, the
purpose for which it was established, the methods it employs, and the
management strategy being used. It tries to present as candidly as possible
conditions inside the prison, the problems, living conditions, activities.
And finally, in our modest way, we offer 'some recommendations and proposed
solutions.

1.1.5 CORRECTIONS AND THE CRIMINAL JUSTICE EDUCATION
The Philippine Government have organized and established institutions which serves to maintain peace
and order. These institutions are responsible for preventing crimes, enforcement of laws, apprehension
and prosecution for those who violated the law. If, the courts of Law finds them guilty for committing crime
they shall be confined in order for those people to be rehabilitated and reintegrate them into the
community as law abiding citizens.
These institutions organized by the Government have incorporated themselves in order to establish a
Criminal Justice System. This system is composed of: the Law Enforcement, Prosecution, Court,
Corrections and the Mobilized Community. The Law Enforcement effects the arrest of those people who
violated the law. The Prosecution lays the background to determine whether the person arrested for
violating a law be placed on the processes of the system wherein it resolves whether the person be
charged in court or not. The Court is the cornerstone of the system wherein it determines whether the
person charge for a criminal offense is guilty or not.
When the Courts of Law finds an individual guilty for violating the law, a sentence shall be imposed upon
him, not for the person to change him attitude, but as a penalty. When the person has been proven guilty
beyond reasonable doubt, he must be placed in a confinement for his protection and for the communitys
welfare. He is considered a prisoner while he serves his sentence imposed by the court for transgressing
the law.
Prisoners are classified as National or Insular Prisoner whose sentence is more than three (3) years to
death will serve her penalty at the National Penitentiary. Based on the Bureau of Corrections reception
procedures, female convicts will serve their sentence at the Correctional Institution for Women at
Madaluyong City, while male convict will serve their sentence at any of the Correctional Institution of the
country, namely: San Ramon Prison & Penal Farm, Zamboanga: Iwahig Prison & Penal Farm, Palawan:
Davao Prison and Penal Farm, Dajuli, davao del Norte: New Bilibid Prison, MuntinlupaI: Sablayan Prison
and Penal Farm, Sablayan Occidental Mindoro: and Leyte Regional Prison, Leyte.
Before a convict can enter to the penal institution, he must first undergo admission and classification
procedures. The operating manual of the Bureau of Corrections mandates that, admission will require the
following documents: (1). Commitment Order from the Court or Mittimus; (2.) Court Decision of the Case;
(3.) Information filed by the City/Provincial Prosecutor; (4.) Certificate of Detention, if any, from the City,
Provincial and/or Municipal Jail where prisoner was detained.
The prisoner will then be received at the Reception and Diagnostic Center (RDC) and his identity will be
examined through its photographs and fingerprints. The authenticity of the documents submitted will also
be carefully examined. The inmates will also be photographed and fingerprinted for comparative and
record purposes of the Bureau of Corrections. After the prisoner is admitted he will stay at the RDC for a
total of sixty (60) days. The inmate will be placed first in a quarantine for at least five days (5) wherein the
prisoner will be medically examined to determine illness and if found to have infectious or contagious
diseases, he shall be immediately confined in the hospital until he will fully cured. After the quarantine, the
inmate shall remain at the RDC for a period not exceeding fifty five (55) days, wherein the inmate shall
undergo orientation of prison rules and regulations, the condition of prison life, and institutional programs
for their early release. A staff interview will be conducted by the Psychiatrist, Sociologist, Educational
Counselor, Vocational Counselor, Chaplain, Medical Officer, and Custodial or Correctional Officer. All the
facts and data gathered during the staff interview will be used as the basis for classification, diagnosis,
and planning for the treatment program of the prisoner. After the staff interview a Staff Conference will be
called for the purpose of discussing the treatment program of the prisoner. And the inmate will be
informed about their findings and recommendation for his rehabilitative program.
The prisoners are classified in the operating institution into maximum-security offenders, medium security
offenders, and minimum security offenders. The purposes for the classification of offenders are: 1.) To
separate offenders who by reason of their criminal record or derogatory character are likely to exercise a
bad influence to other offenders; 2.) To separate offenders who by gravity of their offenses have been
sentence to longer periods of imprisonment and therefore requires a more secure facility; 3.) To divide
and segregate the offenders into classes to facilitate their rehabilitative treatment.

Medium security offenders are those who cannot be trusted in less secured areas and whose conduct or
behavior requires minimum supervision. Under this category are; (1.) those whose minimum sentence is
less than twenty years imprisonment; (2.) remand inmates or detainees whose sentences are below 20
years, (3.) those who are 18 years of age and below, regardless of the case and sentence, (4.) those who
have two or more records of escapes. They can be classified as medium security inmates if they have
served eight years in the maximum-security camp after they were recommitted. Those with one record of
escape and must have serve five years in the maximum security camp, (5.) first time offenders sentenced
to life imprisonment. They may be classified as medium security if they have served five years in a
maximum-security prison or less, upon recommendation of the Superintendent. Those who were detained
in a City and/or Provincial Jail for five years shall not be entitled to said classification.

correctionhttp://www.cu.edu.ph/concept-of-criminal-justice-system-in-the-philippines/
1.2. Philippine Prisons and Jails: Organization, Power and Functions of the Bureau of Corrections
1.2.1. BUREAU OF CORRECTIONS
Bureau of Corrections (Philippines)

New Bilibid Prison; the NBP Reservation houses the BuCor headquarters
The Bureau of Corrections (BuCor or BC) (Filipino: Kawanihan ng Koreksiyon) (KK) is an agency of the
Department of Justice which is charged with the custody and rehabilitation of national offenders, who
have been sentenced to three years of imprisonment
[1]
or more. The agency has its headquarters in the
New Bilibid Prison Reservation in Muntinlupa City.

Organization
It is headed by Director Gaudencio S. Pangilinan and the bureau has 2,362 employees, 61% of whom are
custodial officers, 33% are administrative personnel and 6% are members of the medical staff.
[1]

Mission
To maximize the assets' value of the BuCor to effectively pursue its responsibility in safely securing
transforming national prisoners through responsive rehabilitation programs managed by professional
Correctional Officers.
[3]

Mandate
The Principal task of the Bureau of Corrections is the rehabilitation of National Prisoners.
[3]

The Bureau carries out the following task to carry out its mandate:
[3]

Confine persons convicted by the courts to serve a sentence in national prisons.
Keep prisoners from committing crimes while in custody.
Provide humane treatment by supplying the inmates' basic needs and implementing a
variety of rehabilitation programs designed to change their pattern of criminal or anti-
social behavior.
Engage in agro-industrial projects for the purpose of developing prison lands and
resources into productive bases or profit centers, developing and employing inmate
manpower skills and labor, providing prisoners with a source of income and augmenting
the Bureau's yearly appropriations.

New Name
Administrative Code of 1987 and Proclamation No. 495 issued on November 22, 1989. Change the
agencies' name to Bureau of Corrections from Bureau of Prisons
Logo

The logo presented here, is symbolic of the Bureau's mandate, the rehabilitation of inmate. The logo
focuses on the man in prison as the main concern of rehabilitation. It presents man behind bars,but who
looks outwards with the hope of re-joining the free community. The rays of the sun and the color green
are symbolic of hope. The color orange is symbolic of happiness. The bar of justice represents the justice
system. (jrcp)
[4]

http://en.wikipedia.org/wiki/Bureau_of_Corrections_%28Philippines%29

1.2.1.1. HISTORY OF NATIONAL PRISON SYSTEM

Spanish Rule

Old Bilibid Prison circa 1900
The Old Bilibid Prison which was located on Oroquieta Street in Manila was established in 1847 and by a
Royal Decree formally opened on April 10, 1866. On August 21, 1870 the San Ramon Prison and Penal
Farm was established in Zamboanga City for Muslim and political prisoners opposed to the rule of Spain.
American Colony
the Unit penal Settlement now known as Iwahig Prison and Penal Farm was established in 1904 by the
Americans in 28,072 hectares of land. The land areas expanded to 40,000 hectares in the late 1950s.
[4]

and expanded again to 41,007 hectares by virtue of Executive Order No. 67 issued by Governor Newton
Gilbert on October 15, 1912.
The Bureau of Prisons was created under the Reorganization Act of 1905 as an agency under the
Department of Commerce and Police. The Reorganization Act also re-established the San Ramon Prison
in 1907 which was destroyed during the Spanish-American War in 1888. The prisons was placed under
the Bureau of Prisons and receive prisoners in Mindanao.
[4]

The Correctional Institution for Women was founded on November 27, 1929 and it is the one and only
prison for women in the Philippines. It was established to the Act No. 3579.
[4]

On January 21, 1932, the bureau opened the Davao Penal Colony in Southern Mindanao.
[4]

The New Bilibid Prison was established in 1935 in Mutinlupa due to the increased rate of prisoners.
Proclamation No. 72 issued on September 26, 1954, established the Sablayan Prison and Penal Farm in
Occidental Mindoro. and the Leyte Regional Prison was established on January 16, 1973,

undhttp://en.wikipedia.org/wiki/Bureau_of_Corrections_%28Philippines%29er Proclamation No. 1011.

NATIONAL BILIBID PRISON
1.2.1.2. Organization, Power and Functions of the Bureau of Corrections
1.2.1.2.1.National Bilibid Prison
New Bilibid Prison

Location Muntinlupa City, Philippines
Status Operational
Security class Maximum security
[1]

Capacity 8,700
[2]

Opened 1940
Managed by
Bureau of Corrections

Old Bilibid Prison c. 1900 The New Bilibid Prison in Muntinlupa City, Philippines, is the main insular
penitentiary designed to house the prison population of the Philippines.
[1]
It is maintained by the Bureau of
Corrections (BuCor) under the Philippine Department of Justice. As of October 2004, it has an inmate
population of 16,747.
[3]
The penitentiary had an initial land area of 551 hectares. One hundred four
hectares of the facility were transferred to a housing project of the Department of Justice.
[3]
The Bureau of
Corrections has its headquarters in the NBP Reservation.
[4]
http://en.wikipedia.org/wiki/New_Bilibid_Prison

1.2.1.2.2. PENAL COLONIES
The Davao Prison and Penal Farm
Is the first and one of the oldest and most recognized penal colonies in the Philippines. Located in Santo
Tomas, Davao del Norte, the penal colony is sprawled at the vast Tadeco Banana Plantation.
Formerly known as the Davao Penal Colony,the Davao Prison and Penal Farm was built on January 21,
1932. It was established within a 5, 212-hectare of land and was supervised by Bureau of Corrections
and the Department of Justice.
Iwahig Penal Colony

The Iwahig Prison and Penal Farm was originally set up in 1902 by the United States to house Philippine
prisoners who had fought against the American colonization of the Philippines. Today, situated on the
lush island of Palawan, only 30 minutes by road from Puerto Princesa City, Iwahig is unique among penal
institutions. Despite the fact that most of the 2,300 inmates have been convicted of homicide, the majority
are minimum security prisoners and are thus not locked up within the colony. Instead, these minimum
security inmates live in dormitories and work on one of the many agricultural projects located within the
prison farm. Prisoners who are deemed to be at risk of escaping are confined to medium or maximum
security areas, where they are monitored, but these prisoners comprise less than fifty percent of the
Iwahig population.

Girls return home from school, passing maximum security prisoners working in a
garden. Many of the prison employees live within the penal colony with their
families, and there is even an elementary school within the colony.

After they gain the trust of the guards some colonists are given more
responsibility. In this case, a trusted prisoner watches over other inmates
working in the rice-fields.

Minimum security prisoners bring rice in from the fields.

Minimum security prisoners thresh rice.

Colonists are counted often to make sure none are missing. Here inmates are
being counted after they finish work in the ricefields.

There is not enough money in the colony's budget to issue all prisoners official
uniforms, so most inmates simply have an orange scrap of cloth pinned to their
shirt to indicate that they are inmates.

Lunchtime at maximum security. Inmates get three meals a day. Meals mostly
consist of rice, rootcrops and some vegetables. Once or twice a week inmates
are given some meat. The budget for food is 20 pesos per colonist per day.

Prisoners in Maximum Security are not permitted to leave the compound except
when working under guard. Friends in Minimum buy bread for them on the
outside and bring it to them.

A prison guard stands watch outside a building that dates from the American
times. The building currently serves as a recreation hall and a dormitory for
minimum security inmates.

Members of a prison marching band. None of the bandmembers had any
musical experience before arriving at Iwahig.

During his free time, an inmate teaches another inmate's son how to play
marbles. With permission from the Department of Corrections, some inmates are
allowed live with their families inside the colony.

Inmates play volleyball in a tournament organized by the prison administration.

A colonist prepares dinner outside his dormitory. Minimum security prisoners,
unlike medium and maximum security prisoners, prepare their own meals.

http://www.wirephoto.com/swallace/iwahig.files/Iwahig.html

Sablayan Prison and Penal Farm
The Sablayan Prison and Penal Farm is situated in Occidental Mindoro, Philippines. By the virtue of
Presidential Proclamation no. 72, it was established on September 26, 1954.
Sprawled on a 16, 190-hectare land area, the Sablayan Prison and Penal Farm is one of the prisons
nearer to Metro Manila.
According to records and file, the Sablayan prison first housed colonists, employees and prisoners on
January 15, 1955. Since its establishment, the prison is continuously improved through construction of
several buildings, including dormitories, employee's quarter, guardhouse, schoolhouse, chapel, recreation
hall and post exchange.

The Sablayan Prison and Penal Farm is also where prisoners from New Bilibid Prison are brought for
decongestion purposes. It follows the same colony standards as other penal farms.
It was actually considered as the second oldest penitentiary in the Philippines but the closure of
the Old Bilibid Prison in 1940 made this place the oldest existing penitentiary today.
Established August 31, 1870 for persons convicted of political crimes.
This was closed during the Spanish-American war because of the damages it endured. But this
was re-opened during the American time.
On November 1906, then American governor issued a decree defining the total area of the Penal
Farm to contain 1,414.68 hectares.
However, Presidential Proclamation No.1205 of June 09,1972 transferred 500 hectares to the
Philippine Coconut Authority (PCA) and the Zamboanga City Special Economic Zone and
Freeport Authority (Zambo Eco zone).

Colonia Penal de San Ramon - oldest prison

http://travelingluck.com/Asia/Philippines/Zamboanga+del+Sur/_1688604_San+Ramon+Penal+Colony.ht
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1.2.1.3. CORRECTIONAL FOR WOMEN
Correctional Institution for Women
The Correctional Institution for Women (CIW) is one of seven major facilities handled by the Bureau of
Corrections (BuCor), an agency under the Department of Justice. Located in Muntinlupa City, CIW is one
of the main stations for female offenders in the Philippines. It is the smallest but the most overcrowded
correctional institution in the country, its 500 inmate-capacity reaching 951 (90% congestion rate) in 2001.

1.2.1.3 THE RECEPTION AND DIAGNOSTIC CENTER(RDC)

RECEPTION AND DIAGNOSTIC CENTER (RDC)
The Philippine national prison's RDC

Recognizing the need to properly orient newly committed prisoners to the Philippines' Bureau of
Corrections, the Reception and Diagnostic Center (RDC) was created through the issuance of
Administrative Order no. 8, series of 1953 of the Department of Justice. It was patterned after the
reception facilities of the California State Prison. The RDC is an independent institution tasked to receive,
study, classify all national prisoners committed by final judgment to the National Penitentiary. The first
RDC facility was created in Building no. 9 of the Maximum Security Compound of the New Bilibid Prison
(NBP), Muntinlupa City. In a move to isolate the facility from the troubled maximum security wing then
experiencing violence in 1973, RDC was relocated to Building no. 7, formerly referred to as Metro Jail of
Medium Security Compound of Camp Sampaguita, NBP. To further insulate the newly received inmates
from gang related exposures, the Center was transferred to the previous military command post adjacent
the Medium Security facility where it is presently situated. The RDC is an entirely separate division with a
highly technical function headed by the Chief of the RDC who oversees its independence in carrying its
mandated tasks to receive study and classify all male national inmates committed to the Corrections by a
competent court of authority. The Chief is directly responsible to the Director for all the activities
undertaken by her personnel. Presently, RDC has a total of fifty (50) personnel, consisting of 21 civilian
and 29 security officers, whose job functions are inter-related for a worthy implementation of its programs.
The success of all prisons' rehabilitation process depends on how the RDC tackles the necessary
orientation, diagnosis and treatment programs of the newly arrived inmates. Within the framework of staff
and facilities, every effort is made to determine the inmate's strength as well as his moral weaknesses,
his physical inadequacies, his character disorder, his educational, social and vocational needs. It is during
the 60-day period, the critical initial contact between prisoner & his new environment that the primordial
functions pertaining to care & treatment are exhaustively being carried out by the specialist staff. By the
time the inmate is ready for transfer to any of the operating penal institutions, he has overcome all his
fears and prejudices, has attained considerable adjustment, and is prepared to cooperate in the
implementation of his treatment program. Being the initial stop of every national male prisoner, the RDC
regularly continues to improve its rehabilitative programs. One such reform is the embracing of the
behavioral modification modality. Primarily a program for drug dependents, the RDC Chief recognized the
potential of applying the same principles to all committed inmates, thus the RDC was turned into a
Therapeutic Community Camp on February 6, 2003.
http://agentedilindap.blogspot.com/2006/05/reception-and-diagnostic-center-rdc.html

1.2.1.4 PRISON ADMISSION PROCEDURESAND
CLASSIFICATION OF INMATES

The Philippine Government have organized and established an institution which serves to maintain peace
and order. These institutions are responsible for preventing crimes, enforcement of laws, apprehension
and prosecution for those who violated the law. If, the courts of Law finds them guilty for committing crime
they shall be confined in order for those people to be rehabilitated and reintegrate them into the
community as law abiding citizens.
These institutions organized by the Government have incorporated themselves in order to establish a
Criminal Justice System. This system is composed of: the Law Enforcement, Prosecution, Court,
Corrections and the Mobilized Community. The Law Enforcement effects the arrest of those people who
violated the law. The Prosecution lays the background to determine whether the person arrested for
violating a law be placed on the processes of the system wherein it resolves whether the person be
charged in court or not. The Court is the cornerstone of the system wherein it determines whether the
person charge for a criminal offense is guilty or not.
When the court of Law finds an individual guilty for violating the law, a sentence shall be imposed upon
him, not for the person to change him attitude, but as a penalty. When the person has been proven guilty
beyond reasonable doubt, he must be placed in a confinement for his protection and for the communitys
welfare. He is considered a prisoner while he serves his sentence imposed by the court for transgressing
the law.
Prisoners are classified as National or Insular Prisoner whose sentence is more than three (3) years to
death will serve her penalty at the National Penitentiary. Based on the Bureau of Corrections reception
procedures, female convicts will serve their sentence at the Correctional Institution for Women at
Madaluyong City, while male convict will serve their sentence at any of the Correctional Institution of the
country, namely: San Ramon Prison & Penal Farm, Zamboanga: Iwahig Prison & Penal Farm, Palawan:
Davao Prison and Penal Farm, Dajuli, Davao del Norte: New Bilibid Prison, Muntinlupa: Sablayan Prison
and Penal Farm, Sablayan Occidental Mindoro: and Leyte Regional Prison, Leyte.
Before a convict can enter to the penal institution, he must first undergo admission and classification
procedures. The operating manual of the Bureau of Corrections mandates that, admission will require the
following documents: (1). Commitment Order from the Court or Mittimus; (2.) Court Decision of the Case;
(3.) Information filed by the City/Provincial Prosecutor; (4.) Certificate of Detention, if any, from the City,
Provincial and/or Municipal Jail where prisoner was detained.
The prisoner will then be received at the Reception and Diagnostic Center (RDC) and his identity will be
examined through its photographs and fingerprints. The authenticity of the documents submitted will also
be carefully examined. The inmates will also be photographed and fingerprinted for comparative and
record purposes of the Bureau of Corrections. After the prisoner is admitted he will stay at the RDC for a
total of sixty (60) days. The inmate will be placed first in a quarantine for at least five days (5) wherein the
prisoner will be medically examined to determine illness and if found to have infectious or contagious
diseases, he shall be immediately confined in the hospital until he will fully cured. After the quarantine, the
inmate shall remain at the RDC for a period not exceeding fifty five (55) days, wherein the inmate shall
undergo orientation of prison rules and regulations, the condition of prison life, and institutional programs
for their early release. A staff interview will be conducted by the Psychiatrist, Sociologist, Educational
Counselor, Vocational Counselor, Chaplain, Medical Officer, and Custodial or Correctional Officer. All the
facts and data gathered during the staff interview will be used as the basis for classification, diagnosis,
and planning for the treatment program of the prisoner. After the staff interview a Staff Conference will be
called for the purpose of discussing the treatment program of the prisoner. And the inmate will be
informed about their findings and recommendation for his rehabilitative program.
An admission Summary will be submitted by the RDC to the penal superintendent which contains; the
legal accountabilities of the case of the prisoner, criminal history, social history, physical history,
vocational interest, competence, experience and training, educational qualification, religious background
and interest, recreational interest, psychological characteristics and other behavioral characteristics. The
recommended treatment program will also be attached with will serve as a guide in the execution of the
treatment program at the operating institution. All of these things will be submitted by the RDC to the
Penal Superintendent and to the operating institution.
The operating institution is the actual cell assignment where the prisoner shall be placed. Before the
inmate can enter to the operating institution she shall first be classified as to what security classification
should she belong. All information about the convict and the result of the examinations conducted will be
used by the Classification Board for the security classification of the prisoner. The classification board is
composed of the following: the Penal Superintendent as Chairman; The Chief of the Reception and
Diagnostic Center as Vice-Chairman; The Chief of the RDC as Vice-Chairman; the Medical Officer, the
Chief Education Section, the Chief Agro-Industries Section as members and the Chief Overseer of the
Penal Colony as Secretary. The Chief of Agri-Industries role in the classification process is to ascertain
whether such work program granted to such inmate is viable considering their security status.
The prisoners are classified in the operating institution into maximum-security offenders, medium security
offenders, and minimum security offenders. The purposes for the classification of offenders are: 1.) To
separate offenders who by reason of their criminal record or derogatory character are likely to exercise a
bad influence to other offenders; 2.) To separate offenders who by gravity of their offenses have been
sentence to longer periods of imprisonment and therefore requires a more secure facility; 3.) To divide
and segregate the offenders into classes to facilitate their rehabilitative treatment.
Maximum-security offenders include offenders who are highly dangerous as determined by the
Classification Board, which will require a high degree of control and supervision. Under this category are
those; (1.) sentence to death, (2.) those whose minimum sentence is 20 years imprisonment, (3.) remand
inmates or those inmate whose cases are still under review by the Supreme Court or Court of Appeals
and inmates whose sentence is twenty years and above, (4.) those with pending cases, (5.) recidivist,
habitual delinquents, escapes, (6.) those confined at the Reception and Diagnostic Center, (7.) those
under disciplinary punishment or safe keeping, (8.) those who are criminally insane or those suffering
from severe personality or emotional disorders that make them dangerous to fellow inmates and prison
staff.
Medium security offenders are those who cannot be trusted in less secured areas and whose conduct or
behavior requires minimum supervision. Under this category are; (1.) those whose minimum sentence is
less than twenty years imprisonment; (2.) remand inmates or detainees whose sentences are below 20
years, (3.) those who are 18 years of age and below, regardless of the case and sentence, (4.) those who
have two or more records of escapes. They can be classified as medium security inmates if they have
served eight years in the maximum-security camp after they were recommitted. Those with one record of
escape and must have serve five years in the maximum security camp, (5.) first time offenders sentenced
to life imprisonment. They may be classified as medium security if they have served five years in a
maximum-security prison or less, upon recommendation of the Superintendent. Those who were detained
in a City and/or Provincial Jail for five years shall not be entitled to said classification.
Minimum-security offenders are those who can be reasonably trusted to serve their sentence under less
restricted conditions. Under this category are those; (1.) with a severe physical handicap as certified by
the chief medical officer of the prison, (2.) those who are sixty-five years old and above, without pending
case and whose convictions are not on appeal, (3.) those who have serve one-half (1/2) of their minimum
sentence or one-third (1/3) of their maximum sentence, excluding Good Conduct Time Allowance
(GCTA), (4.) those who have only six months more to serve before the expiration of their maximum
sentence.
When the inmate is already in their assigned quarters at the operating institution, they are still covered by
the laws of our Government and the rules and regulations of prison which serves as their disciplinary
measures. Such that, when an inmate commits an offense punishable under the Revised Penal Code or
other Special Criminal Laws he will be criminally charged in proper Court.

1.2.2. Bureau of Jail Management and Penology
As one of the five pillars of the Criminal Justice System, the BJMP was created to address
growing concern of jail management and penology problem. Primarily, its clients are detainees accused
before a court who are temporarily confined in such jails while undergoing investigation, waiting final
judgment and those who are serving sentence promulgated by the court 3 years and below. As provided
for under R.A. No. 6975, the Jail Bureau is mandated to take operational and administrative control over
all city, district and municipal jails.
The Bureau has four major areas of rehabilitation program, namely: Livelihood Projects,
Educational and Vocational Training, Recreation and Sports, and Religious/ Spiritual Activities. These
were continuously implemented to eliminate the offenders' pattern of criminal behavior and to reform them
to become law-abiding and productive citizens.
Although the workplace of the Jail Bureau is confined inside the portals of jail to safeguard
inmates, nonetheless, the Bureau has an inherent function of informing the public of jail operations and
other matters concerning the corrections pillar of the Philippines. Coincidentally, being a new and growing
Bureau, BJMP aims to keep the public abreast of information regarding jail management and penology.
http://www.bjmp.gov.ph/about.html
1.2.2.1. History of Jails in the Philippines
A. Pre-Spanish
The pre-Spanish era was marked by basic political diversity. The main political unit was the
barangay which exercised jurisdiction within its small territorial limits composed mostly of about 100 to
200 families. Consequently, there was no single criminal justice system and there was no single prison
system in the Philippines. As a matter of fact, imprisonment as a penalty for law-violations was unheard
of. There were no prisons to house any felon since punishment was mainly retributive in character.
Some historical documents such as the Code of Kalantiao (1433) prescribed death, incineration,
flagellation, mutilation, swimming under water for a fixed time, ant treatment and fines. Those guilty of
recidivism were beaten to death or exposed to ants for 1 day. Slavery or servitude was also imposed as
subsidiary penalties for fines. All these indicate that the pre- Spanish criminal law was purely punitive and
retributive.
http://law.upd.edu.ph/plj/images/files/PLJ%20volume%2052/PLJ%20Volume%2052%20number%201%2
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%20Abelardo%20B.%20Albis,%20Jr.,%20Eleandro%20F.%20Madrona,%20Alice%20P.%20Marino,%20
Leonides%20S.%20Respicio%20-
%20A%20Study%20on%20the%20Effectivity%20of%20the%20Philippine%20Prison%20System.pdf
B. Spanish Regime
Upon the imposition of the Spanish control, the European Criminal system was introduced in the
Philippines. Those penal laws consisting of royal decrees, orders, ordinances, rules and regulations for
the governing of colonies which were later embodied in the Recopilacion de las Leyes de India, became
the base of the Philippine Penal Laws.
By 1887 the aforecited Recopilacion was substituted by the imposition of the Spanish Penal Code
of 1870.
The Spanish criminal justice system was punitive or retributive in character. It also sought to
segregate convicted criminals from the main-stream of the society. Punishment of criminals was
undertaken by the incarceration of convicts for a period depending on the nature of the crime.
Prisoners were confined in jails under the jurisdiction of the commandancia of the province. There
was no single penal system until the Spanish government decided to erect national penitentiaries. On
September 12, 1859, the Spanish government opened for public bidding the construction of a prison to be
known as the Carcel y Prisidio Correccional which would house about 1,127 prisoners all over the
Philippines. The construction of the building began at Azcarraga, Manila. Seven years later, the building
was completed.
The prison which was to be known as the Bilibid Prisons was described as follows:
It was composed of the following buildings: one building for the offices and quarters of the prison
warden and 15 buildings or Departments for prisoners which were arranged radially and formed spokes.
The central tower formed t he hub. Under this tower was the chapel. There were four cell-houses for the
isolated prisoners and four isolated buildings located on the four corners of the walls which served as
kitchen, hospital and stores. The prison was divided in the middle by a thick wall.
Aside from the Bilibid prisons there were three other principal penitentiaries established by the
Spanish government in Cavite, Zamboanga and the Marianas Island.
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C. American Regime
Upon the withdrawal of the Spanish government, all prisoners were released and the
penitentiaries were abandoned until 1905 when the American Army reestablished the institutions and
created the Bureau of Prisons under the Department of Commerce and Police. During the period,
additional insular prisons were established: Iwahig Penal Colony, San Ramon Prison (reactivated),
Corregidor Stockade (phased out in 1941), Bontoc Prison, Correctional Institute for Women and the
Davao Penal Colony.
In 1924, Director of Prisons Ramon Victorio advocated the transfer of the Bilibid Prisons from the
heart of Manila to a place outside the city because of the rapid increase of the prison population. A
committee headed by the Secretary of Justice was formed in order to study the feasibility of the proposal.
In 1936, the city of Manila exchanged its 552 hectares of land located at Muntinlupa, Rizal for the Bilibid
Prison which later became the Manila City Jail. Thereafter, construction began and shortly before the
outbreak of the war and before the complex was completed, the transfer of all insular prisoners was
undertaken.
During the war, the New Bilibid Prison at Muntinlupa was used by the Japanese for incarcerating
suspected guerrillas and Japanese enemies. Upon the liberation of Manila, former American prisoners of
war were confined at the New Bilibid Prisons for recuperation.
The American period did not radically alter the penal philosophy of the Philippines. It continued to
rely on the outmoded classical doctrine of free will which punished the crime rather than the criminal. The
promulgation of the Revised Penal Code did not significantly change the philosophy. It is also punitive in
character, albeit with some redeeming features such as the mitigating and aggravating circumstances
wherein the conditions or the circumstances of the criminal at the time of the commission of the crime are
to be considered.
In 1919 the Philippine Bar Association created a committee to investigate the conditions inside
the national penitentiary. The committee found out that the prisoners were subjected to cruel and
excessive punishment. They singled out the bartolina which constitutes ot close confinement in irons with
the prisoner's hands chained to a post or wall at about the height of his shoulder. A gag was also used
occasionally to prevent the prisoner from making loud or disagreeable noises. This gag consisted of a
piece of wood fitted to enter the mouth of the prisoners.
On the other hand, the institution of open penal farms was introduced. Prisoners with good record
of behavior at the New Bilibid Prisons were transported to penal colonies at Iwahig at Davao to work as
farmers in an atmosphere similar to a free society.
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D. After the American Regime
In 1949, the Department of Justice issued rules for the treatment of prisoners which aimed,
among others, at the rehabilitation of the criminal. The purpose of the prison system was not merely to
punish the crime but likewise to rehabilitate or correct the criminal.
However, this did not significantly alleviate the actual condition of the prisons. The New Bilibid
Prisons proved to be inadequate to meet the demands of growing prison population. The over congestion,
inadequate food, accommodation and idleness of the prisoners were cited as causes of the prison riots of
the 1950's and the 1960's. The Senate committee on Justice of the Fourth Session of the Sixth Congress
investigated the condition of the penitentiaries in 1968-69, and findings revealed the sub-human
conditions inside the prisons.
In 1971, the government erected two satellite camps to alleviate the problem of congestion inside
the National Bilibid Prisons proper. The Camp Sampaguita houses the medium-security prisoners, the
youthful offenders and the Reception Diagnostic Center. The Camp Bukang-Liwayway on the other hand
houses the minimum-security prisoners who have served at least one-fifth of their maximum sentence.
By 1976, the Philippine government had more than 1,500 correctional institutions. Of this number,
8 are insular prisons under the direct supervision of the Directors of Prisons; 72 are provincial jails
administered by the provincial governors; 65 city jails and 1,437 municipal jails 18 which are administered
by the local police agencies under the Integrated National Police.
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E. Present
On January 2, 1991, the Bureau of Jail Management and Penology was created thru Republic Act
6975 as a line Bureau under the Department of Interior and Local Government. The Jail Bureau is the
upgraded version of its forerunner, the Office of Jail Management and Penology of the defunct PC/INP
last headed by BRIG GEN Arsenio E. Concepcion.

As mandated by law, the BJMP shall operate under the reorganized Department of the Interior
and Local Government.
Starting from scratch with 500 personnel in 1991 the BJMP weaned from its mother PC/INP as a
mere component, to become a full-fledge bureau. Director Charles S. Mondejar took his oath of office on
July 1 of 1991 as the first Chief of the Bureau.
The Bureau of Jail Management and Penology supervises and controls all district, city and
municipal jails.
At present, DIRECTOR ROSENDO MORO DIAL, CESO III serves as the Jail Bureau's Chief.

1.2.2.2. Organization, Powers and Functions of the BJMP

Functions of the BJMP
a. Formulate policies and guidelines in the administration of all district, city and municipal jails
nationwide.
b. Implement strong security measures for t5he control of inmates;
c. Provide for the basic needs of inmates;
d. Conduct activities for the development of inmates;
e. Improve Jail facilities;
f. Promote the general welfare and development of personnel.
http://www.scribd.com/doc/47343965/BJMP

1.2.2.2.1 The Bureau
The Bureau, under the provisions of RA 6975, RA 9263 and other CSC rules and guidelines,
ensures that all its personnel are given appropriate task commensurate to their designations, ranks and
trainings. These help the Bureau establish an organized, efficient and effective manning scheme.

Duties, Responsibilities, Powers and Functions
1. Chief, BJMP
a. Acts as adviser to the Secretary of the DILG relating to formulation and implementation of
policies, plans and programs in the supervision and control of districts, city and municipal jails nationwide
b. Exercises command, supervision and control over all personnel of the Jail Bureau;
c. Administers and implements laws relating to jail management and enforces rules and
regulations governing the administration and operation of the Jail bureau down to its lowest units;
d. Recommends to the Secretary rules and regulations other guidelines which require the
Departments approval;
e. Issues Directives, instructions and policies for the efficient implementation of programs; and
f. Appoints new applicants and promotes non-officers rank within the National headquarters and
Officers rank from jail Inspector to Superintendent nationwide.

2. Deputy Chief for Administration
a. Advises and assists the Chief, BJMP in the formulation and implementation of the plans,
programs and policies pertaining to personnel, logistics and comptrollership;
b. Assists the Chief, BJMP in the proper implementation of the various programs/activities of the
different divisions, regional offices and in administration of the jail nationwide;
c. Assumes the duties of the chief, during the latters absence; and
d. Performs such other functions as may be assigned by the Chief, BJMP.

3. Deputy Chief for Operations
a. Advises and assists the chief, BJMP in the formulation and implementation of the plans,
programs and policies pertaining to jail operations;
b. Assists the Chief, BJMP in the proper implementation of the various programs/activities of the
different divisions, regional offices and in the administration of the jails nationwide;
c. Assumes the duties of the Chief in the absence of the former and the deputy Chief for
administration; and,
d. Performs such other functions as may be assigned by the Chief, BJMP.

4. The Chief of Directorial Staff
a. Exercise direct supervision over the operations of Directorates and offices at the National
headquarters;
b. Directs, supervises and ensures coordination of the work of the staff, except in those specific
areas reserved by the Chief, BJMP, thereby freeing the latter from routine details;
c. Reviews and approves authorized staff actions to ensure that they are adequate, coordinated and
designated to produce the Bureaus intended results;
d. Ensures that the subordinate divisions or officers are kept informed of actions affecting their units;
e. Ensures that the decisions and concepts of Chief, BJMP are implemented by directing the staff
and assigning them specific responsibilities, when necessary, to prepare and issue plans, orders, reports,
and other actions;
f. Represents the Chief, BJMP in all external activities when authorized;
g. Maintains a master policy file and monitors the implementation of all SOPs;
h. Ensures that required liaison is established;
i. Requires all coordinating and special staff officers to inform him of any recommendation to, or
instruction directly from Chief, BJMP unless otherwise instructed by the Chief, BJMP; and
j. Performs such other functions as may be assigned by the Chief, BJMP.

5. Directorate for Human Resource and Records Management
a. Develops and Implements programs relating to selection, recruitment, examination, appointment,
promotion, retirement, separation from the service and assignment of personnel and formulates policies,
standards, rules and regulations for the proper implementation of such programs;
b. Provides programs for Human Resource Development aimed at the development of qualified and
efficient work force in the BJMP;
c. Maintains the Bureaus personnel strength and deployment in coordination with other Directorates
and regional directors and allocates number of personnel to be recruited and appointed or promoted in
the Regions and National Offices

d. Undertakes program and projects for the welfare , development and maintenance of morale,
discipline and adherence to law and order by the personnel;
e. Provides plan/ programs for headquarters management, like quartering and housing, internal
management, space allocation, and administrative support;
f. Formulates and evaluates personnel system and standards relative to performance appraisal,
merit promotion, and employees incentive benefits and awards;
g. Serves as message center of the BJMP;
h. Assumes responsibility for personal Records Management; and
i. Performs such other functions as the Chief, BJMP may direct

6. Directorate for Operations
a. Advises and assists the Chief, BJMP on matters relating to the formulation and execution of
correctional programs, particularly on the aspects of organization, training, operation, and planning;
b. Formulates and Implements policies, guidelines and programs relating to security, custody,
discipline and control of inmates;
c. Conducts periodic and supervision of jail facilities or such matters concerning penology as
custody, security, discipline and control of inmates and ensure that regulations and programs pertaining
to these concerns are properly maintained;
d. Formulates plans, programs, policies and guidelines for the effective implementation of inmates
welfare and development programs and services in all jails nationwide;
e. Coordinates with private and government agencies and solicits their assistance and support for
inmates welfare and development programs in all jails nationwide;
f. Perform such other functions as the Chief, BJMP may direct.

7. Directorate for Logistics
a. Advise the Chief, BJMP on general management of logistical resources;
b. Plans and formulates plans and guidelines on construction projects, procurement and
distribution of supplies, materials and equipment of the BJMP;
c. Supervises the supply Accountable officer on matters pertaining to distribution of supplies,
materials and equipment
d. Monitors equipment maintenance readiness status; and
e. Perform such other functions as the Chief, BJMP may direct.

8. Directorate for Comptrollership
a. Advises the Chief, BJMP on matters relating to Budgeting, Accounting and financial
management;
b. Monitors resource and fiscal management functions;
c. Supervises the development, evaluation, revision, and execution of the BJMPs operating
program/budget and the program review and Analysis;

d. Provide assistance to the staff on budget methods and formats, techniques of preparation,
presentation and analysis, and the development of workload information, expense factor, and statistics for
programming and budgeting purposes;
e. Prepares and/or assists in the preparation of cost analysis and estimates for use in planning,
programming, budgeting and decision-making process;
f. Monitors administrative control, accounting, and reports on fund receipts and disbursements;
g. Develops and maintains effective financial and management control, procedure and
disbursements;
h. Conduct resource management analysis and review;
i. Prepares annual financial work plan; and,
j. Perform such other functions as the Chief, BJMP may direct.

9. Directorate for Program Development
a. Assists the Chief, BJMP in the formulation and development of plans programs to achieve the
BJMPs mission and objectives;
b. Conduct research and studies and gathers data for planning and programming purposes;
c. Prepares position papers and recommends measures for the improvements of management
processes in the BJMP;
d. Coordinates with other staff in the preparation of operation plan and budget (OPB); and,

10. Directorate for Intelligence, Investigation and inspectorate
a. Formulates and develops policies, standards and guidelines on security and inspection activities
covering areas of concern and interest for purposes of improving management of the BJMP and its units
and officers down to the jail nationwide;
b. Conducts periodic inspection of jails and renders report thereon;
c. Conducts investigation and security audit and recommends measures to improve jail
administration;
d. Conducts impartial investigation of cases occurring within the jurisdiction of the jail Bureau and
recommends appropriate measures for corrective disciplinary actions depending on the nature of cases
investigated; and,

11. Office of Legal service
a. Advise the Chief, BJMP on legal matters and renders legal opinion on matters related to the
administration and operation of the BJMP;
b. Conducts hearings pursuant to BJMP Administrative Disciplinary Machinery;

c. Prepares decision/resolutions on administrative cases heard and replies in case of appeal; and
d. Perform such other functions as the Chief, BJMP may direct.

12. Office of General Service
a. Exercise administrative and operational control over personnel assigned or attached with the
National Headquarters;
b. Ensures the security of the National Headquarters;
c. Responsible for the quartering spaces for transient personnel;
d. Responsible for the Inspection and reception of visitors at the National Headquarters;
e. Supervises parking of vehicles for organic or non-organic personnel;
f. Takes charges of the athletics, band and Combo, and other special service functions of the
BJMP;
g. Takes charge of the cleanliness and beautification of the NHQ;
h. Perform such other functions as the Chief, BJMP may direct.

13. Office of Accounting Service
a. Supervises the recording of financial transactions of the agency;
b. Gives technical advice on financial and budgetary matters to the head of the agency;
c. Supervises the preparation and submission of financial statements;
d. Assists in the preparation of budget estimates;
e. Implements administrative and financial policies;
f. Supervises correctness of journal entry vouchers, journals, bills, statement of accounts, trial
balances, budget estimates and other financial statements and records;
g. Certifies availability of funds on expense vouchers, treasury warrants and requisitions for supplies
and materials and correspondence.

14. Office of Finance Service
a. Assists and advises the Director, Directorate for Comptrollership on financial matters and
requirements of the BJMP;
b. Coordinates with other offices concerning the preparation and distribution of pay and allowances of
uniformed and non-uniformed personnel of the BJMP;
c. Maintains records of pay and allowances of BJMP personnel;
d. Prepare cash requirements for BJMP Disbursing Officers; and,

15. Office of Supply Accountable Officer
a. Assists and advises the Director, Directorate for Logistics on supply and equipment requirements
of the BJMP;
b. Plans the functions and operations pertaining to receiving, storekeeping, stock control and supply
cataloguing of procured BJMP supplies, materials and equipment (SME);
c. Implement logistical policies on property and supply management;
d. Conduct physical inventory of supplies, materials and equipment of the NHQ annually or semi-
annually; to include the regional level upon directive of the head of the agency;
e. Settle technical and procedural issues and concerns referred to by all Regional SAOs, Property
Custodians, RSAOs and /or RSNORs pertaining to supplies, materials and equipment of the BJMP
utilizing thereat;
f. Coordinate with concern committees pertaining to disposal or divestment of unserviceable,
obsolete and/ or properties of the BJMP;
g. Signs and issues certificates of no-property accountability clearance to all BJMP officers, NORs
and NUPs applying for retirement, transfer, and/ or resignation from the BJMP service;
h. Maintains and update records of BJMP supplies, materials and equipment of the BJMP ; and,
i. Perform such other functions as the Chief, BJMP may direct.

16. Office of Internal Audit Service
a. Formulate and develop policies, standard rules and regulations for the effective conduct of
Inspection;
b. Conducts personnel inspection and performance audit;
c. Recommends and advises the Chief, BJMP on matters affecting internal discipline and its
appropriate corrective disciplinary action;
d. Protects the Jail Bureaus interest by disclosing the weakness and deficiencies in the control
mechanism that needs correction;
e. Keeps appropriate record of its work and submit reports;
f. Monitors jails for the proper utilization of its resources;
g. Perform such other functions as the Chief, BJMP may direct.

17. Office of Chaplaincy Service
a. Assists in the formulation of policies and guidelines regarding religious activities;
b. Conducts religious service for both BJMP personnel and inmates;
c. Conducts lectures and undertakes religious activities relating to moral upliftment and values
formation both for the BJMP personnel and inmates;
d. Assists the Directorate for Operations in the preparation of appropriate inmates; welfare and
development programs for all district, city and municipal jails nationwide; and,

18. Office of the Media Affairs and Community Service
a. Assists and advises the Chief on community relations programs and activities of the BJMP;
b. Works for the attainment of positive image for the BJMP through tri -media;
c. Institutes and implements internal community relations programs designed to promote harmonious
relations among jail personnel;
d. Serves as the media agency of the BJMP and performs media-related roles;
e. Administers public relations programs for the BJMP; and,
f. Perform such other functions as the Chief, BJMP may direct.

19. Office of Information and Communications technology Service
a. Provides adequate and updated management information to serve as basis for effective planning,
management and control, policy formulation and decision-making;
b. Promotes interfacing among directorates, regional offices and other agencies through integrated
data-banking for a more efficient sharing and dissemination of information;
c. Develops Computer application program suitable and necessary for office automation.;
d. Serves as the electronic communication center of the BJMP; and,

20. Office of National Executive Senior Jail Officer
a. Represents Rank and file in staff Conferences and other activities involving morale, welfare,
discipline and professionalism and in special bodies such as merit promotion board and the like;
b. Conducts research studies and makes recommendations to appropriate levels of command;
c. Suggests programs and projects aimed at enhancing morale, welfare, discipline and
professionalism in the service, and;
d. Performs such other functions as the Chief, BJMP may direct.

21. Office of Health Service
a. Assists in the formulation and implementation of policies, guidelines and programs for health
promotion of personnel and their qualified dependents, and inmates;
b. Provides quality health care among personnel and their qualified dependents, and inmates of
various district, city and municipal jails nationwide, under the supervision and control of the BJMP;
c. Examines, diagnose and treats medico-dental patients of the BJMP;
d. Assists in the healthcare delivery of the government for national development;
e. Provides medical, neuro-psychiatric and dental evaluation of BJMP personnel and applicants;
and,

f. Performs such other functions as the Chief, BJMP may direct.

22. Jail Regional Director (RD)
a. Supervises, monitors and control district, city and municipal jails within the area of responsibility;
b. Appoints new applicants and promotes non-officers rank within the area of responsibility;
c. Ensures proper and effective utilization of resources in the administration of jails in the region;
d. Implements laws, rules, policies, guidelines and standards handed down by higher authorities;
e. Provides technical advice and assistance to government offices and other agencies regarding jail
matters within jurisdiction; and,
f. Performs such other functions as the Chief, BJMP may direct.

23. Assistant Jail Regional Director For Administration
a. Advises and assists the Regional Director in the formulation and implementation of plans,
programs and policies pertaining to personnel, logistics and comptrollership of the region;
b. Assists the Regional Director in the proper implementation of the various programs/activities in the
administration of jails nationwide;
c. Acts as Chairperson of the Regional Selection and Placement Board (RSPB);
d. Assumes the duties of the Regional Director during the latters absence; and,
e. Performs such other functions as the Chief, BJMP may direct.

24. The Regional Chief Staff
a. Exercises direct supervision over the operations of the division at the Regional office;
b. Directs, supervises and ensures coordination of the work of the staff, except in those specific
areas reserved by the Regional Director, thereby freeing the latter from routine details;
c. Reviews and approves authorized staff actions to ensure that they are adequate, coordinated and
designated to produced the regions intended results;
d. Ensures that the decisions and concepts of Regional Director are implemented by directing the
staff and assigning them specific responsibilities, when necessary, to prepare and issue plans, orders,
reports, and other actions;
e. Ensures that required liaison is established; and,
d. Performs such other functions as may be assigned by the Regional Director

25. Jail Provincial Administrator
a. Supervises BJMP jails within the province and sees to it that all directives, policies, rules and
guidelines are strictly followed ; and,
b. Performs such other functions as may be assigned by the Regional Director.

26. Jail Warden/Wardress
a. Supervises and control all personnel and inmates in the Jail;
b. Implements legal order, rules, regulations and directives on jail operation and administration;
c. Administers sanctions and other disciplinary actions on inmates or personnel under his command
for disobedience or infraction of orders;
d. Supervises the conduct of greyhound operations and inspections of jail facilities and premises;
e. Ensures the security and control of the jail facility and provides inmates welfare and development
programs;
f. Promotes the welfare and morale of personnel and inmates;
g. Assumes the responsibility for the formulation and implementation of emergency plans to preclude
occurrence of jail incidents and disturbances;
h. Ensures proper utilization of resources and maintenance of facility supplies and equipments;
i. Establishes linkages with GOs, NGOs and/or the tri-media;
j. Submits periodic and spot reports, if necessary, to regional office;
k. Turn-over duties and responsibilities including supplies, funds, organic equipment, records and
paraphernalia to the incoming jail warden upon relief; and
l. Performs such other functions as may be assigned by the Regional Director.

26. Deputy Jail Warden
a. Assists the Warden in the implementation and monitoring of plans, programs and policies of the
BJMP;
b. Assists the warden in the over-all management of the jail;
c. Acts as the chairperson of the inmates Disciplinary Board and Inmates Classification Board;
d. Exercise direct supervision over all Jail Supervisor and subordinates and prepare for routine
inspection of the Jail;
e. Assists the warden in budget planning and in requesting allocation of funds;
f. Assists in promoting welfare and morale of personnel and inmates;
g. Assumes the duties and responsibilities of the warden during the latters absence; and,
h. Performs other functions as the warden may direct.

REGIONAL OFFICE.
The BJMP operates and maintains Regional Offices in each of the administrative regions of the country,
headed by a Regional Director for Jail Management and Penology, with the rank of at least Senior
Superintendent. The Regional Director is assisted by an Assistant Regional Director for Administration,
Assistant Regional Director for Operations, and Regional Chief of Directorial Staff, who are all officers
with the rank of at least Superintendent.

JAIL PROVINCIAL ADMINISTRATOR'S OFFICE.
In every province, the BJMP operates and maintains a Provincial Jail Administrators Office headed by a
Provincial Administrator, to oversee the implementation of jail services of all district, city and municipal
jails within its territorial jurisdiction.
1.2.2.2.2. DISTRICT JAIL.
Within large cities or a group of clustered municipalities, a District Jail headed by a District
Warden may be established. At present there are 152 district jails are manned by the Jail Bureau.
http://en.wikipilipinas.org/index.php?title=Bureau_of_Jail_Management_and_Penology
1.2.2.2.3 to 1.2.2.2.4. CITY AND MUNICIPAL JAILS.
The BJMP operates and maintains City and Municipal Jails, each headed by a City or Municipal
Warden, as the case may be. As of these days, 84 city jails and 177 municipal jails are fully manned by
the Jail Bureau.
http://en.wikipilipinas.org/index.php?title=Bureau_of_Jail_Management_and_Penology

1.2.2.3. Jail Admission Procedures and Classification of Inmates

PROCEDURE ON ADMISSION
A. DESK OFFICER
1. Upon commitment of an inmate, check the credentials of the person bringing the inmate to
determine his/her/their identity and authority.
2. Make sure that the following documents are available:
Commitment Order
Information/Complaint
Medical Certificate issued by Government Hospital
3. Examine the arrest report and the authenticity of the commitment order.
4. Take all cash and other personal property from the inmate, list them down on a receipt form
duplicate, duly signed by him/her and countersigned by the inmate. Original receipt should be
kept for the record and duplicate should be given to the inmate.
5. All cash and other valuables of the inmate must be turned over to the Jail Property Custodian
for safekeeping and covered by a receipt.

B. RECORDS ADMITTING OFFICER
1. Receives the documents from the DO and starts the booking procedures.
2. Inmate is fingerprinted and photographed.
3. Inmate is strip-searched to check for any markings, cuts, bruises, etc. and same shall be
indicated in the jail booking report.
4. Inmates clothing shall be checked for presence of contra bands.
5. In a dialect that the inmate understands, he/she shall be apprised of the provisions
of Art 29 of the RPC as amended by RA 6127.
6. If the inmate agrees to abide by the same disciplinary rules upon convicted inmates, he/she
shall be asked to sign a Detainee's Manifestation. Otherwise, the warden issues a Certification
under oath to the effect that the detainee was apprised of the provision of Art 29 of the RPC as
amended and that the inmate refused to sign.

C. JAIL MEDICAL OFFICER
1. Conducts thorough check-up on the overall condition of the inmate during the time he/she was
brought to the jail.
2. Checks on the entries in the medical certificate to ascertain any discrepancies and records any
findings not indicated.

D. CHIEF CUSTODIAL! OFFICER OF THE DAY
1. Orients the newly committed inmate of the rules and regulations of the jail.

E. RECORDS! DESK OFFICER (as the case maybe)
1. Assigns the newly committed inmate to his/her cell.

F. JAIL WARDEN
1. Coordinate with concerned agencies regarding the case of inmate for speedy disposition and
to furnish them copy of the needed documents available.

http://www.bjmp.gov.ph/files/admission%20and%20releasing%20of%20inmates.pdf

Classification of Prisoners
During the first two weeks or so, the newcomer is confined at the quarantine cell where he
undergoes an orientation of prison life. He is also examined in order to see whether he is in need of
medical attention or suffering from diseases which may necessitate his segregation from the rest of the
prison population.
Municipal or City Prisoners
Any person detained or sentenced for violation of a municipal or city ordinance; a person
detained pending trial before a municipal or city court; a person detained by order of a judge of a
municipal or city court pending preliminary investigation of the crime charged until the court shall demand
him to the Court of First Instance; and a person who by reason of his sentence may be deprived of liberty
for not more than thirty (30) days. The imposition of subsidiary imprisonment shall not be taken into
consideration in fixing the status of a prisoner

Provincial Prisoners
Any person detained pending preliminary investigation before the Court of First Instance; a
person who by reason of his sentence may be deprived of liberty for not more than one year or is
subjected to a fine of not more than P500 or is subjected to both penalties, but if a prisoner receives two
or more sentences in the aggregate exceeding the period of one year, he shall not be considered a
provincial prisoner. The imposition of subsidiary imprisonment shall not be taken into consideration in
fixing the status of a prisoner hereunder except when the sentence imposes a fine only. He is committed
to the provincial jail.

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1.3 Forms of Correctional Treatments in Jails and Prisons
Imprisonment and other measures which result in cutting off an offender from the outside world
are afflictive by the very fact of taking away from the person the right of self-determination and depriving
him of his liberty. Therefore the prison system should not, except as an incident to justifiable segregation
or maintenance of discipline, aggravate the suffering inherent in such a situation.
The purpose and justification of a sentence of imprisonment on a similar measure deprivative of
liberty is ultimately to protect society against crime. This end can only be achieved if the period of
imprisonment is used to ensure, so far as possible, that upon his return to society, the offender is not only
willing but able to lead a law-abiding and self-supporting life.
To this end, the institution should utilize all the remedial, educational, moral, spiritual and other
forces and forms of assistance which are appropriate and available, and should seek to apply them
according to the individual treatment needs of the prisoners.
The regime of the institution should seek to minimize any differences between prison life and life
at liberty which tend to lessen the responsibility of the prisoners or the respect due to their dignity as
human beings.
0-03-

1.3.1. The Goals of Correctional Treatment
1. To improve the living conditions of inmates in accordance with the accepted standards
2. To enhance the safekeeping and development of inmates in preparation for their eventual reintegration
into the mainstream of society.

1.3.2. Prison Programs
1.3.2.1. Prison Education
Rehabilitation can be facilitated by improving an inmates academic and job skills. Records show that
many prisoners are poorly educated. A majority are elementary school drop outs or have not even
finished primary school. Prison education amounts to remedial schooling designed to prepare inmates to
obtain basic skills in reading, writing and mathematics.
In most correctional facilities, vocational programs are incorporated into job assignments and serve
as on-the-job training. The goal is to provide inmates with skills that will improve their eligibility for jobs
upon release. Most prison vocational training is geared toward traditional blue-collar employment in areas
such as electronics, auto mechanics and handicrafts. At the Reception and Diagnostic Center, a basic
computer literacy course with typing as a support course is available for inmates who have finished at
least high school level.
Vocational training and social education focus on job readiness. The concern in these areas is life
skills. If inmates are to reenter society and abstain from criminal activity, they must be employable and
have the basic tools necessary to function as responsible citizens.
The National Penitentiary has a college degree program and a tertiary degree correspondence
course, in addition to the regular secondary and compulsory basic literacy classes. Prisoners are strongly
encouraged by the BuCor authorities to enroll while serving their sentence and to advance their academic
skills.
http://www.bucor.gov.ph/programs/prog3.htm

1.3.2.2. Work Programs
The Bureau offers a variety of inmate work programs, from agricultural to industrial. The purpose
of the inmate work program is to keep the inmates busy, and to provide them money for their personal
expenses and their families as well as help them acquire livelihood skills, in order that they may become
productive citizens once they are released and assimilated back into the mainstream of society.
Different prison and penal farms provide institutional work programs for inmates. At the Davao Penal
Colony, inmates work on the banana plantations of Tagum Development Company (TADECO) which has
a joint venture agreement with the Bureau. Similarly, the vast tracts of land at the Iwahig Penal Colony
are developed and tilled by inmates to produce various agricultural products, thereby generating income
for the Bureau. The Sablayan Prison and Penal farm also provides agriculture and aquaculture programs
for inmates.
Along this end, the Bureau under the present Director has encouraged agricultural and industrial
production by providing farming implements, tractors, fertilizers and other inputs in order to sustain this
area of rehabilitation for inmates.

1.3.2.3. Religious Services
Inmates enjoy freedom of religion. All inmates are free to observe the rituals of their faith, with
orderly conduct supervised by prison authorities. A religious guidance adviser or chaplain is assigned in
every prison and penal farm. The prison chaplain sets the stage for every regular spiritual activity. He is
an officer of the institution who oversees the operation of the prison chapel. He is not only the spiritual
leader but also a counselor and adviser. Prisoners may be baptized or given other sacraments. Religious
Volunteer Officers, or RVOs belonging to different church groups provide weekly religious activities
ranging from bible studies, devotions, prayer meetings or praise and worship. With a predominantly
Roman Catholic prison population, a Catholic Mass is a regular feature in spiritual activities of the prison
communities. Restrictions, however, are imposed if, in the course of religious activities, security is
compromised or a program is too expensive.

1.3.2.4. Medical and Health Service
Upon his initial commitment to the Reception and Diagnostic Center (RDC), the inmates medical
history is recorded and properly documented by the Medical Specialist. Medical information and mental
status examinations are given to ascertain his overall physical / mental fitness and whether he would be
fit for work. This forms part of the diagnostic process which will eventually determine the most appropriate
rehabilitation program for the inmate.
The principal medical care of inmates is provided through a 500-bed capacity hospital at the New
Bilibid Prisons and at six (6) other mini-hospitals or clinics in the six (6) other prison and penal farms. All
correctional facilities have a full and competent staff of medical practitioners in charge of clinics,
infirmaries and hospitals. These centers are capable of minor surgical operations, laboratory
examinations, radiology, psychiatric, rehabilitation and dental treatment.
Other government and private hospitals are also tapped in the implementation of standards
pertaining to nutrition and protective health services for the prison community. Medical services also
include a wide range of counseling techniques and therapy programs which address the psychological
problems of inmates, including suicidal thoughts and feelings of rejection which may lead to disruption of
peace and order within the prison compounds. When an inmates ailment is beyond the competence of
the in-house medical doctors, the inmate is referred to a government hospital in accordance with prison
rules and under proper security escorts.

1.3.2.5. Counseling and Case Work/Therapeutic Community
The Therapeutic Community (TC) Program represents an effective, highly structured environment
with defined boundaries, both moral and ethical. The primary goal is to foster personal growth. This is
accomplished by re-shaping an individuals behavior and attitudes through the inmates community
working together to help themselves and each other, restoring self confidence, and preparing them for
their re-integration into their families and friends as productive members of the community.
Patterned after Daytop TC, New York which is the base of the Therapeutic Community movement
in the world, the BuCor TC program was adopted as part of the Bureau's holistic approach towards
inmate rehabilitation. It is implemented primarily but not limited to drug dependents.
The TC approaches have been continuously proven worldwide as an effective treatment and
rehabilitation modality among drug dependents, and have been noted to be effective in many prisons. By
immersing a drug offender in the TC environment, he learns why he had developed his destructive habits,
which led him to substance abuse. The program modifies negative behavior and or attitudes while
restoring self confidence, and prepare inmates for their re-integration into their families and friends as
productive members of the community. This behavioral modification program gradually re-shapes or re-
structures the inmate within a family-like environment, wherein every member acts as his brothers
keeper.
As TC family members go on with their daily activities, a strong sense of responsibility and
concern for each others welfare are developed. They are constantly being monitored for their progress
and are regularly being evaluated by the TC-trained staff. The TC process allows for genuine
introspection, cultivation of self-worth and positive rationalization that move the individual towards
assuming a greater sense of personal and moral responsibility.
The effort of the Bureau of Corrections to rehabilitate Drug dependents under its care using the
TC approach is in line with its commitment to create a Drug-Free Prison. Worldwide developments in the
treatment and rehabilitation of drug offenders using this therapeutic community approach have been
noted to be effective in many prisons.

1.3.2.6. Recreation and Sports
The inmates enjoy sunrise by participating in daily calisthenics. There are various indoor and
outdoor sports activities, programs, tournaments and leagues all year round, to include basketball,
volleyball, billiards, table tennis and chess. These sports competitions promote camaraderie among
inmates, good sportsmanship and team-building. The latest addition is the newly constructed indoor
sports center/gymnasium at the Maximum Security Compound which boasts of competition-standard
flooring, sound system, locker rooms and bleachers.
All prison and penal farms have adequate recreational facilities for inmates, both for outdoor and
indoor sports. Mini-bodybuilding gyms are available in most prison facilities, including the Muntinlupa
Juvenile Training Center and the Therapeutic Community Center for inmates with drug cases.
For music lovers and musically-inclined inmates, numerous "videoke" centers are available.
Musical instruments are available for practice or for use in variety shows.

1.3.4. Rights of Inmates
The State is under obligations to respect, protect, and fulfill human rights. The
Philippines is a State Party to many, if not most, of the international human rights instruments. These
include the following which are related to the rights of prisoners and inmates:

Body of Principles for the Protection of all Persons under any Form of Detention or Imprisonment (1988)

Declaration on the Protection of All Persons from Being Subjected to Torture and
Other Cruel, Inhuman or Degrading Treatment or Punishment (1975)

Convention Against Torture and Other Cruel, Inhuman or Degrading Treatment or Punishment (1987)

Standard Minimum Rules for the Treatment of Prisoners
Some of these rights are already embodied in the Bill of Rights of the Constitution (Article III) and
in several national laws, rules and regulations and local government ordinances, and resolutions. Most
rights on access to justice require core compliance(conduct now) while many of those pertaining to prison
conditions may be achieved over time (progressively).

Except for those limitations necessitated by the fact of incarceration, prisoners and detainees
retain the human rights and fundamental freedoms set out in national and international human rights
instruments. These rights include the following:

Right to be treated in a humane manner;

Right to fair trial with adequate and free legal assistance;

Right to be protected from cruel, inhumane, degrading treatment and punishment, including sexual
violence and other forms of torture;

Right to be kept in official government civilian prisons and to be protected from being imprisoned in
unofficial places of detention or in military custody;

Right to appear in public before a legally-constituted court within a short time after their arrest;
Right to fair and humane treatment which enables the maintenance of self respect;

Right to a prison program which enhances their social and intellectual abilities;

Right to separate living arrangements in prison in accordance with the categories of gender, age, and
reasons for imprisonment;

Right to be held separately from convicted prisoners;

Right to be segregated from other prisoners (for political prisoners);

Right to communicate with their families and to maintain familial relationships; and

Right to free legal assistance.

http://apjr.judiciary.gov.ph/pubreports/Survey%20of%20Inmates%20Final%20Report.pdf

1.3.5. Treatment of Special Needs or Unusual Offenders
Prisoners with mental health care needs comprise a particularly vulnerable group in prisons
and have a complex set of needs relating to the protection of their human rights, including
provision of appropriate mental health care.
The special needs of prisoners with disabilities naturally depend on the nature of their
disability, though there are some key concerns that are common to all.
Ethnic and racial minorities and indigenous peoples comprise a vulnerable group in the
criminal justice system and have special needs based on culture, traditions, religion, language
and ethnicity, which prison systems often fail to address. Some of the needs are common to all.
Others vary depending on the culture and background of the prisoner.
There are three main categories of foreign prisoners. The rst category is made up of those
who have travelled from one country to another with the specic aim of committing an offence,
such as drug smuggling or trafcking in human beings. The second category comprises long-term
residents in a country, who may even have been born there, but who have not been granted
citizenship for various reasons. The third category is made up of those who are staying legally in
the country of residence for a short period (e.g. as migrant workers) who commit an offence. In
practice there is also a fourth category in some countries where illegal immigration is a criminal
offence and illegal immigrants can be convicted and imprisoned alongside prisoners convicted of
internationally recognized criminal offences.
The main and most important need of Lesbian gay, bisexual and transgender (LGBT)
prisoners are protection from sexual abuse and rape, generally perpetrated by other prisoners.
Myths persist in many prison systems about predatory homosexuals, implying that people with a
same-sex sexual orientation are themselves the perpetrators of sexual abuse and rape. This is a
misconception. LGBT prisoners are much more likely to be victims of sexual assault and rape
than they are to be perpetrators of such acts. In prison settings it is common for men who never
would have engaged in sexual contact with other men prior to imprisonment to end up in a non-
consensual sexual relationships with men. Since prisoner-on-prisoner rape in such cases
involves persons of the same sex, its perpetrators are unthinkingly labelled as homosexuals. In
fact, the majority of prison rapists see themselves as heterosexual and the victim as substituting
for a woman. Such relationships do not only involve sex. They include the forced submission of a
person perceived to be weaker by an aggressor, often to prove and strengthen a male
hierarchical position in the prison subculture. Victims may be given womens names, which may
then be used by other prisoners, as well as prison staff. They may be forced into submissive
roles, required to do the cleaning and other menial tasks for their aggressors. While all men
perceived to be weaker, and particularly those who are weaker physically, may be subjected to
such violence and humiliation, LGBT person are highly overrepresented as victims of such sexual
crimes.

Older people are more diverse than others and have different needs, depending on their socio-
economic and health backgrounds. It has been noted that in general older people are more
heterogeneous than any age group. This places an additional burden on prison systems because
more attention to individualized assessment, programming, planning and monitoring is required.
In addition to their differences, arising from age and background, there are also signicant
differences in older prisoners crime history and consequent adjustment to prison life and
prospects for resettlement on release. Therefore it is critical that prison authorities do not
generalize the needs of olde prisoners and stereotype them.
All patients with terminal illness, whether in prison or not, have special medical needs related
to their disease, as well as psychological and spiritual support needs related to the prospect of
impending death. Such needs are intensied in the isolating environment of prisons, where the
requisite medical and psychological care is most often lacking.
http://www.unodc.org/documents/justice-and-prison-reform/Prisoners-with-special-needs.pdf

SPECIAL PROGRAMS

ALCOHOL AND OTHER DRUGS
The district operates substance abuse education groups for offenders. Both field services and
residential offenders are eligible and the offenders are charged a fee for the program.
Alcohol and Other Drugs is a cognitive program for offenders who are assessed to be at risk for
re-offending because of alcohol or other drug use. It introduces participants to topics related to skillful
rational decision making and to evaluating the degree to which AOD use prevents them from fulfilling their
aspirations

COMMUNITY SERVICE
This provides assistance to offenders who have been assigned to perform unpaid community
service as a part of their sentence. In addition, residential facility offenders perform community service in
those local areas.

Conflict resolution
This course assists offenders in understanding the nature of conflict as it relates to criminal
behavior, personal relationships, personal conflict styles, and personality types. In addition, offenders
develop specific communication skills to resolve conflict in their daily lives based on an interest rather
than a power-based model of negotiation.

DRUG/ALCOHOL TESTING
Working with drug and alcohol-free offenders is an important aspect of the Department's
programs. The district conducts urinalysis testing on many offenders on a regular basis. The district
contracts for laboratory confirmation testing on cases where violations are found. The district also has
on-site alcohol testing equipment available and conducts frequent tests on suspected alcohol abusers
who have been prohibited from its use.

INTERPERSONAL SKILLS
Participants develop skills in making decisions, dealing with group pressures, accepting no,
saying no, and using control.

REASONING SKILLS
Offenders are introduced to topics related to making decisions skillfully and free from irrational
biases. There are three versions of Reasoning Skills: a classroom version, a paper workbook version and
a computerized version

SEX OFFENDER TREATMENT
This provides sex offender treatment programs. The programs involve assessment, evaluation,
polygraph examination, plethysmograph examination, professional counseling, perpetrator treatment
groups (active and maintenance), partner and spouse groups, and intensive supervision of sex offenders
either within residential facilities.

SOCIAL THINKING SKILLS
A cognitive based class consisting of concepts such as taking control of ones own behavior,
stopping and thinking prior to acting, first impulse control, and setting goals.

VICTIM SERVICES / RESTORATIVE JUSTICE PROGRAM
This provides restorative justice services such as victim notification, the facilitation of community
accountability boards, victim-offender intervention sessions, family reunification meetings, victim impact
panels, victim restitution assistance, victim advocacy within the criminal justice system, and victim impact
classes.
http://www.8thjdcbc.com/Downloads/Overview%20of%20Services.doc

1.4. Institutional Custody, Security and Control of Inmates , Emergency Plans, Movements and
Transfer of Inmates.
1.4.1 Custody, Security and Control of Prisoners
1.4.1.1 Security and Control of Prisoners
Sec.1 Concept: The overall concept of jail security operations encompasses both prevention and
rehabilitation. These two efforts are inseparable and neither can be accomplished without the other. Jail
security is necessary to safeguard the lives of people residing within the vicinity, those managing the jails
and inmates whose lives are to be rehabilitated to become constructive members of the society.
Sec.2 .Security and control
1. Maintain strict control of firearms. Never permit any firearm inside the jail except in some where
firearms are authorized.
2. Maintain 24 hour supervision of offenders.
3. Maintain a system at key control which shall include an accurate listing of all keys and of
receipting for them. Never permit the inmates to handle keys or to study them.
4. Secure firearm and anti-riot equipment in the armoury where they shall be within easy reach of
the jail guard and yet afford maximum security against access by inmates.
5. Supervise the proper use of tools and other potentially dangerous articles such as bottles, acids,
kitchen knives, etc., and keep them out of the inmates reach when not in use.
6. Conduct regular inmates count at least four times within the 24 hour a day- period. Establish
procedures which shall or will ensure beyond doubt, that every offender is physically present or
accounted for every count.
7. Conduct frequent surprise searches of inmates and their quarters to detect contrabands.
8. Conduct frequent Inspections of security facilities to detect tampering or defects.
9. Guard against escapes, assaults on jail personnel and offenders disturbances.
10. Develop plans dealing with emergencies like escapes ,fires ,assaults and riots. make plans
known and understood by jail personnel.
11. Never allow a jail guard to open the offenders or inmates quarters alone.at least another guard
should be present.
12. Select carefully the inmates to be assigned as orderly or aide and maintain rigid control over their
task or activities. No inmate should be allowed to assume any of the authority which belongs to the jail
staff or shall any inmate be allowed to exercise authority supervision and control over other inmates.
1.4.1.2 Duties of Custodial Force
Sec.3 Duties and Custodial force
1.To supervise and maintain order and discipline of inmates in housing units, those assembled for
religious services, entertainment and athletics, during meals, classes, work details, bath and visits.
2.To censor inmates mail or letters.
3. To inspect security deceits.
4.To maintain inner and outer perimeter security.
5.To escort inmates to courts, other authorized places of confinement and hospitals in cases of
emergencies.
6.To escort visitors within the jail the jail guard sees.
7.To ensure custody and safety of those confined in jail.
8.To report any infringement of rules and regulations to proper authorities.
9.To inform the Warden of any emergency case.
10.To keep and maintain records of the inmates.
11.To perform such other duties as may be assigned by competent authority.

1.4.2.3 Inmates Counts
Sec.4. Inmates count of inmates
It is a part of the institutional procedure that at specified times during each 24 hour period, all inmates are
physically counted, for this type of count, the general procedures are:
a. Each inmate is counted physically at specified times.
b. During the count, all movements of inmates shall cease until the count is completed.
c. The count must be accurate. A positive verification must be made that the inmates are physically
present.
d. Report of each count of a group of inmates is made to the Warden and/or Deputy Warden.
e. If the total jail count does not totally, with the total jail population at any given time, another count
shall be made.an immediate report shall be rendered to the Warden and/or Deputy Warden for
any unaccounted inmate.

1.4.2. Security Procedures
1.4.2.1. During Meal Service
Sec . 5. Security Procedures during meal services
Security must considered in the serving of food inside the cells/quarters. A jailer should not enter the
quarters of the inmates to distribute food unless another officer is available to handle the key and control
the entrance door. When feeding is to be accomplished with only one officer on duty ,it is essential that
food shall be served without unlocking the door if there is danger of being over powered by the inmate. If
not, the door may be opened but he must be on the alert always.

1.4.2.2.Dining room security
Sec.6.Dining room security
a. As a general precaution, individual mess utensils of inmates shall be made of plastics.
b. When dining rooms are provided, the inmates should be marched in column (lock step) of twos
as long designated routes under the supervision of one or two jail personnel. Other
personnel/officials may be stationed along the route to direct the orderly movement of inmates to
and from the mess hall.
There must be roving supervisor to handle occasional disturbances or settle complaints.
c. After meals, all utensils used by the inmate should be collected. This should be strictly supervised
by jail personnel to be sure that no utensils are brought out of the dining room.
d. Forks, spoons, and other kitchen utensils should be checked and accounted for after every meal.

1.4.2.3. Mail Censorship

Sec . 7. Mail Censorship
To give the inmate a respite from the strain of prison life, he should be encouraged to
maintain wholesome contact with friends and relatives through correspondence. A mere
personnel source of knowledge about happenings in the outside world will tone down the
depressive mood that develops when one is shut off from the outside world. However, the
privilege of sending and receiving mail extended to inmates should be properly supervised and
handled to obviate the possibility of smuggling contrabands and using this medium as a means
to illicit communications.

The following procedures should be strictly observed when censoring mails:
a. Mail shall be secured until such time that the censors are ready to examine it.
b. The inmates mail shall be opened and searched only by qualified. Trained and authorized
jail personnel.
c. Letters containing currency, checks or money should be marked with the amount
enclosed and deposited with the trust officer/property custodian. The receiving officer
should list down the amount received on a receipt form of duplicate. The original receipt
signed by the receiving officer should be given to the inmate for his information.
d. All greetings cards should be carefully examined and fillers of any kind found there in
should be collected for laboratory examination.
e. Photograph clearly within the scope of the jail regulation should be marked on the reversed
side and placed in the enveloped.
f. Any item or correspondence or enclosure that does not conform with the regulation or are
detrimental to security order and discipline of the jail should be brought to the attention of the
jail warden.
g. In censoring of mails, prison slang, unusual nickname and sentences with double
meaning should be carefully studied and analysed to determine their real meaning.
h. All letters containing statements concerning the security or reputation of the jail like
attempt to escape, smuggling/ trafficking of contrabands and statement that may affect the
rules and policies .etc., shall e forwarded to the Officer-in-charge of mail censorship.
I. All letters passed by censors should bear the censors stamp at the top of each page and
on the envelope. The letter should be placed back in the same envelope and resealed.
j. A listing of mail offenders or inmates should be properly posted in a conspicuous place.
This will also form part of the records of the jail.
k. If the inmate fails to claim the letter within 24 hours after it has been posted, the mail
should be delivered to him.
l. Contents of inmates mail should not be discussed with other jail personnel except for
official purposes.
m. All outgoing mail shall pass through the normal mail facility of the jail subject to the usual
censorship.
1.4.2.4 Fire Prevention
Sec . 8. Fire Prevention rules
Fires do not only cause financial losses but also the loss of lives and property. To prevent
occurrences of fires on the jails and minimize its effect if such occur, the ff., rules should be
followed:
a. Inmates should be kept aware of the hazards caused by the careless handling of
cigars, inflammable materials, fuel, welding equipment, etc.
b. Fire extinguishers should be placed in closed proximity to all housing units and
located in strategic places in buildings and work areas.
c. Empty drums and cans should be filled with water and some with sand placed in
strategic place for ready use.
d. Keys to all emergency exits, cells, brigades and storage places of fire-fighting
equipment should be made available. Such keys should have tags, marked distinctly
to avoid confusion during emergencies.
e. Portable floodlights should be available in the Control Center for night fires.
f. Government equipment should be marked priority tags or symbols to determine
which should be first for evacuation during an emergency.

1.4.3. Emergency Plans

Emergency plans for fires or conflagrations, riots or violent disturbances,
jailbreaks and other should be formulated to suit the physical structure and other
factors peculiar to the individual jail Hence, herewith we suggested steps or
activities, which may considered for wardens planning. Fire plan and the like should
become a part of the operational plans which every jail is expected to maintain in the
office files, it is must that each participant must know his particular role.

1.4.3.1. In case of fire or conflagration

A. Plans in Case of Fires or Conflagrations
1. Fire crew , consisting of jail personnel and officers chosen according to the
degree of custody, intelligence, interest and training , should be formed
and trained to man the fire fighting truck and to be made available at all
times.
2. The inmates we are selected should be separately housed in close
proximity to the fire truck and other equipment. They should be issued
special uniforms different from the ordinary inmates so that they may be
checked and identified easily if it becomes necessary to go outside the
main compound.
3. At the first sign of fire , the Contol Center shall immediately sound a pre-
arranged alarm either by siren, bell, or any means available . At the same
time it should notify the fire department, police headquarters and other
units that may help in putting out fire and/or evacuation of inmates.
4. The Desk Officer or the person in charge or the keys to the storage for
fighting equipment , emergency gates and gates of different cells /
brigades , should distribute the keys to the responsible personnel.
5. All Offenders in the affected areas shall be required to help in putting the
fire , using after and sand in the drums and cans , the fire-fighting
equipment , fire extinguishers and such other things available to put out
the fire.
6. The fire crew shall immediately respond to the scene to put out the fire
while the other jail personnel shall station themselves according to the
PLAN.
7. If there is a necessity to evacuate government records , supplies and
equipment , they should be evacuated to a safe place according to priority
and under proper guard.
8. If it is necessary to evacuate the jail population , they should be
evacuated in an orderly manner , using the closed vans and other vehicles
or by other means , to pre arranged buildings or detention centers for ,
their safe and temporary confinement under strict security.
9. When the all-clear alarms has been sounded , first aid shall be
administered to the injured and an institution wide count of inmates
should be made . Security check of the institution shall immediately follow.
10. If the offenders were evacuated and the jail is still intact , they should be
returned to the institution and continue normal jail activities.
11. Thorough investigation relative thereto should thereafter be conducted
and reported thereon submitted to the Provincial Jail Administrator and
copy furnished the Assistant Regional Director , the Chief , the Jail Bureau
and the Station or sub-station
1.4.3.2. During Riots and Violent Disturbances
B. Plan for Riots and Violent Disturbances
1. At the sound of the first pre-arranged alarm , all inmates must be locked up in their respective
cells/quarters . Inmates work crew should be brought immediately into designed areas by
custodians for accounting and subsequently locked after a head count.
2. If the disturbance occur during visiting period , all visitors should be immediately ushered out
of the visiting premises to the most secured portion at the jail jail previously pre-determined
for this purpose . They should not be permitted to get out of the premises until proper
accounting of offenders or inmates shall have been made.
3. Simultaneously, all members of the security group out on post shall immediately report to the
Desk Officer and shall make themselves available for emergency deployment . All critical post
shall be covered according to the to the PLAN to prevent escapes . Do not push in to the
scene . The most senior officer present shall automatically take command of the force and
make assessment of the situation.
4. The Control Center shall take into consideration the readiness of all communication lines
for emergency cells to the outside .At the moment , the operator should not entertain
incoming calls except purely official calls.
5. The Desk Officer or the Armorer should make immediate preparation for the issuance of the
necessary anti-riot equipment and firearms .
6. On his judgement and proper assessment of the prevailing condition , the Officer in command
may cause the division of the available force into three groups as follows:
a. 1
st
group - to compose the initial wave of anti-riot assault contingent whose main objective
shall be disperse the rioters and get their leaders and shall be armed with wicker shields ,
protective headgears , gas masks and night sticks or batons , when these are available.
b. 2
nd
group to serve as back-up force to support the first group and for this purpose shall be
equipped with tear gas , guns and gas grenades.
c. 3
rd
group to be composed of the guards trained on proper handling and use of fire arms
who shall be ready to fire when the lives of the guard s are in peril on orders of the Officer in
command.
7. When everything is ready , the Officer in command shall , with the use of megaphone or
microphone or any public address system , direct the offenders to cease and desist , return to
their respective cells or face the consequences of their acts . The known leaders should be called
by their names and asked to stop the rioting or disturbance.
8. The second alarm shall be sounded when all efforts of the Officer in command had failed . by
this time , all guards shall be prepared for the assault . The first group shall now enter the
compound followed by the second group at a discreet disturbance . the third group shall be in
strategic position , ready to fire if and when the lives of the guards are in danger.
9. The first group shall be tasked with quelling the riot and getting the leaders of the rioting group
and if they meet stiff resistance should withdraw on orders of their leaders.
10. The second group shall not use riot control gases except on orders of the Officer in command .
Gas should be issued in such quantity to have desired effects . When the area is saturated with
gas , the first group with gas masks shall attack using their batons to force the rioters back into
their cells and get the leaders . Use of pressurized water from the fire truck may be resorted to .
11. By instructions of the Officer in command , initial alarm shall be relayed to the Superintendent ,
Station or Sub-station Commander and/or the nearest police Station or unit giving assistance to
quell such disturbance in the jail.
12. When conditions become critical and the disturbance has richer full scale, the Officer in
command shall cause the sounding of the third alarm . At this instance. Control Center shall notify
all nearby Police agencies for assistance and then all other plans in connection with jail uprisings
shall be executed . Nearby hospitals shall also be notified if the situation demands.
13.As a last resort to prevent jail mass jail break or serious assault upon members of the custodial
forces , the selected marks man of the third group maybe ordered to fire by the officer in charge ,
only after due warning shots . here again , reasonable caution to insure the safety of the individuals
is imperative . The order to fire should be given only as a last resort , not necesssarily to kill but
only to main at designated targets and to innocent bystanders, a fellow or some other employees.
14. Finally, after any such incident the following steps should be undertaken:
a. Administer first aid to the injured.
b. Have head count made.
c. Segregate ring leaders and agitators.
d. Check security of the institution.
e. Conduct a thorough investigation of the incident and prosecute those who have violated
the laws, rules and regulations.
f. Repair damages.
g. Adopt effective measures to prevent repetition of similar incidents.
h. Submit reports to the Provincial Jail Administrator and copy furnished Assistant Regional
Director, Central Office of the Jail Bureau , and the Station and Sub-station Commander.

1.4.3.3 In Case of Escapes of Jailbreaks
C .Plans for escapes or Jailbreaks
1. The control shall immediately sound the alarm and the warden or Desk Officer should be
notified.
2. At first sound of the alarm , all prisoners or inmates shall be locked in their respective cells
while those in work detail should be marched in orderly manner back to their cells.
3. All jail personnel , custodial or non-custodial shall make themselves available for emergency
deployment with the exception of those previously assigned. The Desk Officer or the armorer
shall issue firearms to members of the custodial force who shall be immediately dispatched to
strategic posts according to the PLAN.
4. Personnel assigned to essential maintenance posts such as power house , kitchen, hospitals,
fire station , etc., take their accounting at the time of the emergency alarm and report thereon
submitted to the Control Center.
5. A simultaneously institution wide-count shall be made to the number of offenders who
escaped and their identities.
6. As soon as the identities of the escapees shall have been established, their names and other
personal circumstances shall be immediately flashed to all units of the province , district, station
or sub-station and all nearby police stations shall be notified.
7. Radio and TV stations other news media shall be notified and if possible , furnished with the
escapees photographs for possible publication and flashing over the TV screen.
8. Recovery teams shall be ordered to proceed to all known lairs , hang-outs, residences and
houses of immediate relatives and friends for the immediate recapture of the escapees.
9. In case of mass jailbreak, all members of the custodial force shall be immediately issued
firearms and assigned to critical posts to block the escapes routes while the pursuing teams
should get out of the jail premises to recapture the escapees . The rest of the jail personnel ,
and the custodial force who are off-duty shall be contacted by phone or through tastes means
available to require them to report for duty immediately.
10. If an officer or any member is held hostage, reasonable caution should be taken to ensure his/
her safety.
11. If the Warden is held hostage for all intents and purposes , he ceases to exercise authority
and the next in command or the most senior officer shall take over.( He must be present during
the incident.)
12. If there are no hostages and the inmates are still inside the jail compound and continue to defy
orders given by the Warden or the Officer in charge, procedures shall be activated immediately .
13. Maximum force shall be deployed for escapees found holding on area to pressure them to
surrender and avert their movements.
14. An investigation shall be conducted to determine any flaws in the security plan for possible
correction to be submitted to the Assistant Director, copy furnished the Central Office of the Jail
Bureau , the Station or Sub-station Commander.

D. Plans for other Emergency
If facilities and personnel requirements are available, a jail shall have emergency plans in cases of
power failure and natural disasters such as floods, earthquakes and other calamities . The plans shall
cover the specific roles of jail personnel present, alarm system used emergency power units to be
utilized , kinds of security to be provided and such other measures as are necessary to ensure the
safety and security of jail personnel and offenders . The plans shall also include detailed procedures
for the evacuation of prisoners in cases of floods , earthquakes and other calamities, if such evacuation
is necessary.

1.4.4 MOVEMENT AND TRANSFER OF INMATES
1.4.4.1 When May An Inmate Be Brought To Jail
philstar nation 2012 835583 leyte inmates moved capiz camp
MANILA, Philippines - A military camp in Capiz is now home to 50 minimum security inmates as they near
the completion of their sentence.
The Army and the Bureau of Corrections (BuCor) on Monday signed an agreement that would allow the
inmates to stay in Camp Peralta, the third largest military installation in the country.
The transfer of inmates from the Letye Regional Prison was made owing to President Aquinos goal to
decongest the inmates at BuCor, an attached agency of the Justice department.
The agreement was signed by Lt. Col. AnianoOrap-Orap Jr., camp commander of the 3rd Infantry
Division and BuCor Insp. DaniloRufloe, who represented Supt. Robert Rabo.
We will look at you even as we know your status, with some of you to be freed within a few years, now
part of the 3rd Infantry Division, said Maj. Gen. Jose Mabanta Jr., commander of the Armys 3rd Division.
Mabanta said the presence of inmates inside their camp would not pose a security threat to their troops.
They (will finish their sentence) after two years, some after three years and these people were chosen on
the basis of their discipline, he said.
Maj. Enrico Ileto, spokesman of the Armys 3rd division, said the inmates would still be supervised by
BuCor personnel even if they are inside the camp.
The inmates will help maintain the cleanliness of Camp Peralta before they complete their sentence.
"We welcome the BuCor inmates in their transition to a life outside the prison. Their presence will also
boost our manpower. Soldiers who usually do the maintenance [works] can now [focus on] equally and
more important tasks to fulfill our mandate, Mabanta said.
Section 3, Chapter 5, part II of the BuCor operating manual allows the "transfer of inmates to a stockade
of the Armed Forces of the Philippines."
Mabanta said the military camps of the Tanay-based 2nd Infantry Division and the 7th Infantry Division in
Nueva Ecija also host inmates.
They (prisoners) will be fully used considering these are actually inmates full of talents. They have skills.
Some are carpenters, masons, furniture makers, wood carvers, he said.
http://www.philstar.com/breaking-news/2012/08/06/835530/leyte-jail-inmates-move-capiz-military-camp

1.4.4.2 Rules for the Transfer of Inmates
General Transfer Process
16. Every movement between institutions requires a transfer warrant, with the exception of:
a. a temporary placement at another institution which is governed by a Memorandum of
Understanding;
b. a transfer from a section 81 Healing Lodge to a federal facility which may be processed with a
letter of withdrawal of support. However, a transfer warrant must follow as soon as possible;
c. a movement within a multi-level institution, as a result of a change in security classification, where
the decision does not result in a transfer to another institution; and
d. following the capture of an offender who had escaped or who was unlawfully at large.
17. For a movement between institutions for segregation purposes where there is no existing
Memorandum of Understanding, a transfer warrant is required but not an Assessment for Decision.
18. Delegation of authority regarding the transfer decision, timeframes for transfer decision and inmate's
notification are outlined in Annex B.
19. The inmate has the right to contact by telephone, without delay as per section 97 of the CCRR,
his/her lawyer or an individual identified on his/her authorized call list, to advise the lawyer/individual of
his/her transfer to another institution. If the inmate is incapable of making the call, staff will facilitate the
request.
20. The sending institution will ensure that, prior to a transfer, the following documentation is translated in
the majority official language of the receiving institution:
a. the Case Documentation Checklist;
b. the Assessment for Decision and the Offender Intake Assessment reports;
c. the police report(s) for all current offences;
d. the Post-Sentence Community Assessment Report;
e. the Criminal Profile Report;
f. the most recent Correctional Plan;
g. the sentence calculation;
h. relevant security intelligence information;
i. the most recent psychological report and/or mental health assessment;
j. the Health Services Transfer Summary (CSC/SCC 0377-01);
k. the Fingerprint System Summary (FPS); and
l. all trial related reports and documentation.
21. For inter-regional transfers, the Regional Victim Services Manager will ensure that all victim files for
the offender are transferred to the Victim Services Unit in the receiving region and that translation of
documents (per victim services protocol on inter-regional transfers) is completed prior to the transfer.
22. Where time does not permit to translate the documents before the transfer, as in the case of an
emergency transfer, translation will be completed immediately following the transfer by the sending
institution.
23. Inmates will normally not be transferred within two months prior to a scheduled hearing by the Parole
Board of Canada. If a transfer is unavoidable, the sending institution will immediately notify the PBC of
the transfer and maintain responsibility for the casework in relation to the PBC hearing.
24. The inmate will be interviewed within 24 hours of arrival at the receiving institution to complete the
immediate needs assessment as outlined in CD 705-3 - Immediate Needs Identification and Admission
Interviews.
25. Transfers under Exchange of Service Agreements with provinces and territories, or under section
81 agreements with Aboriginal communities, will be managed as per the provisions of the respective
agreement, or the decision making authority as per Annex B.
Co-Convicted Inmates
26. Co-convicted inmates under current sentence for an offence resulting in serious harm or death and
whose association or influence on each other may be detrimental to the rehabilitation and safe
reintegration of one or more inmates, or to the safety and security of the institution, will:
a. not be accommodated in the same cell; and
b. whenever possible, will not be accommodated on the same range, unit, or in the same institution.
Suicide and Self-Injury Considerations
27. Inmates on high or modified suicide watch will not be transferred to an institution other than a
treatment facility unless the attending mental health professional deems the transfer would reduce the
risk. (Refer to CD 843 - Management of Inmate Self-Injurious and Suicidal Behaviour.)
28. An exception applies to an inmate in a minimum security institution who requires high or modified
suicide watch or mental health monitoring. If this cannot be facilitated at the parent institution, the inmate
will be transferred to an appropriate institution.
29. In the case of an inmate who is identified as requiring high or modified suicide watch, the transfer will
not be effected until:
a. a case conference/teleconference is held between the mental health teams of the sending and
receiving facilities and is documented; and
b. the receiving facility completes an interim management plan for the inmate. This will be
completed as soon as reasonably possible, but within seven days of the case conference.
30. In the case of an inmate who is identified as requiring a suicide watch observation level, a transfer
from a community mental health facility will not be effected until:
a. a case conference/teleconference is held between the mental health teams of the sending and
receiving facilities to discuss the Discharge Plan and this is documented by the receiving facility;
and
b. the receiving facility completes an interim management plan for the inmate. This will be
completed as soon as reasonably possible, but within seven days of the case conference.
31. An exception regarding the completion of an interim management plan may be made in the event of
an emergency transfer. A case conference/teleconference between the sending and receiving facilities
must occur prior to the transfer to ensure exchange of information.
32. Upon transfer, the receiving institution completes all relevant screenings and assessments relating to
suicide and self-injury, as per CD 843 - Management of Inmate Self-Injurious and Suicidal Behaviour.
Voluntary Transfers
33. The Parole Officer/Primary Worker will:
a. review and discuss the transfer application with the inmate and, if necessary, with other members
of the Case Management Team focusing on how the proposed transfer meets the objectives of
the Correctional Plan;
b. consult with the receiving institution to discuss the appropriateness of all intra-regional transfers;
c. where applicable, update the Correctional Plan in consultation with the inmate and complete the
Assessment for Decision as per Annex C within 30 days, or where a Community Assessment is
required, as soon as possible upon reception of the Community Assessment;
d. request and/or complete a Community Assessment, if required; and
e. notify the inmate of the final transfer decision and associated reasons as perAnnex B.
34. When the transfer is to provide the inmate access to his/her home community and family, a
Community Assessment confirming support must be available. As per CD 715-3 - Community
Assessments, the institutional Parole Officer/Primary Worker may update or confirm support of a
previously completed Community Assessment by a telephone contact with the community resource.
35. If a transfer is denied, a review of any subsequent transfer application is not required more than once
every six months, unless supported by the Case Management Team.
Involuntary Transfers
36. As per section 12 of the CCRR, the Institutional Head or designate will:
a. meet with the inmate prior to the transfer to explain the reasons for the transfer and, as
per CD 701 - Information Sharing, provide him/her with:
i. the written involuntary transfer recommendation or letter of withdrawal of support from
a section 81 Healing Lodge;
ii. the Assessment for Decision;
iii. any other information that will be used in the decision making process;
b. advise the inmate of his/her right to legal counsel without delay; and
c. provide the inmate two working days to respond to the proposed transfer, in person or in writing.
The Institutional Head can grant, within one working day of receiving the request, an extension of
up to 10 working days. When the inmate responds in person, the response must be documented
in a "Casework Record - Rebuttal".
37. The inmate's rebuttal, a copy of the most recent Correctional Plan Update (if required) and the
Assessment for Decision will be forwarded to the appropriate decision maker as per Annex B.
38. In the event that the destination institution changes prior to transfer, a second notification will be
provided and the inmate will be given the opportunity to provide a rebuttal (in writing or in person) to the
recommendation. The transfer process is re-initiated and the timeframe is re-applied.
39. The inmate will be provided with a written notice of the final decision and the associated reasons via
the CSC Board Review/Decision Sheet.
40. The CSC Board Review/Decision Sheet will be provided to the inmate:
a. at least two days before the transfer, unless the inmate consents to a shorter period or waives the
two-day period on the CSC Board Review/Decision Sheet, if the final decision is to transfer the
inmate; or
b. within five working days of the decision being made, if the decision is not to transfer the inmate.
41. When a change in the security classification of a woman inmate results in a movement to a different
security level unit within the same institution, the involuntary transfer process as outlined in this section
will be followed.
Emergency Transfers
42. When an emergency transfer takes place, the inmate will be advised, in writing, of his/her right to
legal counsel without delay.
43. The Institutional Head will notify the designated person at Regional Headquarters and the receiving
institution prior to transferring an inmate or at the first possible opportunity thereafter.
44. A case conference between institutional staff will take place prior to the inmate's transfer or as soon
as possible thereafter.
45. When the majority of the files are in an official language different from that of the receiving institution,
the Institutional Head of the sending institution will ensure that the relevant health care and security
information is communicated in advance in the language of the receiving institution, and document the
sharing of information.
46. The Institutional Head of the sending institution will issue and sign the transfer warrant. When the
inmate is being transferred from a section 81 Healing Lodge, the Director of the Healing Lodge will issue
a letter of withdrawal of support. This letter will be used for the movement of the inmate and a transfer
warrant will be issued as soon as possible.
47. The transfer warrant, the Health Care, Psychology and Preventive Security files will accompany the
inmate. The remaining inmate files will be transmitted to the receiving institution the following working
day.
48. The Institutional Head of the receiving institution or designate will:
a. meet with the inmate within two working days after the transfer to explain the reasons for the
transfer and, as per CD 701 - Information Sharing, provide him/her with:
i. the written involuntary transfer recommendation or letter of withdrawal of support from
a section 81 Healing Lodge;
ii. the Assessment for Decision;
iii. any other information that will be used in the decision making process;
b. provide the inmate two working days to respond to the proposed transfer, in person or in writing.
The Institutional Head can grant, within one working day of receiving the request, an extension of
up to 10 working days. When the inmate responds in person, the response must be documented
in a "Casework Record - Rebuttal";
c. advise the inmate of his/her right to legal counsel without delay; and
d. forward the inmate's response to the appropriate decision maker as per Annex B.
49. The inmate will be provided with a written notice of the final decision and the associated reasons via
the CSC Board Review/Decision Sheet within five working days following the final decision.
Inter-Regional Transfers
50. An inter-regional transfer will be considered in cases where such a transfer will assist the inmate in
achieving the objectives identified in his/her Correctional Plan.
51. When the transfer is to provide the inmate access to his/her home community, an up-to-date
Community Assessment confirming community support must be available.
52. To alleviate the segregated status of an inmate where all alternative options to segregation have been
exhausted, including those cases that are within six months of their statutory release or warrant expiry
date, regardless of whether or not there is confirmed community support in the receiving region, an inter-
regional transfer will normally be approved. In such cases, the Assessment for Decision must provide a
detailed account of the alternative options to segregation that were considered.
53. The Parole Officer/Primary Worker will advise an inmate applying for an inter-regional transfer that:
a. although he/she may indicate a preference, the receiving region will determine the placement
institution once the inter-regional transfer has been approved; and
b. refusal or failure to integrate at the receiving institution may result in his/her transfer to another
institution and/or region.
54. If the transfer is supported by the Institutional Head, the sending institution will inform the sending
Regional Transfer Coordinator when the documentation is completed for his/her review.
55. The Regional Transfer Coordinator of the sending region will review the documentation and provide a
recommendation to the decision maker as per Annex B.
56. If the application is denied by the sending institution or the sending region, the inmate will be informed
in writing as per Annex B.
57. If the application is supported, the documentation will be forwarded to the receiving Regional Transfer
Coordinator.
58. The Regional Transfer Coordinator of the receiving region will review the transfer documentation,
assess the request, consult the proposed receiving institution, and provide the decision maker with a
written recommendation.
59. When the receiving region proposes a transfer to an alternate institution, the region will request that
the inmate submit a transfer application to the proposed institution. If the inmate disagrees with the
proposed institution, the receiving region will make a decision.
60. When a decision is made, the Regional Transfer Coordinator of the receiving region will notify the
Regional Transfer Coordinator of the sending region of the decision. The latter will in turn notify
institutional staff, who will promptly notify the inmate as per Annex B.
61. Procedures for inter-regional and international transfers are outlined in Annex D.
Transfers to the Special Handling Unit
62. The inmate's rebuttal to a decision to be transferred to the Special Handling Unit will be forwarded to
the regional decision maker of the sending region.
Transfers to and from a Section 81 Healing Lodge
63. Refer to GL 710-2-1 - CCRA Section 81: Admission and Transfer of Offenders.
Transfers for Program Participation, Treatment or Assessment
64. These procedures do not apply to transfers to and from a section 81 facility or the Special Handling
Unit.
65. For an intra-regional transfer, an Assessment for Decision is not required for:
a. admission to beds designated under provincial mental health legislation at CSCRegional
Treatment/Psychiatric Centres;
b. program participation in an institution of the same security level; or
c. a return to a parent institution from a or b.
66. For the above-noted cases, a CSC Board Review/Decision will be completed by the Manager,
Assessment and Interventions/Manager, Intensive Intervention Strategy, and include the following:
a. information from the Security Intelligence Officer;
b. comments from the receiving institution;
c. recommendation from the Case Management Team consistent with the objectives identified in the
Correctional Plan; and
d. the Executive Director/Institutional Head's final decision.
67. Prior to the transfer or admission to a treatment centre, the inmate will be informed that:
a. upon completion of the treatment plan, the assessment or the provision of the required health
services, he/she will be returned to the parent institution; and
b. failure to fully participate in programming may result in a discharge from the treatment centre and,
under normal circumstances, the inmate will be voluntarily returned to the parent institution.
68. When the inmate does not want to return to the parent institution and has been at the receiving
institution for less than 60 days, the parent institution is responsible for completing the casework.
69. Should the receiving institution, following consultation with the parent institution, make the decision to
transfer the inmate to another institution than the parent institution, the procedures and timeframes
associated with the type of transfer will apply.
70. When an inmate has been transferred to a treatment centre for assessment purposes and is being
recommended for admission, the Executive Director or a designated staff member will:
a. provide the inmate with written notice of the recommendation including the reasons for the
recommendation. This information will be documented in a Memo to File;
b. meet with the inmate to explain the reasons for the recommendation and provide him/her with an
opportunity to respond to the recommendation in person or in writing. In cases where the inmate
responds in person, his/her response must be documented in a Casework Record;
c. provide the inmate two working days to prepare a response to the proposed admission; and
d. advise the inmate of his/her right to legal counsel without delay.
71. Upon consideration of the inmate's rebuttal to the recommendation to admit him/her to a treatment
centre, the Executive Director or the designated staff member will provide the inmate with a written notice
of the final decision and rationale within two working days of the decision being rendered.
72. If an inmate has been certified or ordered under the relevant provincial mental health legislation, there
must be a pre-requisite of discharge before a transfer can occur, which falls under the authority of the
medical professionals.
Interjurisdictional Transfers
73. Refer to CD 541 - Interjurisdictional Agreements for the applicable Exchange of Services Agreements
and the procedures for a transfer to a provincial facility.
Transfers for Judicial Review of Parole Ineligibility or for Attendance at Other Court Proceedings
74. An inmate eligible for judicial review of parole ineligibility will be voluntarily transferred for the
purposes of the review hearing to an institution which is in close proximity to the jurisdiction where his/her
hearing will be held.
75. The transfer will be initiated in accordance with the timeframes outlined in Annex Band just far enough
in advance of the judicial review of parole ineligibility hearing to ensure proper preparation for his/her
case with legal counsel. This will take into account the possibility that the inmate may already have
engaged legal counsel prior to the anticipated transfer.
76. The procedures outlined for intra-regional and inter-regional transfers will apply to judicial review of
parole ineligibility.
77. In the absence of a court order, and with the exception of cases at the Special Handling Unit, the
Institutional Head may authorize the transfer of an inmate to another penitentiary or to a provincial
correctional facility where the transfer is necessary to facilitate the inmate's attendance at a court
proceeding.
78. Depending on the length of time an inmate has been in an institution other than his/her parent
institution due to court matters, the respective Institutional Heads will discuss the responsibility of case
preparation and the necessity for transfer.
Transfers of High Profile Inmates
79. If it is determined that the proposed transfer is likely to generate significant public interest, a High
Profile Memo will be completed as per CD 701 - Information Sharing.
PROCEDURES FOR TRANSFER FLIGHTS
80. Refer to Annex D for inter-regional and other transfer flights procedures.
Referrence: http://www.csc-scc.gc.ca/text/plcy/cdshtm/710-2-cd-eng.shtml#s5a
What factors can lead to an inmate being transferred?
At an inmates Annual Classification Committee, a review is conducted to determine whether the inmate
continues to be appropriately housed at the institution. Based upon this review, an inmate may be
recommended for transfer to another institution. Factors that can affect this are a drop or rise in the
inmates level, custody designation or at the inmates request for an in-level transfer to be closer to family,
etc. At that time, the Classification Committee will evaluate the inmates case factors and departmental
bed availability to determine the appropriate available institution and recommend the inmate for
endorsement and approval by a Classification Services Representative (CSR). Although family ties and
hardship issues are one of the many case factors which can affect the inmates endorsement, it is not the
only deciding element (CCR 3379 Inmate Transfers).
Can inmates be transferred close to family?
The Department of Corrections and Rehabilitations (CDCR) recognizes the need for inmates to maintain
family contact while incarcerated. Every effort is made to meet requests for placement closer to home
and loved ones. To submit a hardship transfer request, send a letter to the attention of the inmates
appropriate Correctional Counselor at the institution to be placed in the inmates Central File. If there is a
need to include medical substantiation, it should be enclosed with the letter. Each inmates case is
reviewed at least annually to consider the appropriateness of the inmates institutional placement, which
includes significant factors such as: inmate classification score, time to serve, security, medical program
needs and disciplinary history. It is important for inmates and their families to realize that availability of
bed space, due to severe overcrowding of prisons and the overwhelming demand for placement in
metropolitan areas, often is limited.
Can an inmate be transferred out of state?
The Public Safety and Offender Rehabilitation Act of 2007 (AB 900) clarified the authority of the California
Department of Corrections and Rehabilitation (CDCR) to temporarily transfer inmates to private facilities
in other states. Out of state correctional facilities must be contracted with CDCR and be able to provide
housing, security, health care and rehabilitative programming services for CDCR inmates (CCR 3000).
The California Out-of-State Correctional Facility (COCF) is a unit within the Division of Adult Institutions
that oversees the transfer and supervision of inmates to out of state correctional facilities.
To contact the COCF unit or for a list of out-of state correctional facilities contracted with the CDCR, click
the following link: http://www.cdcr.ca.gov/Visitors/CA_Out_Of_State_Facilities.html
COCF transfers can be voluntarily or involuntarily. The inmate must meet the criteria for transfer,
disciplinary history, security concerns, and other case factors are also considered when determining
eligibility for a COCF transfer. All inmates transferred to a COCF program remain under the legal custody
of the CDCR and shall be subject to the rules, rights and privileges of the CDCR in accordance with CCR
Title 15, Section 3379.
Can an inmate be released to come home for a funeral service?
When a death in an inmates immediate family occurs, there may be an opportunity for the inmate to
attend the funeral if specific criteria are met. California statute permits the Director to
authorize temporary release and removal of inmates from prison. The Director requires careful screening
and control of such releases to avoid risk to the community. Institution, parole, and community correction
center personnel shall approve temporary releases/removals only as permitted by these standards and
procedures (DOM Sections62070.1 through 62070.15). Be sure to contact the institution as soon as
possible. The review and approval process can be lengthy. If security coverage is provided the costs
shall be incurred by the family. The release is temporary and the inmate will be returned to custody.
What Other Types Of Transfers Are There?
Interstate, Federal, and International Placements received from other jurisdictions SACCO (Sacramento
Central Office) Cases
The Western Interstate Corrections Compact (WICC) and the Interstate Corrections Compact
Agreements enable the Department to transfer and exchange prisoners with other states. Inmates who
agree to their placement in another state or federal institution or who are serving a concurrent term in
another jurisdiction, shall be eligible to earn work credits as authorized under provisions of PC 2933
(DOM 53130.13).
Acceptance of Interstate Compact cases is predicated on the availability of resources within the receiving
state, including family, employment, or financial independence. There are three ways to initiate a WICC or
interstate transfer: 1) the sending State can provide the receiving state with an application for transfer of
supervision, 2) an inmate may initiate a request by contacting his/her correctional counselor which can be
processed at the same time the Release Program Study (RPS) is completed--210 calendar days prior to
the inmates release from prison; 3) a parolee may contact his/her Parole Agent and request to parole out
of state. The parole agent shall ensure the offender has three months (90 days) or more or an indefinite
period of parole supervision remaining prior to submitting a transfer packet (DOM 81060 to 81060.12.1)
SACCO Cases
A SACCO case is one of the following: 1) an inmate sentenced to serve a prison term in California, but is
serving a concurrent/consecutive term in a facility in another jurisdiction; or 2) an inmate who served time
in a county jail, was sentenced to serve a prison term in California, and was released before being
transferred to an RC to undergo processing because the time served in county jail, was equal to, or
exceeded the prison sentence at the time of sentencing. When an inmate is serving a sentence in another
U.S. or Federal jurisdiction and he/she has a California sentence that runs concurrent or consecutive to
that term, CDCR will monitor the California sentence while the inmate is serving time in the other prison.
For additional information on WICC or SACCO cases refer to the following links:
Title 15 link: Title 15, Division 3 Section 3000-3379

DOM link: http://www.cdcr.ca.gov/Regulations/Adult_Operations/DOM_TOC

1.4.5 INMATE DISCIPLINE

1.4.5.1 PROHIBITED ACTS SUBJECT TO DISCIPLINARY ACTION
68-140-511. Prohibited acts Disciplinary action.
(a) Any person subject to regulation pursuant to this part may be subject to discipline or may be denied
authorization for the following prohibited acts:
(1) Violation or attempted violation or assisting in or abetting the violation of or conspiring to violate any
of the following:
(A) Any provision of this part;
(B) Any rule or regulation of the board;
(C) Any order issued pursuant to this part;
(D) Any terms or conditions of an authorization; or
(E) Any criminal statute of this state or the United States which involves moral turpitude or reflects upon
the person's ability to fulfill such person's responsibilities under this part;
(2) Habitual intoxication or personal misuse of any drugs or the use of intoxicating liquors, narcotics,
controlled substances or other drugs or stimulants in such manner as to adversely affect the delivery,
performance or activities in the care of the patients requiring medical care;
(3) Making false statements or representations, being guilty of fraud or deceit in obtaining authorization;
(4) Making false or materially incorrect or inconsistent entries in any patient records or in the records of
any ambulance service, health care facility, school, institution or other work place location;
(5) Failure to report patient care which accurately reflects the evaluation and treatment of each patient;
(6) Abandoning or neglecting a patient requiring emergency care, following assumption of duty;
(7) Unauthorized use or removal of narcotics, drugs, supplies or equipment from any ambulance, health
care facility, school, institution or other work place location;
(8) Performing or attempting emergency care techniques or procedures without proper permission,
license, certification, training, medical direction, or otherwise engaging in unethical practices or conduct;
(9) Assigning persons to perform functions contrary to this part or rules and regulations of the board;
(10) Failing to submit an application, required documentation, or fee by the established expiration date;
(11) Permitting or allowing another person to use the licensed person's license or certificate for the
purpose of practicing or impersonating an EMT or other certified or licensed health care provider;
(12) Discriminating in rendering emergency care because of race, sex, creed, religion, national origin or
ability to pay;
(13) Gross malpractice or negligence, or a pattern of continued or repeated malpractice, ignorance,
negligence or incompetence in the provision of emergency care;
(14) Failure of the owner or provider of any ambulance or emergency medical service to ensure
compliance by such service and its personnel with the provisions of this part and all regulations
promulgated hereunder; or
(15) Refusing to follow the medical orders of a licensed medical doctor or doctor of osteopathy on the
scene if such physician:
(A) Takes responsibility for the care of the patient;
(B) (i) Either travels with the patient to the hospital; or
(ii) Reaches an agreement with the base hospital physician that the patient has been stabilized and can
be transported safely without the continued attendance of the physician; and
(C) Signs the trip records of the ambulance service relative to the orders and treatment given on the
scene and in transit, if applicable.
(b) Disciplinary action against a person licensed to practice by another state of the United States for any
acts or omissions which would constitute grounds for discipline of a person licensed in this state. A
certified copy of the initial or final order or other equivalent document memorializing the disciplinary action
from the disciplining state shall constitute prima facie evidence of a violation of this section, and shall be
sufficient grounds upon which to deny, restrict, or condition licensure or renewal and/or otherwise
discipline a licensee licensed in this state.
(c) In disciplinary actions against individuals holding a license, certificate, permit, or authorization in this
state at the time of a disciplinary action in another reporting state, in the absence of justifying evidence to
the contrary, there shall be a rebuttable presumption that the sanction proposed in any such proceeding
will be comparable to that in the reporting state. However, no such presumption shall exist for those who
are applying for licensure, certification, permit, or authorization in this state during or after the time the
disciplinary action in the other state is pending or has become final. If the board denies, restricts, or
conditions a licensure, certification, permit, or authorization based on a disciplinary action in another
state, the applicant shall, upon written request, filed within thirty (30) days of the date of the action on the
application, be entitled to a contested case hearing.
[Acts 1983, ch. 440, 13; 1990, ch. 932, 1; T.C.A., 68-39-511; Acts 1992, ch. 796, 5; 2001, ch. 286,
3.]
Disclaimer: These codes may not be the most recent version. Tennessee may have more current or
accurate information. We make no warranties or guarantees about the accuracy, completeness, or
adequacy of the information contained on this site or the information linked to on the state site. Please
check official sources.
Reference: http://statutes.laws.com/tennessee/title-68/chapter-140/part-5/68-140-511

'Unique discipline' of inmates captivates De Lima

Justice Secretary Leila De Lima lauded in her visit yesterday the unique culture of discipline at the
Bulacan Provincial Jail (BPJ), and said she admired the provincial governments move to bring justice
down to barangays.
De Lima said the jail management at BPJ provides a safe and organized environment to more than 2,000
detainees through improvements on the inmates welfare.
According to the Provincial Civil Security and Jail Management Office, which runs the BPJ, one of its
functions is to develop and implement a system for the provision of custodial and rehabilitative services
for all inmates.
Among the prison institutions that I had visited, I saw a unique culture of discipline and cooperation
inside the BPJ which promotes real reforms of the detainees, said De Lima.
One of the reforms implemented in the jail is the livelihood program that sends products of detainees
abroad. Selected and skilled inmates earn P160-P240 for each buntal hat they finish through meticulous
weaving. The locally made hat is famously known overseas as the Panama hat.
Education is also a thrust among BPJ programs as 15 inmates had received certificates of completion for
elementary and secondary levels under the Alternative Learning System and Livelihood Program
ngKabanyuhay.
They had finished trainings on production of accessories, yema balls, chocolate candy, banana chips,
and pastillas de leche.
During the kick-off ceremony of the 5 Pillars of Justice Month program yesterday at the Bulacan Capitol
Gymnasium, De Lima also commended the move of Bulacan in dispensing legal assistance down to
barangays in the province.
Humahangaakosainisyatibong LGU upangmabuksanangpapelng 5 Pillars
sapagtugonsaproblemasakapaligiran. Justice and environment concerns are the pressing issues in the
society, and it is very timely to create programs like this (I admire the initiative of local government units to
integrate the role of the 5 Pillars in addressing environmental issues), said De Lima.
The 5 Pillars are composed of the offices of the prosecutor headed by Fiscal Alfredo Geronimo; Philippine
National Police with PS/Supt. Fernando Mendez Jr.; the Regional Trial Court with Judge Renato
Francisco; and the Probation and Parole Office composed of CPPO TeresitaMascuana, CPPO Cezar
Lopez Jr., and CPPO Ramon De Leon.
The justice secretary also thanked Alfredo Mendiola, currently detained in BPJ, for his cooperation in the
investigation against a carnapping syndicate in Bulacan.
Mendiola said he felt safer in BPJ than in any other detaining facility. He is the state witness on the
Lozano-Evangelista murder case which involves the Dominguez brothers in the carnapping.
The 5 Pillars of the Justice Month will bring livelihood and training seminars for the families of the BPJs
detainees and a series of forums about katarungangpambarangay, environmental laws, sexual extortion,
correction of entries, small claims, violence against women and children, Dangerous Drug Act, and
execution of compromise agreement within the barangay level. (WLB/JMG-PIA 3)

http://www.ugnayan.com/ph/Bulacan/Malolos/article/QLN

1.4.5.2 BOARD OF DISCIPLINE AND ITS FUNCTIONS

The Disciplinary Board serves two (2) important functions: to protect the public and to maintain the
integrity of the legal profession. The Supreme Court appoints twelve (12) members to the Board, eight
(8) of whom are attorneys and four (4) of whom are members of the public.
It is the goal of the Board to process disciplinary complaints filed against Rhode Island attorneys as
expeditiously and fairly as possible. The Board oversees the Office of Disciplinary Counsel, which reviews
and investigates all allegations of attorney misconduct. The Board may also petition the Supreme Court to
place an attorney on inactive status if he or she becomes mentally or physically incapacitated.
When appropriate, the Board authorizes the filing of formal charges against an attorney and then
conducts hearings and makes recommendations to the court for the imposition of discipline. While
disciplinary investigations are confidential, formal charges are heard in proceedings open to the public.
Notice of these hearings is posted in the Supreme Court Clerk's Office and on this page.
The Supreme Court Disciplinary Counsel is the investigative arm of the Board. Staff attorneys are
easily accessible to the public, and any person who has a complaint about a Rhode Island lawyer may
call the office and speak to a staff attorney prior to filing a complaint. Each year, thousands of Rhode
Islanders contact the office and receive information. Staff attorneys can refer callers to other appropriate
agencies, bring serious matters to the immediate attention of the board, and screen out those matters
which do not allege any misconduct. Staff attorneys cannot provide legal advice.
The Disciplinary Board and Counsel also work with the members of the Rhode Island Bar to improve
legal ethics in this state. Staff attorneys are frequent presenters at continuing legal education seminars
designed to inform attorneys of their ethical obligations to their clients and to the legal system. The goal of
the board is to reduce the number of complaints filed by increasing awareness of and compliance with the
Rules of Professional Conduct.
REFERENCE: http://www.courts.ri.gov/publicresources/disciplinaryboard/default.aspx

1.4.5.3 DISCIPLINARY HEARINGS
1.1 The Warden shall appoint a staff member to act as Disciplinary Hearing Officer for each complex. The
Disciplinary Hearing Officer shall be of the rank of Captain or greater. An individual shall be excluded
from sitting as a Disciplinary Hearing Officer for a specific hearing for one of the following:
1.1.1 The staff member is the individual who wrote the disciplinary report that is to be heard.
1.1.2 The staff member was directly involved in conducting the investigation before the hearing.
1.1.3 The staff member is unable to be fair and impartial when hearing the case.
1.2 Disciplinary hearings shall be held as often as required to ensure that disciplinary violations are
processed in a timely manner.
1.3 The Disciplinary Hearing Officer shall prioritize all pending disciplinary reports by class to ensure that
serious rule violations are given priority.
1.4 Hearings shall be held no more than seven work days after the date the violation was filed. If a
hearing cannot be held within seven work days, the Disciplinary Coordinator shall supply a Postponement
Memorandum explaining the reasons a continuance is needed. The Warden, Deputy Warden or
designees approval is required for all postponement requests more than seven days.
1.5 AIMS data regarding the inmates disciplinary history shall be available to the Disciplinary Hearing
Officer during the disciplinary hearing and may be considered in assessing any penalties.
1.6 Upon receipt of a disciplinary ticket, the Disciplinary Hearing Officer shall:
1.6.1 Review the case for completeness, including:
1.6.1.1 Properly written and completed reports and forms
1.6.1.2 Within timeframes
1.6.1.3 Conflicts in statements between written reports resolved
1.6.1.4 AIMS report included
1.6.1.5 CIRAQ included, if applicable
1.6.1.6 Inmate cited for the appropriate charge for the violation
1.6.1.7 Determine if witnesses are to be called or if written statements are sufficient
1.6.1.8 Decide whether charging officer shall be called.
1.6.2 If not complete, refer the rule violation packet back to the Disciplinary Coordinator to make
appropriate changes and/or adjustments.
1.6.3 If complete, proceed with the scheduled hearing, based on priority of the case (Class A, B, then C).
Hearings shall be held no more than seven work days after the date the violation was filed. If a hearing
cannot be held within seven work days, the Disciplinary Coordinator shall supply a Postponement
Memorandum explaining the reasons a continuance is needed. The Warden or Deputy Wardens
approval is required for all postponement requests more than seven days.
1.7 The Disciplinary Hearing Officer shall conduct the hearing as follows:
1.7.1 Record the date and time of the hearing.
1.7.2 Verify the inmates name and number by face to ID card comparison.
1.7.3 Read the charge and ask if the inmate understands the charge. The Disciplinary Hearing Officer
may modify the charge at the hearing provided that the new charge is a lesser or equivalent charge that
has one or more elements of the titled charge. The modification shall be noted on the record.
1.7.4 Determine if the inmate requires a Staff Assistant at the hearing. The Disciplinary Hearing Officer
may allow time for consultation between the inmate and designated Staff Assistant.
1.7.5 Explain the range of possible penalties that may be imposed in the event of a guilty finding.
1.7.6 Ask whether the inmate pleads guilty or not guilty.
1.7.6.1 If the inmate pleads guilty, no further evidence needs to be heard. The inmate may offer a
statement concerning mitigating circumstances for the Disciplinary Hearing Officer to consider when
determining penalties.
1.7.6.2 If the inmate refuses or fails to enter a plea, a plea of not guilty shall be entered.
1.7.6.3 If the inmate pleads not guilty, evidence shall be presented, including appropriate staff or inmate
testimony or written statements. The inmate may make a closing statement concerning the misconduct for
the Disciplinary Hearing Officer to consider.
1.7.7 The Disciplinary Hearing Officer shall determine whether to call staff or inmate witnesses to appear
at the proceedings or whether written witness statements are adequate or necessary.
1.7.7.1 The inmate shall present to the Disciplinary Coordinator , in writing, all proposed questions for
each witness that he/she wishes to call.
1.7.7.2 Live testimony of inmate witnesses is not required. If live testimony is permitted, the Disciplinary
Hearing Officer shall not permit the inmate to directly question the witness. The Disciplinary Hearing
Officer shall conduct the questioning if he/she determines that the questions are appropriate and relevant.
The questions that the inmate wishes to ask shall be submitted by the Disciplinary Coordinator in writing
to the Disciplinary Hearing Officer for review.
1.7.7.3 Where an inmate is at another facility, a written statement may be taken. Statements taken from
inmates at another facility or who are not present at the hearing shall be made known to the inmate
(unless confidential as defined in section 803.04), at least 48 hours prior to the hearing, so that he/she
may respond on the record.
1.7.7.4 The Disciplinary Hearing Officer shall retain in the disciplinary packet the questions that were
determined as neither appropriate nor relevant.
1.7.7.5 The Disciplinary Hearing Officer may determine not to call a witness if the witness would be
subject to a risk of reprisal, undermine authority or otherwise present a threat to the security or order of
the institution, or, if the Disciplinary Hearing Officer reasonably believes that the witness testimony would
be irrelevant, immaterial or repetitive. The Disciplinary Hearing Officer shall document the reason for the
exclusion of any witness.
1.7.7.6 Although there is no maximum number of witnesses that an inmate may call, the Disciplinary
Hearing Officer may limit the number based on a reasonable belief that the witness testimony would be
repetitive testimony, irrelevant or an undue hazard to institutional safety.
1.7.7.7 Character witness evidence is not relevant in a disciplinary hearing and shall not be permitted.
1.7.7.8 The Disciplinary Hearing Officer may elect to call the charging officer as a witness to clarify any
portions of the Disciplinary Report.
1.7.7.9 The Disciplinary Hearing Officer may remove witnesses whose conduct interferes with the
hearing.
1.8 All evidence used at the hearing shall be made known to the inmate, except that the Disciplinary
Hearing Officer may decide to withhold from disclosure specific information if the disclosure would
endanger the safety or well being of another person. The Disciplinary Hearing Officer shall note in the
decision the reasons for excluding or limiting any evidence.
1.9 Persons other than the Disciplinary Hearing Officer, inmates and staff involved in the disciplinary
matter may be present in the hearing room and observe discipline hearings. Their attendance shall be
approved in advance by the Warden, Deputy Warden or Administrator, and must be noted on the record.
These persons may be excluded if they are disruptive.
1.10 During the course of the Hearing, the Disciplinary Hearing Officer may:
1.10.1 Offer staff assistance to the inmate during the hearing and use available personnel resources,
such as medical staff, or mental health staff as consultants.
1.10.2 Postpone a hearing for good cause. The reasons for postponement shall be included in the file.
The Warden, Deputy Warden or Administrator shall determine whether or not to approve a
postponement. Postponements shall not exceed 28 days.
1.10.3 Postpone the hearing and return the disciplinary file to the Disciplinary Coordinator if the titled
charge needs to be modified to a different charge with different elements than the current rule violation.
1.10.3.1 The Disciplinary Hearing Officer may modify the charge during the hearing and change the titled
charge to a greater class charge, however, the inmate shall be notified that he may request an additional
48 hours to prepare a defense on the modified charge. The inmate may waive this requirement.
1.10.3.2 During the course of the hearing, the Disciplinary Hearing Officer may change the titled charge to
a lesser or equivalent charge without ordering a rehearing. The lesser or equivalent charge must have
one or more of the elements of the titled charge.
1.10.4 Postpone the hearing to request other supporting documents.
1.11 The inmate charged shall be present at the disciplinary hearing unless substantial reasons exist that
require his/her exclusion from the hearing.
1.11.1 If the inmate waives the right to be present or refuses to be present, the inmate shall sign the
Inmate Discipline - Hearing Waiver, Form 803-4, and an employee shall witness the signature. If the
inmate refuses or is unable to sign the waiver, the employee shall specifically note this on the form.
1.11.2 If the inmates conduct disrupts the hearing, the inmate shall be removed from the area or hearing
room and the hearing shall be conducted without the inmate present. The reason for the inmates
absence shall be explained on the Result of Disciplinary Hearing form.
1.11.3 The Disciplinary Hearing Officer shall ensure that the inmate has the opportunity to provide a
statement. The statement may be oral, written or both.
1.12 Hearing Decisions - The Disciplinary Hearing Officer may:
1.12.1 Dismiss the charge. The reason for dismissal shall be provided on the Result of Disciplinary
Hearing Form.
1.12.2 Find the inmate not guilty.
1.12.3 Find the inmate guilty and impose penalties as indicated in Attachment B. As the standard of proof
for guilty findings, the trier of fact (Disciplinary Hearing Officer) shall be persuaded by the evidence that it
is more probably true than not that the inmate committed the disciplinary violation.
1.13 Upon reaching a decision, the Disciplinary Hearing Officer shall:
1.13.1 Prepare a written report utilizing the Result of Disciplinary Hearing form, that detail the specific
evidence relied upon to arrive at the decision and that the standard of proof has been met.
1.13.1.1 Restitution:
1.13.1.1.1 Determine if restitution is owed and the amount due.
1.13.1.1.2 For restitution purposes, the inmate(s) found guilty will be jointly and severally liable for the full
amount due.
1.13.1.1.3 The Disciplinary Hearing Officer may enter a finding that restitution is owed and to whom,
reserving the issue of the amount of restitution owed for a future hearing conducted in accordance with
the procedures outlined for a Class C violation with the exception of the ten day requirement for filing.
1.13.1.1.4 Restitution proceedings may commence upon receipt by the Warden of the amount of loss
resulting from the inmates violation.
1.13.1.1.5 If the amount of restitution requested is known to the Disciplinary Hearing Officer at the time of
the disciplinary hearing, the restitution should be resolved at that time.
1.13.2 Inform the inmate of the decision in writing, including the penalty, and verbally explain it.
1.13.3 Type or legibly print the name of the Disciplinary Hearing Officer on the Result of Disciplinary
Hearing form and sign the report.
1.13.4 Inform the inmate that he may appeal the decision of the Disciplinary Hearing Officer in
accordance with the established procedures for felony offenses and misdemeanor offenses involving
restitution.
1.13.5 Forward the results of the hearing to the Warden, Deputy Warden or Administrator for review.
Transfer of high risk inmates of Kidapawan jail to Bicutan mulled

MANILA, April 6 (PIA) -- Interior and Local Government Secretary Jesse M. Robredo on Tuesday said
plans are underway to transfer the detention of high-risk inmates from the Kidapawan district jail in
Kidapawan City to the Bicutan district jail in Taguig City.

The plan, according to Robredo in a statement, is to prevent a repeat of last February 19 incident wherein
around 50 unidentified heavily-armed men assaulted the Kidapawan district jail in a bid to rescue a
detained Maguindanao-based notorious Muslim bandit leader identified as DatucanSamad, aka
Lastikman, .

Robredo said the Department of Justice (DOJ) has already requested the Supreme Court to transfer the
hearing of the high-risk cases pending before the Regional Trial Courts of the Province of Cotabato to
other venues.

Once the Supreme Court grants the DOJs request, then the transfer of the inmates would presumably
follow, he added.

The arrangement to relocate the high-risk inmates was sought by the Kidapawan City Peace and Order
Council through a resolution addressed to Justice Secretary Leila M. De Lima through Secretary
Robredo. .

In its resolution, the Kidapawan POC chaired by Mayor Rodolfo Gantuangco, cited the February 19
attempt to rescue DatucanSamad, one of the 17 high risk inmates detained in the Kidapawan jail, and
whose group is reportedly engaged in bombings, terrorism, insurgency, kidnapping, carnappings and
other crimes.

The foiled rescue incident resulted in the death of three civilians including a Red Cross volunteer, while
16 others were injured including fire and jail personnel.

The resolution noted that the Kidapawan district jail, which is located adjacent to the city hall as well as
residential and commercial areas, does not have comprehensive security measures and enough
manpower to immediately respond to the needs of securing high risk inmates.

In her letter-request to the high court through the Court Administrator, Jose Midas Marquez, the DOJ
secretary said she shares the concern of the Peace and Order Council of Kidapawan and agree that the
detention place of these high risk inmates should be transferred.
However, the transfer of their detention place could not be effected unless the venue of the hearing is
also transferred, De Lima added. (DILG/RJB/JCP-PIA NCR)
Reference: http://www.pia.gov.ph/news/index.php?article=261333521083

Referrence: http://www.azcorrections.gov/inmate_datasearch/info/infractions.htm#803.07

1.5 PENAL PROVISIONS ON CORRECTIONS
1.5.1 General Laws Governing The Administration And Management Of Prison And Jail In The
Philippines
1400-1-.05 ADMINISTRATION/MANAGEMENT.
(1) Each facility shall maintain fiscal records which will clearly indicate the total cost for operating the
facility according to generally accepted accounting principles. Such records shall have an itemized
breakdown of the total operating expenses, such as wages and salaries, food, and operating supplies.
Applies to Types I,II,III,IV, and V.
(2) Each jail shall have written policies and procedures governing the facilitys operations. They shall be
reviewed at least annually and updated as needed. These policies and procedures shall be approved by
the sheriff, chief, or warden and shall be made available to all employees.
(3) There shall be written plans developed in advance for dealing with emergencies such as escape,
prisoner disturbances, assaults on employees, hostage taking, and emergency evacuation plans. These
shall be incorporated into the facility's manual. Each employee shall be familiar with these plans.
(4) Written policy and procedure shall provide for each shift at a facility to have fire drills every six (6)
months and document dates of said drills.
(5) The facility administrator shall develop a list of articles and materials that shall be allowed in the cell
area. Inmates shall be informed of this list upon admission.
Applies to Types I,II,IV, and V.
(6) The facility shall have a written and graphic evacuation plan posted in the living area, as well as any
other specified locations.
(7) Written policy and procedure shall ensure that prisoners shall not be subjected to discrimination based
on race, national origin, color, creed, sex, economic status or political belief.
Applies to Types I,II,IV, and V.
(8) The use of padlocks and/or chains to secure prisoner housing areas is prohibited.
Applies to Types, I,II,III,IV, and V.
(9) Each facility relying on regular access to additional living space to comply with minimum cell size
requirements under Rule 1400-1-.04 shall maintain a written policy regarding the number of hours of
access to additional living space outside an inmates cell that inmates will be allowed. This policy should
take into consideration any relevant factors regarding inmates, including but not limited to inmate
classifications. Records shall be maintained on the number of hours per day inmates have access to
additional living areas in such facilities. MINIMUM STANDARDS FOR LOCAL CORRECTIONAL
FACILITIES CHAPTER 1400-1
(Rule 1400-1-.05, continued)
Authority: T.C.A. 41-4-140. Administrative History: Original rule filed August 9, 1982; effective
September 8,
1982. Amendment filed July 31, 2000; effective November 28, 2000. Amendment filed July 29, 2004;
effective November 26, 2004.
Reference: http://www.tn.gov/sos/rules/1400/1400-01.pdf
1.5.2 Administrative Offense Of Prison/Jail Personnel
Section 1. Punishable Offenses. The following are the offenses with corresponding penalties a member of
the Jail Bureau may be charge with the administratively, classified into grave, less grave, depending on
the gravity of the offense and the nature and effects on the government service.
A.GRAVE OFFENSES
a. Serious Neglect of Duty
First Offense- Dismissal
b. Grave Misconduct
c. Dishonesty
d. Being Notoriously Undesirable
e. Engaging Directly or Indirectly in Partisan Political Activities
f. Nepotism
g. Oppression
First Offense-Suspension for six (6) months and (1) day to one (1) year
Second Offense-Dismissal
h. Disgraceful and Immortal Conduct
First Offense-Suspension for six (6) months and (1) day to one (1) year

B. LESS GRAVE OFFENSE

a. Less serious Neglect of Duty
First Offense-Suspension for one (1) month and (1) day to six (6) months
b. Simple Insubordination
c. Habitual Drunkenness While on Duty
d. Gross Discourtesy in the Course of Official Duties
Partisan Political Activities
e. Gross Violation of Existing Civil Law and Rules of Serious Nature

C. LIGHT OFFENSES

a. Simple Neglect of Duty
First Offense-Suspension for (1) to thirty (30) days
Second Offense-Suspension for one (1) month to six (6) months
Third Offense-Dismissal
b. Simple Misconduct
First Offense-Reprimand
Second Offense-suspension for one (1) to thirty (30) days
c. Discourtesy in the Official Course of duty
d. Violation of Reasonable Office Rules and Regulations

1.5.5 Grant of Good Conduct Time Allowance (GCTA) and Special Time Allowance (STA) under the
RPC.
Art. 97. Allowance for good conduct. The good conduct of any prisoner in any penal institution shall
entitle him to the following deductions from the period of his sentence:
1. During the first two years of his imprisonment, he shall be allowed a deduction of five days for each
month of good behavior;
2. During the third to the fifth year, inclusive, of his imprisonment, he shall be allowed a deduction of eight
days for each month of good behavior;
3. During the following years until the tenth year, inclusive, of his imprisonment, he shall be allowed a
deduction of ten days for each month of good behavior; and
4. During the eleventh and successive years of his imprisonment, he shall be allowed a deduction of
fifteen days for each month of good behavior.
Art. 98. Special time allowance for loyalty. A deduction of one-fifth of the period of his sentence shall be
granted to any prisoner who, having evaded the service of his sentence under the circumstances
mentioned in Article 58 of this Code, gives himself up to the authorities within 48 hours following the
issuance of a proclamation announcing the passing away of the calamity or catastrophe to in said article.
Art. 99. Who grants time allowances. Whenever lawfully justified, the Director of Prisons shall grant
allowances for good conduct. Such allowances once granted shall not be revoked.
Reference:
http://www.neda.gov.ph/about/anti_corruption/files_/LAWS/ACT%20No.%203815,%20Revised%20Penal
%20Code%20of%20the%20Phils.%20(Crimes%20Committed%20by%20Public%20Officers).pdf

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