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LEGAL BASIS and MANDATE

The Bureau of Prisons was established on November 1, 1905 under

the Department of Public Instruction through Reorganization Act 1407 of

the Philippine Commission. The Bureau was renamed from Prisons to

CORRECTIONS on November 23, 1989 under Section 26 of the

Administrative Code of 1987, to emphasize rehabilitation as the primary

goal of the Bureau.

The Bureau of Corrections is mandated by law to accomplish its twin

objectives- the effective safekeeping and rehabilitation of national prisoners.

Its Mission is to protect the public and prevent crimes in partnership with

stakeholders by providing persons under custody: opportunities for

reformation, decent environment, and secure settings.

Its Vision is a Corrections system that promotes a safer community, adheres

to international standards, and represents exemplary public service.

The BuCor Major Final Output : Custodial and Rehabilitation Services

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a. Accomplishments/Progress Report

Operations

Custody and Maintenance of National Prisoners

As of December 31, 2013, the Bureau had in its custody 38,575 prisoners,
distributed in its seven (7) prisons and penal farms throughout the country.

Inmate
Inmate
Population
Population

22,403 2,193

Inmate
Population

2,123
Inmate
Population

1,561

Inmate
Population

2,444

Inmate
Population
Inmate
Population 6,001
1,547

The Seven (7) BuCor Operating Prisons and Penal Farms (OPPFs)
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Congestion. For the year 2013, the overall congestion rate in BuCor
prisons facilities is at 139%. A total of Four Hundred Three (403) qualified
inmates were transferred to different Operating Prisons and Penal Farms
(OPPFs) as part of the administration efforts to decongest the premiere
facility.

PRISON %
CAPACITY CONGESTION
PRISON FACILITIES POPULATION SHARE
RATE

NBP 8,460 22,362 58% 164%

PMA 41
CIW - Mandaluyong 1,525 2,193 6% 44%
IPPF 1,265 2,444 6% 93%
DPPF 1,719 6,001 16% 249%
CIW - Mindanao 372 303 --
SRPPF 802 1,547 4% 93%
SPPF 1,391 2,123 6% 53%
LRP 584 1,561 4% 167%
TOTAL 16,118 38,575 100% 139%
Table 1 - Prison Population and Congestion Rate

Average population growth is 2.18% or 805 inmates per year. Shown below
is the BuCor 5-Year Population Growth Chart from 2009-2013:

Figure 1 5-Year Population Growth

Population
39,000
38,000 3.55%
37,000
2.63%
36,000
0.99% Population
35,000 0.01%
4%
34,000
33,000
2009 2010 2011 2012 2013
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Inmate Admissions. During the period, 5,871 inmates were received at the
Reception and Diagnostic Center (RDC), of this number, 286 (5%) were re-
offenders. Almost all were classified accordingly.

Figure 2 - Admissions

1st Offenders
Re-offenders

Admissions
1st Offenders 5,585 95%
Re-offenders 286 5%
Total Admissions 5,871 100%

Inmate Profile. Inmates from NCR comprises the 25% of the inmate
populace followed by those originating from the Region IV (CALABARZON and
MIMAROPA) which is 8%. Inmates whose ages range from 22-39 years
comprises the 49% of the inmates in custody. The leading cause of
incarceration is Crimes Against Person numbering to 15,688 convicted
prisoners or 41% of the population. Drug cases reached 19% of the total
inmate population. For inmates educational profile, majority of the inmates
are in elementary level (36%), while 15% finished high school and only 3%
are college graduates prior to conviction. A total of 226 foreign nationals are
confined at BuCor, 127 (56%) of which are Chinese nationals.
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Carpetas Forwarded to BPP. A total of 4,073 inmates Carpetas were

processed by BuCors Documents Division and forwarded to BPP for
evaluation. However, with the signing into law of RA 10592 which provides
for additional credits for good conduct, some 6,000 inmate records were
returned by the Board of Pardon and Parole (BPP) to BuCor for re-computation
of the Good Conduct Time Allowance (GCTA).

Releases. 4,147 Inmates Released in 2013; Inmate Release Board

activated. Created and
activated on April 10, 2013,
the Inmate Release Board
serves to assist the Director
in policy formulation and
procedure review related to
the release of inmates. The
said board also strictly
scrutinizes all release
Qualified inmates are waiting for their call for interview
documents and acts as an in relation to their release.
advisory body for the
Director. Board Resolutions recommending the releases of qualified inmates
serve as legal bases for the said process. With the completion of vital IT
projects, all inmates shall be released on time.

For the year 2013, a total of 2,158 inmates were released through the grant
of parole while 1,748 were released through expiration of sentence.

38,021 inmate records audited/checked under Oplan Carpeta Project.

The Oplan Carpeta
Project aims to enter
inmate records into a
secure database to
enable the Bureau to
efficiently and properly

Several Prison Guard Trainees are utilized to assist in

process all carpetas. sorting inmates carpetas under direct supervision by the
Head, Inmate Document Processing Division (IDPD).
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One of the main goals of the project is to ensure that all inmates who have
completed their sentences are easily identified and prioritized for pre-release
processing. More than 100 prison guard recruits under the supervision of the
Documents Division are carefully sorting the inmate records and assisting
regular BuCor encoders in the initial stages of the records computerization
project.

Escapes lowest in twenty-five years. Despite given drawbacks, there was a

40% decrease in escapes compared to 2012. Various improvements in the
overall prison security policies, systems, and procedures resulted in marked
reduction of escapees in 2013 as compared to the previous year. The level of
escape in 2013 is a record low since 1989. The graphical representation
below shows a remarkable decline in escapes despite the increasing trend of
inmate population.

Figure 3 - Escapes
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Installation of Additional Perimeter Fences, Stop Bars, Barbed Wires,

and Security Lighting. To further strengthen perimeter security and tighten
access controls, the Bureau and its prisons installed additional perimeter
fences, stop bars, barbed wires, and security lighting in order to more
effectively prevent escapes and intrusions into prison facilities. Post Towers
were built at the Minimum Security Camp to prevent escapes.
Recovery Rate
Alert Teams Activated.
RETRIEVALS Total
In order to ensure the INSTITUTIONS
CY PY Retrievals
readiness of the institution
New Bilibid Prison (NBP) 2 15 17
in times of any prison
Correctional Institution for Women (CIW) 1 0 1
disturbances or floods,
Iwahig Prison & Penal Farm (IPPF) 3 4 7
typhoons, earthquakes,
Davao Prison & Penal Farm (DPPF) 7 6 13
fire, power outage and the
CIW Mindanao 0 0 0
like, Alert Teams were
San Ramon Prison & Penal Farm (SRPPF) 0 0 0
activated during the
Sablayan Prison & Penal Farm (SPPF) 5 0 5
second quarter of the year
Leyte Regional Prison (LRP) 4 0 4
in all of the operating
TOTAL 22 25 47
prison and penal farms.
45% success rate
In any eventuality, specific
personnel are available to Table 2- Recovery Rate
respond 24/7.

Alert Teams were found to be effective as exemplified in Leyte Regional Prison

when it was struck, together with several provinces in the south, by super
typhoon Yolanda on 08 November 2013. The Leyte Regional Prison was
severely affected: several facilities in the Maximum, Medium and Minimum
Security Camps, perimeter fences, kitchen, gates etc. were destroyed. Crops
were heavily damaged. Total damages reached P2.6M.

Immediately, an augmentation and humanitarian mission, dubbed Oplan

Leyte was created to provide assistance to LRP and purposely to deliver 500
sacks of rice, 15 drums of crude oil, several boxes of canned goods worth P1M,
40 rolls of barbed wire, medicines and others. Inter-agency coordination was
conducted to a convoy of seven (7) trucks to ferry the relief items. Twenty-
three (23) Prison Guards from the Central Office were temporarily assigned @
LRP to augment their security force. The Operations Center played a vital role
as far as communications is concerned.

With the LRP leaderships own initiatives and Alert Teams, one thousand five
hundred eighty-eight (1,588) inmates in the LRP are all accounted for and no
casualty has been reported. Recovering from the devastation was made
possible thru efforts of concerned personnel and officers and thru Alert Teams.
Towards year-end, the procurement of a generator is being initiated for the
use of LRP.
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Recovery of Escapees.
Twenty two (22) out of 49 Escapees Safely Recovered/Surrendered
and Returned to Prison. Based on consolidated reports from the BuCor
Operations Center (OPCEN), from January to December, twenty two (22) out
of the total of forty nine (49) escapees have been safely recovered and
returned to prisons RECOVERIES
including those INSTITUTIONS
2009 2010 2011 2012 2013
who peacefully New Bilibid Prison (NBP) 6 12 8 7 17
surrendered to Correctional Institution for Women (CIW) 2 - - 1 1
BuCor authorities. Iwahig Prison & Penal Farm (IPPF) 7 9 6 13 7
The 45% success Davao Prison & Penal Farm 6 6 10 17 13
rate in the CY CIW - Mindanao 0 0
escapee recovery San Ramon Prison & Penal Farm (SRPPF) 1 2 3 3 0
is expected to rise Sablayan Prison & Penal Farm (SPPF) 8 1 13 7 5
once additional Leyte Regional Prison (LRP) 4 - 3 6 4
personnel, training, 34 30 43 54 47
and intelligence Table 2.a - Recoveries (2009-2013)
fund is allotted to
support BuCors There were 208 escapees recovered from 2009 to 2013.
Fugitive Recovery Teams (FRTs).

Promotion of Peace and Order inside Prisons

Peace Dialogues with Council of Inmate Elders & Voluntary

Surrender of Weapons.

As a result of a series of dialogues between NBP officials and various leaders of

Inmate Groups/Associations (pangkat), the Inmate Elders have jointly
expressed their commitment to cooperate with BuCor officials and help
promote peace and order inside prison.
NBP officials
conduct an open
dialogued with
various
leaders of inmate
groups or
pangkat inside
Maximum Security
Camp.

Only last August 31, 2013, in an effort to demonstrate their support for the
aims of the said dialogue, two (2) inmate leaders voluntarily surrendered two
(2) pistols and nine (9) rounds of assorted ammunition.
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6,296 Assorted Illegal Contraband incl. Improvised Weapons and

Illegal Drugs Seized. From January to December 2013, a total of 1,251
search and seizure operations were conducted resulting in the confiscation of
at least 6,296 pieces assorted contrabands including improvised weapons,
illegal drugs, liquor, gambling paraphernalia, and cellular phones.

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

Inmate discipline, the Board of Discipline (BOD) acts on the cases of

inmates who violated prison rules and regulations. Every breach of discipline is
reported to the proper authorities. During the year, seven hundred forty three
(743) inmates (2% of the population) were involved in administrative cases,
lower by 14% than PY, while sixty one (61) various criminal cases filed in
courts (130 inmates involved or 0.33% of the population). There were 20
prison violence incidence recorded for 2013 involving fifty seven (57) inmates,
or 0.15% prison violence rate. Table on Inmate Discipline shown below:

PRISON Administrative No of Inmates Criminal No of

FACILITIES Cases Filed Involved Cases Inmates
Filed Involved
NBP 42 209 45 114
CIW 5 14 0 0
IPPF 0 0 0 0
DPPF 294 294 16 16
SRPPF 104 136 0 0
SPPF 21 43 0 0
LRP 32 47 0 0
Total -2013 498 743 61 130
1.9%
Table 3 - Inmate Discipline
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Counter-Smuggling and Strict Screening of Visitors. Under the current

administration, there is strict
implementation of policies and
procedures in the screening of
visitors entering the prison
facilities. Thorough body
inspections and searching of
personal effects is now done
regularly by gate security
personnel, which are also
monitored via CCTV cameras. The
deployment of K-9 units and
counter-smuggling operations were
done to curb contraband Apprehension of illegal drugs and paraphernalia, liquor
smuggling. In 2013, one thousand and cellular phones inside prison compounds

two hundred fifty one (1,251)

search operations were conducted.

These operations led to the arrest and filing of criminal charges against
suspected contraband smugglers including erring personnel involved in the
attempted smuggling of seventy (70) fan knives (balisong), methamphetamine
hydrochloride (shabu), and other illegal items. Towards yearend, efforts to
procure new canines were already initiated.

Security Operations. Security operations were conducted to detect,

monitor, and neutralize threat groups involved in kidnapping, robbery,
hulidap, and other criminal activities inside the NBP Reservation. Continuous
surveillance and security patrols are being conducted within the NBP
Reservation. Close coordination with law enforcement and intelligence agencies
is also being done to deter other possible threats to prison security and public
safety.
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Reformation

1. Education and Training Programs for Inmates

For 2013, officers and personnel of Bucors Reformation Group spearheaded

various projects to enhance the education and training programs for inmates.
At least 9,381 inmates or 24% of the total inmate population participated in
various education and training programs.

Some of the major accomplishments made include the following:

Inauguration of new Computer Laboratory established in partnership

with Junior Chamber International (JCI)

Introduction of the 3-Year Certificate Program in Psychology in

partnership with Rizal Technological University

Vocational-Technological Courses incl. Food & Beverage Services,

Massage Therapy, Wire-Wrap Jewelry Production, and Solar Panel
Assembly
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Education Program/Activities
ADULT
Special ARABIC
LITERACY School
Classes Alternative LANGUAGE PERSONALITY
HIGH & of Fine TOTAL
ELEMENTARY COLLEGE VOCATIONAL for Youth Learning & ISLAMIC DEVELOPMENT GRADUATES
SCHOOL APPLIED Arts ENROLEES
Offenders System VALUES SEMINAR
TRAINING (SOFA)
(SCYO) EDUCATION

NBP 61 179 168 469 23 35 428 2, 222 90 3,585

CIW 229 41 33 268 50 621
IPPF 62 209 85 356
DPPF 1022 656 2, 373 142 4,193
SRPPF 111 113 176 400
SPPF 175 175
LRP 51 51
TOTAL 1,598 876 201 912 23 385 35 2,937 192 2, 222 90 9,381
Table 4 - Education and Training Programs

2. Sports, Recreation and Wellness Programs

At least 22,439 inmates or 58% of total inmate population actively

participated in sports, recreation and wellness programs that included jogging,
chess, ballroom dancing, badminton, boxing, calisthenics, table tennis, weight
lifting, lawn tennis, musical band practice, to name a few.

Sports and Recreation Activities

NBP CIW SRPPF LRP SPPF DPPF IPPF TOTAL
Basketball 2,131 30 100 480 173 725 20 3,659
Volleyball 177 519 30 630 54 514 60 1984
Badminton 196 10 4 0 45 202 35 492
Sepak Takraw 100 0 14 0 0 0 24 138
Table Tennis 131 0 6 0 0 0 70 207
Lawn Tennis 985 0 4 0 0 0 30 1019
Billiard & Pool 1,786 0 120 0 0 0 45 1,951
Chess 648 0 8 110 0 0 0 766
Dama 270 0 20 126 0 312 0 728
Scrabble 0 0 4 0 132 309 30 475
Dart 0 0 0 100 0 0 0 100
Boxing 0 0 0 0 0 0 32 32
Dance 529 346 0 0 57 149 0 1081
Domino 0 0 10 0 0 0 0 10
Exercise 2,354 0 0 0 115 3,701 470 6,640
Swimming 0 0 0 0 245 0 0 245
Recreation:Film Viewing 0 0 400 0 784 0 0 1184
Videoke 1,122 0 6 0 67 0 0 1,195
Entertainment Programs 150 326 0 0 57 0 0 533
TOTAL 10, 579 1, 231 726 1, 446 1, 729 5, 912 816 22,439

Table 5 - Sports and Recreation Programs

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Sports and Recreation Activities

3. Health Care Services for Inmates. For the year 2013, a total of 99,775
various medical-dental examinations
and other health-related services were
provided to NBP inmates. These
examinations covered procedures to
determine the presence of gross
physical defects and various types of
ailments classified as cardiovascular,
neurological, respiratory, gastro-
intestinal, dermatological, endocrine diseases, toMedical
name a few.
and dental examinations and other
health-related services were provided to all
BuCor inmates

Medical & Dental Services for Inmates

For the year 2013, the Bureau delivered various medical, dental, and other
health services to inmates which are broken down as follows:

No. of No. of
Type of Service Type of Service
Inmates Inmates
Consultations 53,443 Dental Services 46,332
Hospital Admission 7,432 EENT Cases 6,968
Emergency Medical
1,985 Diabetic Care 8,938
Services
Referrals to Other Health Hypertensive
921 1,926
Care Institutions Care
Surgical Operations 2,686 PTB Cases 2,392
Laboratory Examinations 20,575 Asthma 1,498
Psychiatric
Ultrasound Examinations 596 899
Services
Table 6 - Health Services
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2013 Morbidity cases. During the period, the top three (3) most prevalent
diseases were Diabetes Mellitus, Pulmonary Tuberculosis and Hypertension.
Five hundred ten (510) inmates died while in custody.

Chronic Illnesses Acute Illnesses

INSTITUTIONS No. of % over No. of % over
Cases Population Cases Population
NBP 1,531 6.85 1,122 5.02
CIW 608 27.85 1,361 62.35
IPPF 1,082 44.09 185 7.54
DPPF 89 1.40 707 11.15
SRPPF 1,219 78.29 410 26.33
SPPF 2,804 130.78 2,128 99.25
LRP 322 20.42 333 21.12
Total 7,655 19.83 6,246 16.18
Table 7 - Morbidity Rate

Inmate Hospitalization Board formed. Created on April 10, 2013 the

Inmate Hospitalization Board is tasked to scrutinize or screen all requests for
hospitalization or medical referrals outside prison premises.

Through the Board, unscrupulous individuals can no longer exploit medical

referrals and hospitalization as a means for inmates to gain temporary freedom
or to escape from prison. The review provides management with additional
safety nets mechanisms to ensure that the privilege on outside hospitalization
is not abused. During the one year period, a total of 921 inmate-patients were
referred to outside hospitals for diagnosis and confinement. More or less,
P 28,356,819.04 worth of medicines was issued to inmate-patients.

4. Behavior Modification Program (including Counseling, Religious Programs

and Social Welfare Services). A total of 7,780 inmates or 20% of total inmate
population benefitted from the Behavior Modification Program.

5. Moral and Spiritual Programs.

Religious services, counseling sessions,
and other moral/spiritual formation
activities are regularly conducted by
BuCor chaplaincy staff and faith-based
volunteer groups. Moral and Spiritual
activities also benefited at least 30,952
inmates or 80% of the total inmate
population.
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NBP CIW IPPF SPPF DPPF SRPPF LRP TOTAL

Ecumenical Prayers 8, 658 300 632 1, 400
Evangelization (Bible Study) 200 22 31 25 30
Worship 100 660 221 4, 737
Devotional Activity 4, 318 560 130 30
Other services 1, 500
Mass 1, 300 300 14 1, 200
Baptism, etc. 103 1
Formation 2, 749 111 1, 052
Guidance Counselling 568
TOTAL 17, 896 1,900 2,152 499 5,820 1,425 1,260 30,952
Table 8 - Religious Activities

6. Employment and Other Livelihood Opportunities for Inmates

21% Work and Livelihood Participation Rate

The provision of employment and other livelihood opportunities enable the

inmates to be productive, fulfilled, and active contributors to the economic
betterment of their family and loved ones. Training in woodworks, weaving,
electronics assembly, and other technical-vocational trades have enabled
hundreds of inmates to earn a decent living while serving sentence.
At present, at least 8,013 inmates or 21% of the total inmate population
have active work and livelihood participation and is expected to rise as the
Bureau establishes more partnerships with the private sector.
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Use of Inmate Labor and BuCor land. For BuCors Joint Venture
Agreement (JVA) with Tagum Agricultural Development Company Inc.
(TADECO) alone, at least 800 inmates at the Davao Prison and Penal Farm
have received expert training and receive an average stipend of P7,664 per
month for each inmate-farm worker. Many inmates who had already
completed their sentence and released have been re-hired by TADECO. All
inmates who take part as workers in the JVA have graduated from the Inmate
Farm Workers Training and Exposure Program (IFTEP). Participants of
IFTEP are taught and trained in sophisticated Cavendish Banana farming
technology. Bananas harvested in the JVA area in Davao are exported to
different parts of the Northern America, Europe, Middle East, and Asia.

The BuCors Six (6) Major Rehabilitation Programs in Review

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

EDUCATION 3,585 621 356 4,193 400 175 51 9,381 24% 12%
DRUG TREATMENT
AND
REHABILITATION - 267 2,161 100 4,971 225 30 26 7,780 20% 10%
Therapeutic
Community Program
SPORTS and
10,579 1,231 816 5,921 726 1,729 1,446 22,448 58% 40%
RECREATION
RELIGIOUS
17,896 1,900 2,152 5,820 1,425 499 1,260 30,952 80% 80%
ACTIVITIES
WORK PROGRAMS 1,208 630 947 3,554 492 620 562 8,013 21% 30%
HEALTH AND
WELFARE 17,382 690 384 5,890 668 201 240 25,455 66% 100%
PROGRAMS
Table 9 - Rehabilitation Programs
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Administration

Even before the signing into law of RA 10575, the BuCor IRR Team has already
commenced work on the details and requisites of the law. In December, the
draft IRR, after technical review and deliberations during series of marathon
meetings and critiquing, was finally submitted to higher authorities as a useful
reference for the drafting and finalization of its Implementing Rules and
Regulations. Administrative achievements were documented during the year:

Good Governance Reforms

Activation of Internal Affairs Service (IAS) to oversee, investigate and

recommend sanctions to misconduct among BuCor personnel. The BuCor
Internal Affairs Service was created last July 2013 by virtue of Memorandum
Circular No. 15 which gave rise to its jurisdiction for the resolution of all
administrative cases against all erring BuCor employees. The IAS thereby
stripped all Hearing Committee bureau-wide of their authority to handle, try
and hear cases of civilian and uniformed personnel who commit misdemeanor,
breaches of discipline and other office infractions. From then on up to 31
December 2013, the following are its resolutions together with other findings:

DATE PENALTY NO. OF PERSONNEL

August 2013 Suspended 3
October 2013 Suspended 5
October 2013 Dismissed from the Service 1
October 2013 Transferred 1
December 2013 Dismissed from the Service 1
December 2013 Dismissed from the Service (DOJ) 5
December 2013 Preventively Suspended (DOJ) 8
December 2013 Fined 3
December 2013 Closed and Terminated 2
December 2013 Reprimanded 1
Table 10 - IAS Resolutions /Findings
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Personnel Discipline
DISCIPLINARY CASES (January to December 2013)

(A) PENDING (B) RECEIVED (C) DISPOSED (D) BALANCE

102 128 36 194
INSTITUTIONS IR FC C IR FC C IR FC C IR FC C
NBP 12 29 1 24 2 1 4 6 32 25 2
CIW 1 1 1 1
IPPF 8 7 10 5 3 3 15 12
DPPF 6 19 21 31 6 6 21 44
SRPPF 1 6 3 6 1 3 4
SPPF 3 7 11 3 2 11 10
LRP 1 1 8 5 1 1 8 5
Sub-Total: 32 68 2 77 50 1 18 17 1 91 101 2
Table 10.a - Disciplinary Cases
Where : IR Investigation Report, FC- Formal Charge, C- Complaints
Disposition Rate: 15.6% __C__
A+B

BREAKDOWN OF PENALTIES

Investigation Formal
Complaints TOTAL
Report Charge
1. DROPPED 1 1
2. EXONERATED/ABSOLVED 1 4 5
3. WARNED 1 1
4. REPRIMANDED
5. FINED 3 3
6. SUSPENDED 9 9
7. CHARGED 16 16
8. TO RE-INVESTIGATE 1 1
9. DISMISSED FROM SERVICE
10. FORCED RESIGNATION
11. DROPPED FROM THE ROLLS
12. CASE ARCHIVED
TOTAL 18 17 1 36
Table 10 .b - Breakdown of Penalties
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Revised Composition of BAC Technical Working Group is aimed at

ensuring the technical soundness and legality of all processes involved in the
conduct of bids and awards. Membership in the BAC Technical Working Group
is no longer dependent on the sole discretion of the appointing authority but is
now based on ones technical expertise or professional qualifications. For
example, for any procurement process related to an engineering project, the
BAC Technical Working Group for that particular project must include at least
one licensed engineer from BuCor. The BAC TWG has studied and adopted
ways to further improve procurement process of BuCor. For one, it has come
up with a recommendation to include caloric content of food as a basis for TOR
in bidding, among others.

Improved Catering Services based on value for money. In the past, the
bidding and awards process had been focused on finding the lowest-bidding
contractor that could provide food for inmates resulting in low quality food and
poor nutrition among inmates. As a policy change, the focus is on selecting the
contractor that can provide the best food nutritional content or prescribed daily
caloric value for the daily P50 per inmate budget.

Ongoing Compilation and Process Review and Flowcharting of

Procedures. Process flow charts provide graphical snapshots or visual
representation of steps in a given institutional process in order to give the
reader a clear understanding of the process and facilitate teamwork and
communication. Moreover, process flow charts provide means to standardize
procedures in order to help ensure the integrity of various prison-related
processes at the Bureau including prison/penal farm-level. Solidifying the
processes and procedures at the bureau and prison-levels would effectively
remove the gaps and prevent possible abuses of discretion among personnel.

When combined as a complementary sets of flowcharts, the final output would

serve as a unified Corrections System of Administration & Management
(CSAM). The CSAM would then serve as an additional tool for monitoring
policy compliance and daily performance at all levels of the Bureau.

As of December 2013, 74 process flow charts have been submitted from

different BuCor offices. Such process flow charts include admission,
classification, visits, hospitalization, attendance to court hearings, handling high
profile and high risk inmates, viewing the remains of deceased relatives,
procurement, releases and others. These process flow charts will clearly
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establish all BuCor processes and shall be compiled in preparation for the
revision of the BuCor Manual.

Personnel Welfare and Development

Personnel Complement

Year Civilian Custodial Medical Total Filled Total

Authorized
2009 584 1,370 124 2,078 88% 2,362
2010 602 1,346 124 2,072 88% 2,362
2011 587 1,601 121 2,309 88% 2,612
2012 559 1,655 114 2,328 75% 3,112
2013 531 1,867 112 2,510 84% 2,982
Table 11 - Filled and Unfilled Positions

Personnel Training and Development

Personnel Training and Development

Upgrading of Prison Guard Training Course from a mere One Month
Program to a Revitalized Four-Month Curriculum.
The one-month Prison Guard Basic Course (PGBC) had
been upgraded to a rigid, thorough four-month course
with expanded modules on corrections administration
and operations, and renewed emphasis on subjects
such as Professional Ethics and Human Rights. The
end-goal is to mold a new breed of new prison guards
to be professional and competent correctional officers.
Under the new curriculum, various subjects were

included in the
training modules
are topics on
specific custodial
duties and
functions,
reformation
programs and
personnel issues and concerns, among others. The number of training hours
was increased from 240 to 640.
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Recruitment & Training of New Corrections Officers. Batch 2 composed

of 65-strong corrections officer recruits successfully completed the
revitalized/upgraded Prison Guard Basic Course (PGBC). Batch 3, which is
composed of 70 recruits have already completed training while Batch 4,
composed of 121 newly received PGs are presently undergoing rigid training.

Anti-Corruption Seminar-Workshop in partnership with Australian

National University. As part
of in-service training and
continuing leadership and
character development, an Anti-
Corruption Seminar-Workshop
was conducted in partnership
with Australian National Senior BuCor & prison/penal farm officials attended the three-day
activity on anti-corruption training held at the New Conference
University represented by Dr. Room, BuCor Admin Bldg. Muntinlupa City.
Clarke Jones.

Senior BuCor and prison/penal farm officials attended the three-day activity
held at the New Conference Room, Bucor Administration Building, Muntinlupa
City. The anti-corruption training will be replicated at all levels of the Bureau
to further promote the culture of professionalism, integrity, and commitment to
public service among corrections officers and civilian personnel.

As part of in-service training, at least 80 corrections officers participated in a

recently held Seminar on UN Rules & Non-Custodial Measures for Women. A
total of 341 custodial and civilian personnel have undergone trainings on
various disciplines during the period. Eight (8) officers have undergone
training abroad.

(Above).The Bureau of Corrections 108th Founding Anniversary held on 5 November 2013 was
highlighted by the Graduation Ceremony of the 3rd Batch of Prison Guards, awarding of BuCors
Best Employee (Mr Henry Bagaoisan), Best Supervisor,( PG III Lucio Guevarra), Best Penal
Institution (CIW) and Best Office (Management Division). The BuCor Anniversary celebration was
graced by USEC Francisco F Baraan III and Mr Manuel Co of the PPA and other Members of the
Board (BPP).
 23

(Above). Training on Correctional Leadership Competencies-Supervisors and Managers Level

was held from 11-15 November 2013 conducted by the International Criminal Investigative
Training Assistance Program (ICITAP) spearheaded by Mr. Mike Pannek, Assistant Director of the
USA Department of Justice and two (ICITAP) experts Messrs Terry Bartlett and Jim Slade. It was
attended by BuCor top executives. This training was made possible thru the efforts of the present
leadership to further enhance level of competencies among officers of the higher echelon.

Workshop for the

Strategic Performance
Management System
(SPMS) held on 27-29
November 2013 at the
Shercon Resort and
Ecology Park with
Guest Speakers
Director III Ma. Victoria
M. Salazar of CSC and
C, Planning Officer, Mr.
Ryan Thomas of DOJ
 24

Other administrative accomplishments that directly benefit the lives

and welfare of inmates are underscored, to wit:

Establishment of Kaagapay Center

(One-Stop Shop Inmate Information
and Assistance Center). The
establishment of BuCors Kaagapay Center in
July 2013 enabled the Bureau to address
various inmate issues and concerns which
are not normally covered by routine
procedures. As of year-end, a total of
3,873 inmates visited the center and
directly availed the centers services. Among
the services provided by the Shop include
para-legal, livelihood and medical plus
Kaagapay Volunteers prepare papers for inmates
response mechanism to queries pertaining to interviews for the day
inmates releases.

For the past two (2)

quarters since it was
established, the
Kaagapay Center catered
mostly to inmates
requests for synopsis of
inmate records including
requests for updates on
their release, parole, etc.,
medical assistance;
applications for executive
clemency; and assistance
in sending/receiving
personal letters, among
others.
Among the services provided by the Shop include the following:
Number of
services
Particulars
189 Queries on RA 10592, computation of sentence
served, queries on qualification for Executive
clemency, Parole and others.
384 Assistance for the preparation of letters for:
Synopsis, transmittals, additional visitors
(Overseers Office), queries on colony status,
certificates and other requests
2 Requests for Medical Certificate
26 Case status, non- pending, non-appeal etc.
8 Certificate of Detention
4 For BPP, applications for Executive Clemency
20 For NBI, request for the checking of other cases
3240 Other concerns
Table 12 - Kaagapay Services
 25

PAO Lawyers

rendering their free

legal services to

inmates via the

One-Stop-Shop

or the KAAGAPAY

CENTER located

inside the prison

compound

PAO-BUCOR MOA on the Activation of PAO Substation in support to

the One Stop Shop Inmate Assistance Center. The activation of the
PAO substation at the BuCor on October 3, 2013, has enabled PAO lawyers to
render legal assistance to inmates. The MOA was signed and implemented in
support to the operations of the One Stop Shop Inmate Assistance Center.

Daily Water Supply Runs inside NBP to address water shortage. The
BuCor administration coordinated with water concessionaire Maynilad to ensure
daily water supply deliveries inside the National Bilibid Prison which presently
suffers from water shortage due to dilapidated, leaking water pipelines. The
General Services Division had also prepared a Water Distribution Master Plan
that will be submitted for approval by DOJ as part efforts to attain a long-term
solution to the water shortage. Added to this is the provision of water system
in each security compound to improve the water supply and meet the needs of
the large number of residents inside the NBP reservation. A water supply
project is now under study to ensure the continuous and sufficient water
supply.
 26

Promotion of Inmates Rights

including the Exercise of Right to Vote
by inmates pre-qualified and approved by
COMELEC (specifically, those inmates
whose cases are still on appeal). During
the May 13, 2013 synchronized national
and local elections, a total of 2,259 inmates
at the National Bilibid Prison (NBP) in
Muntinlupa City and six (6) other prison
and penal farms around the country were
allowed to vote. The said election which
was generally peaceful and was historic as
this was the first election among inmates of
the Bureau of Corrections. The conduct of
the second detainee voting in prison was
held on October 28, 2013 during the
Barangay elections. This time, however, Sec. Leila de Lima, Dir. Franklin Jesus Bucayu,
thirty-six (36) inmates from San Ramon Supt Venancio Tesoro and COMELEC personnel
observed the Barangay election on October 28,
Prison and one hundred fifteen (115) 2013 while qualified inmates cast their vote.
inmates from the Leyte Regional Prison
were not able to vote due to the non-establishment of COMELEC special polling
precincts in the area.

Near Completion of the Feasibility

Study on the PPP Prisons Project.
The feasibility study for the PPP
Regional Prisons Project is nearing
completion (boundary survey in
progress) and would be submitted in a
matter of time to NEDA for approval.
After securing NEDA approval, the next
step would be the bidding and selection
process for the contractor in the
construction phase of this prison
modernization project.
Regional Prison Project Team escorted by Army
soldiers during the ocular inspection in Nueva Ecija
last June 2013
 27

The bureau is working closely with the DOJ Technical Office under Atty.
Charina Dy-Po and project focal persons of the Department of Finance (DOF),
Department of National Defense (DND), and NEDA-PPP Center in drafting the
DOJ-DND Memorandum of Agreement (MOA) related to the said project. The
ocular inspections at the target prison sites in Nueva Ecija and Capiz were also
successfully conducted. Project
presentation at Palayan City and
Gen. Tinio town in Nueva Ecija will
be conducted by project proponents
in order to orient city and town
officials on the impact and economic
benefits of the prison project in their
province. A template prison design
was already completed by the DOJ
consultants after thorough
consultations with the BuCor
counterparts. Another important
undertaking is to seek Presidential
Proclamation for the allotted land in
Palayan and Gen Tinio, Nueva Ecija
under the name of BuCor.
Army map showing (in blue line markers) the
proposed 500-Hectare Bucor Prison site in Ft.
Magsaysay Military Reservation, Nueva Ecija
 28

b. Key Challenges and Constraints

o Safekeeping and Security

Over the years, the problem on lack of facilities has been left unsolved. While
inmate population continued to increase, there had been no releases for funds
for housing. For one, correct segregation is hampered for the very simple
reason of lack of room for it. Inmates with radical inclination could not be
segregated from the regular inmate population. Because of the lack of
facilities, rehabilitation efforts and desired behavior change is hard to attain.

Likewise, the budget for inmates basic needs is not enough. The PhP50.00
per capita subsistence for three (3) square meals is not enough: this rate has
been the same since 2008. Considering the steady inflation rate and the
pesos diminishing purchasing power, stretching the budget for decent meals is
near impossibility.

The lack of funds for intelligence networking, K-9 and other security equipment
dampen security efforts. Because of the growing inmate population,
congestion worsens. Towards yearend, guard to inmate ratio reached 1:62
(based on three-shift basis). The gap between guard and inmate ratio widens
annually.

o Reformation

Reformation can never be complete in the absence of plans and programs and
well-trained rehabilitation to implement the plans. With the passing into law of
RA 10592 which grants more allowances to inmates with good behaviour, the
need for a sound mechanism in granting it has become critical. The
mechanism should be made in such a way that it is granted objectively in a
manner observable and measurable. Reformation personnel should be trained
in encouraging more inmates in engaging themselves in the rehabilitation
programs and at the same time adept in recording such that rehabilitation is
obtained

Accordingly, Management Screening Evaluation Committee (MSEC) composed

of practitioners in psychology and sociology will monitor inmates participation
in rehab programs on a 1:100 ratio. The present leadership is working on the
inclusion of funds for the creation of MSEC positions in the drafting of IRR.
 29

o Administration

Over the decades, the prison system has been facing tremendous challenges
which have caused inevitable adverse effects on the countrys penal systems.
Caused by various factors, the national penitentiary has been beset with
problems in its structure and organization, systems and procedures and its
assets and resources. Twenty (20) years ago when prison population in the
national penitentiary was a little over 16,000, the guard to inmate ratio on a
three-shift basis was only 1:36. Now that the population of inmates has
ballooned to more than double, the guard to inmate ratio suffered
significantly. The overall picture of the problems and the challenges that go
with it necessitate more than temporary relief but reforms which have to be
acted upon seriously and sustained consistently. While various administrative
efforts have been initiated in the past, most have been left unsustained or at
times unsuccessful.

Because of these challenges, the present administration has developed and

never stops to develop administrative strategies to solve or at least alleviate
pressing issues not only on the short term but also on a long term basis.

As to Structure and Organization. The present organization is not in good

shape because it is no longer responsive to the current situation. Apparently,
there is lack of coordination among key personnel leaving the line of command
in disarray or simply confused. As a result, the organization falters and
efficiency is affected remarkably.

As to Systems and Procedures. Because of the lack of systematic procedural

policies, systems and procedures are done haphazardly. Most often than not,
procedures are tainted with biases. Enterprising personnel find leeway of
exercising discretion in exchange of personal gain. In the absence of
administrative safety nets, such wide latitude of discretion makes corruption
possible
 30

PLANS, TARGETS AND PROSPECTS FOR CY 2014 AND

SUCCEEDING YEARS

o Safekeeping & Security

Capability Building for BuCor Intelligence & Investigation Office
Increased coordination with NALECC on prison security and law
enforcement
Close coordination with PDEA on illegal drugs and related concerns
Strengthening of Fugitive Recovery Teams
Step-up security measures and observe the principle of Command
Responsibility

o Reformation
Screening & Accreditation of NGOs and Volunteer Groups
Strengthening of the One-Stop Shop Inmate Assistance Center
Development of a machinery for granting GCTA
Continuing Review of the Reformation Strategies
Establishment of Management Screening and Evaluation Committee
(MSEC)
Accomplishment of clearance from Rehabilitation land Treatment
Program by BuCor personnel concerned and shall be made an integral
part of the inmates carpetas prior to its transmittal to BPP.
Strengthening the capacity of BuCor Health Services to improve the
prevention/diagnosis and treatment/care of Tuberculosis in the NBP.
Tapping of consultancy assistance of hospital management experts to
seek overall improvement of service.
Identification of names of NGOs helping BuCor in the implementation of
its reformation programs.
Strengthening of Reformation Coordinating Office (RECO)
 31

o Administration

Proposed BuCor Administration & Operations Manual (updated)

Proposed Prison Superintendents Manual
Development of Prison Water Distribution System
Drafting of Proposed DOJ-DND MOA on Regional Prison Project
Strategic Planning Workshop for CY 2014
US DOJ-ICITAP Corrections Leadership Course for Senior BuCor Officials
Gradual implementation of the BuCor Reorganization Plan in compliance
with the R.A. 10575 otherwise known as the Corrections Act of 2013
Completion of the Draft IRR for R.A. 10575
Coordination with concerned agencies in the Drafting of the IRR for the
New GCTA Law
Coordination with CSC, CHED, and other Higher Educational Institutions
for the Upgrading of Educational Qualifications of BuCor Personnel in
compliance with R.A. 10575
Development of a Comprehensive Policy on Inmate Labor & Productivity
to fully harness the physical, technical, and intellectual resources
possessed by inmates, with the goal of promoting their economic uplift
and sense of well-being as productive individuals.
Created the BuCor Legal Assistance Committee tasked to identify
recipients/handle/facilitate matters pertaining to BuCor legal assistance
that may be extended to BuCor employee-respondents with criminal
cases related to the performance of their duties.
Monitoring of OPPF submission of status reports on land titling including
other concerns in their areas of responsibilities.
Monitoring and control of Representation Expenses
Adoption of the Corrections Officer Pledge that embodies the joint
statement of beliefs and affirmation of shared principles among
custodial officers
Creation of Personnel Holding Unit (PHU) to serve as transient office for
BuCor officials and personnel.
 32

ASSESSMENT

After taking the helm of leadership of the BuCor in March 2013, various
organizational, administrative and operational strategies were formulated.
Several working groups were created purposely to upgrade institutional
responses to challenges. The Inmates Release Board, Hospitalization
Board, the Kaagapay Center, Oplan Carpeta, Alert Teams, Reformation
Coordinating Office were created during the year. Inmates Transfer Board
was reactivated.

Throughout its existence, the prison management is beset with difficulties

and problems on congestion and lack of resources. While previous
management strategies focused on operational approaches to solve
institutional crises, problems recur and continue to linger. Hence, there
appears a need to shift the approach to administrative transformation
where mechanisms to sustain institutional changes and safety nets are
available and made to last. Corollary to this vision, procedural changes
commenced. Process Flowcharts in key BuCor institutional processes were
compiled and reviewed; BPP procedures on Clearance from Rehabilitation
and Treatment Program to monitor inmates participation in reformation
programs were adopted; strict policies on escorting of inmates were
implemented, to name a few.

Both in May 2013, two important legislative developments which affect

BuCor directly took place this year: RA 10575, an Act Modernizing our
Bureau and 10592, an Act providing more credits for inmates good
behavior. Preparations were initiated towards the full implementation of
the law the levels of competencies of personnel were upgraded thru
various trainings and seminars. There is close coordination with the PPP,
DOF and DOJ for the Regional Prison Project for a new prison site in Nueva
Ecija.

With the imminent approval of the IRR for RA 10592, BuCor continued to
take an active part in the drafting of the IRR in such a way that BuCor
readiness is ensured and potential problems and difficulties in the future
are forestalled. OPLAN CARPETA was created to complement present
institutional operations to fast track the review and computerization of
inmates carpetas.
 33

Over the decades, the level of admissions is over and above releases, which
makes congestion worse and worse each year. The gap on Guard to Inmate
Ratio continued to widen. Under such situation, basic safekeeping
procedures are adversely affected and segregation almost becomes
unattainable. Policy implementation becomes grueling; regular policies
become diluted; people become confused; reforms are resisted.

Nevertheless, over the period, BuCor is doing its best within the limits of its
resources, capabilities and control. We just need time, patience, trust and
confidence. Without mental reservation, our optimism never wavers as we
hold on to a Modernized Bureau of CorrectionsThis will just be in a
matter of time.

FRANKLIN JESUS B. BUCAYU

Director, Bureau of Corrections

For the year 2014, BuCor leadership adopted its new battle cry:
BUCOR FIRST which encompasses all the REQUISITES FOR
holistic values on work attitude, DEDICATION and character
necessary for increasing the level of competencies of each
and every employee with BuCors interest placed above the
rest.
 34

Annex A
THE BUCOR 2014 STRATEGIC OBJECTIVES/PLANS

PRIORITY STRATEGIC OBJECTIVES ACTION PLAN

PROGRAMS/PROJECTS/
ACTIVITIES
SAFEKEEPING AND SECURITY
1. BuCor Modernization Implementation of the BuCor Modernize and expand the
Act Modernization Act BuCor structure
Revision of Manual
2. Establishment of Implement Reintegration program Inclusion in the 2015 Budget
halfway houses and Proposal the funding
after release in all requirement for the
OPPFs construction of halfway houses
in all BuCor OPPFs
External Relations Office fully
operational
3. Pursue secure, safe Ensure peaceful and humane Public-Private Partnership
and humane prison environment for inmate Programs for LONG-TERM
conditions rehabilitation building and facility
development
Development of Prison Water
Distribution system
4. Establishment of Support the jail decongestion and Continuous transfer of NBP
more prison facilitate rehabilitation of offenders inmates to other OPPFs to
dormitories to decongest the premiere facility
address congestion Construction of additional
dormitories in OPPFs
5. Enhance Search and Increase retrieval rate of escapees Fugitive Recovery Team
Recovery skills of activated
custodial personnel Continuous coordination with
NBI for the assistance in
training new recruits in
recovery skills
Fugitive Recovery : Search
and recovery skills included in
the Prison Guard Basic
Training Course
REFORMATION
1. Strengthen/expand Improve inmate/offender Development of a prison-based
prison rehabilitation rehabilitation and re-integration and industrial shops/facilities
programs reduce the re-offender rate utilizing inmate labor
Development of a
Rehabilitation Manual

Develop a comprehensive
 35

PRIORITY STRATEGIC OBJECTIVES ACTION PLAN

PROGRAMS/PROJECTS/
ACTIVITIES
policy on inmate labor and
productivity to fully harnessed
the physical, intellectual and
technical skills of inmates
Reformation and Coordinating
Office fully operational
Review of reformation
strategies.
Conduct training for
Reformation Officers.
Outsource teachers and other
Reformation Officers
Improve Health Care Services Improved health services to
reduce morbidity and mortality
Continuous medical/health
education to increase
competency of health workers.
Implement measures for the
upkeep and maintenance of
hospital facilities and fixtures
a. Inclusion of Provide adequate information in RECO to conduct monthly
rehabilitation report inmate carpetas necessary for status monitoring of
clearance to the evaluation of parole and executive Rehabilitation Programs
inmate carpeta for clemency (e.g. rehabilitation (including its Rehabilitation
consideration of the programs underwent) Report for each inmate-
BPP (for inclusion in participants)
the revised BuCor
Operations Manual)
b. Strengthen Strengthen cooperation, Continuous screening of NGOs
partnership with collaboration and partnership and Volunteer Groups
other agencies, among agencies and stakeholders accreditation
local government Implement pre-release
units, civil society, programs
international
community and
development
institutions
Improve participation, transparency
and accountability, as well as
operational coordination, strategic
collaboration and resource
mobilization with stakeholders
ADMINISTRATION
1. Recruitment and Ensure high standard of personnel Continuous implementation of
selection based on competence and minimize political the BuCor Personnel
merit and fitness influence on recruitment and Promotion/Selection and
promotion Recruitment Board (PPSRB)
 36

PRIORITY STRATEGIC OBJECTIVES ACTION PLAN

PROGRAMS/PROJECTS/
ACTIVITIES
Resolution no. 001-2013 re:
Point system as basis for the
selection of qualified applicants
and candidates for promotion
Service outsourcing to
augment limited staffing
complement
Expedite recruitment and training of Establishment of Corrections
prison guards Institute
Continuous training for new
prison guards
Capability training for BuCor
Intelligence and Investigation
Office
Strengthen and integrate capacity To develop an integrated
building and justice policy training programs for BuCor
development employees
Open avenue for lateral entry
to modify custodial paradigm
2. Good Governance Implement good governance
Reforms reforms
Rationalization Plan Implement Rationalization Plan
Performance Management SPMS implemented
Systems Conduct capacity development
seminar in SPMS-Mentoring
and Coaching
Continuous orientation seminar
for BuCor employees on the
SPMS process
Resource Management Pursue Land Titling of BuCor
land
Conduct physical inventories
of BuCor properties
Information Systems Strategic Implementation of ISSP
Plans projects
Feedback, monitoring and Continuous monitoring thru
evaluation feedback forms of ARTA
3. Establish planning, Focus resources towards Continuous implementation of
programming and attainment of strategic goals, the DOJ-BuCor Planning,
budgeting system objectives and priorities Programming and Budgeting
System.
Conduct BuCor Planners and
Budget Officers Annual
Conferences
4. Improve agency Speed up and ensure the integrity Conduct Follow up workshop
procurement process of procurement process towards for the preparation of PPMP
 37

PRIORITY STRATEGIC OBJECTIVES ACTION PLAN

PROGRAMS/PROJECTS/
ACTIVITIES
efficient/optimal utilization of funds and APP.
and responsive support to Install mechanism to sped up
operations Bidding process (monitoring
and documentation)
5. Integrity development Institute mechanisms that will Activation of Internal Affairs
programs prevent and address corruption Service to investigate cases
within the Department and its involving erring personnel.
agencies Conduct continuous Seminar
workshop on Anti-Corruption
6. Full computerization Facilitate monitoring of inmates Implementation and roll out of
of inmate records and and timely release and referral for Inmate Management
other prison parole and pardon Information system
management process Continuous Implementation of
OPLAN CARPETA
Continuous encoding to update
inmate records
The creation of Management,
Screening and Evaluation
Committee (MSEC) to
oversee the effective
implementation of the new
Good Conduct Time Allowance
(GCTA) Law (RA 10592)
feedback forms ARTA
7. ICT projects for Increased efficiency of Implement Human Resource
internal management management, administrative and Information System in 1st
and operations support services quarter of 2014
8. Develop establish the Provide ICT-based data Capturing of inmate fingerprint
National justice sharing/collaboration mechanism records and implementation of
Information system among justice sector agencies Management Information
System.
9. Development and Adequate office buildings and Facilitate completion of
implementation of responsive service facilities approved infrastructure
infrastructure projects for 2014
programs/projects Submit Lay out plans for the
programs/project proposal for
2015 before March 2014

10. Measures that will Facilitate legal certainty and Created the BuCor Legal
ensure uniformity and service predictability Assistance Committee tasked
consistency of to identify recipients of BuCor
policies and legal Legal assistance extended to
services BuCor employee-respondents
with criminal cases. Related to
the performance of their duties
 38

PRIORITY STRATEGIC OBJECTIVES ACTION PLAN

PROGRAMS/PROJECTS/
ACTIVITIES
11. Ensure sensitivity and Prevent/address discriminatory Coordinate with PCW for the
responsiveness of policies and procedures and full implementation of
policies, systems, ensure/ promote equality and Implement GAD plan projects
processes and accessibility of services.
services for the poor
and vulnerable (e.g. Establish PWD and Elderly
women, children, facilities in all OPPFs
persons with
disabilities, senior
citizens, indigenous
people)
 39

Annex B
Completed/On-going Projects/Facilities Improvement
Repair of Legal Office
Fabrication of Four (4) Security Outposts
Construction of Crypts and Coffins at NBP
Cemetery
Repair of NBP Target Range Septic Tank-
Sewer Line
Rehabilitation of Building No. 5 at Medium
Security Compound
Repair of Waterproofing at Roof Top
Admin. Building
Installation of Built-in cabinets at
Directors Quarters and IVSU
Installation of Water Heater at the Rehabilitation of Building No. 5
at Medium Security Compound
Directors Quarters
Repair of Doctors Offices at the NBP
Hospital
Repair of Comfort Rooms at Ward VI and
at the Administrative Office
Repair of Mechanical Office
(Maximum),Gate IV Extension Office,
Legal Office
Repair of Security Outpost at Directors
Quarters and at the Minimum Security
Construction of Security Outpost
Camp Bagong Anyo Park and Directors
Quarters
Fabrication of Four (4) Security Outpost at
Minimum Security Camp
Concreting of Pathways from IVSU to NBP
Maximum Security Compound
Repair of Bladder Tank and Pipe Line of
Male & Female Comfort Room, Ground
Floor, Cashiers Office, Document Section and Display Center.
Rehabilitation of Directors Quarters Water Pump
Painting of Gutters at Gate I
Repair of MSC Perimeter Fence (Inner/Outmost), concrete flooring of
Sports & Recreation Office, secondary gate (West Gate) MSC, Visitors
Tent at MSC South Gate, Flush Door at Supply Office Stockroom.
 40

Repair of roofings, particularly Cell 131 (Preventive Cell), PILCO Shop I

Extension, OIC Office, Infirmary, Inmate Custodial Aide Dorm, General
Services and Commander of the Guard
Repair/repaint of ceiling at Overseers Office and Alternative Learning
System at the Medium Security Compound
Repair (permanent closure) of Daang Hari Gate
Repair of concrete road in front of OIC Office, SPU/ICA Headquarters
and Special Care Pavilion
Repair/ installation of ICA Outpost detailed at PT # 3,4 & 5
Repair of water pipeline, repair downspout at the Medium Security
Compound
Repair of different buildings, offices,
schools and dormitories of Medium
Security Camp
Repair of Gate 4 Extension Office
Construction of New School Rooms in
partnership with Manila Rotary Club
Rehabilitation of NBP Headquarters and
Inmate Documents Releasing Division
Rehabilitation of NBP Headquarters and
Office Inmates Documents Releasing Division Office

Other contract based or sponsored projects completed include the

following:

Construction of
Computer room in
partnership with the
Manila Jaycees and
UPHR in MSC
Construction of ICRC-
supported TB Construction of ICRC-supported Construction of Computer Room in
partnership with the Manila Jaycees &
Isolation Wards TB Isolation Wards
UPHR in Medium Security Compound
 41

Electrical Projects -2013

98% project completed on Electrical Load Splitting Project which

includes Application of New Electric Service for Medium Security Compound
and Installation of First Private and Intermediate pole at Medium Security
Compound. Projects were undertaken by Meralco.

Rehabilitation and Improvement of NBP Primary and Secondary

Distribution Facility.

Phase I Contract awarded to the winning bidder

Phase II - Contract to be Awarded
Proposed NBP Hospital Main Feeder Line which includes electrical
construction, bill deposit, additional/extension of facilities to be done by
Meralco. Contract awarded to Meralco.

List of Equipment Installed

Replacement of defective transformer at Old Pump 5 (Bomba Cinco).

Repair and replacement of defective parts of 20 Hp submersible pump
and motor at Clubhouse and Medium Security Camp Pumping Stations.
Repair and replacement of defective parts of 25 Hp submersible pump
and motor at Gate IV Pumping Station.