THE

DIRECTORATE FOR
INMATES WELFARE AND DEVELOPMENT
Manual

“ Improving the Lives of

Persons Deprived of Liberty (PDL)”
Published by

Directorate for Inmates Welfare

and Development

BJMP Bldg., 144 Mindanao Ave, Project8

COPYRIGHT 2013

First Edition

All rights reserved. No part of this book may be

reproduced in any form or by any means without
written consent from the Officer-In-Charge, BJMP
or Director for Inmates’ Welfare and Development
 Table of Contents
Preface 1

The Logo 2
History 3

Vision, Mission and Mandate 4-6

IWD Guiding Principles 7

Conceptual Framework 8

Organizational Structure 9

Staffing Pattern 10-11

Functions 12

Directorate

DIWD Personnel

Divisions 13-18

Administrative
Welfare Management

Development Management

Key Priority Areas 19-21

Programs and Services 22-23

Policies/Memorandum 24-92

Definition of Terms 93-94

Appendices 95-116

DIWD Personnel 2013 117

 THE
DIRECTORATE FOR
INMATES WELFARE AND DEVELOPMENT

“ Improving the Lives of

Persons Deprived of Liberty (PDL)”
 PREFACE

Rehabilitation is defined as a process of returning to a good or healthy

condition, state or way of living. The term in itself was deemed inappro-
priate for the inmates of BJMP, since majority of them are still awaiting
trial and has not been proven guilty of any crime.

Inmate’s Welfare and Development (IWD) on the other hand re-

fers to a set of physical, psychological, intellectual, vocational and spiritual
activities or interventions that facilitate inmate’s wellbeing and enhance-
ment in accordance with the accepted social norms and ethical standards.
This concept is more appropriate as a set of programs and activities being
offered to inmates to keep them occupied, develop skills and acquire emo-
tional and psychological insights that would foster behavioral changes in
preparation for their release from jail.

The creation of the DIWD and the crafting of this manual will
serve as a road map in the IWD programs implementation. The phenome-
non is brought about by the inadequacy of the Bureau’s programs to ad-
dress the inmates various needs as human beings that would make them
whole thus become a productive citizen once released from jail.
With this manual, all the existing development programs of the
BJMP will be institutionalized. Inmates will be treated humanely and with
dignity. Our development programs will provide our inmates the opportu-
nity to experience better self-worth, social responsibility and a chance to
redeem themselves and rebuild their lives .

Page 1
 LOGO
2010 – It is the year when the Directorate for Inmates Welfare and Devel-
opment was established.

Hands – Represents the BJMP as a whole, providing humane care towards

inmates and serves as a vehicle for inmates growth and self enhancement.

People forming a circle – Represents different organizations, service

providers, BJMP personnel, families of inmates and the society at large,
helping one another to achieve the vision and mission of the Bureau.
Color Green in the Logo – Represents balance, harmony and renewal in
the field of public service.

Color Gray in the Logo – Represents Neutrality and Calmness of every

BJMP personnel in every work endeavor.

Laurel in the Logo – Represents the knowledge imparted to the inmates

that brought renewal and transformation.

Map of the Philippines – Represents the whole Philippine territory and

the jurisdiction of BJMP over city, municipal and district jails.
Person inside cell – Represents the clients of the BJMP, the inmates.

Page 2
 HISTORY

The concept of Inmate’s Welfare and Development came up when

there was a clamor for a change in the word “Rehabilitation” as part of the
two-fold mandate of the Bureau of Jail Management and Penology.

On September 2001, a group of twenty (20) BJMP personnel with

representatives from different professions, held a two (2) week seminar
on “Benchmarking of the BJMP Rehabilitation Program”, where there was
a shift from the concept of rehabilitation into development of inmates. An
IWD office was then created under the Operations Division. The office was
occupied by an Inmate’s Welfare and Development officer and an assis-
tant. Though the office was functional, it could not operate on a national
scale due to the inadequate number of workforce, hence the failure to fully
institutionalize and concretize the different development programs of the
Bureau.

On January 22, 2010, the Directorate for Inmate’s Welfare and

Development (DIWD) was created through a Memorandum signed by Hon.
Ronaldo Puno, SILG. To mark its existence, the DIWD established its own
office and was initially headed by the first Director of DIWD, JSSUPT
AMELIA V TALENTO. The crafting of this DIWD Manual was initiated by
the succeeding DIWD director, JSSUPT NIDA GACUTAN-RAMOS. It was not
completed and launched since she was given another assignment. The
completion of this manual was fully realized under the leadership of the
current DIWD Director, JSSUPT AMELIA A RAYANDAYAN.
The creation of the Directorate for Inmate’s and Development
aims to emphasize the relevance of the role of DIWD workers in the
delivery of services in relation to mandate of the Bureau of developing
inmates and improving their living conditions while in custody. At present,
the DIWD formulates/implements, monitors and evaluates all the
programs that address the physical, psychological, behavioral, spiritual,
vocational and educational needs of inmates.

Page 3
Vision
To provide humane development of inmates in all
district, city and municipal jails nationwide.

Mission

To improve the living conditions of inmates as

well as develop them in preparation for their
eventual reintegration into the mainstream

Mandate

To provide humane development of inmates in all

district, city and municipal jails nationwide.

Page 4
 Activation of the Directorate for IWD

Memorandum signed by Hon. RONALDO V. PUNO, SILG 22 January

2010.Directorate for Inmates’ Welfare and Development (DIWD), Direc-
torate for Investigation and Prosecution (DIP) and the Directorate for
Intelligence (DI)

Objectives

To improve the living conditions of inmates; and

To enhance the development of inmates.

Page 5
 JUSTIFICATION

Mandate of the Bureau of Jail Management and Penol-

ogy of developing district, city and municipal inmates ;
Its objectives of improving the living conditions of in-
mates in accordance with the accepted standards set by the
United Nations and enhancing the development of inmates in
preparation for their eventual reintegration into the main-
stream of society upon their release.

Page 6
 IWD GUIDING PRINCIPLES

 The IWD should be in accordance with the accepted social norms and
ethical standards as stipulated in the UN Standards in the Treatment
of inmates, state of laws and code of ethics.

 Human rights of inmates should be upheld at all times.

 The inherent worth, dignity, health and safety of inmates must be re-
spected at all times.

 All inmates have equal opportunities to avail of the program regard-

less of age, race, gender, belief, etc.

 Every inmate is unique and complex being with different developmen-

tal needs that require an individual approach.

 Inmates must be treated humanely; they do not become less of the

person because of the condition they are in.

 Every inmate has the capacity for change, growth and development.

 Treatment approach is holistic in nature.

 Treatments should be rehabilitative not punitive. The IWD program is

supportive to the housekeeping of inmates.

 IWD programs are built on mutual trust and confidence.

 Constructive activities are better than idleness.

 The IWD programs are responsive and dynamic.

 The IWD officer is professional role model.

 The security of personnel and facility shall not be compromised.

 The community is a partner in the developmental process of inmates.

Page 7
IWD CONCEPTUAL FRAMEWORK

Page 8
 *ORGANIZATIONAL STRUCTURE

ORGANIZATIONAL STRUCTURE
DIRECTORATE FOR INMATES WELFARE AND DEVELOPMENT
DIRECTOR
HUMAN RIGHTS AFFAIRS SPECIAL
OFFICE (HRAO) DEPUTY DIRECTOR PROJECTS

DEVELOPMENT MANAGEMENT
WELFARE MANAGEMENT DIVISION ADMINISTRATIVE DIVISION
DIVISION

HEALTH BRANCH ADMINISTRATIVE BRANCH JAIL INDUSTRY BRANCH

PSYCHIATRIC & HUMAN SKILLS

DENTAL MEDICAL RECORDS LIAISON LIVELIHOOD
PSYCHOLOGIC RESOURCE ENHANCEMENT
SECTION SECTION SECTION SECTION SECTION
SECTION SECTION SECTION

FISCAL, BUDGET AND SUPPLY

PARALEGAL BRANCH INTERFAITH BRANCH
BRANCH
NATIONAL CASE FISCAL AND RELIGIOUS
SUPPLY ACCREDITATION MONITORING
COORDINATING MONITORING BUDGET PROFILE
SECTION SECTION SECTION
SECTION SECTION SECTION SECTION

RESEARCH AND STATISTICS BEHAVIOR MANAGEMENT AND

BASIC NEEDS BRANCH
BRANCH INTERVENTION BRANCH
THERAPEUTIC
FOOD SERVICE HOUSING AND STATISTICS AND LITERARY COMMUNITY
OTHER BASIC COMMUNITY
MONITORING VISITATION RESEARCH AND DEVELOPMENT SERVICE
NEEDS SECTION MONITORING MODALITY
SECTION SECTION PLANS SECTION SECTION SECTION
SECTION SECTION

CULTURAL AND SPORTS

DEVELOPMENT BRANCH
SPORTS AND PHYSICAL
CULTURAL AND
RECREATION FITNESS
ARTS SECTION
SECTION SECTION

AFTERCARE / COMMUNITY
ENGAGEMENT BRANCH

*Ideal and proposed *Ideal and propos

Page 9
 *STAFFING PATTERN

Level Position/Designation Rank/Item* SG No.

Directorate Director CSUPT 27 1
Deputy Director SSUPT 26 1

I. Welfare Management Division Division Chief CINSP 24 1

A. Health Branch Section Chief SINSP 23 1

1. Dental Section Dental Officer INSP 22 1

2. Psychiatric and Psychological

Psychiatric and Psy-
Section
chological Officer INSP 22 1
3. Medical Section Medical Officer SINSP 23 1
B. Paralegal Branch Section Chief SINSP 23 1
Paralegal Officer** 3
C. Basic Needs Branch Section Chief SINSP 23 1

Food Service Moni-

1. Food Service Monitoring Section toring Officer SJO2 17 1
Housing and Visita-
2. Housing and Visitation Section tion Officer SJO1 16 1
3. Clothing Section Clothing Officer SJO1 16 1
II. Administrative Division Division Chief CINSP 24 1
A. Administrative Branch Section Chief SINSP 23 1

1. Records Section Records Officer JO3 14 1

2. Human Resource Section Admin Officer JO3 14 1
3. Liaison Service Section Liaison Officer JO1 12 1
B. Fiscal, Budget and Supply
Branch Section Chief SINSP 23 1
1. Fiscal and Budget Section Budget Officer SJO2 17 1
2. Supply Section Supply Officer SJO2 17 1

C. Research and Statistics Branch Section Chief SINSP 23 1

1. Statistics and Monitoring Sec-
tion Statistician JO1 10 1
1
*Ideal and proposed
Page 10
 STAFFING PATTERN

Position/
Level Rank/Item SG No.
Designation

2. Research and Plans Section Planning Officer NUP

1
1
III. Development Management
Division Chief CINSP 24
Division 1
A. Jail Industry Branch Section Chief SINSP 23 1
1. Livelihood Section Livelihood Officer SJO1 to SJO4 16-19 1
Skill Enhancement
2. Skill Enhancement Section SJO1 to SJO4 16-19
Officer 1
B. Interfaith Branch Section Chief SINSP 23 1
1. Monitoring Section SJO1 to SJO4 16 1

2. Accreditation Section SJO1 to SJO4 16

1
3. Religious Profile Section SJO1 to SJO4 16 1
C. Behaviour Management and
Section Chief SINSP 23
Intervention Branch 1
1. Therapeutic Community
SJO1 to SJO4 16
Modality Section 1

2. Literacy Development Section SJO1 to SJO4 16

1
3. Community Service Section SJO1 to SJO4 16
1
D. Cultural and Sports Branch Section Chief SINSP 23 1
Sports and Recrea-
SJO1 to SJO4 16-19
tion Officer 2

Uniformed Personnel 39 Note:

CSUPT 1
SSUPT 1 * May be filled-up by an NUP
CINSP 3 equivalent SG except for the
SINSP 10 Director , Deputy Director and
INSP 2
other positions specifically for
SJO2 3
jail officers.
SJO1 11
JO1 8 ** With Law Degree
Non-Uniformed Personnel 2
Total Number of Personnel 41

Page 11
 FUNCTIONS

Directorate

Assists the OIC, BJMP in formulating doable programs, projects and activi-
ties that would enhance humane treatment and development of inmates;

Implement programs, projects and activities that would make the inmates
productive and law abiding citizens upon release from the jail system to
the mainstream of society;

Strengthen multi-sectoral partnership in the development of inmates

through active coordination with other members of the criminal justice
system and advocates of corrections
Performs other functions as the OIC, BJMP may direct.

DIWD Personnel

Director
Head of the Directorate.

Assists the OIC, BJMP in the formulation in formulating doable pro-

grams, projects and activities that would enhance humane treatment
and development of inmates;Supervises the different DIWD Divisions.

Implement policies, guidelines and programs relating to inmates’ wel-

fare and development.

Coordinates with private and government agencies and solicit their

assistance and support for the welfare and development of inmates.

Prepares/reviews position papers and recommends measures for the

improvement of management processes in the BJMP.
Performs other functions as the OIC, BJMP may direct.

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Deputy Director

Assists the IWD Director in the implementation of programs and pro-

jects that would make the inmates productive and law abiding citizens
upon release from the jail system to the mainstream of society.
Assists the IWD Director in overseeing the continuity of compliance/
implementation of various functional activities of all divisions under
DIWD.
Handles special projects.

Assumes the duties of the Director during the latter’s absence

Performs other functions as the Director may assign.

Divisions Chiefs

Chief, Administrative Division

Provides the administrative requirements of the Directorate

Advises and assists the Director on administrative matters.

Monitors the Records, Human Resource and Liaison Service of the Di-
rectorate.

Chief, Welfare Management Division

Manages the welfare of inmates.

Promotes compliance to the UN Human Rights Standards for the Pro-
tection and Promotion of the Rights of Persons Deprived of their Liber-
ties.

Performs other functions as the Director may assign.

.

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Chief, Development Management Division
Prepares and manages programs for the development of inmates.

Addresses inmates’ behavioral make-up through some form of thera-

peutic management.
Produces activities that will provide inmates’ awareness in restoring
their constructive place in the community;

Prepares/Implements income-generating projects.

Conducts skills training / enhancement.

ADMINISTRATIVE DIVISION
Administrative Section

Provides the administrative requirements of the Directorate.

Advises and assists the Director on administrative matters.

Monitors the Records, Human Resource and Liaison Service

of the Directorate

Records Unit

Responsible for personnel records management.

Monitors and assists in the flow of written communication in the

office.

Human Resource Unit

Provides programs for Human Resource Development of personnel un-

der the DIWD.
Undertakes programs and projects for the welfare, development and
maintenance of morale, discipline and adherence to law and order by
the personnel.

Formulates and evaluates personnel system and standards relative to

performance appraisal, merit promotion and employees’ incentive bene-
fits and awards.

Page 14
 Liaison Service Unit
Establishes linkages and partnerships with groups, agencies and or-
ganizations involved in the welfare and development of inmates.

Maintains a directory of the different service providers in all BJMP

manned jails.
Undertakes activities which aim to improve the Bureau’s linkages with
the existing and prospective service providers in jails.
FISCAL, BUDGET AND SUPPLY SECTION
Advises and assists the Director on fiscal, budget and supply matters.

Monitors resource and fiscal management of functions.

Prepares researches and plans relative inmates’ welfare and develop-

ment.

Prepares, gathers and monitors all statistical data needed and submit
report as required.
Monitors accounting and reports on fund receipts and disbursements.

Develops and maintains effective financial and management control

and Prepares logistical estimates, reports, orders and plans

Performs fiscal and budget functions.

RESEARCH AND STATISTICS SECTION

Provides the Director statistical data and analysis on inmates welfare

and development.

Prepares researches and plans relative inmates’ welfare and develop-

ment
Develops and maintains effective financial and management control
and procedure and disbursements.

Monitors accounting and reports on fund receipts and disbursements.

Plans and implements policies and guidelines on procurement distribu-
tion.

Page 15 .
 Takes physical inventory of properties and maintains property records,
procedure and disbursements.

Prepares financial work plans, budget and supply documents

WELFARE MANAGEMENT DIVISION

Manages the welfare of inmates.

Promotes compliance to the UN Human Rights Standards for the Pro-

tection and Promotion of the Rights of Persons Deprived of their Liber-
ties.
Performs other functions as the Director may assign

BASIC NEEDS SECTION

Ensures that inmates are provided the needed minimum food nutri-
tional intake to maintain a healthy body;
Ensures that inmates without family or outside support are provided
basic clothing needs;

Provides inmates with proper space occupancy and ventilation in their

respective housing units;

Attends to inmates’ concerns on family affairs (e.g. visitation, linkage/

contact, etc.);
Provides continuing activities to maintain inmates’ physical well-being.

HEALTH SECTION
Assists in the formulation and implementation of policies, guidelines
and programs for health promotion of inmates. Provides quality health
care among inmates.

Examines, diagnose and treat medico-dental inmate patients.

Provides medical, neuro-psychiatric and dental evaluation of inmates.

HUMAN RIGHTS AFFAIR SECTION

To uphold the human rights of all detainees under the BJMP.

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PARALEGAL SECTION

Monitor the case status on inmates especially those who have no means
of securing the services of lawyers.

Monitors the case status of inmates in court.

Informs the inmates of their legal rights (i.e. inmates right to suffrage)
and laws applicable to them (i.e. modes of early releases).

Coordinates with PAO/volunteer lawyers on providing legal assistance

to inmates for the speedy disposition of cases.

Promotes restorative justice and alternatives to imprisonment/

incarceration

Supervises the operation of all Paralegal Officers/Paralegal Volunteers

and ensure that all policies relating to the program are strictly imple-
mented.

Collate all the reports coming from the field and based from the reports
recommend measures to be undertaken by the Bureau.

Formulate policies and programs in coordination with the Legal Service

which upon approval by the Bureau will serve as guidelines that will be
adopted by all Paralegal Officers nationwide in furtherance with the
Paralegal thrust of the Bureau.

DEVELOPMENT MANAGEMENT DIVISION

Prepares and manages programs for the development of inmates.

Addresses inmates’ behavioural make-up through some form of thera-

peutic management.

Produces activities that will provide inmates’ awareness in restoring

their constructive place in the community.
Prepares/implements income-generating projects.

Conducts skills training/enhancement.

Performs other duties as the Director may assign.

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JAIL INDUSTRY SECTION
Produces activities geared towards inmates’ acquiring life learning
skills.

Provides appropriate training geared towards inmates’ needs applica-

ble in the mainstream community upon release.
Establishes a system where economic productivity for inmates and the
return of government expense will be maximized.

INTERFAITH SECTION

Maintains the religious profile of inmates.

Accredits religious service providers in jails nationwide.

Monitors the activities and programs being implemented by different

religious service-providers in line with the Bureau’s mandate to help
inmates’ rehabilitation.

Provides assistance in the spiritual needs of the inmates according to

their religious beliefs and practices.

BEHAVIOR MANAGEMENT SECTION

Addresses inmates’ behavioural make-up through therapeutic manage-

ment

CULTURAL AND SPORTS DEVELOPMENT SECTION

Provision of indoor and outdoor games.

Promotes arts and music.

Promotes responsible entertainment shows and other recreational ac-
tivities that will benefit the inmate.

AFTERCARE/COMMUNITY ENGAGEMENT SECTION

Coordinates with government and non-government organization and
establishes linkages for the care of inmates after they are released to
the community

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 KEY PRIORITY AREAS
STRENGTHENING RESEARCH AND PROGRAM/POLICY

Success correlates with countries and firms that continuously invest in

knowledge intensive activities. Research and Development (R&D) is a
key activity in enhancing the generation of new products, processes,
services or solutions. Proficiency in R&D, however, is not automatic.
The Directorate's role is to establish an environment conducive for
R&D and other capacity and capability development activities. Commu-
nity too must complement the Bureau's efforts in commitment and ac-
cept responsibility for R&D in order to reap for itself the resultant
benefits.

Specific Initiatives
Increase investments in R&D including upgrading of facilities.

Research and other development programs including basic research in

the new and emerging technologies to be prioritised regularly through
initiatives such as Technology Foresight / Technology Mapping and
other similar methodologies to ensure focus in areas which can yield
highest socioeconomic payoffs.

Launch new programs to strengthen capabilities through partnerships

with universities, other government institutions and non-government
organizations .

Establish strong linkages with local, regional and international centers

of excellence in collaborative R&D as well as co-developmental pro-
grams/projects.

Page 19
 PROMOTING COMMERCIALIZATION OF
RESEARCH OUTPUTS/LIVELIHOOD PROJECTS

The Bureau plays a key role in forging linkages between the generators
of knowledge and the users of knowledge. BJMP, through the Director-
ate for Program Development, must play a more proactive role in mak-
ing connections with other organizations. Such an active stance, incor-
porating the introduction of new mechanisms and programs is consis-
tent with conducting research for the benefit of the Bureau and the
community especially when the outputs are commercialized.

Specific Initiatives

Create a list of journals/articles/completed researches to be accessed

in the BJMP website at reasonable fee.
Develop a library of successful livelihood projects/feasible studies.

Offer professional expertise related to research development, strategic

planning and policy analysis.

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DEVELOPING HUMAN RESOURCE CAPACITY AND
CAPABILITY

Investments in the "intangibles" such as education and training, R&D

and new managerial skills are very crucial. Investments in these intan-
gibles must achieve desired quantity and quality.
A specialized core group of personnel should be developed in tandem
with the upgrading of facilities/equipment.

Substantial injection of investment in human resource development by

enrolling personnel in trainings/seminars related to research, program
and policy formulation.
In the long term, the Directorate requires a much more effective deliv-
ery system for human resources to drive growth and progress. This
must translate to a high component of graduates with background in
research and other related fields of study as well as a culture of life-
long learning.

Specific Initiatives

lntensify development of critical mass for research and program devel-

opment

lmprove the career prospects and mobility of these personnel.

Expand participation in continuing education programs, particularly in
technical subjects, to upgrade the skill base. The provision of adequate
facilities has to go hand in hand with an enlightened management and
the realization that personal fulfilment leads to greater job satisfaction
and a positively motivated employee.

Ensure that DIWD and its regional counterpart personnel acquire train-
ing and skills that are fully relevant to the Bureau needs.

Enhance and institutionalize linkages for training between educational

establishments.

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 PROMOTING A CULTURE FOR RESEARCH,
PLANNING AND PROGRAM INNOVATION/
DEVELOPMENT

Developing a supportive attitude in society for change through increas-

ing awareness and appreciation programs crucial towards engendering
a climate for research, planning and program innovation/development.

Specific Initiatives

Inculcate research awareness and appreciation in the Bureau. The ob-

jective is the permeation of a science-based consciousness into the
structure for managerial decision making and implementation of devel-
opment programs.

Use the mass media to heighten public awareness and appreciation of

Bureau ’s programs and policies.
Promote the formation of guilds for technical personnel with activities
that are specially focussed on technical and professional issues.
Initiate researches relevant to the progress of the Bureau in terms of
jail management and community involvement.

Programs and Services

Provisions for Basic Needs

Subsistence such as food, clothing & hygienic supplies.

Paralegal Services

Provides assistance and constant monitoring of cases of inmates as well

as close coordination with various government agencies (MTC RTC,
MTCC, PAO, DOJ etc) for speedy disposition of cases.

Page 22
 Health Services
Maintenance of physical and mental well being through provision of
promotive, preventive, curative and rehabilitative services through
health education and information, medical and surgical treatments,
psychiatric interventions and dental care
Literacy Program

Literacy Development through the conduct of class and tutorial ses-

sions and implementation of Alternative Learning System (ALS)

Jail Industry Program (Livelihood Projects)

Institutionalize and strengthen existing livelihood projects to promote

profitability and sustainability of income generating projects.
Religious/Interfaith Activities

Up liftment of moral and through various religious activities.

Therapeutic Community Modality Program

Behaviour Modification Program through positive peer pressure, it is a

community based program that inmates will get to be accepted and
belong to a family.

Cultural and Sports Development

Physical Fitness Program for inmates, opportunity for socialization,

enhancement of creativity and uniqueness & toning down or minimiz-
ing stress. Promotion of arts and music through Music and Dance Ther-
apy & provision of indoor and outdoor games.

Skills Enhancement Program

Development and harnessing individual creativity through vocational
skills training

After Care Program

Continuing Interventions aimed in decreasing the risk of relapse and

recidivism shall be undertaken after discharged of inmate from the de-
tention facility.

Page 23
 Policies/Memorandum

Alternative Learning System 25-29

Therapeutic Community Modality 30-37

Livelihood 38-44

Pregnant Inmates and their Infants 45-50

Food Service Management 51-60

E-dalaw Program 61-64

Human Rights Affairs Office (HRAO) and Human Rights Desk 65-70
Interfaith and Religious Activities 71-76

Visitation in BJMP Jails 77-80

Conjugal Visit 81-87

Tours inside Jails 88-92

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 Definition of Terms

After Care—care, treatment or help given to persons discharged from an

institution such as jail, prison or hospital
Alternative Learning System—is a ladderized, modular, non-formal edu-
cation program for drop outs in the elementary and secondary levels

Inmate’s Welfare and Development—is a set of physical, psychosocial,

intellectual, vocational and spiritual activities or interventions that facili-
tate inmate’s well being and enhancement in accordance with the ac-
cepted social norms and ethical standards

Benchmark– a standard by which something can be measured or judged

Conceptual Framework—a set of coherent ideas or concepts organized
in a manner that makes them easy to communicate to others

Holistic—is relating to the idea that things should be studied as a whole

and not just as a sum of their parts

Human Rights—rights that are considered universal to humanity, regard-

less of citizenship, residency status, ethnicity, gender or other considera-
tions
Inmate—a person confined in an institution such as jail, prison or psychi-
atric hospital

Institutionalization—a process which translates an organization’s code

of conduct, mission, policies, vision and strategic plans into actions guide-
lines
Interfaith—refers to cooperative, constructive, and positive interaction
between people of different religious traditions

Intervention—something that comes between two things or changes the

course of something

Jail—a place for confinement of persons in lawful detention, especially

persons awaiting trial under local jurisdiction

Page 93
Liaison— a link of communication between two entities usually in a cor-
porate setting

Logical Framework—is a tool for summarizing the key features of a pro-

ject design at the time of project identification
Mandate— written authorization or command by a person, group or or-
ganization to another to take a course of action

Paralegal—a person qualified through education and training to perform

substantive legal work that requires legal knowledge of the law and proce-
dures but is not a qualified solicitor or barrister

Person Deprived of Liberty—is another term for inmates or people law-

fully detained in institutions like jails or prisons
Psychosocial—relates to one’s psychological development or mental
health and interaction with the social environment

Rehabilitation—a process of returning a good or healthy condition, state

or way of living
Reintegration—the process of transitioning form a state in which an indi-
vidual was not a functioning member of society into a state where the indi-
vidual controls and directs their own lives.

Restorative Justice—a philosophical framework and a series of programs

for the criminal justice system that emphasize the need to repair the harm
done to crime victims through a process of negotiation, mediation, victim
empowerment and reparation

Safekeeping—the act of keeping or preserving in safety from injury or

from escape

Service Providers—are volunteers belonging to religious and Non-

Government Organizations who provide rehabilitation services to inmates

Therapeutic Community—is a self-help social learning modality that

help drug users recover from addiction and utilizes group dynamics to
shape an individual’s behavior towards productive directions

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 APPENDICES

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 DIWD Personnel 2013

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JSSUPTAMELIA ABBARRIAO-RAYANDAYAN, Ed. D
Director

DR. IRENE S. LIM, MD DPBP

Deputy Director, Chief, Development
Management Division/Chief, Behavioural
Management and Intervention Section

NUP Sergio D. Sanchez

Chief, Administrative Division/
Chief, Paralegal Section/ Chief, HRAO

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JINSP Mark Gerald Bautista
OIC, Welfare and Management Division/
Chief, Basic Needs Section/ Interfaith

SJO4 Zoelo P Sabeniano

OIC, Literacy Development Unit/
Chief, Skills Enhancement Section

JO2 Michael Christian C Bunag

Human Rights Affairs Coordinator/
OIC, Sports and Development Section/
Paralegal and Case Monitoring Unit

JO2 Nardo B Zambales

OIC, Budget and Supply Officer

JO2 Victor A Bantugan III

OIC, Jail Industry and Records Section/
OIC, Research and Statistic Section

NUP Leilani Banotan

Social Worker/TCMP Unit Clerk

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