MEMORANDUM

FOR : EDUARDO M. AÑO

Secretary, DILG

THRU : NESTOR F. QUINSAY, JR

Undersecretary for Public Safety, DILG

ALEXANDER L. MACARIO
Assistant Secretary for Public Safety and Security, DILG

SUBJECT : CREATION OF THE BJMP CENTER FOR JAIL EXCELLENCE AND

STRATEGY MANAGEMENT

DATE :

ACTION REQUESTED:

1. For the Secretary, DILG to approve the creation of the Center for Jail Excellence
and Strategy Management (CJESM) as the office primarily responsible for coordinating
and integrating the execution of the strategy cited in the Journey for Advancement,
Innovation and Long-Term Development (J.A.I.L) Plan 2040.

BACKGROUND/JUSTIFICATION:

2. In its desire to elevate the quality of jail operations and management, the BJMP
will be adopting the principles of Performance Governance System (PGS) through the
crafting of a strategy roadmap and translating it into a set of measurable targets for
learning and growth, operational efficiency, financial viability and social impact on the
constituency.

3. The PGS is a performance management framework created by the Institute for

Solidarity in Asia by adopting the Balanced Scorecard technology from Harvard
Business School. Towards this end, the establishment of the CJESM in the BJMP will
pave the way for improvements and reforms to ensure high-quality, efficient,
transparent, accountable, financially and physically accessible, and nondiscriminatory
delivery of public service.

4. Moreover, this Office shall be primarily responsible for the coordination and
integration of the overall strategy dubbed as J.A.I.L. PLAN 2040 (See attached strategy
roadmap) and sustaining its execution and management through the use of Bbalanced
Sscorecards.

“Changing Lives, Building a Safer Nation”

 5. J.A.I.L. PLAN 2040 or the Journey for Advancement, Innovation and Long-term
Development Plan 2040 is the Jail Bureau’s long-term, comprehensive transformation
strategy that endeavors to attain its vision of becoming a world-class agency highly
capable of providing humane safekeeping and developmental opportunities for Persons
Deprived of Liberty.

RECOMMENDATION:

6. Approval of the action requested.

ALLAN S IRAL, CESE

Jail Director
Chief, BJMP

“Changing Lives, Building a Safer Nation”

 PROPOSAL TO CREATE THE
CENTER FOR JAIL EXCELLENCE AND STRATEGY MANAGEMENT

Introduction

By virtue of Republic Act No. 6975, the Bureau of Jail Management and
Penology was established on July 1, 1991, to supervise and control all district, city, and
municipal jails. The BJMP envisions itself as a world-class capable of providing humane
safekeeping and developmental opportunities for PDL by 2040.           

As a background, in February 2016, DILG Secretary Mel Senen S. Sarmiento

issued a directive requiring the personnel of the Jail Bureau to attend the 13th
Performance Governance System (PGS) boot camp. The PGS is a holistic and
collaborative framework for designing and executing roadmaps to long-term reforms.
The program implies world-class public service at the national level, which leads to a
strong economy at the local level.
     
During the training, Jail Bureau participants headed by then JCSUPT ALLAN S
IRAL went through an intensive training program to increase the capacity of governance
practitioners using PGS and develop the values and skills necessary in raising the
standards of governance and performance in an organization. After the 1st batch of
attendees, selected personnel were also privileged to attend the boot camp introduced
by the Institute for Solidarity in Asia. But when Secretary Sarmiento left the DILG, the
PGS was never discussed and fell into oblivion. 

When JAIL DIRECTOR ALLAN S IRAL became the Chief, BJMP, he aspired to
have a “BJMP Transformation Roadmap,” which the Bureau never had since its
inception. By creating a Technical Working Group (TWG) headed by JCSUPT
PAULINO H MORENO, JR, also a participant of the 13 th PGS Boot camp, the TWG was
tasked to craft the roadmap with the assistance of the PNP Center for Police Strategy
Management (CPSM). Through the CPSM’s guidance, the Jail Bureau could envision
the success of its ambition.

Accordingly, a strategic planning virtual workshop was conducted to further

ensure the continued success of the BJMP Journey for Advancement, Innovation and
Long-Term Development Plan 2040 or simply: J.A.I.L. PLAN 2040, our transformation
roadmap towards good governance.

 The Bureau of Jail Management and Penology was created on July 1, 1991 by virtue of
Republic Act No. 6975 to exercise supervision and control over all city and municipal
jails. Guided by its mandate of safekeeping and development of Persons Deprived of
Liberty (PDL) in all city, district and municipal jails, it is envisioned that: “By 2040, a
world-class agency highly capable of providing humane safekeeping and developmental
opportunities for Persons Deprived of Liberty (PDL)”.

In February 2016, DILG Secretary Mel Senen S Sarmiento issued a directive for
personnel of the Jail Bureau to attend the 13 th Performance Governance System (PGS)
bootcamp. The PGS is a holistic and collaborative framework for designing and
executing roadmaps to long-term reform. At the national level, the program means
world-class public service resulting to robust economy at the local level.

During the training, Jail Bureau participants headed by then JCSUPT ALLAN
S IRAL underwent intensive training program focused on building the capacity of
governance practitioners using PGS and developing the values and skills necessary in
raising the standards of governance and performance in an organization. After the 1st
batch of attendees, PGS was initially stalled in the Jail Bureau. Parallel to this, selected

“Changing Lives, Building a Safer Nation”

personnel were also privileged to attend the bootcamp introduced by the Institute for
Solidarity in Asia (ISA). But when Secretary Sarmiento left the DILG, the PGS was
never discussed and went into oblivion.

When JAIL DIRECTOR ALLAN S IRAL became the Chief, BJMP, his aspiration is to
have a “BJMP Transformation Roadmap” which the Bureau never had since its
inception. By creating a Technical Working Group (TWG) headed by JCSUPT
PAULINO H MORENO, JR, also a participant of the 13 th PGS Bootcamp, the TWG was
tasked to craft the roadmap with the assistance and in partnership with the PNP Center
for Police Strategy Management (CPSM). Through its guidance, the Bureau could
envision the success of its ambition.

Lastly, during the Strategic Planning virtual workshop, the Chief, BJMP said, “We just
cannot afford one more day in a course toward a direction not clearly defined. Because
all other else depend on that single statement ahead: our vision. We cannot make one
sure step forward until we decide what we want to be in the future.” Towards this end, to
further ensure the continuous success of the BJMP Journey for Advancement,
Innovation and Long-Term Development Plan 2040 or simply: J.A.I.L. PLAN 2040 our
transformation roadmap towards good governance, the Center for Jail Excellence and
Strategy Management (CJESM) is hereby created.

Proposed CJSEM Structure and Components

I. Organization

The CJESM will serve as the central facility of the Jail Bureau in coordinating and
integrating all strategy management, and instilling in the organization a culture of
strategic focus.

The Center shall be placed under the supervision and control of the Office of the
Chief, BJMP.

II. Composition and Leadership

The CJESM shall be headed by a chief who shall have the rank of Jail Senior
Superintendent, assisted by an Assistanta Deputy Chief with the rank of Jail
Superintendent and a Chief of Staff with the rank of Jail Chief Inspector. It shall
have the following Sections:

1. Administrative and Resource Management Section

2. Scorecard Management Section
3. Organization Alignment Section
4. Strategy Review Section

Each Section shall be headed by a Chief who shall have the rank of Jail Senior
Inspector. In order to facilitate the cascading, coordination, and integration of all
strategy management processes down to the jail units of the BJMP, a focal person shall
be designated in every municipal, city, district and provincial jail. Further, each regional
office shall have a Regional Jail Excellence and Strategy Management Section
(RJESMS), which shall be headed by a chief who shall have the rank of Jail Senior
Inspector, under the supervision of the Regional Director, subject to existing policies
and procedures and approval of the Chief, BJMP.
Each Section shall be headed by a Chief who shall have the rank of Jail Senior
Inspector. In order to facilitate the cascading, coordination and integration of all

“Changing Lives, Building a Safer Nation”

 strategy management processes down to the jail units of the BJMP, a focal
person shall be designated in every municipal, city, district and provincial jail.
Further, there shall be a Regional Jail Excellence and Strategy Management
Section (RJESMS) in every regional office which shall be headed by a chief who
shall have the rank of Jail Senior Inspector, under the supervision of the Regional
Director, subject to existing policies and procedures and approval of the Chief,
BJMP.

III. Placement in the BJMP Organizational Structure

IV. Organizational Structure

Chief, CJESM

“Changing Lives, Building a Safer Nation”

 Deputy Chief,
CJESM

Chief of Staff

Administrative and
Scorecard Organization Strategy Review
Resource Management
Management Section Alignment Section Section
Section

Personnel and Strategy Planning Planning and Monitoring and &

Training Unit Unit Budgetary Evaluation Unit
Alignment Unit

Strategy
Budget and Finance Initiative HR Alignment
Development
Unit Management Unit Unit
Management Unit

Strategy
Communication ICT Alignment
Logistics Unit
Unit Unit

Regional Jail Excellence and Strategy

Management Section (RJESMS)

Provincial Jail Excellence and

Strategy Management Focal Persons NCR- District, City and Municipal Jail
(PJESMFPs) Excellence and Strategy Management
Focal Persons (NDJESMFPs/
NCJESMFPs/ NMJESMFPs)

District, City and Municipal Jail

Excellence and Strategy Management
Focal Persons (DJESMFPs/
CJESMFPs/ MJESMFPs)

“Changing Lives, Building a Safer Nation”

V. Duties and Responsibilities
VI.
V. Duties and Responsibilities

1. Assists and advises the Chief, BJMP in identifying the strategic issues and
theirits corresponding key strategic solutions;
2. Assists and advises the BJMP units in identifying strategic initiatives,
developing measures, setting targets, and alignment of resources required to
achieve the objectives set in the Scorecard;
3. Cascades the BJMP Journey for Advancement, Innovation and Long-term
Development Plan (J.A.I.L. Plan 2040) down to all Jail Units ensuring the
development, proper execution, and monitoring of respective scorecards;
4. Responsible for the integration of all strategy management processes,
sustaining strategy execution and management, and instilling in the
organization a culture of strategic focus;
5. Facilitates the alignment of strategies with operations and manages
implementation through integration and coordination of programs, projects
and activities across functions and offices/units;
6. Develops a comprehensive communications plan, focused on building a
common understanding of the strategy and to generategenerating
commitment and support from all stakeholders;
7. Establishes and facilitates the process of identifying, documenting, and
sharing lessons -learned and best practices and replicating them to the entire
organization;
8. Oversees the review and validation and timely performance reporting based
on the Balanced Scorecard measures, in collaboration with the Technical
Working Group and will serve as the Secretariat of the National Advisory
Council (NAC);
9. Monitors and evaluates the proper implementation of BJMP J.A.I.L. PLANlan
2040, our transformation roadmap towards good governance; and
10. Performs other dutiestasks as directed by the Chief, BJMP.

VII. Specific Functions

A. Chief, CJESM
Provides overall direction, control, and supervision of of CJESM personnel in
accomplishing the functions, duties, and responsibilities of the Center.

B. Assistant Deputy Chief, CJESM

Assists the Chief, CJESM in the execution of the functions of the Center and
. pPerforms the duties and responsibilities of the Chief, CJESM in the latter’s
absence. Perform other tasks as directed by the Chief, CJESM.

C. Chief of Staff
The Chief of Staff shall direct and , coordinate the work of the different
sections of the Center, except for those explicitly reserved specifically for the
Chief, CJESM. Ensures that the decisions of the Chief, CJESM are
implemented by the concerned CJESM staff by assigning specific
responsibilities, such as the preparation and issuance of orders, reports, and
other staff actions. Reviews staff actions of the Sections to ensure completed
staff work and presentability and performs other tasks as directed by the
Chief, CJESM.

D. The Sections under the CJESM shall have the following responsibilities:

“Changing Lives, Building a Safer Nation”

1. Administrative & Resource Management Section
i. Advises the Chief, CJESM on matters pertaining to personnel and
service support. Supervises, plans, and coordinates the administrative
activities and functions of the Center.
ii. Formulates and implements plans and policies pertaining to personnel
matters and other administrative requirements of the Center.
iii. Translates decisions into directives concerning personnel management,
morale and welfare, discipline, and order.
iv. Identifiesy problems and deficiencies and proposes revisions on
administrative systems, policies, and procedures.
v. Manages the recruitment and placement of personnel and other related
activities. Monitors and conducts performance evaluation of all CJESM
personnel and submits necessary recommendations to the Chief,
CJESM.
vi. Administers referrals and dispatches all incoming and outgoing
communication. Responsible for the maintenance and cleanliness of the
CJESM building office and surroundings.
vii. Prepares financial and logistical support proposals of CJESM. Plans,
coordinates, and determines the logistical and financial requirements of
CJESM.
viii. Facilitates the necessary issuance of logistical requirements of CJESM.
Ensures maintenance and serviceability of all logistical equipment of
CJESM.
ix. Attends to financial- related requirements of CJESM to higher office to
facilitate personnel claims and benefits, and performs other tasks as
directed.

This section shall have the following units:

a) Personnel and Training Unit

a.1. Develops and maintains a Training Education and Information
System which may include but not limited to a database of
Education/Eligibility and Training profile of all personnel.
a.2. Prepares program and schedule for mandatory and specialized
schooling/training of personnel and facilitates the compliance of
such required.
a.3. Prepares and manages the career development program for all
personnel. Facilitates the conduct of in-house training and other
competency enhancement training for the personnel of CJESM
and other Jail Excellence and Strategy Management Focal
Persons (JESMFPs).
a.4. Processes applications for Leaves. Attends to various personnel
transactions and concerns, such as recruitment, promotion, travel,
and clearances.
a.5. Maintains records of all personnel and performs other tasks as
directed.

b) Budget and Finance Unit

b.1. Formulates internal fiscal guidelines and policies.
b.2. Engages in the strategic planning activities in order to plan,
coordinate and determine the financial requirements of the Office.
b.3. Formulates resource mobilization plan and financial support
proposals to prospect donors.
b.4. Assists the Logistics sStaff in the development of Program of
Expenditures (POE), of Project Procurement Management Plan
(PPMP) and Annual Procurement Plan (APP).

“Changing Lives, Building a Safer Nation”

 b.5. Prepares POE for especial projects and activities funded through
the Agency Reserved Fund (ARF) and donated funds.
b.6. Makes technical analysis, recommendations and consults with Unit
Chiefs, CJESM for the appropriate revisions of Financial Plan
(POE, PPMP & APP).
b.7. Submits the Financial Plan for the ensuing period to the Chief,
CJESM for his approval.
b.8. Submits approved Financial Plan (PPMP & APP) to the Directorate
for Comptrollership (DC) and the Directorate for Program
Development (DPD) for incorporation to the BJMP Operations
Plan and Budget.
b.9. Submits application for reimbursement and cash advances to the
Finance Service Office (FSO)FS and DC in relation to Notice of
Fund Availability (NFA) and releases donated funds for special
projects in a form of cash advances applied by concerned project
management team leader during project implementation and
travels.
b.10. Liaises with DC, FSO and donor agencies.
b.11.Submits Financial Reports on donated funds to the FSO, DC and
concerned donor agency.
b.12.Advises the Unit Chiefs, Assistant Deputy Chief, and Chief,
CJESM on matters pertaining to budget and fiscal matters.
b.13.Identifies problems and deficiencies and proposes revisions on
resource management, policies and procedures.
b.14.Monitors and conducts performance evaluation of all Budget and
Finance Section Unit personnel.

c) Logistics Unit
c.1. Provides logistical management services, such as purchasing,
inventory and distribution of supplies and equipment.
c.2. Facilitates the issuance and allocation of equipment and other
logistical requirements of the CJESM.
c.3. Ensures the availability, serviceability, and maintenance of all
equipment (e.g., office supplies, vehicles, computers, including the
CJESM office).
c.4. Conducts regular evaluation and testing of available equipment.
Initiates outsourcing of logistical resources and manages the same
and performs other tasks as directed.

2. Scorecard Management Section

I. Facilitates the process of translating the updated strategy into the
agency scorecard.
II. Collaborates with the jail units in selecting targets and identifying
the strategic initiatives required to achieve targeted performance on
the Balanced Scorecard measures.
III. Assists the Ttechnical Wworking Ggroup in identifying and selecting
strategic measures to gauge and tracks performance of BJMP
directorates/offices.
IV. Designs a standard BJMP Balanced Scorecard terminology and
measurement, and ensures the appropriateness of the BSC
infrastructure in consideration of the current and historical
performance.
V. Identifiesy and manages key strategic initiatives to ensure proper
execution and timely completion of high impact projects.
VI. Coordinates with the Organizational Alignment Section to ensure
the alignment and clarity of all scorecard levels in the BJMP.

“Changing Lives, Building a Safer Nation”

 VII. Institutionalizes a BJMP strategic readiness system through a well-
designed Scorecard Reporting System.
VIII. Reviews the scorecards of the different jail units to ensure that their
goals and objectives are aligned with the Chief, BJMP scorecard.
IX. Conducts random screening and audit on balanced scorecards.
Cascade Balanced Scorecards toat the different levels of the
organization.
X. Develops and implements a strategy communication program to
educate and enlist the support of the BJMP personnel and
stakeholders and perform other tasks as directed.

This section shall have the following unit:

a) Strategy Planning Unit

a. a.1 Prepares and develops a complete strategic planning design
from creation to communication, execution, and sustaining
strategic initiatives, in the formulation and /review of the J.A.I.L.
PLANlan 2040 and performs other tasks as directed.

b) Initiatives Management Unit

b.1. Formulates standard procedures for monitoring the execution of
initiatives.
b.2. Monitors that scorecards, after having been developed, reviewed
and revised, are complete at the different levels.
b.3. Maintains a database of the Office/Unit’s performance based on
their identified initiatives.
b.4. Provides strategic advice and facilitation for the improvement of
identified strategic initiatives and performs other tasks as directed.

c) Strategy Communication Unit-

c.1. Coordinates with the Community Relations Service OfficeRS in
monitoring the implementation of the Community Plan for the
J.A.I.L. PLANlan 2040.
c.2. Ensures establishment of an effective feedback mechanism system
and collate feedback for inputs in the strategic planning of the
J.A.I.L. PLANlan 2040.
c.3. Ensures dissemination of that the important achievements in the
execution of the plan, including best practices, are disseminated
and performs other tasks as directed.

3. Organization Alignment Section

I. Manages synergistic alignment of the BJMP-wide goals and
priorities with allocated resources towards the realization of the
strategic plans of the BJMP, particularly the J.A.I.L. PLANlan 2040,
as well asand ensures that the budget proposal is consistent with
the established strategic plans.
II. Conducts evaluation and monitoring of Balanced ScorecardsC
performance and recommends necessary adjustments in
coordination with the National Advisory Council and the Technical
Working Group.
III. Identifiesy and recommends measures to ensure the constant
synergy of plans and budget,; human resource,; material and
modernization requirements, ; and, policies and doctrines.
IV. Ensures that changes and refinements in the Agency Scorecard
and Roadmap are reflected in the subsidiary scorecards of strategic
and support units and performs other tasks as directed.

“Changing Lives, Building a Safer Nation”

This section shall have the following units:

a) Planning and Budgetary Alignment Unit

a.1. Ensures and monitors the alignment of budget to the organizational
strategy, in collaboration with the Directorate for Comptrollership
(DC), Directorate for Program and Development (DPD), the
CJESM Budget and Budget and Finance Staff and other
concerned BJMP Offices.
a.2. Ensures the effective and efficient planning and management of
meetings, activities, events, and projects involving strategic
partners (BJMP-NAC other concerned stakeholders) and strategy
management entities (TWGs) and performs other tasks as
directed.

b) Human Resource Alignment Unit-

b.1. Ensures the functionality of strategic partners (Advisory Councils)
and strategy management units (TWGs) through the development
and implementation of qualification standards, the development
and conduct of competency enhancement, and , the monitoring of
compliances.
b.2. Ensures that the proficiency and performance of BJMP
directorate/offices/units and personnel are aligned with the
organizational strategy. Ensures that the leadership and
commitment of BJMP directorate/offices/units and personnel are
aligned with the organizational strategy and performs other tasks
as directed.

c) ICT Alignment Unit

c.1. Ensures the establishment, management, and proper utilization of a
responsive ICT platform, system, and infrastructure to enhance and
facilitate access to information.
c.2. Formulates plans and conducts activities in collaboration with other
BJMP directorate/offices/units for theto successfully
implementation of ICT-related projects.
c.3. Performs other functions relative to the alignment of ICT with
Directorate for Information and Communications Technology
Management (DICTM) and perform other tasks as directed.

4. Strategy Review Section

I. Responsible for the conduct of periodic review of strategies and
identification of performance gaps.
II. Studiesy and recommends best practices to improve strategic
outcomes.
III. Collates and documents best practices and lessons learned for
replication and adoption and perform other tasks as directed.

a) Monitoring and Evaluation Unit-

a.1. Manages the development of a comprehensive monitoring and
evaluation framework, including performance indicators and
standards for each aspect of the organization’s processes.
a.2. Develops a comprehensive reporting mechanism where the result
of the evaluation shall inform the development of new strategies.
a.3. Examines periodic reports and submits the corresponding
evaluation reports to assist leadership in decision- making.
a.4. Develops a system and establishes a mechanism for collecting
data to monitor the development of defined indicators under the
comprehensive reporting framework.

“Changing Lives, Building a Safer Nation”

 a.5. Ensures the conduct of periodic evaluation as an integral part of the
mMonitoring and eEvaluation system.
a.6. Implements the project monitoring and evaluation strategy and
recommends any possible changes based on the lessons learned.
Ensures that established guidelines for project monitoring and
evaluation for different project components are implemented.
a.7. Monitors and reports on the performance of the programs in the
region and suggests measures to improve the monitoring system.
a.8. Assists the Chief, SRS and the Chief, OAS in preparing periodic
reports on the activities, schedule, and financial status of all
project components in a standard reporting format.
a.9. Coordinates with the concerned Offices/ Units on meetingto meet
the monitoring and evaluation requirements and collaborates with
local communities, service providers, and local government units
to ensure a long-term approach to the participatory monitoring and
evaluation process.

b) Strategy Development Management Unit

b.1. Develops and implements a change management framework to
ensure the adoption and greater understanding of of the
management of change within management within the
organization.
b.2. Builds strong relationships s with CJESM personnel to facilitate the
effective management of change.
b.3. Engages and develops empowers senior officers to lead in change
management. Develops Sets new and appropriate strategic
objectives into transformational change programs.
b.4. Coordinates with the DPD for the collection of best practices, as
reported by the regional offices.
b.5. Organizes teams to process best practices in utilizing approved
criteria to extract information that can be used for planning,
operations management, policy direction, and doctrine
development.
b.6. Disseminates best practices and lessons learned to include
practices adopted by other leading private and public
organizations.
b.7. Coordinates with OAS-IT Alignment Staff in publishing the best
practices online.
b.8. Gathers the outstanding performance and initiatives that were
exemplified by regional offices and jail units, which contribute
mainly to the attainment of the BJMP’s vision and the proper
execution of the BJMP’s its mMission.
b.9. Analyzes and recommends best practices shown by regional
offices and jail units for further replication nationwide and
proposes a similar outstaying program fitting every area/location.
Analyzes and recommends best practices showed by regional
offices and jail units for further replication nationwide and
proposes similar outstaying program fitting to every area/location.
b.10. Works closely with all units and staffs to gain ownership on
refining best practices to be replicated.
b.11. Assesses and documents the lessons learned to avoid doing
making the same mistakes in the past strategies.
b.12. Organizes annual learning events to share best practices between
and among staff once every two years, reviews the performance
indicators and reports produced by different stakeholders, and
suggests necessary changes. Organizes annual learning events to
share best practices between and among staff once every two

“Changing Lives, Building a Safer Nation”

 years and reviews the performance indicators and reports
produced by different stakeholders and suggests necessary
changes.

5. Regional Jail Excellence and Strategy Management Section

Managing byResponsible for coordinating and integrating all strategiesy of

the Regional Office (ROat the Regional Level) and sustaining their its
execution and evaluation.
Cascades the BJMP Strategy and RO scorecards down to theits jail
unitsProvincial Jail Administrators and performs other tasks as directed.

6. Provincial Jail Excellence and Strategy Management Focal Person

Responsible for Managing by coordinating and integrating all strategiesy

of the Provincial Jail Administrative Officeof all jail units in the province
and sustaining its their execution and evaluation.
Cascades the BJMP Strategy and dashboards to its personnel/lower units and performs
other tasks as directed.

7. District, City, or Municipal Jail Excellence and Strategy Management

Focal Person

Managing byResponsible for coordinating and integrating all strategiesy of

the jail unit and sustaining their its execution and evaluation. Cascades
the BJMP Strategy and Jail Unit dashboards to allits personnel in the jail
and performs other tasks as directed.

“Changing Lives, Building a Safer Nation”

 VIII. Human Resource Requirements

Chief, CJESM
JSSUPT

Assistant Deputy
Chief, CJESM

JSUPT

Chief of Staff
JCINSP

Administrative and&
Scorecard Organization Strategy Review
Resource Management
Management Section Alignment Section Section
Section
Planning Officer IV SG23 JSINSP
JSINSP Planning Officer IV SG23

“Changing Lives, Building a Safer Nation”

 Personnel and Strategy Planning Planning and Monitoring and&
Budgeting Alignment
Training Unit Unit Evaluation Unit
Unit
JINSP JINSP JINSP
JINSP
Strategy
Budget and Finance Initiative HR Alignment
Development
Unit Management Unit Unit
Management Unit
JINSP JINSP JINSP
JINSP
Strategy
Communication ICT Alignment
Logistics Unit
Unit Unit
JINSP JINSP
JINSP

Regional Jail Excellence and Strategy

Management Section (RJESMS)s)

JSINSP

Provincial Jail Excellence and

Strategy Management Focal Persons NCR- District, City and Municipal Jail
(PJESMFPs) Excellence and Strategy Management
Focal Persons (NDJESMFPs/
NCJESMFPs/ NMJESMFPs)

District, City and Municipal Jail JINSP

Excellence and Strategy Management
Focal Persons (DJESMFPs/
IX. Staffing
CJESMFPs/ Pattern of the CJESM
MJESMFPs)
Office/Section/Unit Rank
1. Chief, CJESM JINSP JSSUPT
2.
3. Assistant Deputy Chief, CJESM JSUPT
4.
5. Chief of Staff JCINSP
6.
7. Administrative and & Resource Management JSINSP
Section Chief
 Administrative Staff SJO3
 Personnel/Training Unit Chief JINSP
o Training Staff JO3
o Personnel Staff JO3
 Budget and Finance Unit Chief JINSP
o Budget and Finance Staff JO3
 Logistics Unit Chief JINSP
o Supply Staff JO3
8. Scorecard Management Section Chief Planning Officer IV
(SG 23)
 Strategy Planning Unit Chief JINSP
o Strategy Planning Staff Planning Assistant (SG 8)

“Changing Lives, Building a Safer Nation”

  Initiative Management Unit Chief JINSP
o Administrative Staff JO3
 Strategy Communication Unit Chief JINSP
o Administrative Staff JO3
9. Organization Alignment Section Chief Planning Officer IV
(SG 23)
 Planning/Budgeting Alignment Unit Chief JINSP
o Planning Staff Planning Assistant
(SG 8)
o Administrative Staff JO3
 Work Force/HR Alignment Unit Chief JINSP
o Project Evaluation Staff JO3
o Administrative Staff JO2
 IT Alignment Unit Chief JINSP
o IT Staff JO3
oAdministrative Staff JO2
10. Strategy Review Section Chief JSINSP
 Monitoring and& Evaluation Unit Chief JINSP
o Project Evaluation Staff JO3
o Administrative Staff JO2
 Strategy Development Management Unit Chief JINSP
o Strategy Development Management Staff JO3
o Best Practices Staff JO2
TOTAL 36

Recapitulation:
JOR: JNOR: NUP:
JSSUPT- 1 SJO3- 1 Planning Officer IV SG 23-2
JSUPT- 1 JO3- 11 Planning Assistant SG 8-2
JCINSP- 1 JO2- 4 TOTAL: 4
JSINSP- 2 TOTAL: 16
JINSP- 11
TOTAL: 16
GRAND TOTAL: 36

X. RJESM Organizational Structure

Chief, RJESM

Scorecard Management Project Evaluation

Planning Staff
and Alignment Staff Staff

The manpower, logistics, funding, and other requirements for the

operationalization of CJESM shall be provided by the BJMP subject to existing
policies and procedures.

“Changing Lives, Building a Safer Nation”

 Respectfully submitted.

PAULINO H MORENO,
JR
Jail Chief Superintendent
Officer-in-Charge, Office of the
Chief of Directorial Staff
of the Jail Bureau/Chairperson,
Jail Strategy Management TWG

Recommending Approval:

DENNIS U ROCAMORA, CESE RUEL S RIVERA, DSC

Jail Chief Superintendent Jail Chief Superintendent
Deputy Chief for Operations Deputy Chief for Administration
of the Jail Bureau of the Jail Bureau

Approved by:

ALLAN S IRAL, CESE

Jail Director
Chief, BJMP

“Changing Lives, Building a Safer Nation”