There are ways of improving an organization, or as the old idiomatic expression goes, there are several ways of skinning the cat. Corrections is not an ancient tradition in this country. It started during the Spanish Regime when the Spanish penal laws contained in royal decrees, ordinances, rules and regulations were extended to the country in the mid 1800s. To date, it has evolved into a significant pillar of the criminal justice administration. Since its formal inception in 1905, several inroads in corrective approaches were initiated. Good conduct time allowance, adult probation, parole, pardon, even a system for the reduction of penalties through industry and heroism. But it stopped there. After several decades, nothing was heard of, as far as laws pertaining to corrections is concerned.

    In 1986, shortly after the EDSA Revolution, change was in the air. But this was short-lived. Corrections had a brief encounter with history – the Bureau of Prisons was changed into Bureau of Corrections. The law that founded the Bureau, the Prison Law of l917, however was left untouched. So a new wardrobe over an unwashed body so to speak. All that remains are compilation of measures, steps and orders – all of which would be redone, retouched and repeated. Until the concept, a latter day precept, coming as it were from industrial countries, on re-engineering comes along. It is not the usual “think-out-of-the-box” thing or “re-inventing-the-wheel” approach. It is a common expression when evolution could no longer handle - Reengineering - the next reasonable answer.

    A few headlines before, a group of consultants from the De La Salle Graduate School of Business headed by Dean Philip Juico, was tapped by the Bucor to assist in its reengineering and reorganization process with emphasis on the formulation of the new mission and vision, improvement of livelihood programs per colony and improving the antiquated organizational set-up. La Salle came up with a comprehensive study. Likewise, Mr. Rollo Alarcon, a former PMAer and a police and military consultant offered to help in the detailed re-engineering of the Bucor based on the studies of the De La Salle experts. It was a mean feat. It was never a walk in the park when dealing with a highly traditional and conservative organization like the Bureau of Corrections when it comes to the pursuit of re-engineering. Under the idea, how can an organization like the Bureau of Corrections think aloud disturbing the manner of political appointments? Under the idea, how can an organization respond objectively in a highly subjective almost personalistic way of running prison administration? Note that the officers in the Bureau are never alone in their official function or formal employment. They are joined literally by their families who are also in the organization. Talk about Meralco, San Miguel, BPI, RCBC, etc – all family corporations, similarly peopled with relatives like the Bureau of Corrections. It is just impossible just to talk about re-engineering.

    But Alarcon did the impossible and got a startling reception with the assistance of select Bucor staff who composed the Core Group. The present prison leadership discarded any pretention at power and discussed change, encouraged re-engineering and brought to fore an awareness that somewhere within the organization lay a hopeful beginning or realization of competent leadership and management.

    This was just a start of course. Before, mere thought would be enough to make one a suspect. One who should bear the brunt of being blamed and alienated. Several good materials from the Bureau left for greener pastures. Those who opted to remain became indifferent and listless souls and worst, became reactionaries. But not all, fortunately. There were a few who still persevered at their studies, they who would still retain the flame of idealism, of industry and competence unfettered by past abuses and debasement.

    They have grown in numbers and they have become agents of the present leadership in the course of re-engineering the Bureau of Corrections.

   

   

BuCor Re-Engineering Team is consist of: Mr. Rollo Alarcon as Team Leader, representing the Office of the Director; Dr. Cynthia Andrada, Psychologist; Mrs. Elsa Alabado from RDC, Mr. Larry Hari from the Supply Division, Mrs. Alice Novencido-Reyes from NBP Hospital, and Mrs. Bienvenida Tupaz from the Accounting Division.