The document provides an exit briefing for the Bohol Police Provincial Office (BPPO) that includes:
- An overview of the organizational structure and command group of the BPPO.
- Details on the staff and heads of the 48 city/municipal police stations under BPPO.
- Initial findings and recommendations from the exit briefing related to functional distribution of personnel, deployment of patrolmen, detailing of personnel to other agencies, protective security services, leave policies, and conducting of required medical exams and drug tests. Adherence to standard policies and guidelines is emphasized.
CHAPTER V Philippine Police System 1.pdfAlvinAldisin
This document provides an overview of the Philippine police system from the Spanish colonial era to modern day. It discusses the evolution of different police organizations over time like the Cuardilleros rural police and Carabineros de Seguridad Publica mounted police. It also outlines the objectives, recruitment process, training requirements, salaries and benefits of the Philippine National Police (PNP) as the current national police force. The recruitment process involves qualifications screening, medical exams, physical tests, background checks and interviews. New recruits go through an initial training period and can be appointed as temporary, probationary or permanent members of the PNP depending on their performance.
Polce organization ang administration (presented by crmnlgst guiao)Dominic Guiao
The document summarizes key aspects of police organization and administration in the Philippines. It discusses the origins of policing, the evolution of the Philippine National Police (PNP) from Spanish to American rule, and the current organizational structure and ranks within the PNP. It also outlines appointment procedures, performance evaluations, benefits, attrition policies, and the process for filing complaints against PNP members.
Polce organization ang administration (presented by crmnlgst. dominic guiao)Dominic Guiao
The document summarizes the history and organization of policing in the Philippines. It discusses how policing evolved from early Spanish colonial forms of rural and urban policing to the current Philippine National Police (PNP) system established in 1990. It outlines the ranks, requirements, and appointment processes within the PNP and describes the national and regional command structure.
The document summarizes key aspects of police organization and administration in the Philippines. It discusses the origins of policing, the evolution of the Philippine National Police (PNP) from earlier Spanish and American-era police forces, PNP structure and ranks, appointment procedures, performance evaluation, attrition, benefits, and the process for filing complaints against PNP members.
Polce organization and administration (presented by Crmnlgst. Dominic Guiao)Dominic Guiao
The document summarizes key aspects of police organization and administration in the Philippines. It discusses the origins of policing, the evolution of the Philippine National Police (PNP) from earlier Spanish and American-era police forces, organizational structure of the PNP, roles and ranks of PNP personnel, appointment and promotion processes, performance evaluation, benefits, retirement, and methods for addressing complaints against PNP members.
Polce organization ang administration (presented by crmnlgst guiao)Dominic Guiao
The document summarizes key aspects of police organization and administration in the Philippines. It discusses the origins of policing, the evolution of the Philippine National Police (PNP) from earlier Spanish and American-era police forces, PNP structure and ranks, appointment procedures, performance evaluation, attrition, benefits, and the process for filing complaints against PNP members.
Polce organization and administration (presented by Crmnlgst. Dominic Guiao)Dominic Guiao
The document summarizes key aspects of police organization and administration in the Philippines. It discusses the origins of policing, the evolution of the Philippine National Police (PNP) from Spanish to American rule, and the current organizational structure and ranks within the PNP. It also outlines appointment procedures, performance evaluations, benefits, attrition policies, and the process for filing complaints against PNP members.
Polce organization and administration (presented by Crmnlgst. Dominic Guiao)Dominic Guiao
The document summarizes key aspects of police organization and administration in the Philippines. It discusses the origins of policing, the evolution of the Philippine National Police (PNP) from earlier Spanish and American-era police forces, PNP structure and ranks, appointment and promotion processes, performance evaluation, benefits, retirement, and the handling of citizen complaints and internal disciplinary issues.
CHAPTER V Philippine Police System 1.pdfAlvinAldisin
This document provides an overview of the Philippine police system from the Spanish colonial era to modern day. It discusses the evolution of different police organizations over time like the Cuardilleros rural police and Carabineros de Seguridad Publica mounted police. It also outlines the objectives, recruitment process, training requirements, salaries and benefits of the Philippine National Police (PNP) as the current national police force. The recruitment process involves qualifications screening, medical exams, physical tests, background checks and interviews. New recruits go through an initial training period and can be appointed as temporary, probationary or permanent members of the PNP depending on their performance.
Polce organization ang administration (presented by crmnlgst guiao)Dominic Guiao
The document summarizes key aspects of police organization and administration in the Philippines. It discusses the origins of policing, the evolution of the Philippine National Police (PNP) from Spanish to American rule, and the current organizational structure and ranks within the PNP. It also outlines appointment procedures, performance evaluations, benefits, attrition policies, and the process for filing complaints against PNP members.
Polce organization ang administration (presented by crmnlgst. dominic guiao)Dominic Guiao
The document summarizes the history and organization of policing in the Philippines. It discusses how policing evolved from early Spanish colonial forms of rural and urban policing to the current Philippine National Police (PNP) system established in 1990. It outlines the ranks, requirements, and appointment processes within the PNP and describes the national and regional command structure.
The document summarizes key aspects of police organization and administration in the Philippines. It discusses the origins of policing, the evolution of the Philippine National Police (PNP) from earlier Spanish and American-era police forces, PNP structure and ranks, appointment procedures, performance evaluation, attrition, benefits, and the process for filing complaints against PNP members.
Polce organization and administration (presented by Crmnlgst. Dominic Guiao)Dominic Guiao
The document summarizes key aspects of police organization and administration in the Philippines. It discusses the origins of policing, the evolution of the Philippine National Police (PNP) from earlier Spanish and American-era police forces, organizational structure of the PNP, roles and ranks of PNP personnel, appointment and promotion processes, performance evaluation, benefits, retirement, and methods for addressing complaints against PNP members.
Polce organization ang administration (presented by crmnlgst guiao)Dominic Guiao
The document summarizes key aspects of police organization and administration in the Philippines. It discusses the origins of policing, the evolution of the Philippine National Police (PNP) from earlier Spanish and American-era police forces, PNP structure and ranks, appointment procedures, performance evaluation, attrition, benefits, and the process for filing complaints against PNP members.
Polce organization and administration (presented by Crmnlgst. Dominic Guiao)Dominic Guiao
The document summarizes key aspects of police organization and administration in the Philippines. It discusses the origins of policing, the evolution of the Philippine National Police (PNP) from Spanish to American rule, and the current organizational structure and ranks within the PNP. It also outlines appointment procedures, performance evaluations, benefits, attrition policies, and the process for filing complaints against PNP members.
Polce organization and administration (presented by Crmnlgst. Dominic Guiao)Dominic Guiao
The document summarizes key aspects of police organization and administration in the Philippines. It discusses the origins of policing, the evolution of the Philippine National Police (PNP) from earlier Spanish and American-era police forces, PNP structure and ranks, appointment and promotion processes, performance evaluation, benefits, retirement, and the handling of citizen complaints and internal disciplinary issues.
Polce organization and administration (demo presentation)Dominic Guiao
The document summarizes the history and organization of policing in the Philippines. It discusses how policing evolved from early Spanish colonial forms of rural and urban policing to the current Philippine National Police (PNP) system established in 1990. It outlines the ranks, requirements, and appointment processes within the PNP and describes the national and regional command structure.
The document summarizes the field training program experiences of police trainees in Iligan City Police Station 3. It discusses the trainees' experiences in the patrol, investigation and traffic phases of the program. It highlights key lessons learned around developing patrol skills, conducting investigations, and managing traffic. It also identifies some issues encountered including lack of familiarity with the beat area and fears around community interactions. The trainees recognize the importance of applying their new skills and knowledge to be successful police officers.
This document is the revised 2011 Criminal Investigation Manual published by the Philippine National Police (PNP). It contains introductory messages from the Secretary of the Department of Interior and Local Government, the Chief of PNP, and the Director of PNP Directorate for Investigation and Detective Management. The manual is copyrighted by PNP Directorate for Investigation and Detective Management. It provides guidelines and procedures for criminal investigations for PNP officers. It covers general investigation principles and procedures, specific crimes under the Revised Penal Code, and crimes committed by public officers. The manual aims to enhance the investigative capabilities of PNP officers.
This document is the revised 2011 edition of the Philippine National Police (PNP) Criminal Investigation Manual. It was published by the PNP Directorate for Investigation and Detective Management. The manual contains guidelines, protocols and procedures for PNP officers to follow when conducting criminal investigations. It covers general investigative procedures, as well as procedures for investigating specific crimes listed in the Philippine Revised Penal Code. The document provides a comprehensive reference for PNP officers to conduct thorough and proper investigations.
Pnp pre charge evaluation and summary hearing guiderengar23
This document introduces a guide for the Philippine National Police's (PNP) internal discipline mechanism. It aims to address issues like a lack of familiarity with disciplinary procedures and inadequate training for pre-charge evaluators and summary hearing officers. The guide provides step-by-step procedures for handling complaints from receipt to final resolution. It includes sample forms, scripts for hearings, and appendices with relevant PNP memoranda to help users efficiently and systematically resolve administrative cases. The goal is to help the PNP better investigate and discipline its own members to uphold justice and accountability.
The document discusses the policies and guidelines for promotion within the Philippine National Police (PNP). It outlines the different types of promotions including regular promotion, which requires passing promotional examinations, completing training, work experience requirements, and clearance from the People's Law Enforcement Board. Special promotion can be awarded for acts of bravery. Mandatory requirements for all promotions include minimum education levels, completion of relevant training courses, work experience minimums, and clearance from the PLEB. The promotion process and composition of promotion boards is also described.
ANNOUNCEMENT:
PNP NUP Publication June 2, 2020
Please see attached publication for regular positions - various Offices/Units - 41 vacant positions for all Crame-based Offices/Units.
For applications submissions, kindly submits your document/folder to the respective Office/Unit.
This document summarizes the Philippine National Police (PNP) Integrated Transformation Program, which aims to transform the PNP into a highly capable, effective and credible police service by 2030. It outlines the PNP's vision, mission, values and strategic objectives. It also presents the PNP Performance Governance System, which includes objectives, measures, targets and initiatives across various perspectives like stakeholders' support, resource management, learning and growth, and process excellence. The scorecard establishes targets to improve police services and gain public trust through better governance, partnerships, resources, training and operational excellence by 2030.
Sindh.Police by Capt. (R) Parvez Ahmed Chandio, PSPParvez Chandio
To apprise the reader about the history of policing, causes of its failure in service delivery and various attempts made to reform the police. To share an implementable operational plan for improving service delivery by addressing the loopholes through IT interventions at district SSP office level in Lasbellah, Hyderabad and Ghotki Districts in Sindh Province of Pakistan
The document introduces the concept of Barangay Peacekeeping Operations (BPO) and Barangay Peacekeeping Action Teams (BPAT) in the Philippines. It discusses that historically, communities in the Philippines were organized into small barangays headed by datus for maintaining peace and order. The document then outlines the rationale for reviving this community-focused approach, including empowering communities to prevent criminality, insurgency, and terrorism. It also notes that this approach addresses issues with past anti-criminality strategies and helps counter communist propaganda at the local level.
The document provides an overview of the Performance Governance System (PGS) implemented in the Philippine National Police (PNP). The key points are:
1. The PGS aims to strengthen the PNP's governance through a long-term strategic transformation program called the Integrated Transformation Program (ITP) that sets targets to be achieved by 2030.
2. The PGS establishes a scorecard and monitoring system to track performance against targets. It also creates a National Advisory Group composed of leaders from different sectors to advise and oversee the PNP's reform efforts.
3. The PGS was introduced to institutionalize best practices in governance, address issues like corruption, and improve the PNP's
The Philippine National Police is requesting the publication of 178 vacant positions in various offices and units. The positions include directors, medico-legal officers, document examiners, chemists, administrative aides, and other roles. Applicants must meet the education, training, experience, and other qualification standards for each position. Interested and qualified individuals should submit their applications with required documents by June 19, 2020.
The document outlines the Philippine National Police Ethical Doctrine. It provides moral and ethical guidance for PNP members. The doctrine establishes the PNP's core values and police officer's creed. It also covers the PNP's stand on basic issues like image, career management, police management, equality, political patronage, and human rights. The document prescribes the professional conduct and ethical standards expected of PNP members. It also discusses customs, traditions, ceremonies and the police officer's pledge. The final chapters cover propagating and adhering to the ethical doctrine, as well as administrative sanctions and amendments.
The document describes several National Administrative Support Units (NASUs) that provide specialized support services to the Philippine National Police (PNP). It discusses the Communications and Electronics Service (CES) which is responsible for establishing an effective police communications network and its functions including installing, operating, and maintaining communications systems. It also summarizes the Chaplain Service (CHS) which provides religious services and spiritual guidance to PNP personnel, and the Legal Service (LS) which serves as legal counsel to the PNP and prosecutes cases on its behalf. Both services have command groups headed by Directors and are placed under the functional authority of the Director for Personnel and Records Management in the PNP.
The document outlines the new Police Act and Code of Professional Conduct regulations for Prince Edward Island. It establishes the Office of the Police Commissioner (OPC) to provide civilian oversight of police conduct. The OPC has jurisdiction over several police departments and investigates public complaints of unprofessional conduct by police officers. Complaints are first filed with the police chief or academy director, but can be appealed to the OPC. If not resolved informally, the Police Commissioner conducts hearings and can impose penalties ranging from a caution to dismissal. The overall goal is to build public confidence in policing and protect citizens' and officers' rights.
The document summarizes the history, mission, vision, powers and functions of the Internal Affairs Service (IAS) of the Philippine National Police (PNP). It states that IAS was created by law in 1998 to serve as an independent oversight body that investigates complaints against PNP officers and ensures police discipline and accountability. IAS has the power to independently investigate cases, file criminal charges, and make recommendations regarding PNP personnel. It aims to promote a professional and service-oriented PNP through impartial oversight and the instillation of police discipline.
Please be informed that the PNP has 110 Non-Uniformed Personnel vacant positions for various Crame-based (NHQ) offices/units as of this date. Attached is the list of vacant positions and the corresponding qualification standards for each position.
The role of performance based incentives by Dr Bill Clemmer, IMA World Healthachapkenya
This document discusses evolving health strategies and performance-based incentives in South Sudan. It outlines a model where one donor funds each state's health system, one organization manages the funds per state, and one NGO leads each county. Facilities and county health departments receive monthly block grants based on performance indicators like vaccines delivered and patients seen. An evaluation found a positive correlation between incentives and some indicators like antenatal care visits. The model aims to link payment to performance and skills as a sustainable way to acknowledge health workers' work and support universal health coverage in the long run.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
Polce organization and administration (demo presentation)Dominic Guiao
The document summarizes the history and organization of policing in the Philippines. It discusses how policing evolved from early Spanish colonial forms of rural and urban policing to the current Philippine National Police (PNP) system established in 1990. It outlines the ranks, requirements, and appointment processes within the PNP and describes the national and regional command structure.
The document summarizes the field training program experiences of police trainees in Iligan City Police Station 3. It discusses the trainees' experiences in the patrol, investigation and traffic phases of the program. It highlights key lessons learned around developing patrol skills, conducting investigations, and managing traffic. It also identifies some issues encountered including lack of familiarity with the beat area and fears around community interactions. The trainees recognize the importance of applying their new skills and knowledge to be successful police officers.
This document is the revised 2011 Criminal Investigation Manual published by the Philippine National Police (PNP). It contains introductory messages from the Secretary of the Department of Interior and Local Government, the Chief of PNP, and the Director of PNP Directorate for Investigation and Detective Management. The manual is copyrighted by PNP Directorate for Investigation and Detective Management. It provides guidelines and procedures for criminal investigations for PNP officers. It covers general investigation principles and procedures, specific crimes under the Revised Penal Code, and crimes committed by public officers. The manual aims to enhance the investigative capabilities of PNP officers.
This document is the revised 2011 edition of the Philippine National Police (PNP) Criminal Investigation Manual. It was published by the PNP Directorate for Investigation and Detective Management. The manual contains guidelines, protocols and procedures for PNP officers to follow when conducting criminal investigations. It covers general investigative procedures, as well as procedures for investigating specific crimes listed in the Philippine Revised Penal Code. The document provides a comprehensive reference for PNP officers to conduct thorough and proper investigations.
Pnp pre charge evaluation and summary hearing guiderengar23
This document introduces a guide for the Philippine National Police's (PNP) internal discipline mechanism. It aims to address issues like a lack of familiarity with disciplinary procedures and inadequate training for pre-charge evaluators and summary hearing officers. The guide provides step-by-step procedures for handling complaints from receipt to final resolution. It includes sample forms, scripts for hearings, and appendices with relevant PNP memoranda to help users efficiently and systematically resolve administrative cases. The goal is to help the PNP better investigate and discipline its own members to uphold justice and accountability.
The document discusses the policies and guidelines for promotion within the Philippine National Police (PNP). It outlines the different types of promotions including regular promotion, which requires passing promotional examinations, completing training, work experience requirements, and clearance from the People's Law Enforcement Board. Special promotion can be awarded for acts of bravery. Mandatory requirements for all promotions include minimum education levels, completion of relevant training courses, work experience minimums, and clearance from the PLEB. The promotion process and composition of promotion boards is also described.
ANNOUNCEMENT:
PNP NUP Publication June 2, 2020
Please see attached publication for regular positions - various Offices/Units - 41 vacant positions for all Crame-based Offices/Units.
For applications submissions, kindly submits your document/folder to the respective Office/Unit.
This document summarizes the Philippine National Police (PNP) Integrated Transformation Program, which aims to transform the PNP into a highly capable, effective and credible police service by 2030. It outlines the PNP's vision, mission, values and strategic objectives. It also presents the PNP Performance Governance System, which includes objectives, measures, targets and initiatives across various perspectives like stakeholders' support, resource management, learning and growth, and process excellence. The scorecard establishes targets to improve police services and gain public trust through better governance, partnerships, resources, training and operational excellence by 2030.
Sindh.Police by Capt. (R) Parvez Ahmed Chandio, PSPParvez Chandio
To apprise the reader about the history of policing, causes of its failure in service delivery and various attempts made to reform the police. To share an implementable operational plan for improving service delivery by addressing the loopholes through IT interventions at district SSP office level in Lasbellah, Hyderabad and Ghotki Districts in Sindh Province of Pakistan
The document introduces the concept of Barangay Peacekeeping Operations (BPO) and Barangay Peacekeeping Action Teams (BPAT) in the Philippines. It discusses that historically, communities in the Philippines were organized into small barangays headed by datus for maintaining peace and order. The document then outlines the rationale for reviving this community-focused approach, including empowering communities to prevent criminality, insurgency, and terrorism. It also notes that this approach addresses issues with past anti-criminality strategies and helps counter communist propaganda at the local level.
The document provides an overview of the Performance Governance System (PGS) implemented in the Philippine National Police (PNP). The key points are:
1. The PGS aims to strengthen the PNP's governance through a long-term strategic transformation program called the Integrated Transformation Program (ITP) that sets targets to be achieved by 2030.
2. The PGS establishes a scorecard and monitoring system to track performance against targets. It also creates a National Advisory Group composed of leaders from different sectors to advise and oversee the PNP's reform efforts.
3. The PGS was introduced to institutionalize best practices in governance, address issues like corruption, and improve the PNP's
The Philippine National Police is requesting the publication of 178 vacant positions in various offices and units. The positions include directors, medico-legal officers, document examiners, chemists, administrative aides, and other roles. Applicants must meet the education, training, experience, and other qualification standards for each position. Interested and qualified individuals should submit their applications with required documents by June 19, 2020.
The document outlines the Philippine National Police Ethical Doctrine. It provides moral and ethical guidance for PNP members. The doctrine establishes the PNP's core values and police officer's creed. It also covers the PNP's stand on basic issues like image, career management, police management, equality, political patronage, and human rights. The document prescribes the professional conduct and ethical standards expected of PNP members. It also discusses customs, traditions, ceremonies and the police officer's pledge. The final chapters cover propagating and adhering to the ethical doctrine, as well as administrative sanctions and amendments.
The document describes several National Administrative Support Units (NASUs) that provide specialized support services to the Philippine National Police (PNP). It discusses the Communications and Electronics Service (CES) which is responsible for establishing an effective police communications network and its functions including installing, operating, and maintaining communications systems. It also summarizes the Chaplain Service (CHS) which provides religious services and spiritual guidance to PNP personnel, and the Legal Service (LS) which serves as legal counsel to the PNP and prosecutes cases on its behalf. Both services have command groups headed by Directors and are placed under the functional authority of the Director for Personnel and Records Management in the PNP.
The document outlines the new Police Act and Code of Professional Conduct regulations for Prince Edward Island. It establishes the Office of the Police Commissioner (OPC) to provide civilian oversight of police conduct. The OPC has jurisdiction over several police departments and investigates public complaints of unprofessional conduct by police officers. Complaints are first filed with the police chief or academy director, but can be appealed to the OPC. If not resolved informally, the Police Commissioner conducts hearings and can impose penalties ranging from a caution to dismissal. The overall goal is to build public confidence in policing and protect citizens' and officers' rights.
The document summarizes the history, mission, vision, powers and functions of the Internal Affairs Service (IAS) of the Philippine National Police (PNP). It states that IAS was created by law in 1998 to serve as an independent oversight body that investigates complaints against PNP officers and ensures police discipline and accountability. IAS has the power to independently investigate cases, file criminal charges, and make recommendations regarding PNP personnel. It aims to promote a professional and service-oriented PNP through impartial oversight and the instillation of police discipline.
Please be informed that the PNP has 110 Non-Uniformed Personnel vacant positions for various Crame-based (NHQ) offices/units as of this date. Attached is the list of vacant positions and the corresponding qualification standards for each position.
The role of performance based incentives by Dr Bill Clemmer, IMA World Healthachapkenya
This document discusses evolving health strategies and performance-based incentives in South Sudan. It outlines a model where one donor funds each state's health system, one organization manages the funds per state, and one NGO leads each county. Facilities and county health departments receive monthly block grants based on performance indicators like vaccines delivered and patients seen. An evaluation found a positive correlation between incentives and some indicators like antenatal care visits. The model aims to link payment to performance and skills as a sustainable way to acknowledge health workers' work and support universal health coverage in the long run.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
2. 2
POLICE ORGANIZATIONAL PROFILE:
The Bohol Police Provincial Office (BPPO) is a TYPE A PPO pursuant to
NAPOLCOM Resolution No. 2005-140. Furthermore, the Command Group of
BPPO is composed of the following Police Commissioned Officers based on the
revised staffing pattern for PPOs pursuant to NAPOLCOM Resolution No. 2019-
1031.
PCOL. OSMUNDO D. SALIBO -Provincial Director
PLTCOL. LARRY D. BUANSI -Deputy Provincial Director for Administration
PLTCOL. CHYREL R. BONIAO -Deputy Provincial Director for Operations
In addition, the Provincial Police Strategy Management Unit which is under the
Office of the Provincial Director is headed by PCOL. HERNAN C. LEGASPI
3. 3
The BPPO Headquarters is also composed of the following staffs ;
PLTCOL. CESAR MISOLA - Chief, PARMU
PLTCOL. JOHN KAREEN O. ESCOBER - Chief, PIU
PLTCOL. NORMAN L. NUEZ - Chief, POMU
PLTCOL. JOSEPH P. BERONDO - Chief, PCADU
PLTCOL. JULIUS T. GARCIA - Chief, PIDMU
PLTCOL. RULLY M. LAURON - Chief, PPPU
PLTCOL. HOMUBONO R. SAYON - Chief, PMFC
PCPT. NEON FRANCIS B. ALVAREZ - Chief, TPU
4. 4
Moreover, BPPO has forty nine (48) City/Municipal Police Stations which are headed by the
following Police Commissioned Officers;
CITY/MUNICIPAL POLICE STATIONS
PLTCOL MARY CRYSTAL B. PERALTA - Tagbilaran City Police Station
PLT. JASPER C. REYES - Alburquerque Municipal Police Station
PLT. WILSON S. ORAPA - Alicia Municipal Police Station
PLT. PONCIANO M. ENTROLISO JR. - Anda Municipal Police Station
PLT. JOHNREY C. DIGAO - Antequera Municipal Police Station
PCPT JURELL C. DARUNDAY - Baclayon Municipal Police Station
PLT. YOLANDO M. BAGOTCHAY, JR. - Balilihan Municipal Police Station
PLT. NICHOLAS A. APARILLA - Batuan Municipal Police Station
PLT. CIRILITO B. CURAYAG - Bien Unido Municipal Police Station
PLT. MARGARITO N. CAGOCO, JR. - Bilar Municipal Police Station
PCPT. ROGACIANO R. GARA - Buenavista Municipal Police Station
PMAJ. ROBERT N. LUCERNAS -Calape Municipal Police Station
PMAJ. GERALD LUNA - Candijay Municipal Police Station
5. 5
PMAJ. JESUS D. DAPLIN - Carmen Municipal Police Station
PMAJ RUFO B. POTANE - Catigbian Municipal Police Station
PLT. ALBERT R. SATOR - Clarin Municipal Police Station
PLT. RODANTE P. SANCHEZ - Corella Municipal Police Station
PLT. GIRLIE A. TOLOP - Cortes Municipal Police Station
PLT. FERNANDO REY S. GRANADA - Dagohoy Municipal Police Station
PLT. BONIFACIO R. FLORES, JR. - Danao Municipal Police Station
PCPT. CLIFTON P. GAIRANOD - Dauis Municipal Police Station
PLT. JOSE OLIVER M. JOSOL - Dimiao Municipal Police Station
PLT. RANULFO B. ACILO - Duero Municipal Police Station
PLT. VIRGILIO G. DORIA - Garcia Hernandez Municipal Police Station
PLT. JUSTEOFINOM. HINLAYAGAN - Getafe Municipal Police Station
PCPT. ROMAR T. LABASBAS - Guindulman Municipal Police Station
PMAJ. CRESENTE A. GURREA - Inabanga Municipal Police Station
PMAJ. MARCOS A. LOPEZ -Jagna Muniicipal Police Station
PLT. ALLAIN RANDY C. LIBA - Lila Municipal Police Station
PCPT. GERONIMO C. CONARCO - Loay Municipal Police Station
6. 6
PLT. CAMILO M. ESTRERA, JR. - Loboc Municipal Police Station
PMAJ ANDIE L. CORPUS - Loon Municipal Police Station
PLT ANGELO PANCRATIUS V. CABRERA - Mabini Municipal Police Station
PCPT DOMINIE Y. RAGUSTA - Maribojoc Municipal Police Station
PLT. AMELITO M. MELLORIA -Panglao Municipal Police Station
PLT. RENAN G. ROMULO - Pilar Municipal Police Station
PLT. ERNESTO P. SAGARINO - Pres, CP Garcia Municipal Police Station
PMAJ. BONIFACIO U. LUCERNA - Sagbayan Municipal Police Station
PCPT. JOSE LENDER VELASQUEZ - San Isidro Municipal Police Station
PMAJ. LIBRANDO L. BIGCAS, JR. - San Miguel Municipal Police Station
PLT. MARVIN A. CHIN - Sevilla Municipal Police Station
PLT. GEORGIE T. SARABOSING - Sierra Bullones Municipal Police Sation
PCPT FERNANDO PERORAMAS - Sikatuna Municipal Police Station
PMAJ. GEREON A. ITEM - Talibon Municipal Police Station
PMAJ CHRISTOPHER R. FERNANDEZ - Trinidad Municipal Police Station
PMAJ MERCEDARIOUS C. BALABAT, III - Tubigon Municipal Police Station
PMAJ REY OLAR - Ubay Municipal Police Station
PMAJ. SAM G. DACULLO - Valencia Municipal Police Station
8. FUNCTIONAL DISTRIBUTION
FINDINGS AND OBSERVATIONS RECOMMENDATIONS
The required percentage of
functional distribution is properly
observed in the police stations
except for auxiliary functions and
patrol duties. It is further observed
that the auxiliary function is usually
assigned to the NUPs. We also
observed that some personnel are
performing two or more functions
just to meet the required percentage
of functional distribution.
Strictly observe the required percentage of functional distribution as
provided in our policy to maximize the police strength in the stations
especially in the auxiliary function and patrol duties. We also
recommed to review the distribution of troops to properly allocate the
PNP personnel to the required function.
NAPOLCOM Resolution No. 92-12 provides that police strength must
be distributed as follows;
Line Function - 84% of police strength
Admin Function - 8% of police strength
Auxiliary Function - 8% of police strength
Provided further that 70% of the Line function shall be allocated to
patrol duties
DESIRED OUTCOME : Enhanced police visibility
9. DEPLOYMENT OF PATROLMAN
FINDINGS AND
OBSERVATIONS
RECOMMENDATIONS
The required number of
years in the Mobile
Forces to render ISO
duties were not duly
complied. Likewise,
patrolman/woman
recruited Attrition
program were not
deployed or assigned
in the city/municipality
where they recruited
The Admin of BPPO must ensure that all Patrolman/woman newly downloaded or for
downloading to the station has complied with the required number of years in the Mobile
Forces pursuant to our Rules. Otherwise, these patrolmen/women must be assigned first
in the Provincial Mobile Force of BPPO to comply the required number of ISO duties.
For regular recruitment program, NAPOLCOM Resolution No. 2010-154 provides that PNP
recruits and Lateral Entrants (except those assigned to the Technical Services of the PNP)
shall be subsequently assigned to the PNP Public Safety Forces. They shall be allowed to
be assigned to police stations upon completion of at least three (3) years of ISO duty.
NAPOLCOM MC No. 2011-010 provides that Patrolman/woman, specially those who were
recruited under the attrition program, after undergoing the required Field Training Program
(FTP), shall be assigned with the Regional/Provincial/City Public Safety Batallion/Company
of their place of recruitment for a maximum period of two (2) years.
Thereafter, they shall be downloaded/assigned to their respective city/municipal
police stations where they were recruited.
DESIRED OUTCOME: More capable and effective police officers.
10. 10
DETAIL TO OTHER GOVERNMENT AGENCY
FINDINGS AND OBSERVATIONS RECOMMENDATIONS
There are PNP personnel who are
detailed to Center for Drug
Education and Counseling (CDEC).
For information, we reiterate the guidelines in the Detail of PNP
Personnel to other Government Agency as provided under
NAPOLCOM Resolution No. 2010-145 to wit;
1. PNP personnel with the ranks of Patrolman or PLt. Shall not be
placed on detail.
2. Total number of PNP personnel to be detailed shall not exceed
1% of the total strength.
3. PNP personnel must have rendered at least 5 years of active
service, VS in his last performance rating, permanent appointment
in his present rank, no pending case, and is not assigned as Pre-
Charge Investigator or Summary Hearing Officer
4. Approved by NAPOLCOM Chairman upon recommendation of
the Chief, PNP.
5. Other documentary and procedural requirements as provided
under the Rules.
11. PROTECTIVE SECURITY
FINDINGS AND
OBSERVATIONS
RECOMMENDATIONS
Providing protective
security to
government
officials, diplomats
and private
individuals.
For information, we reiterate the provisions of PNP MC 2019-006 as approved by
NAPOLCOM Reso No. 2021-1551.
1. Allowed only in emergency situation or the level of threat assessment and complete
background investigation as validated by the Directorate for Intelligence.
2. Detail of Maximum of two (2) protective security.
3. Written request to the Chief PNP.
4. There are also grounds for the withdrawal of protective security.
5. Periodic assessment of threats or reassessment and reevaluation of threats.
6. Approving authorities depending on the number of days of detail service.
7. Rank (PCpl to PSSg) only.
8. Duties and responsibilities of Protective Security Personnel.
9. Other mandatory requirements and procedures under the Rules.
Furthermore, please be guided to COMELEC RESOLUTION No. 10728 on the Rules
and Regulations on the Employment, Availment or Engagement of the Services of
Security Personnel During the Election Period.
12. LEAVE OF ABSENCE
FINDINGS AND OBSERVATIONS RECOMMENDATIONS
Availment of leave of absence for PNP
personnel is still suspended during
except for sick leave, maternity,
paternity, emergency and other
meritorious reasons.
We reiterate the guidelines in granting
leaves of absence to PNP personnel
under NAPOLCOM MC No. 92-018 which
provides that Personnel Officers shall
act on all applications within 24 hours
upon receipt of the same.
Process the leave application within
three (3) days from receipt up to the time
a referral is submitted to CRS. (PNP
Circular No. 2002-009)
13. CONDUCT OF PHYSICAL AND MEDICAL EXAMINATIONS,
DRUG TEST AND NEURO-PSYCHIATRIC TEST
FINDINGS AND
OBSERVATIONS
RECOMMENDATIONS
Based on records, not all
personnel were subjected to
surprise and random drug test
for the last 12 months.
Likewise, more than 50% of
the PNP personnel in BPPO
were not able to undergo
Neuro Psychiatric Test,
Physical and Medical exam.
At the very least, only those
personnel who are due for
promotion or on schooling
were able to the undergo the
required tests.
Monitor the compliance of personnel to the required tests. Coordinate
with RMDU for the regular conduct of Neuro Psychiatric Test to all PNP
personnel in the BPPO. Likewise coordinate with the Regional Forensic
Unit for the conduct random and surprise drug test. Continue also the
strict compliance of physical and medical examination based on your
respective scheduless.
NAPOLCOM MC 94-011 provides that every member of the police
department must undergo physical and medical examinations once
every year and a neuro-psychiatric test annually pursuant to
Memorandum Circular No 8 dated June 11, 1968 which implemented
Memorandum Circular No. 149 dated January 21, 1968. Furthermore,
the PNP must also conduct surprise and random drug test annually to all
PNP personnel regardless of rank pursuant to NAPOLCOM MC 99-008.
14. PERFORMANCE EVALUATION
FINDINGS AND OBSERVATIONS RECOMMENDATIONS
All PNP personnel were able to
accomplish and submit their
approved IPER.
Maintain the strict implementation of
Performance Evaluation in
accordance to NAPOLCOM MC 92-
102 as amended by NAPOLCOM MC
93-019 and other policies relative to
Performance Evaluation issued by
the PNP and Civil Service
Commission.
15. ISSUANCE OF SHORT FIREARMS
FINDINGS AND OBSERVATIONS RECOMMENDATIONS
All personnel have issued short firearms which were duly
accounted except for the following personnel who lost their
firearms:
1. PSSG. ARNEL D. PETALCORIN – Ubay MPS
2. PCPL. EMMANUEL SAYSON – Bien Unido MPS
3. PAT. VIRGILIO E. ONTONG – Carmen MPS
4. PSMS ALLAN S. ARIZALITA - BTPU
All PNP personnel must be responsible for the renewal of PAR
which is renewable every three (3) years on individual’s birth
month in accordance with Chapter 10, Section 21 of the
Government Accounting Manual and NAPOLCOM MC 2018-
001. Likewise, the Supply PNCO must also monitor the expiry
dates of the PAR of every personnel and update it thru the
Logistics Data Information and Management System
(LDIMS) per PNP MC 2020-036.
Furthermore, locally issued PAR must be replaced with PAR
issued by the Supply Accountable Officer (SAO) and Logistics
Support Service (LSS). Also personnel on schooling for more
than 30 days must turn-in his issued firearm to Supply PNCO
for safekeeping pursuant to NAPOLCOM MC 2018-001.
Lastly, strictly observe the procedures in requesting for relief
from property accountability under PNP MC 002-02.
16. STANDARDIZATION OF POLICE
OFFICE/STATION/BUILDING
FINDINGS AND OBSERVATIONS RECOMMENDATIONS
Majority or 81% of the police
stations are already PNP standard
building. Although, others still have
the old model of PNP building. We
also observed that some of the new
PNP buidling do not have a
perimeter fence. At present, there
are on-going construction of the
new PNP building.
Old standard PNP building – 4
New standard PNP building – 35
LGU owned - 9
Prepare the requirements
and process the request for
the construction of a new
PNP standard building for
those stations with no PNP
building yet except those
with on-going construction.
17. FINDINGS AND OBSERVATIONS RECOMMENDATIONS
The standard color scheme of the PNP is strictly
observed except for some minor deviations.
We reiterate the guidelines on the standard color
scheme of the PNP pursuant to NAPOLCOM Reso
No. 98-258 and NAPOLCOM Resolution No. 2022-
0078 for the prescribed minimum standard design
of PNP signage.
STANDARDIZATION OF COLOR SCHEME
19. ACCOUNTING OF PERSONNEL
FINDINGS AND OBSERVATIONS RECOMMENDATIONS
All personnel were duly accounted except for
some personnel who are on schooling, on
leave or detailed to other units of the PNP.
20. TAMANG BIHIS
FINDINGS AND OBSERVATIONS RECOMMENDATIONS
We noted some deficiencies in the Tamang Bihis
such as the following;
1. Expired PNP IDs
2. Old rank insignia for PNCOs.
Strictly observe the proper wearing of PNP uniform
with complete paraphernalia pursuant to LOI
Tamang Bihis
Conduct regular and random inspection to all PNP
Personnel on the proper wearing of prescribed
uniforms including their paraphernalia, Identification
Card, ATM Card and rank insignia pursuant to
NAPOLCOM Reso 2019-485. Impose
administrative sanctions to those who failed to
comply with requirements as provided by our
Rules.
21. PLACEMENT OF PCOs
FINDINGS AND OBSERVATIONS RECOMMENDATIONS
We observed that the required rank
for COPs of MPS were not strictly
followed. We also observed that the
Deputy COPs are PNCOs.
Furthermore, the designation of the
COPs were not confirmed by the
NAPOLCOM.
Strictly observe the required staffing pattern in the headquarters
pursuant to NAPOLCOM Resolution No. 2019-1031 and
NAPOLCOM Resolution No. 2022-0010 which provides that
COPs for Type C and B MPS must have a rank of Police Major.
Also, request for the confirmation of the designation of key
personnel pursuant to NAPOLCOM MC 2008-004 which provides
that all designations enumerated in this Circular made by the
Regional Directors of PROs and Directors, NSUs shall remain
interim in nature until after confirmed by the NAPOLCOM.
No PCO shall be designated to a certain position unless he or
she holds the minimum qualification standards for the rank
required for the position.
22. 22
POLICE STRENGTH
FINDINGS AND OBSERVATIONS RECOMMENDATIONS
We observed that there are police officers
who are detailed to other units of the PNP
which significantly reduced the
manpower of the stations. Also,
personnel allocation of San Isidro MPS is
only 20 which below the minimum
number of personnel in the station.
Furthermore, the police to population
ratio of some police stations is beyond
the required threshold under the law.
Limit the number of personnel in the
station who will be detailed to other units
of the PNP. Also provide additional
personnel to the stations depending on
the state of peace and order, population
density and actual demands of the
service in the particular area: Provided,
That the minimum police-to-population
ratio shall not be less than one (1)
policeman for every one thousand (1,000)
persons: Provided, further, that urban
areas shall have a higher minimum
police-to-population ratio as may be
prescribed by regulations. (RA 6975)
23. PROPERTY ACCOUNTABILITY
FINDINGS AND OBSERVATIONS RECOMMENDATIONS
Observance of the proper accounting, recording,
inventory of PNP assets and turn-over of properties
in the station in case of relief or reassignment of
PNP personnel.
All PNP assets must be recorded in the property
book and must be properly accounted and turned-
over in case of relief or reassignment. (PNP
Circular No. 2000-013)
Unit Property Accountability Clearance must also be
secured prior to the relief or re-assignment of
personnel. All personnel without the required UPAC
issued by the losing unit must not be given
accommodation in any gaining unit and in no case
shall a relief/reassignment order be issued without
the required clearance (NAPOLCOM MC 2007-006)
24. RECORDS AND FINANCIAL MANAGEMENT
FINDINGS AND OBSERVATIONS RECOMMENDATIONS
The police stations do not have the updated
records of their property such as the OR/CR of the
PNP vehicles and motorcycles as well as deed of
usufruct or memorandum of agreement for the use
of properties. Thus, we cannot determine if the
registration of PNP vehicles and motorcycles were
renewed on time.
The cashbooks were duly updated and Finance
PNCOs have the corresponding bonds and
trainings.
Secure from the higher headquarters the updated
copies of the registration of PNP vehicles and
motorcycles for record purposes. Ensure also that
the registration of all transportation equipment are
duly renewed.
Continue the strict observance in the liquidation of
MOOEs pursuant to COA rules.
25. TRANSPORTATION, COMMUNICATION AND OTHER
EQUIPMENT
FINDINGS AND OBSERVATIONS RECOMMENDATIONS
We observed that there are vehicles which are
unserviceable as of the time of inspection.
We also observed that not all personnel have
issued handheld radio. Furthermore, there is also
limitation in the range of communication equipment
due to lack of repeater in the area.
Observe proper and regular maintenance of mobile
vehicles and motorcycles to ensure that it is always
in good running condition.
All uniformed in the station must have a handheld
radio based on the approved Table of Expenses
and Allowances.
26. 26
Police Station
COMPLIANCE RATE
Functional
Distribution
HR1
Deployment
of Patrolman
HR2
Detail to
other
Govt.
Agency
HR3
Leave of
Absence
HR4
Conduc
t of
Drug
Test,
Medical
Exam
and
Neuro
Psychia
tric
Exam
HR5
Performanc
e
Evaluation
HR6
Permanent
Issuance of
Short
Firearms
LM1
Standardizat
ion of Police
Station
Building
LM2
Color
Scheme
(Bldg.,
Pathways,
fence,
signboard)
LM3
Ave Remarks
TAGBILARAN CITY
PS
50 0 N/A N/A 100 100 100 100 100 78.57
HIGH
COMPLIANCE
ALBURQUERQUE MPS 75 0 N/A N/A 100 100 95.83 100 50 74.40
HIGH
COMPLIANCE
ALICIA MPS 100 100 N/A N/A 100 100 100 100 75 96.42
HIGH
COMPLIANCE
ANDA MPS 75 0 0 N/A 100 100 100 100 100 71.88
HIGH
COMPLIANCE
ANTEQUERA MPS 25 0.00 N/A N/A 95.45 100 100 N/A 75 65.91
MODERATE
COMPLIANCE
BACLAYON MPS 50 0 N/A N/A 100 100 100 N/A 25 62.50
MODERATE
COMPLIANCE
27. 27
Police Station
COMPLIANCE RATE
Functional
Distribution
HR1
Deploymen
t of
Patrolman
HR2
Detail to
other
Govt.
Agency
HR3
Leave of
Absence
HR4
Conduct
of Drug
Test,
Medical
Exam and
Neuro
Psychiatri
c Exam
HR5
Performanc
e Evaluation
HR6
Permanent
Issuance of
Short
Firearms
LM1
Standardizati
on of Police
Station
Building
LM2
Color
Scheme
(Bldg.,
Pathways,
fence,
signboard)
LM3
Ave Remarks
BALILIHAN MPS 50 33.33 N/A N/A 100 100 100 100 100 100
HIGH
COMPLIANCE
BATUAN MPS 100 0.00 N/A N/A 100 100 100 100 100 85.71
HIGH
COMPLIANCE
BIEN UNIDO MPS 100 0.00 N/A N/A 85.29 100 100 100 100 83.61
HIGH
COMPLIANCE
BILAR MPS 50 0.00 N/A N/A 100 100 100 N/A 75 70.83
MODERATE
COMPLIANCE
BUENAVISTA MPS 100 0.00 N/A N/A 100 100 100 100 75 82.14
HIGH
COMPLIANCE
CALAPE MPS 50 N/A N/A N/A 80.77 100 100 100 75 84.29
HIGH
COMPLIANCE
28. 28
Police Station
COMPLIANCE RATE
Functional
Distribution
HR1
Deployme
nt of
Patrolman
HR2
Detail to
other Govt.
Agency
HR3
Leave of
Absence
HR4
Conduct of
Drug Test,
Medical
Exam and
Neuro
Psychiatric
Exam
HR5
Performan
ce
Evaluation
HR6
Permanen
t Issuance
of Short
Firearms
LM1
Standardi
zation of
Police
Station
Building
LM2
Color
Scheme
(Bldg.,
Pathways,
fence,
signboard)
LM3
Ave Remarks
CANDIJAY MPS 100 40 N/A N/A 100 100 100 100 50 84.28
MODERATE
COMPLIANCE
CARMEN MPS 75 38.46 N/A N/A 100 100 100 100 75 84.06
HIGH
COMPLIANCE
CATIGBIAN MPS 50 16.67 N/A N/A 100 100 100 100 75 77.38
HIGH
COMPLIANCE
CLARIN MPS 100 0.00 N/A N/A 69.23 100 100 N/A 75 74.04
HIGH
COMPLIANCE
CORELLA MPS 50 0.00 N/A N/A 100 100 100 100 100 78.57
HIGH
COMPLIANCE
CORTES MPS 75 20 N/A N/A 100 100 100 100 75 81.43
MODERATE
COMPLIANCE
29. 29
Police Station
COMPLIANCE RATE
Functional
Distribution
HR1
Deployme
nt of
Patrolman
HR2
Detail to
other Govt.
Agency
HR3
Leave of
Absence
HR4
Conduct
of Drug
Test,
Medical
Exam and
Neuro
Psychiatri
c Exam
HR5
Performanc
e
Evaluation
HR6
Permanent
Issuance of
Short
Firearms
LM1
Standardi
zation of
Police
Station
Building
LM2
Color
Scheme
(Bldg.,
Pathways
, fence,
signboar
d)
LM3
Ave Remarks
DAGOHOY MPS 100 20 N/A N/A 87.50 100 100 100 75 83.21
HIGH
COMPLIANCE
DANAO MPS 75 0.00 N/A N/A 84.62 100 100 100 50 72.80
HIGH
COMPLIANCE
DAUIS MPS 75 30 N/A N/A 100 100 100 100 75 86.42
HIGH
COMPLIANCE
DIMIAO MPS 25 0.00 N/A N/A 100 100 100 100 100 75
HIGH
COMPLIANCE
DUERO MPS 75 0.00 N/A N./A 100 100 100 100 100 82.14
MODERATE
COMPLIANCE
GARCIA
HERNANDEZ MPS
50 0.00 N/A N/A 100 100 100 100 50 71.43
HIGH
COMPLIANCE
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Police Station
COMPLIANCE RATE
Functional
Distributio
n
HR1
Deployment
of
Patrolman
HR2
Detail to
other
Govt.
Agency
HR3
Leave of
Absence
HR4
Conduct
of Drug
Test,
Medical
Exam and
Neuro
Psychiatri
c Exam
HR5
Performan
ce
Evaluation
HR6
Permane
nt
Issuance
of Short
Firearms
LM1
Standardiz
ation of
Police
Station
Building
LM2
Color
Scheme
(Bldg.,
Pathways,
fence,
signboard)
LM3
Ave Remarks
GETAFE MPS 75 0.00 N/A N/A 96.15 100 100 N/A 50 70.19
HIGH
COMPLIANCE
GUINDULMAN
MPS
50 21.43 N/A N/A 53.85 100 100 100 75 71.47
HIGH
COMPLIANCE
INABANGA MPS 100 0.00 0.00 N/A 91.18 100 100 100 50 67.65
MODERATE
COMPLIANCE
JAGNA MPS 25 28.57 N/A N/A 100 100 100 100 50 71.94
HIGH
COMPLIANCE
LILA MPS 75 0.00 N/A N/A 100 100 100 100 50 75
HIGH
COMPLIANCE
LOAY MPS 50 0.00 N/A N/A 100 100 100 100 50 71.43
HIGH
COMPLIANCE
31. You don’t need to keep this slide in your presentation. It’s only here to serve you as a design
guide if you need to create new slides or download the fonts to edit the presentation in
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Presentation
design
This presentation uses the following typographies:
▫ Titles: Zilla Slab Light
▫ Body copy: Zilla Slab Light
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Police Station
COMPLIANCE RATE
Functional
Distributio
n
HR1
Deployme
nt of
Patrolman
HR2
Detail to
other
Govt.
Agency
HR3
Leave of
Absence
HR4
Conduct
of Drug
Test,
Medical
Exam and
Neuro
Psychiatri
c Exam
HR5
Performa
nce
Evaluatio
n
HR6
Permane
nt
Issuance
of Short
Firearms
LM1
Standardi
zation of
Police
Station
Building
LM2
Color
Scheme
(Bldg.,
Pathways
, fence,
signboard
)
LM3
Ave Remarks
LOBOC MPS 100 N/A N/A N/A 100 100 100 100 75 95.83
MODERATE
COMPLIANCE
LOON MPS 75 25 N/A 100 84.85 100 100 100 75 82.48
MODERATE
COMPLIANCE
MABINI MPS 75 25 N/A N/A 100 100 100 100 100 85.71
MODERATE
COMPLIANCE
MARIBOJOC
MPS
50 16.67 N/A N/A 88.46 100 100 N/A 50 67.52
MODERATE
COMPLIANCE
PANGLAO MPS 100 0.00 0.00 N/A 100 100 100 100 75 71.87
HIGH
COMPLIANCE
PILAR MPS 100 0.00 N/A N/A 100 100 100 100 100 85.71
HIGH
COMPLIANCE
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Police Station
COMPLIANCE RATE
Functional
Distribution
HR1
Deployme
nt of
Patrolman
HR2
Detail to
other Govt.
Agency
HR3
Leave of
Absence
HR4
Conduct
of Drug
Test,
Medical
Exam and
Neuro
Psychiatri
c Exam
HR5
Performan
ce
Evaluation
HR6
Permane
nt
Issuance
of Short
Firearms
LM1
Standardi
zation of
Police
Station
Building
LM2
Color
Scheme
(Bldg.,
Pathways,
fence,
signboard)
LM3
Ave Remarks
PRES. CP
GARCIA MPS
100 66.67 N/A N/A 26.67 100 100 N/A 75 78.06
HIGH
COMPLIANCE
SAN ISIDRO MPS 50 100 N/A N/A 90 100 100 N/A 25 77.50
HIGH
COMPLIANCE
SAN MIGUEL 100 33.33 N/A N/A 81.48 100 100 100 100 87.83
HIGH
COMPLIANCE
SEVILLA MPS 75 100 N/A N/A 100 100 100 N/A 50 87.50
HIGH
COMPLIANCE
SIERRA
BULLONES MPS
100 33.33 N/A N/A 100 100 100 100 100 90.47
HIGH
COMPLIANCE
SIKATUNA MPS 50 0.00 N/A N/A 85.71 100 100 100 75 72.96
HIGH
COMPLIANCE
33. You don’t need to keep this slide in your presentation. It’s only here to serve you as a design
guide if you need to create new slides or download the fonts to edit the presentation in
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Presentation
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Police Station
COMPLIANCE RATE
Functional
Distribution
HR1
Deployment
of
Patrolman
HR2
Detail to
other
Govt.
Agency
HR3
Leave of
Absence
HR4
Conduct of
Drug Test,
Medical
Exam and
Neuro
Psychiatric
Exam
HR5
Performa
nce
Evaluatio
n
HR6
Permanen
t Issuance
of Short
Firearms
LM1
Standardi
zation of
Police
Station
Building
LM2
Color
Scheme
(Bldg.,
Pathways,
fence,
signboard
)
LM3
Ave Remarks
TALIBON MPS 100 20 N/A N/A 66.67 100 100 100 75 80.24
HIGH
COMPLIANCE
TRINIDAD MPS 100 0.00 N/A N/A 59.38 100 100 100 100 79.91
HIGH
COMPLIANCE
TUBIGON MPS 50 50 N/A N/A 100 100 100 100 75 82.14
HIGH
COMPLIANCE
UBAY MPS 75 7.14 N/A N/A 38.33 100 100 100 75 70.78
HIGH
COMPLIANCE
VALENCIA MPS 50 0.00 N/A 100 100 100 100 100 50 75
HIGH
COMPLIANCE
SAGBAYAN MPS 50 100 N/A N/A 100 100 100 100 75 89.29
HIGH
COMPLIANCE
37. Roadmap
37
1 3 5
6
4
2
Blue is the colour of the
clear sky and the deep
sea
Red is the colour of
danger and courage
Black is the color of
ebony and of outer
space
Yellow is the color of
gold, butter and ripe
lemons
White is the color of milk
and fresh snow
Blue is the colour of the
clear sky and the deep
sea
39. SWOT Analysis
39
STRENGTHS
Blue is the colour of the clear
sky and the deep sea
WEAKNESSES
Yellow is the color of gold,
butter and ripe lemons
Black is the color of ebony and
of outer space
OPPORTUNITIES
White is the color of milk and
fresh snow
THREATS
40. Business Model Canvas
40
Key Activities
Insert your content
Key Resources
Insert your content
Value Propositions
Insert your content
Customer Relationships
Insert your content
Channels
Insert your content
Customer Segments
Insert your content
Key Partners
Insert your content
Cost Structure
Insert your content
Revenue Streams
Insert your content
42. Team Presentation
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Imani Jackson
JOB TITLE
Blue is the colour of the clear
sky and the deep sea
Marcos Galán
JOB TITLE
Blue is the colour of the clear
sky and the deep sea
Ixchel Valdía
JOB TITLE
Blue is the colour of the clear
sky and the deep sea
Nils Årud
JOB TITLE
Blue is the colour of the clear
sky and the deep sea
44. SlidesCarnival icons are editable shapes.
This means that you can:
● Resize them without losing quality.
● Change line color, width and style.
Isn’t that nice? :)
Examples:
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46. You can also use any emoji as an icon!
And of course it resizes without losing quality.
How? Follow Google instructions
https://twitter.com/googledocs/status/730087240156643328
✋👆👉👍👤👦👧👨👩👪💃🏃💑❤😂
😉😋😒😭👶😸🐟🍒🍔💣📌📖🔨🎃🎈
🎨🏈🏰🌏🔌🔑 and many more...
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