PNP-IAS ANTI CRIME TASK FORCE (MOA)

Internal Affairs Service
The Internal Affairs Service of the Philippine National Police was established by Republic Act No. 8551, otherwise known as "Philippine National Police Reform and Reorganization Act of 1998," to serve as the institutional watchdog for the Philippine National Police.

Brief History
On 25 February 1998, President Fidel V. Ramos signed into law Republic Act No. 8551, otherwise known as "The PNP Reform and Reorganization Act of 1998." Among its salient provisions, as embodied under sec.39 of Title V thereof, is the creation of the INTERNAL AFFAIRS SERVICE (IAS) of the Philippine National Police (PNP).

Upon assumption to office of President Joseph Ejercito Estrada in 1998, Atty. Alexis C. Canonizado, a former Commissioner of the National Police Commission (NAPOLCOM), was appointed as the first Inspector General on July 1, 1998.

On August 12, 1998, NAPOLCOM issued Resolution No. 98-179 designating Police Director General Santiago L. Alino, then the Acting Chief of the Philippine National Police, as the lead Commissioner who shall represent the Commission in overseeing and coordinating the immediate organization and operationalization of the PNP Internal Affairs Service during the transition period of ninety (90) days.

Shortly after the assignment of P/CSUPT Avelino Razon as the Deputy Director of the PNP Directorate for Plans on October 9, 1998, he immediately initiated the move to speedily activate the Internal Affairs Service to give essence to the provision of RA 8551 and the afore-cited NAPOLCOM Resolution. Series of conferences were then held and attended by representatives of all PNP Directorial Staff, PNP Legal Service, and the now defunct PNP Inspectorate and Internal Affairs Office and the PNP Internal Affairs Service. On December 18, 1998, NAPOLCOM issued Memorandum Circular No. 98-017 prescribing guidelines to facilitate the organization and operationalization of the Internal Affairs Service.

Finally, the members of the committee chaired by P/CSUPT Razon, came up with the recommendation which eventually led to issuance of PNP Letter of Instruction 11/99 (Gabay) dated February 16, 1999 which prescribed the smooth reassignment of PNP personnel, and the transfer of facilities, equipment, firearms, ammunitions, vehicles, supplies, records, and other resources of the now defunct Inspectorate and Internal Affairs Office, Regional Internal Affairs Office and the Provincial Internal Affairs Office to the newly-created PNP Internal Affairs Service and provision for their fund support.
Responsibility and Functions
The Internal Affairs Service (IAS) of the PNP has the power to:

1. pro-actively conduct inspections and audits on PNP personnel and units;
2. investigate complaints and gather evidence in support of an open investigation;
3. conduct summary hearings on PNP members facing administrative charges;
4. submit a periodic report on the assessment, analysis, and evaluation of the character and behavior of PNP personnel and units to the Chief PNP and the Commission;
5. file appropriate criminal cases against PNP members before the court as evidence warrants and assist in the prosecution of the case;
6. provide assistance to the Office of the Ombudsman in cases involving the personnel of the PNP.

The IAS shall also conduct, motu proprio, automatic investigation of the following cases:

1. incidents where a police personnel discharges a firearm;
2. incidents where death, serious physical injury, or any violation of human rights occurred in the conduct of a police operation;
3. incidents where evidence was compromised, tampered with, obliterated, or lost while in the custody of police personnel;
4. incidents where a suspect in the custody of the police was seriously injured; and
5. incidents where the established rules of engagement have been violated.

DAILY BLOG FORUMS TOOLS JOBS Q & A: Secretary of Transportation Ray LaHood on Marine Highways

DAILY BLOG FORUMS TOOLS JOBS Q & A: Secretary of Transportation Ray LaHood on Marine Highways

PNP-IAS ANTI CRIME TASK FORCE ADVISORY

TO ALL OFFICERS AND MEMBERS OF PNP-IAS ANTI CRIME TASK FORCE
WE WILL HAVE AN NATIONAL CONVENTION INDUCTION OF OFFICERS OATHTAKING.
ON APRIL 20 TUESDAY 2010 IN AMRANTO STADIUM QUEZON CITY AT 1400H- 1700H YOUR PRESENCE IS HIGHLY APPRECIATED

DATED UNDER SIGNED;
FEBRUARY 26, 2010

WINSTON O. ABAPO
FOUNDER/PRESIDENT PNP-IAS ANTI CRINE TASK FORCE

POLICARPIO ISAAC ABOGADO
POLICE CHIEF INSPECTOR
ADVISER
PNP INTERNAL AFFAIRS SERVICE (IAS)

RONALD DE LA CRUZ DOCALLOS
INTERNATIONAL OFFICER
PNP-IAS ANTI CRIME TASK FORCE

TAVTS

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The Test Article Vehicle Transfer System (TAVTS) will demonstrate the transfer of vehicles between a surrogate Maritime Pre-positioning Force (Future) (MPF(F)) Mobile Landing Platform (MLP) ship and a side port platform on a large medium-speed roll-on/roll-off (LMSR) ship.

Valentines Day

Time is too slow for those who wait, too swift for those who fear, too long for those who grieve, too short for those who rejoice, but for those who love, time is eternity.

Backacter 1100 dipper dredger is purpose-designed for its task

By: Rondo Docille

 

The Backacter 1100 is purpose-designed for the marine environment.

In the past dipper dredges have often been designed with machinery originally designed to work in a terrestrial environment. However, in designing Jan de Nul's Backacter 1100, Shipyard De Donge in The Netherlands designed and built a powerful machine perfectly suited to the marine environment.
An important feature of the design of the Backacter 1100 for the marine environment is the placement of the hydraulic pump engines in the vessel’s hull. In addition to keeping the engines away from salt water, the fuel tanks are also located in the barge’s 65m by 20m by 4m hull.
As a result it is not necessary to stop the machine while fueling tanks located on the machine, as is the case with terrestrial backhoes mounted on barges. Designing the dipper as an integral part of the barge allows the barge spuds to be operated from the digger’s cabin. Operator fatigue is reduced by a shock-absorbing elastic foundation, integrated in the dredgers’ deck.

Without needing to stop for refueling or to ease an aching back, the operator of this innovative dredger can be more productive. De Donge cautions that productivity predictions can be influenced by factors such as resistance of the bottom, barge availability and operator experience. At the same time they estimate that the type 1100 Donge Backacter working at 20m can dredge 810m3 per hour and at 17m depth this can increase to about 1,012m3/hr.
At the heart of this productivity is a pair of highly reliable IMO compliant V-16 1,900kW (2,547hp) at 1,800 rpm Cummins QSK60-(D)M diesels. The engines turn eight Rexroth double variable displacement axial piston pumps through water-cooled gears.
The dredge is classed by Bureau Veritas and is capable of working in seas up to 2.5m wave heights.

GulfNav releases analytical study about new ship-building fluctuation prices

By Rondo Docille

Jan 27, 2010

WAM Dubai, 27th Jan 2010 (WAM) : Gulf Navigation Holding PJSC (GulfNav), one of the leading ship owning and maritime service companies in the region, has recently published an analytical study about the shipping and maritime industry, focusing on the recent challenges that the field had faced because of the economic drop, while highlighting its strong ability to remain profitable due to its solid experience and deep knowledge of the market, which enabled it to continue its successful operations despite all the economic challenges that the world has witnessed in the past period of time.

The study has showed that the Shipyard Order Book rate has dropped radically in the past year. At the beginning of 2009, the Order Book rate was close to 40%, and in the same period of January this year, the rate has dropped down to reach approximately 24%. The situation has affected most of shipping and maritime companies, of which some have come under high pressure.

Abdullah Al Shuraim, Chairman of the Board of Directors, GulfNav, said: "The past year was definitely very difficult and stressful for most companies in the field of shipping and maritime. We saw lots of companies who moved backwards and tried to recover from the loss that the economic drop has caused. The rate drop of the Order Book clearly indicates the pressure that those companies are facing, and I'm pleased to state that GulfNav wasn't one of those companies".

The first cause for the Order Book rate drop was that a lot of ship owners have managed to cancel the orders they have placed in previous years, in one way or another. Ship yards have received monetary compensations last year from ship owners in order to stop the building of contracted ships, which was then removed from the Order Book and hence the percentage has dropped.

Another reason is that a lot of the contracts were converted into different types of ships, for example a lot of oil tankers were turned into dry cargo carriers instead, which again affect the Order Book records. It's worth mentioning that the request of cancelling a ship or turning it into a new item happens before the construction phase starts, in other words before the steel cutting begins.

The company also stated that if we look back at the market situation few years ago, we will notice that ship building prices have increased dramatically between the year 2004 and 2008. As an example, the price of building a new product tanker with a capacity of 47,000-51,000 DWT (Deadweight Tonnage) has increased (on an average) from $ 36.05 in 2004 Million to $ 51.67 Million in 2008. That was prior to the drop that the shipping industry faced in the end of 2008. Despite the high increase in price, a lot of ship owners were still, surprisingly, in the buying mood and many contracts were signed at that time for almost double prices.

The prices have started to go up in the beginning of 2005. Prices reached the top in August 2008 at a $ 53.5 Million for a building a new product tanker. Between September 2008 and June 2009, prices continued to drop from $ 52.5 Million to 42.5 Million. In the end of 2009, the price of the ship reached $ 35 Million or below, and one ship is recently recorded sold for as low as 32 Million Dollars.

Between 2006 and 2007, a lot of ships were contracted at that time despite the price increase. Contracts are usually restricted with payment terms, where 10% to 20% down-payments must be made when signing the deal, if not more. The ship construction process can take several years, and a lot of ship owners - especially before the steel cut phase as explained earlier- have managed to either cancel the order for a monetary compensation to ship yards, or convert the order, or delay the delivery.

Another important aspect of this is financing. In previous times, banks used to provide between 70% to 85% finance of the contract price of the ship, but the contract clause would typically state: 'The percentage of finance provided will be as per Fair Market Value at the time of delivery of the ship'.

For example, if a ship owner signed a deal in November 2007 for the same ship mentioned above, the shipbuilding contract price would be at $ 52.5 Million, and a bank would finance to up to 80%, i.e. up to $ 42 Million. Assuming that the vessel will be delivered in 2010, the same ship would be worth $ 32 Million, and as per the Fair Market Value clause, the bank will then finance a maximum of $ 25.6 Million, which will leave the company with a difference of approximately $ 26.9 Million to pay on its own in order to get the ship into operations. This will put many companies in jeopardy, especially if they have more than one vessel on order.

Per Wistoft, CEO of Gulf Navigation Holding, commented on this matter: "During the past few years we were quite sure that ship building prices would definitely decrease again. GulfNav was very cautious in terms of signing new deals at that time. As a matter of fact, the company made sure not to jeopardize its position and go into any risk of purchasing new ships with such high prices. We have over 30 years of experience in the market, and we have seen similar fluctuation scenarios".

GulfNav was on the right track for the past few years. With its strong decision not to make expensive acquisitions, the company managed to remain stable and continue its position as one of the leading shipping and maritime firms in the world. With its 11 specialized subsidiaries and 15 owned tankers including new buildings and charters, GulfNav continues to satisfy its worldwide crude oil and petrochemicals clients.

WAM/TF