Internship Narrative Report

PAP – PRACTICUM IN A GOVERNMENT
ORGANIZATION
INTERNSHIP NARRATIVE REPORT
TABLE OF CONTENTS
I. Profile of the Intern
II. Background of the Internship Agency
A. History
B. Vision and Mission
C. Organizational Chart
D. Services Provided/Citizen’s Charter
III. Pre-Internship Documents
A. Application for the On-the-Job Training
B. Endorsement Letter
C. Training Agreement
D. Parental Permit
E. Certificate of Completion on Pre-Student Internship Orientation
IV. Internship Activities
A. Monthly Highlights (August-December)
B. Daily Time Record
C. Photo Documentation
V. Post- Internship Documents
A. Evaluation Sheet
B. Certificate of Completion
VI. Appendices
PREPARED BY: SUBMITTED TO:
JUNIPER R. DIZON PATRICIA ANN D. ESTRADA, MPA

Intern Internship Coordinator
ORGANIZATION
PROFILE OF THE INTERN

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JUNIPER R. DIZON
PERSONAL DETAILS
Date of birth: April 1, 1985
Address: 64 Sitio Pagasa, San Rafael, Tarlac City
Nationality: Filipino
Gender: Male
Marital status: Single
Contact No.: 09097932856
EDUCATION
TERTIARY: BACHELOR IN PUBLIC ADMINISTRATION
TARLAC STATE UNIVERSITY 2015 – PRESENT
SECONDARY: ALTERNATIVE LEARNING SYSTEM
TARLAC CITY 2014
PRIMARY: OUR LADY OF MONSERRAT STUDIUM

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BACKGROUND OF THE
INTERNSHIP AGENCY
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A. History of the CDRRMO
The passage of Republic Act No. 10121 also known as the Philippine Disaster Risk
Reduction and Management Act of 2010 (PDRRM Act of 2010) in 2010, declared it to be the
policy of the state to adopt a “comprehensive, integrated, and proactive” approach to disaster risk
reduction and management, that aims to minimize the socioeconomic and environmental impacts
of disasters with the active involvement and participation of all sectors at all levels, and
particularly the local community. Thus it provides for the institutionalization of the “policies,
structures, coordination mechanisms and programs with continuing budget appropriation”
focused on disaster risk reduction that would extend down from the national to the local levels
with the goal of developing a nation and communities which is disaster-resilient (RA10121,
Philippines, 2010).
Tarlac City situated in the Province of Tarlac is made up of 76 barangays, with a
population of 342,493 as of 2015, according to the Philippine Statistical Authority (PSA); it is
vulnerable to the dangers of typhoons, flooding, earthquake and lahar flows. In response to the
call of RA 10121 of 2010, the city government of Tarlac passed City Ordinance No. 010-12
series of 2012 entitled “An Ordinance Institutionalizing the Disaster Risk Reduction and
Management System in the City of Tarlac and Providing Funds for the Implementation Thereof”.
Through this ordinance, the Tarlac City Disaster Risk Reduction and Management Council
(TCDRRMC) was established, made up of the City Mayor as its Chairperson, the City Vice-
Mayor as the Vice Chairperson, and 28 council members.
Through Section 7 of the same city ordinance, the Tarlac City Disaster Risk Reduction
and Management Office (TCDRRMO) was established under the Office of the City Mayor. It is
divided into three sections in order to provide support services namely those for: (1)
Administration and Training; (2) Research and Planning; and (3) Operations and Warning. The
structural organization of the CDRRMO is further prescribed in Section 8 of the city ordinance.
In 2015, the City Government of Tarlac was awarded a Certificate of Recognition from
the Department of Interior and Local Government for passing the Local Governance Assessment
Area of Disaster Preparedness. However, it fell short of achieving the National Gawad Kalasag
Award for Disaster Preparedness due to the lack of a plantilla position for the head of the
CDRRMO (Mohammed, 2018).
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Currently, the CDRRMO is headed by Mr. Hensel T. Quilling as Deputy Director directly
under the City mayor. It is further composed of 15 employees, 9 of whom are permanent and the
rest are apprentices. There is one Training and Administrative Associate, one DRRM Policies
and Planning Associate, and one Hazards Resiliency Warning and Public Relations Officer who
fulfil regular hours like any other government agency. The rest of the personnel compose the
Emergency Response Specialist Teams (ERSTs). These are divided into three, each fulfilling a
24 hour shift, and taking off for the next two days. A team is made up of a team leader, a
dispatcher responsible for coordinating communication, and medical response specialists who
are required to be graduates of a Medical Emergency Services course.
Recently, the CDRRMO has been the recipient of yet another award from the city
government in recognition of its valuable services during the onslaught of Typhoon Ompong.
However, these teams do not come into action only in times of major calamities. Technically,
due to the comprehensiveness of the scope of disaster management, the CDRRMO is expected to
respond to almost anything from tree trimming to major rescue operations; and within Tarlac
City, they are the first line of response along with the PNP. This means that all ERST personnel
are always “on call” even during their day offs - whatever the season or holiday - with no
expectation of overtime pay. Thus, a strong purpose and dedication to duty is required for those
who would want to offer their lives in order to rescue their countrymen. Additionally, for those
in the ERST, a strong stamina and robust health is necessary in order to cope up with the
constant stress that heart-stopping action of a rescuer’s life brings.
B. Vision and Mission

It is the mission of the CDRRMC to ensure safety, welfare and protection of the
Tarlaquenos’ life during disasters or emergencies and to reduce the economic and material
impact of disasters which may affect the realization of having a better quality of life and a safe
living environment.
The aim of the Tarlac City Disaster Risk Reduction and Management Plan is to establish
a better system in implementing and improving the existing practices of the LGU on disaster risk
reduction and management through strong linkage among LGU’s departments, civil society
organizations, private sector and community disaster volunteers (CDVs).
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C. ORGANIZATIONAL CHART
D. Services Provided/Citizen’s Charter

1. Protect the lives and properties of the Tarlaquenos during the occurrence of
disaster and emergencies;
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2. Establish clear lines of communication from the LGU and strong linkage of
support among civil society organization, private sectors and community disaster
volunteers (CDVs);
3. Coordinate decision making and effective use of available manpower and
resources in the event of an emergency and/or a disaster;
4. Develop accurate and applicable contingencies in calamity response;
5. Provide emergency services and public assistance;
6. Ensure prompt assistance and implementation of rehabilitation and recovery
programs, projects and activities.
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PRE-INTERNSHIP DOCUMENTS
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A. Application for the On-the-Job Training

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B. Endorsement Letter
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C. Training Agreement
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D. Parental Permit
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E. Certificate of Completion on Pre-Student Internship Orientation

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INTERNSHIP ACTIVITIES
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Highlights of the On-Job-Training at Tarlac City Disaster Risk Reduction
Management Office for the month of August, 2018
On the morning of August 25, 2018, at around ten minutes before 8:00, I walked
into the office of the Tarlac City Disaster Risk Reduction and Management located at
Gate 3, San Sebastian, Tarlac City. I was met by two of its employees who were taking
their breakfast in the porch. “Yes, how can we help you?” they asked in Filipino. I
answered that I was their new intern ready to begin my training with them.
Obviously, they were not aware that they would be having an intern. When they
inquired further, I told them that the City Human Resource Management Officer had
informed me the previous day that I could report the following day to begin my training.
From this they assumed that I had been assigned by the HRMO to their department.
I had actually gone to their office around a couple of weeks earlier in order to
submit my application for internship. The team on duty had told me that I should go
instead to the City HR Office and submit my application, after which it would then assign
me to the CDRRMO. I took their word literally, and so considered myself to be
“assigned”. On further inquiry however, when they learned that I had actually
volunteered to the post, they were surprised, as I would be the first student ever to
undergo On-Job-Training in their Department. In the meantime, they called up their
Head, Mr.Hensel T. Quilling, and informed him of my arrival. He too was not informed,
and over the phone I explained that I had been assured by the HR the previous day that
they would duly inform him of my assignment to them. He then asked me to wait for him
to come over.
While waiting for my interview with him, I was also interviewed by the team on
duty although informally. Here I disclosed that some recent news of a motor accident
resulting in two fatalities and injury to some of its employees had actually a dampening
effect on some prospective applicants for on-job-training. They explained that the
casualties involved were not connected with their office, but to the PDRRMC. Sadly, one
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of the fatalities was a young promising employee, who actually belonged to the
administrative division, and therefore should not have been involved in field missions.
Mr. Hensel T. Quilling arrived about an hour later and after a few informal
greetings, began my interview. Besides his stature and build, I found his personality to be
very congenial. He seemed to be the type of boss who was not concerned with
formalities, but preferred a personal relationship with his staff. He inquired into the
nature of my application; obviously, he too had not been informed. Thus when he
requested to see my documents, I informed him that I had submitted it at the City HRMO.
He then tried to call the HR officer, but she must have been taking an extra hour of sleep.
After inquiring into my course and learning that I had no experience at all in the field of
medical emergency, he simply asked if I was okay in the presence of blood. I answered
that I was fine. On learning my schedule, he simply noted that I would see very little
action, since most of it occurred around 10 pm to the wee hours of the morning, which
fell outside my time frame. For the meantime, he said, I could observe and try to research
on the legal mandate of the CDRRMO and acquaint myself with my environment.
In the few weeks of my training with the CDRRMO, I have tagged along on
several rescue missions. I believe that so far they are all minor in comparison, but the
experience is sombre, tense and thrilling all at once. For one thing, I don’t think I will get
used to the heart-skipping experience of riding an over-speeding ambulance while
making counter-flows and shooting in between incoming motor vehicles, without the
safety of your seatbelts. OMG! I’m not ready to die yet!
For any emergency, anyone should call the CDRRMO hotlines as follows:
Landline: 045-470-8647
Globe: 0995-231-2411
Smart: 0921-930-0047
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Management Office for the month of September, 2018
During the month of September, I underwent a variety of experiences in my On-

the-job-training at the City Disaster Risk Reduction and Management Office. I learned
that they do a lot of other functions aside from simply rescuing.
My first experience on a mission was to tow a car that had driven off the road in
the wee hours of the morning. Obviously, the driver had drunk a little bit more than
allowed for operating vehicles, and probably made the right decision – or mistake – to
drive off the road so as to prevent accident to others.
Another type of operation is tree trimming, usually to prevent damage to lines or
highway areas. Once also, a radio station requested the City Environment and Natural
Resources Office to trim some trees that were disturbing its signals. The CENRO in turn
requested the City Rescue for the aid of its man-lift. I joined around three of this
operations.
Another kind of mission is to provide stand-by medics for sport events. Several
times the teams were deployed for fun runs, shooting target practice, swimming and
basketball competitions.
The central role however of the CDRRMO is to conduct rescue operations. It
should not be supposed however, that rescue missions are things that happen only once in
a while or during major calamities. While natural disasters like typhoons and earthquakes
are at the heart of the CDRRMO’s mandate, a rescuer’s time is usually taken up
responding to accidents, of which vehicular accidents comprise the majority.
In Tarlac City alone, an average of 4-5 accidents happen every day involving up
to 98% of the time riders on single motorbikes. Though in most cases, the injuries
sustained are moderate – ranging from abrasions to dislocations and fractures, there are a
few instances where injuries sustained were severe and even cost a life.
To the rescuers, time is most critical. They must always suppose the worst and be
prepared to act accordingly. While the rescuers cannot make the final judgement as to the
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real state of the patient, their role in making an initial assessment is very important. As
the frontliners in any accident, they are usually trained to give first aid and increase the
patient’s chances of survival until the patient arrives at the hospital.
Every team is made up of a dispatcher and two emergency medical specialists, of
which at least one must be a driver with a national certificate level two (NCII). The
second one may be an apprentice. The dispatcher’s role is very important as it is he/she
who handles the communications and coordinates actions between the callers and the
rescuers. Also, the initial decisions the rescuers will make greatly depend on the
information passed to them by their dispatcher.
It is a matter of protocol that for the rescue team to mobilize, there must first be
an official call or request for assistance. This could be any call for help on the emergency
hotlines provided. Information that is done through simple sharing on social media sites
are insufficient. This is to ensure that the information is reliable, as the caller can answer
a set of questions made by the dispatcher. Further, this is also to minimize duplication, so
that rescue teams are available to respond to other emergencies.
One of the first trainings I received was to answer emergency calls and to act as
the dispatcher. It took me some time even to understand the “language”. Official
communications are rendered through a code, which obviously is a basic course
requirement for any taking up BS in Criminology. The code is easily understood for those
applying to the police, firefighters and related jobs. But to a student of public
administration with zero experience and knowledge in such communication, it can be
very confusing.
Fortunately, my supervisors were very considerate, although often amused by my
renderings of the code. They even told me that I could simply use names, or say things in
simple language so as to ensure clarity of communication. I did my best to use my mental
powers to memorize the codes, but I learned that the best teacher was learning through
constant exposure. Gradually, I absorbed the coded communication into my own system.
Besides receiving and coordinating communications, the dispatcher also takes
careful notes of each call whether from callers or from rescue teams on mission. When a
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rescue team takes off, it formally announces it on its low frequency radio, which all
rescuers are equipped with. During the operation, every two to five minutes, the
dispatcher will call to the team to acquire updates on its status. When the rescue teams
have accomplished their mission or completed particular tasks, or even do breaks such as
eating or refuelling, they will update the dispatcher. Upon return to the base, they will
once again formally communicate it on radio. This way, all movements of the rescue
teams are carefully tracked and recorded.
Like in the communications, I fumbled with taking down notes at the beginning as
even these are done using the code. Many times, it was even hard to understand what the
rescuers were calling in. It was a bit easier to take in calls for assistance, since protocol
was more common. However, I must admit that my lack of experience in using
smartphones and touchscreens did cause a bit of trouble. By the way, phone etiquette is
quite different here, as things have to be done quickly.
For the CDRRMO staff as well as myself, the month of September was an
unusually active month. Three major incidents called for the deployment of all staff
whether they were on duty or on leave. The first was Typhoon Ompong, which brought
considerable flooding to Tarlac City. Many barangays in the flood prone areas had to be
evacuated during the storm. Sandbagging operations were also carried out in various
points along the Tarlac River dike, particularly those that were destroyed by the flood. In
the aftermath, relief goods had to be distributed to the affected areas.
The second incident involved the tragic drowning of a five year old boy in a
sewage pipe near the Ice Plant in San Nicolas. The mother and her child had gone to the
PLDT and were returning when the child who loved playing in the flood water, fell into a
manhole and disappeared. The CDRRMO in coordination with the PDRRMO, PNP,
DPWH Engineering Office, PEO and 3rd Mechanized Infantry Battalion had to drain the
pipes out of all its filth, dig and sandbag the area in search of the victim. However, the
body was found only after almost 20 hours near the PLDT office.
The third incident involved the drowning of two lads around 13-14 years old in
the Tarlac River near the Aguso-Sinait passing. The lads with three other companions had
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attempted to cross the river in order to fish on the other side. However, the current swept
away the two victims. It took some time for their companions to report the incident to the
proper authorities, who in turned asked the help of the City Rescue.
A search-and-rescue operations was initiated immediately. That evening one of
the victims’ bodies was found but was declared dead on arrival at the hospital. The
second victim however was still missing.
The search-and-rescue operations now became search-and-retrieval as another day
passed in fruitless effort. Finally, on the third day, the victim’s body was found floating
in the vicinity of Brgy. Sembrano in the Municipality of Gerona.
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Management Office for the month of October, 2018
In comparison with the previous month, October has been a quiet month. The
main activity these month was the transfer of the CDRRMO to its temporary office, while
renovations are made on what will become its official headquarters.
The CDRRMO is currently located in Brgy. San Sebastian. Its office however was
set up in what was formerly the barangay hall, which was refurbished to temporarily
accommodate the City Rescue. Due to this arrangement, the office hardly looks proper
for a Rescue Office, unlike the PDRRMO which is made up of one compound and
designed for fulfilling its mission.
The City Government has finally committed to provide the CDRRMO with its
own proper office, and although the project has been constantly stalled for months, the
final signal has been given. A problem now however was finding a temporary office,
which would be used for the next four months – the period of time contracted for the new
building.
The current location of the City Rescue Office is a strategic one, because it is
located in the heart of the city and thus provides good coverage in responding to
emergency calls. However, finding a temporary location was not an easy one. The
original plan was to find a house for rent and set it up to accommodate to rescue
operations. The problem was that the budget limit was only 5k per month, or 7k at the
most for rent. When prospective property leasers however learned that the office was
attached to the city government, they at once increased the rates to as much as five times
over.
The only possible office to fit the requirements was in Baras-baras which however
could be very inconvenient being quite far away from the city’s center. Fortunately, at the
last moment, a local politician offered one of his former business offices which had been
out of usage for some time. And so the CDRRMO began the process of packing and
moving in to its temporary office.
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The office of the City Rescue has to be set up in such a way as to cater to its
specific needs. The staff are on duty for a twenty-four hour shift, which means that
sleeping quarters should be provided, so that the employees can doze off in between
operations, while at the same time are prepared to jump out of bed when the call comes
in. This is especially necessary as most of the action is seen at night. Thus for at least a
couple of weeks, work was on setting up the office, installing utilities and building
extensions to accommodate a kitchen.
The rest of the time was quite similar: waiting for calls and responding to
emergencies involving vehicular and motorbike accidents. During the first week, I joined
the team on tree trimming operations in response to a request from a local radio station to
clear some trees that were jamming its signals. The operation was carried out in
cooperation with the City Environment and Natural Resources Office.
The next day, a Sunday, at around 3PM, the medical rescue team responded to an
accident in front of Dampa, San Rafael, involving a motorbike and a SUV.
Unfortunately, the victim showed no signs of life by the time the team arrived.
Nevertheless, it was still the duty of the rescuers to bring the patient to the hospital, and
leave it to the proper authority to give the official verdict. In an attempt to identify the
victim and search for contacts in order to inform the patient’s family, the belongings were
examined in front of witnesses. The victim was from Bulacan and was obviously on the
way home when he met his tragic end.
Another day, I joined the team in responding to a request for medical assistance to
students undergoing the ROTC training in Lucinda campus. Two female students were in
need of treatment, one for asthma and the other for skin allergy; however, one adamantly
refused to be brought to the hospital due to financial reasons. As a result, nothing could
be done except to obtain her signature on the waiver of refusal to be brought to the
hospital.
The next day, the rescue team was sent in response to an accident at the Suizo
intersection around 3PM. The accident involved again a motorbike and a SUV.
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Fortunately however, besides a gash in the head and a state of disorientation, the patient
was otherwise in good condition.
Another time we responded to a call for rescue to an accident in San Jose. The
patient was a lady in her thirties whose motorbike slammed into a dump truck.
Fortunately, the injuries she sustained were still considered minor. However, we had
hardly returned to base when another call came in, this time to respond to an accident at
the San Nicolas intersection near Metro Town Mall. The accident also involved a
motorbike and a delivery truck, but this time the injuries were severe. Also the two
patients were a man and his small son. By the time we reached the scene however, the
patients had been rushed to the hospital, leaving an abundance of the blood on the
pavement as a witness to the accident.
This situation however, shows the gap that needs to be addressed by the local
government, namely, solving the lack of trained rescuers needed to meet simultaneous
calls for medical emergencies. This was further stressed when on one day, the Provincial
rescue requested the City Rescue to take over and extend its coverage of rescue
operations because of a lack of ambulance. The calls that came in came from the borders
of Tarlac City that day meant that the distance to travel required more minutes-over 15
minutes on average, which is way below ideal response time. In each case, the patients
had already been brought away by the time the rescuers arrived, which meant that they
were deprived of necessary emergency medical assistance.
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Management Office for the month of November, 2018
The month of November began with All Saints Day, where it is customary for
Filipinos to visit their loved ones in the cemeteries. For the City Disaster Risk Reduction
and Management Office or simply City Rescue, the mass movement of people is a major
cause for concern. Together with the police and volunteer groups and organizations, all
employees were called on to monitor the situation and to answer immediately to any call
for medical rescue or assistance.
While the rescue teams monitored the cemeteries, information was relayed back
to the base where the admin staff worked on the preparation of reports. Three teams of
two were deployed each with an assigned area of coverage. My team, consisting of one
medical specialist and myself was assigned to the North-East section of Tarlac city. We
patrolled for 2 hours, covering 6 cemeteries, before returning to base.
My job was to categorize the population and the traffic in terms of congestion or
overcrowding, and light or heavy traffic. This was then consolidated on our return for
reportorial purposes.
There were no accidents during the day, however, as night came on, calls began
coming in. Our first response was to give first aid to an elderly man who apparently was
the victim of some beating. He also was not in a stable mental condition, and so he had to
be brought to the hospital. However, two other patients who were victims of a vehicle
accident were also brought along. While we were still about 5 minutes from the hospital,
another call came in concerning a more serious accident in the same area of San Manuel
we had just left. As a consequence, one of the medical rescuers had to be left behind to
assist the patients at the hospital.
We then rushed to the scene of accident in San Manuel. Halfway however, a call
directed the team to cancel the operation and instead respond to another accident at the
Suizo intersection in San Rafael. On arrival at the scene, instructions were received for
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me to return to base, while the others treated and brought the patient to the hospital. Thus
ended a busy day.
In the following weeks, there were more vehicular accidents to respond to, almost
all involving a motorbike. The injuries sustained ranged from severe lacerations to
fracture and dislocation of limbs. Fortunately, not one of the victims of these accidents
lost their lives.
One of the major highlights of the month was the turning over to the City Rescue
by the city government of a new ambulance. The new vehicle was fully equipped and
furnished with the medical equipment necessary for giving first-aid and transporting
patients to the hospital. Despite this latest upgrade however, a tragedy occurred which
sheds some light on the current situation of Tarlac City and the need for implementing
some adjustments to rescue operations.
On the morning of November 24, the rescue team set out to provide the services
of its manlift to Brgy. Dalayap. Around 12 noon, an emergency call came in requesting
for assistance to a patient who had suffered a heart attack in one of the malls in the heart
of the city. Normally, the time it would take for the medical team to reach the specified
location would only be a couple of minutes. However, the team was deployed in an area
that was at least 10 minutes away. The dispatcher contacted the Provincial Disaster Risk
Reduction and Management Office which was also nearby for backup. However, all
teams were deployed and no personnel was available. With no other option, the City
Rescue team had to cover the distance, which given the traffic situation especially in the
Metro Mall Town area, extended the response time to over 15 minutes. By the time the
rescuers reached the patient, it was too late, and the patient was declared dead on arrival.
The incident was more alarming since the patient involved was from a prominent
political family in the city and was expected to run for public office in the upcoming
elections.
The incident revealed some gaps that need to be addressed in the local
government rescue operations. One of the most glaring is the lack of personnel employed
in the City Rescue. Although many volunteered to join in the past, very few stayed
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apparently because of the continual stress one is exposed to which calls for a rather
robust stamina. The local government could examine the possibility of raising incentives
or the salary of its employees in the city rescue. This is especially important when one
considers that these group of public servants have to serve even during major holidays
such as Christmas and New Year, and yet are deprived of the incentives that could be
theirs if they served in the same capacity in the private sector.
The first Saturday of December was a busy one for the City Rescue, because of
the planned arrival of President Duterte to grace the Awarding Night for best Belenismo
to be held at the Activity Center of Robinsons, San Miguel. The preparations in
coordination with the police were began in the early morning all the way to the evening.
The next job was to act as standby medics in case of emergencies. There were
several instances when such medical assistance was required. However, the patients
refused to be brought away to the hospital, eager as they were to see the President. It was
estimated that there were at least 1,500 people crowding the venue. Unfortunately
though, the President did not show up.
The next day, the rescue team was sent to Camp Macabulos to provide the
services of its manlift truck, in assistance of the Christmas preparations of the Tarlac
police.
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B. Daily Time Record

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C. Photo Documentation
Fig.1 Car-towing by City Rescue Teams
Fig.2 Rescue operations at night

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Fig.3 Clearing Operations during Typhoon ‘Ompong’
Fig.4 Meeting of all rescue teams during Typhoon ‘Ompong’

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Fig.5 Tree-trimming Operations with CENRO
Fig.6 City Rescue in action in San Rafael, Tarlac City

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Fig.7 Responding to an accident in Aguso, Tarlac
Fig.8 Rescuers give first-aid to victims of hit-and-run pickup truck

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POST-INTERNSHIP DOCUMENTS
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APPENDICES
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Internship Narrative Report

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PAP – PRACTICUM IN A GOVERNMENT

INTERNSHIP NARRATIVE REPORT

I. Profile of the Intern

II. Background of the Internship Agency

B. Vision and Mission

D. Services Provided/Citizen’s Charter

III. Pre-Internship Documents

A. Application for the On-the-Job Training

E. Certificate of Completion on Pre-Student Internship Orientation

IV. Internship Activities

A. Monthly Highlights (August-December)

B. Daily Time Record

V. Post- Internship Documents

PREPARED BY: SUBMITTED TO:

JUNIPER R. DIZON PATRICIA ANN D. ESTRADA, MPA

INTERNSHIP NARRATIVE REPORT

PROFILE OF THE INTERN

PREPARED BY: SUBMITTED TO:

JUNIPER R. DIZON PATRICIA ANN D. ESTRADA, MPA

INTERNSHIP NARRATIVE REPORT

PREPARED BY: SUBMITTED TO:

JUNIPER R. DIZON PATRICIA ANN D. ESTRADA, MPA

INTERNSHIP NARRATIVE REPORT

INTERNSHIP NARRATIVE REPORT

INTERNSHIP NARRATIVE REPORT

B. Vision and Mission

INTERNSHIP NARRATIVE REPORT

D. Services Provided/Citizen’s Charter

INTERNSHIP NARRATIVE REPORT

INTERNSHIP NARRATIVE REPORT

INTERNSHIP NARRATIVE REPORT

A. Application for the On-the-Job Training

INTERNSHIP NARRATIVE REPORT

INTERNSHIP NARRATIVE REPORT

INTERNSHIP NARRATIVE REPORT

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E. Certificate of Completion on Pre-Student Internship Orientation

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During the month of September, I underwent a variety of experiences in my On-

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B. Daily Time Record

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Fig.1 Car-towing by City Rescue Teams

Fig.2 Rescue operations at night

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