The study entitled “ Level of Implementation of P.A.T.R.O.L. PLAN 2030 by the Koronadal City Police Station: Basis for an Action Plan was conducted to 1.) Assess its implementation by the KCPS, as reflected by its Tactical Dashboard 2016 in terms of crime prevention, crime solution and in improving public safety, 2.) Study the Police Officers assessment of the plan in its perspectives of resource management, learning and growth, process of excellence and community relations 3.) Assess the gaps and challenges facing the Koronadal City Police Station in implementing the P.A.T.R.O.L. PLAN 2030 and, 4.) Propose an action plan based on the study.
Using a mix of quantitative (survey and Dashboard 2016) and qualitative (Focus Group Discussion and interview) approaches to reasearch, it had the participation of (70) personnel who accomplished an earlier validated survey investment, seven (7) representative from different sectoral groups who participated in the Focused Group Discussion, and, an examination of the KCPS’s Tactical Dashboard 2016 for documentary analysis.
The findings are as follows: data from the Tactical Dashboard 2016 did not come in tabulation or statristical form. They identified specific activities, part of what is called secondary drivers, and specifically identifying targets and accomplishments. The difference between targets and accomplishments measured rth eimplementation level of P.A.T.R.O.L. PLAN 2030. Except 2 or 3 activities out of more than 30 such activities, all others were accomplished fully or way beyond the targets, implying that implementation was very high.
The Focused Group Discussion surfaced “average” and “80%” ratings from 2 participants for the PNP’s performance. With all the other positive comments however albeit non-statistical the only inference is that the PNP’s performance was indeed very high.
As reflected by KCPS’s Dashboard 2016, implementation level of the P.A.T.R.O.L. PLAN 2030’s is indicated by their mean-scores in its four (4) perspectives; Resource Management-4.39, Learning and Growth-4.44; Process Excellence-4.31; and Community-4.45, for an overall average mean of 4.40 in the 5-point scale. All figures are interpreted as “to a very high extent”.
Gaps and challenges-wise, the Dashboard 2016, the Focused Group Discussion and the survey instrument vary in some results, but these results primarily coverage on: “the lack of funds and personnel”, support from the community need for poor professional growth”, “in availability of opportunities for “training”, “conference or promotion”, and “continuing education” for personnel, among others.
In light of these findings, it is recommended that the achieved gains of P.A.T.R.O.L. PLAN 2030 be sustained as a priority so as to get them embedded in the PNP’s culture and identity, 2.) That appropriate program be designed, funded implemented to correct/improve weaknesses of poor support from the community, lack of personnel inadequacy of funds for operations, unavailability of opportunities for training, conference or promotion, need for professional growth, and respect for human rights, 3.) That the relation with the LGU and prospective benefactors be firmly established for assistance as may be needed, particularly, in financial needs, 4.) that more in-depth, individual and detailed research on major variables of the study be conducted to further enrich the existing pool of knowledge and validate findings in this study, and 5.) Most importantly, that the proposed Action Plan be provided the needed support, financial, moral or otherwise, for its implementation.