Leyte Police Provincial Office – Leyte Police Provincial Office under the leadership of PSSUPT FRANCO P SIMBORIO, Officer In-Charge continuously impart not only to the police personnel but also to the people in the community about the Communication Plan dated May 16, 2013 the “PNP P.A.T.R.O.L Plan 2030: Peace and Order Agenda for Transformation and Upholding of the Rule-Of-Law with the incorporation of Chief, PNP’s Strategic Focus, “CODE-P: 2013 and Beyond”.

PSSUPT SIMBORIO said that this Communication Plan has been implemented from the previous leadership driven to a more encompassing stakeholders-driven and participation strategy. This is a consultative and participatory approach that is more focused on problem-solving, collaborative interaction and partnership between the police and the community, with the end in view of instilling awareness, gaining active involvement and unrelenting support of the stakeholders to the PNP P.A.T.R.O.L Plan 2030″Simborio Said

Further he said, that this Transformation Plan became the basis for the development in2005 of the 10-year PNP Integrated Program (PNP-ITP) as the PNP’s roadmap for lasting reforms. The PNP-ITP had aimed to address organizational dysfunctions, improve the quality of police service in the country, strength law enforcement capabilities, and enhance the welfare and benefits of PNP personnel and their dependents.

To further enhance the PNP-ITP, the PNP ITP-PGS known as the PNP P.A.T.R.O.L. Plan 2030 came to the fore becoming the PNP’s Roadmap for strategic reforms to transform the organization into a highly capable, effective and credible police service that is respected, trusted and loved by the community with whom it works in partnership with all stakeholders to bring a safer environment to live, work, and do business.

Moreover, he explained that this utilizes the Balanced Scorecard (BSC), a management tool for tracking performance developed at the Harvard University Business School and was locally adopted by the Institute for Solidarity in Asia (ISA), with its public partner, the Development Academy of the Philippines (DAP). It has four (4) stages with specific and distinct but inter-related activities that need to be completed – the Initiation, Compliance, Proficiency, and Institutionalization.

To recall, On September 24, 2009, the PNP was conferred the “Initiation Status” of the PGS. Upon completion of the requirements and delivery of the Revalida Report by the Chief, PNP on October 14, 2011, the PNP was conferred the “Compliance Status” with a “Trailblazer Award”. Another milestone along the PGS pathway was the granting of the “Proficiency Status” to the PNP including the Governance Silver Trailblazer Award during the Public Governance Forum held at the Philippine International Convention Center, Manila on September 26, 2012.

In addition, he mentioned that as the PNP approaches the “Institutionalization Stage”, the fourth and final stage of the PNP P.A.T.R.O.L. Plan 2030 journey, there is a need for all established governance processes from initiation to proficiency to be enhanced and ensure sustainability.

With the incorporation of the Chief, PNP’s Strategic Focus, “CODE-P: 2013 and Beyond” (Competence of each and every Police Officer, redefining and reforming the Organization, instilling Discipline, realizing Excellence and instituting Professionalism at all levels of the organization) in the PNP road map and scorecard, the PNP P.A.T.R.O.L Plan 2030 must deliver significant results and breakthroughs towards the realization of the PNP’s vision, for a “highly capable, effective and credible police service by 2030”.

To sum it up, he noticed that while the PNP LPPO is seriously pursuing a real and lasting transformation program through the PNP P.A.T.R.O.L Plan 2030, there is a need to continuously communicate to all internal and external stakeholders to generate their active support. Different stakeholders dwell on the different levels/perspectives and represent different interests in the PNP organization.

Internally, issues ranging from personnel management to understanding and full acceptance of the Plan cannot simply be set side. A deep sense of commitment from each and every PNP personnel must be pursued.

A full grasp of understanding on what benefits the PNP P.A.T.R.O.L. Plan 2030 could usher to the PNP, in particular, and herald for the country’s development, in general, is paramount. Every individual personnel must contribute to the accomplishment of the PNP mission by working as a team in accomplishing targets, in order to attain the PNP vision. An individual performance scorecard wholeheartedly accepted and accomplished by each PNP personnel must be developed, strictly implemented and constantly monitored, he said. Leyte PPO/PCR