The Implementation of the Police Community Relation (PCR) Program of Mobile Force Company of Naga City
DOI:
https://doi.org/10.5281/zenodo.21221682Keywords:
police community relations, program implementation, program effectiveness, community policing, and enhancement planAbstract
The implementation of police-community relations (PCR) programs remains a critical component of effective law enforcement, yet localized studies on unit-specific execution are limited. This study addressed this gap by determining and analyzing the extent of implementation of the PCR program of the City Mobile Force Company (CMFC), Naga City Police Office, for calendar years 2025–2026. It specifically examined program implementation across six components, assessed effectiveness along four parameters, compared appraisals between community members and police personnel, evaluated perceived effects across six domains, and proposed an improvement program based on the findings.This study employed a descriptive-inferential research design. Respondents consisted of two groups: 384 community members from Naga City and 74 PNP personnel from the CMFC. Data were collected using structured questionnaires assessing program implementation and effectiveness. Statistical treatments included weighted mean, percentage, frequency count, rank, the Kolmogorov-Smirnov test for normality, and K-statistics for comparative analysis. The level of significance was set at 0.05. Findings showed that all programs were rated “Fully Implemented,” with Civil Society Organizations (CSO) partnerships receiving the highest score. However, a perceptual gap emerged, with PNP self-assessments significantly exceeding community ratings. Overall effectiveness was 4.46 (“Very Effective”), with Persons Involved (4.56) and Objectives (4.53) rated highest. The Kolmogorov-Smirnov test rejected normality across all four parameters (p p-values from 0.0271 to 0.00565; D-statistics: 0.277–0.304), confirming significant differences between group appraisals. Perceived benefits across six domains yielded a composite mean of 4.35 (“Strongly Agree”), with Education (4.51) ranking highest and Economic (4.20) lowest.While CMFC programs demonstrate strong procedural implementation and overall effectiveness, statistically significant perceptual gaps between police and community ratings indicate that operational success does not automatically translate into maximal public trust. The proposed “PROJECT SARABAY” operational manual offers a strategic framework to transform high performance into community-embedded governance.
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