The world is continuously adapting to the changing landscape of social, political, economic, technological, and environmental conditions. As we live in this volatile, uncertain, complex, ambiguous, disrupting, and diverse world, we are confronted by unthinkable foes. The world now is a very different place than it has been for a long time. We are confronted with both benefits and drawbacks as a result of the double-edged influence of globalization and the new challenges of the twenty-first century. Transnational crimes, terrorism, cybercrime, and a worldwide health crisis have all resulted from the connectivity of politics, economy, resources, and technology across states in an endeavor to unify and form a global society. Complexity tells us that an organization must be compatible with its environment to survive. And the challenge is for the current VUCA world to be transformed by VUCA Leaders: Visionary, Understanding, Collaborative and Agile Leaders.

The UN Sustainable Development Goals, a blueprint for creating a more just world, has named “quality education” as its fourth goal. One target of that goal is ensuring that by 2030, all children have the means to complete a “free, equitable, and quality primary and secondary education.” As an educational institution, the PPSC has been working really hard in fulfilling our goals and objectives and living the name as the premier public safety and leadership educational institution.

Today’s learners in the education setting have been surrounded by digital technology. However, our learners are not equally prepared for their technologically advanced future: a variety of digital inequalities still exist in society, affecting the younger generation and their digital destinies. To satisfy the needs of the new generation and their digital future, schools and learners’ education need to undergo a significant paradigm change. The COVID-19 pandemic has compelled schools and education to undergo such a transition quickly and dramatically.

Through our ACCELERATE Initiative, we have already set out our plan and accomplished various measures and objectives. It was indeed a bumpy ride and journey towards the realization of such goals. But our tasks are not yet done. We must continue to envision greater heights. We still aim to transform our organization into a Smart University, the one that “provides innovative ways of working, learning and teaching” among smart students, smart teachers and smart administrators. In the Legacy Plan 2030 Digital acceleration is one of the beneficial outcomes of lockdown and quarantine. Resistance to digital technology has been replaced with reliance. As mental barriers have been removed, the adoption of technology-enabled educational methods is being facilitated. As virtual classes became the norm, learning management systems (LMS) provided instructors and students at higher education institutions with a suitable platform for assigning assignments and turning in completed work. Learning outside of synchronous virtual classes has also been augmented by using online learning materials.

C.A.R.I.N.G. Strategy 

In order to further complement our previous accomplishments through ACCELERATE, and as we begin another milestone and opening of the year, may all of us be guided by the so called C.A.R.I.N.G. Strategy. This strategy will signify our desire to transform our organization into a SMART organization amidst digital revolution.

C – Capable and High Caliber Pool of Subject Matter Experts

One of our goals is to continue to expand our pool of subject matter experts. In response to the growing demand for public safety training and education, the college should still be focused on hiring highly qualified subject matter experts from various fields. The College must intensify its faculty intervention practices capacitating our SMEs with trainings on Flexible Learning Management System and blended learning modalities. We will continue to invite more experts to be part of our growing academic community in order to build stronger foundation, strengthen our research undertakings and establish partnerships and networks with other institutions.

A – Accessible Online Learning System

Even before the onset of the pandemic, the PPSC has already laid down its plan and strategy in shifting to flexible learning management system. And so with the mobility restriction amid the Covid-19 pandemic, we were able to successfully develop and implement Flexible Learning Management System (FLMS) for continuous education and training. Now, our aim is to ensure that our students are well-engaged and are fully maximizing the benefits that online learning has to offer.

R – Relevant and Responsive Curriculum

The PPSC continues to make great strides in implementing various academic training reforms to address the changing dynamics of peace and order, public safety and security. We continue to revisit our existing curriculum, update our references, and ensure that the knowledge that our students will get are indeed up to date and essential. The recent inauguration of the Library for the MPSA signifies our intention to continuously update, improve, and develop our curriculum for the betterment of our students.

I – Innovation, digitization, and transformation

Through the Information Technology Infrastructure Development Program, various innovations on learning administration were already introduced such as the establishment of flexible learning management system canvas along with our interconnectivity partnership with the Department of Information and Communications Technology where we’ve had recently signed the memorandum of agreement with Sec. Gringo Honasan of the DICT. Now, we must continue to improve our information technology capacity and ensure state-of-the-art infrastructures and facilities.

N – New Mindset

Mindsets are not just important for learning new skills. They can affect the way that we think about everything. Your mindset is a set of beliefs that shape how you make sense of the world and yourself. It influences how you think, feel, and behave in any given situation. What we want is to instill the strong foundation characterized by continuous skills and capacity building, professional competence, emulating Filipino ideologies and values such as nationalism and patriotism, and strengthened transformative leadership capabilities.

G – Global Academic Leadership

The PPSC continuously fortifies its alliance with various higher educational institutions and special police training organizations both locally and internationally. We have laid down our plans and we will continue to push through with this endeavor in connection with our goal to become one of the leading public safety and leadership educational and training institutions in Asia. Through our strengthened partnerships with international police institutions and organizations, we were able to benchmark best practices and allow our students to learn from our international partners. These plans, strategies and action programs of our institution are all anchored and supportive of the country’s commitment to achieve safer, greater and more resilient communities in line with the directions indicated from the overarching programs of Ambisyon Natin 2040, COP26 Paris Agreement, and the United Nations’ Sustainable Development Goals.

Changing the Mindset

Transition and transformation require a shift in mindset from the pandemic and crisis mode to a recovery and regeneration scenario. Thus, the VUCA perspective — which stands for Volatility, Uncertainty, Complexity and Ambiguity — may be reversed and transformed into Vision, Understanding, Clarity and Ability. Behavior modification is vital to a mindset shift.  Long-term exposure to the pandemic’s disruptive aspects causes risk aversion and an excessive dread of the unknown. Purposive self-reflection and brainstorming reveal the availability of resources — including people — who can jumpstart growth in new and different directions. The positive VUCA mindset needs to be complemented by a purposive heart set. Mindset is what one believes that, in turn, shapes what one perceives and how one views the world.  Mindset or the way of thinking also determines ways of doing.

It is our second year of celebrating Christmas season amidst the pandemic. As the country eases restrictions in order to slowly boost our economy, we also look forward to a brighter and better celebration of Christmas with our loved ones. Indeed, this year has been very challenging as we continue to face the complexity and uncertainty of the current realities. But despite all of our downfall and losses, we must remain stronger as ever. At the heart of our accomplishments and legacy lies our strong desire and dedicated will to fulfill our mission. In this joyous occasion, may we always be reminded that our transition and transformation towards a better organization requires a change of mindset; a paradigm shift from pandemic and crisis mode to resilience and recovery. The key to changing the mindset is to believe that everything is possible, for as long as we have the heart to do it. We should never stop to keep on looking for opportunities and possibilities. We must be able to effectively lay down our way forward.

In our building-back stronger strategy framework for the PPSC, we have illustrated our significant undertakings using futures thinking in setting the pace towards progress and development. The way forward for the PPSC is to continue to build opportunities for collaboration, engage in partnerships and networks with public and private institutions, both in the local and international levels. It is in our earnest hope that as we in the PPSC continue to perform our mandate, we will also continue to create more significant positive impacts in building a more sustainable and resilient society. May we all continue to enrich our institution entrenched in integrity and trust.