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PNP Integrated Transformation Program


Institutional transformation is always challenging and complicated, as it is necessary.  It is a journey from where we are, to where and what we want to become.

In any organization, there will always be resistance to change. Those who have taken the journey to change can attest that the difficulties in pushing for reforms are not due to a lack of vision or a dearth of bright ideas.  Rather, it is because the act of reformation is often similar to a surgical strike at the heart of an organization's rigid culture and system.  It involves convincing people to take the extra mile and move out of comfort zones.

Change management is affected by several factors, namely: the ability to effectively communicate the message and wisdom of reform; commitment to win active supporters or build reform constituencies that will actually implement and embody the said reforms; and the leadership, strategy, plans, and projects needed effect the change process. These are the very factors lead to failure or success in achieving the desired institutional change.

To be sure, the set of issues an institution addresses and the goals it seeks to achieve towards positive change are only two parts of the puzzle. The process, the third key piece to solve the entire riddle, must be given due attention if any real, lasting change is to be achieved.

Many leaders who attempt to initiate organizational change commit the pitfall of thinking only about what to do rather than how to do it.   Both strategy and process become mere afterthoughts, or, too often, are simply ignored.

We have become accustomed to hearing about a well conceived reform initiative that failed because the process did not take into account a particular group interest or because it ignored a substantially valid resistance that the change engendered.

Thus, it is important to acknowledge that, at the end of the day, a genuine consideration of the multifaceted aspects of change -the process -will make or break the initiative.

The value of this change process is emphasized within the framework of this Philippine National Police (PNP) Integrated Transformation Program, our roadmap to a more responsive, transformed PNP.

The Program presents a comprehensive and holistic approach to reform the PNP with its honest-to-goodness assessment of its present institutional framework, policies, systems, structures, and procedures. An isolated approach in the design of the Program was avoided.  Its vision, goals, and targets as well as its specific programs, projects, and activities were actually formulated to support the achievement of the overall reform objective for the entire criminal justice system to be able to provide speedy, impartial, and accessible justice.  The design of the program also aims to support achieving the PNP reform goal of enhancing delivery of peace and order and public safety services within the context of an improved public trust and confidence in our criminal justice system.

To find out more on the on-going transformation programs and projects, please visit the website

Report a Crime to the PNP



The Directorate for Investigation and Detective Management (DIDM) developed the PNP Crime Incident Recording System (CIRS) which sets a standard procedure that will store in the electronic database system all crime incidents, including the victim, suspect and narrative details of the incident reported to the police stations. The CIRS promotes consistency in the recording of crime incidents that may be easily accessed nationwide by both Crime Registrars and the complainant. Printed copy of the data stored into the CIRS called the Incident Record Form (IRF) signed by the investigator and the complainant will be the first document to be included in the case folder. A copy of the IRF will be provided to the complainant. The IRF bears a control number which can be used by the complainant to verify and follow up the status of their complaint.



Citizen's Charter

A Compendium of Service Standards of PNP Frontline Services:

Republic Act No. 9485 otherwise known as the Anti-Red Tape Act of 2007 was enacted into law to improve efficiency in the delivery of government services to the public by reducing bureaucratic red tape, preventing graft and corruption.

The Anti-Red Tape Act of 2007 was signed into law amid corruption and bureaucratic red tape that are besetting government agencies for the past decades.

Through this Act, all government offices including local government units and government-owned and -controlled corporations are required to expedite transactions and/or adopt fixed deadline for the completion of transactions and assess regularly as well as enhance their frontline services.

This Act also requires all agencies to maintain honesty and responsibility among its public officials and employees, and shall take appropriate measures to promote transparency in each agency with regard to the manner of transacting with the public.

RA 9485 also states that heads of government offices are accountable to the public in rendering fast, efficient, convenient, and reliable services. It also requires agencies concerned to act on pending papers within five working days involving simple transactions and a minimum of 10 days for complex cases. Thus the PNP, in support to this Act, has adopted various modifications and revisited its frontline services for the convenience of the transacting public minus the unnecessary voluminous documents.

With the PNP Citizen’s Charter, the public is now assured of more courteous, efficient, and prompt frontline service providers willing to be of service 24/7.