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Regulation Of The Minister Of Defence Of The Number 41 By 2013

Original Language Title: Peraturan Menteri Pertahanan Nomor 41 Tahun 2013

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STATE NEWS
REPUBLIC OF INDONESIA

No. 1660, 2013 MINISTRY OF DEFENSE. Communications. Crisis. Management. Guidelines.

DEFENSE MINISTER REGULATION OF THE REPUBLIC OF INDONESIA
No. 41 YEAR 2013
ABOUT
CRISIS COMMUNICATION MANAGEMENT GUIDELINES
IN THE DEFENCE MINISTRY ENVIRONMENT

WITH THE GRACE OF THE ALMIGHTY GOD

DEFENSE MINISTER OF THE REPUBLIC OF INDONESIA,

Weigh: a.  That currently the Ministry of Defense has no guidelines or guidelines for crisis communication that can assist the leadership and all employees in order to prevent and resolve the crises in the Ministry of Defense's environment;
B. that in order to prevent and resolve the crisis in order that the Ministry of Defence has not lost its direction and control in the event of crisis communication, it needs regulation as a guideline or guide in the management of crisis communications, to prevent problems that appear to be greater and minimize risk;
c. that based on the consideration of the letter a and the letter b, need to establish the Defense Minister Regulation on the Crisis Communication Management Guidelines in the Ministry of Defence Environment;

Given: 1.   Regulation of the Minister of Defense Number 16 of 2010 on the Organization and the Working Order of the Ministry of Defence (State News of the Republic of Indonesia 2010 Number 469);
2. Defense Minister Regulation No. 14 of 2011 on the Standards of Defense Information Services in the environment of the Ministry of Defence (State News of the Republic of Indonesia of 2011 Number 469);

DECIDED:

Establish: DEFENSE MINISTER REGULATIONS ON CRISIS COMMUNICATION MANAGEMENT GUIDELINES IN THE DEFENSE MINISTRY ENVIRONMENT.

BAB I
UMUM CONDITIONS
The Kesatu section
Understanding
Section 1
In Regulation of this Minister referred to:
1. The organization is the Ministry of Defence as a Government Institution which exercises one of the functions of the state government to realize a single state defence force to achieve national goals.
2. The Ministry of Defence next is called Kemhan is the acting government function in the field of defense.
3. Defense Ministry employees who are next called Kemhan Employees are the Civil Servants (PNS) and the Indonesian National Armed Forces (TNI) who are assigned to the Ministry of Defence environment.
4. Crisis is a major event that is unexpected, potentially negatively impacting, which may threaten the integrity, reputation or continuity of an organization or public.
5. Crisis communication is communication that uses all existing Humas equipment, in order to maintain and strengthen the organization ' s reputation in the long term as well as at a time when the organization is in a danger condition.
6. Crisis Communication Management is a crisis communication handling activity starting from the pre crisis (pre-crisis stage), the warning stage (warning stage), acute stage stage (acute stage), clean up stage (cleansing stage) and stage post crisis (post crisis stage).
7. Crisis Communication Manager is a Team that manages the crisis communication handling process consisting of multiple internal and external officials related to the organization.
8. The Crisis Communication Team is a group set up to manage and handle crisis communication, headed by the Kapuskompublican.
9. Organization crisis is a special, unexpected occurrence and occurs at any time that results in uncertainty as well as continuing within the organization so that opportunities become a threat to the organization's main objectives.
10.Public is a group of people who have the same interest and attention to something else.
11. Internal media is a publication using media specifically created by the organization for internal (internal) environments.
12.Stakeholders is a group or individual whose support is required for the sake of the welfare and survival of the organization.

Second Part
Intent and Purpose
Section 2
(1) The intent of drafting the Regulation of the Defence Minister to provide an overview of the management of crisis communication in the Kemhan environment, in order for it to be administered optimally, effectively, and efficient to minimize The risk of errors in the management of crisis communication may occur.
(2) The purpose of drafting the Crisis Communication Management Guidelines in the Kemhan environment, in order to be a reference and guide in building and developing crisis communication management in the Kemhan environment.

Third Part
Scope
Section 3
The scope of the Defense Minister ' s Regulation on Crisis Communication Management Guidelines in the Kemhan environment encompasses the type of crisis, effect factors, crisis stages, and crisis communication management.

BAB II
TYPE OF CRISIS
The Kesatu section
Crisis Based On Time
Section 4
(1) The crisis based on time consists of:
a. The exploding crisis;
B. The immediate crisis;
C. The building crisis;
D. The continuing crisis; and
e. The sudden crisis.
(2) The exploding crisis as referred to in paragraph (1) letter a is something that occurs beyond the custom, e.g. fire, work accident or events that are easily categorised and recognized that Had a direct impact.
(3) The immediate crisis as referred to in paragraph (1) letter b is an event that makes the organization astounded, but there is still time to prepare the response and anticipation of the crisis, e.g. opinion The public (public) who oppose the Government's policies related to the Kemhan.
(4) The building crisis as referred to paragraph (1) of the letter c is an ongoing crisis, in the process of completing and anticipating its handling, e.g. the crisis occurring at the time of the negotiation process with The parties are concerned about the problems that have happened to Kemhan.
(5) The continuing crisis as referred to in paragraph (1) the letter d is a crisis that the organization is chronically experienced and it takes a long time to emerge into a crisis and may not even be known at all, e.g. issues of security issues that could potentially be a national threat.
(6) The sudden crisis as referred to in verse (1) the letter e is an abrupt crisis that is described as a disorder within an organization that occurs without warning and may result in a news, e.g. news impacting Kemhan personnel, stakeholder, public and the image of Kemhan.

Second Part
Crisis Management
Section 5
(1) The management crisis consists of:
a. Financial Crisis;
B. Crisis of Huminess; and
C. Crisis Strategy.
(2) The Financial Crisis as referred to in paragraph (1) of the letter a is a crisis that occurs due to the issue of budget allocation and the flow of funds to support the Kemhan work program, among others due to the delay of the budget thawing of a Work-a-unit of work in the Kemhan environment.
(3) The Hump crisis, as referred to in verse (1) letter b is a crisis that occurs due to negative news that is then misrepresented in the organization, among others due to media coverage or the issue of circulating potential. Influence the personnel or organization of Kemhan's personnel.
(4) The Strategy Crisis as referred to in paragraph (1) of the letter c is the change that occurs in the process of activities which will/is being conducted by the organization so that it is interrupted by the achievement of the organization's objectives, Among other things, there was a change in the outcome of negotiations with the related parties which also changed Kemhan's strategy.

BAB III
INFLUENCING FACTOR
Section 6
(1) The factor affecting the crisis consists of:
a. Internal factors; and
B. External factors.
(2) The internal factor as referred to in paragraph (1) of the letter a consists of:
a.   negative management or organizational culture negative that inhibits the performance of the Kemhan employee, among other employees the placement of a particular position that is not appropriate between the needs of the organization with the competence of its employees (the background) the back of education, skills skills), emptiness in a strategic position so impeding the goal of the organization;
B.   lack of the competencies and potential of Knowledge, Skill and Attitude The Human Resources (SDM) in performing the tasks and functions of the organization so that it can hamper the achievement of organizational goals, among other employees who do not Interested in education, employees who don't comply with superiors, employees who are often late in the work of work;
c. failure of the interaction between the SDM in support of the positive Kemhan organization's climate, among others the lack of cooperation between employees or superiors and subordinates, occurrence of miscommunication that occurs between employees or between superiors and subordinates, so that the work result is less maximum;
D.   unstrong leadership in the crisis communication management process so that the walk does not fit the corridors and conditions that have been set;
e.   Labor accidents or accidents is an unplanned and uncontrolled event resulting from an act or reaction of an object, material, person, or radiation that results in a injury or other possible outcome, among other vehicle accidents while carrying out outside services, electrical corouting, occurrence of fire at work due to accidental or accidental factors;
f. data and information lost/corrupted due to human error and technology in saving or delivering an information, among other non-virus anti-viruses to protect and keep data stored in the computer, not executing update operating system and application so creating a loophole for hackers to enter/damage data, Administrator's omission in storing and keeping organization information, User does not use Computers match the organization's needs
G. lack of means and infrastructure in the support of tasks, principal and function, among other things:
1. Technological factors, still a lack of software of the original operating system and not an adequate anti virus available;
2. Alcaptor factors, Computer Devices and office stationery less than the passenger and the quality that inhibits the work; and
3. Building factors, the layout of the space layout in the scope of the less regular working unit, the lack of care to the building and the lack of security systems on the building.
h. Illegal activity is an activity that is not appropriate/unlawful activity or legislation, among other acts of corruption, acts of violence, acts of asusila, criminal acts.
(3) External factor as referred to in paragraph (1) the letter b consists of:
a. Public perception of the organization, among other inaccurate and inaccurate information delivery and media coverage of the public;
B. News media coverage is negative for the organization, among other things that do not comply with the fact and are obtained not from Narasumber;
c. technological failure of the related parties in cooperation to achieve organizational objectives, among other inadequate technology quality in terms of building Alutsista;
D. social events, situations and turmoil that occur caused by social change, among other riots, social conflicts, sabotage and terrorists, the moral decline of society; and
e.   natural disaster, a natural event that resulted in a major impact on human populations, among other floods, volcanic eruptions, earthquakes, tsunamis, landslides, droughts, wildfires and disease outbreaks.

BAB IV
CRISIS STAGE
The Kesatu section
General
Section 7
(1) The crisis does not occur spontaneously but always begins with the symptoms, whether detected by the organization or not.
(2) The crisis moves from one stage to another, where it is not anticipated in the early stages, the crisis will further expand and harm the organization.

Second Part
Crisis Staglers
Section 8
(1) The crisis stage consists of:
a. Pre-crisis stage (crisis Pra);
B. Warning Stage (Warning);
C. Acute Stage (Acute);
D. Stage Clean-up (Purge); and
e. Post-crisis (Post-crisis).
(2) Stage Pre-crisis (Crisis Preview) as referred to in paragraph (1) the letter a is the condition before a crisis in the organization environment, but there are internal and external factors that work affects the occurrence of crisis marked with the following features:
a. potential symptoms of the crisis already exists, so that if it appears a small error alone, a crisis may occur;
B. These symptoms are usually unnoticed because some aspects in the organization can pose a risk; and
c. organizations do not have any planning to face the crisis or otherwise.
(3) The Warning Stage (warning) as referred to in paragraph (1) letter b is the most important stage in the crisis lifecycle that has the following traits:
a.   by the time the crisis symptoms appear at this stage, the organization must react to the crisis not to occur;
B. a problem for the first time recognized, problems can be solved and terminated forever or left to develop into greater damage or loss;
c. The crisis can easily appear at this stage because fear is facing problems and consider it nothing; and
D.   The common organization's reaction to this stage is by surprise, denying and pretending to be safe.
(4) The Acute (acute) stage as referred to in paragraph (1) of the letter c is the stage in which the crisis begins to form, and is beginning to be known by the media, the public, or the related external parties begin to know the problem with which it has a problem. description:
a.   The organization does not stand idle because it has started to inflict losses;
B.   various documents and modules to face the crisis are issued and used; and
C.   Employees have been charged with knowledge of crisis management or otherwise, if it is not too late for the management to start and solve the problem.
(5) Stage Clean-up (clean-up) is the organizational recovery stage of all damages or losses due to the crisis and saves what remains is the reputation, organizational image, performance, and work results of the organization.
(6) Stage Post-crisis (after the crisis) is the stage in which the organization evaluates how the crisis will arise, how to deal with the crisis, and ensure the crisis will never repeat itself.

Section 9
If the organization can restore public confidence and can operate normally then it can formally be said the crisis has ended.

BAB V
CRISIS COMMUNICATION MANAGER
The Kesatu section
Crisis Communication Manager
Section 10
(1) The Crisis Communication Manager in Kemhan consists of two main elements:
a. the management element; and
B. Crisis communication element.
(2) The management element as referred to in paragraph (1) the letter of a is responsible for addressing the crisis occurring.
(3) The crisis communication element as referred to in paragraph (1) the letter b is responsible directly addressing the communication activities of the crisis.

Second Part
Management Element
Section 11
The management element as referred to in Article 10 of the paragraph (1) of the letter a consists of:
a. The management of the Chairman is the official responsible for allocating the various resources and making important decisions needed to solve the problem, namely the Secretary of Defense and the Deputy Defense Minister.
b. Associate Master Management/Managing officer responsible and providing information to the Chairman's Management of events or issues arising out of, and providing direction and command to the supporting and employee officials. So the problem/crisis can be controlled or addressed well, namely the Secretary-General, Irjen, Dirjen, the Head of the Agency and Head of the Center.
(c) Supporting Program-responsible for the use of the Program, and to provide the Program with a third party to provide the services to the IBM International Business or IBM-based IBM-based IBM-based IBM-based IBM-based IBM- Problems/crises can be controlled or addressed well, namely Officer Eselon III and Officer Eselon IV.
(d) The related parties are outside the Kemhan who are in contact at the time of the crisis occurring like NGOs, government agencies/agencies, the mass media, Stakeholders and other countries related to certain crises.

Third Part
Crisis Communication Elements
Section 12
(1) Crisis Communication Elements as referred to in Article 10 paragraph (1) letter b is also called Crisis Communication Team.
(2) The Crisis Communication Team as referred to in paragraph (1) is a Team assessing the crisis situation, determining the facts and performing the task sharing, consisting of:
a. Head/Spokesperson : Public Capuskom Kemhan
b. News Monitor : Head The Public Opinion Field
Kemhan
c. Institutional Link : Head Of Cooperation Field
Kemhan's Public Information Information
d. The Publicity Adjusts : The Chief Field Officer
Kemhan Kemhan
e. Administrative Care and : Tata Chief Venture
Logistic Puskompublican Kemhan
(3) The Crisis Communication Team as referred to in paragraph (2) must be able to master the matters related to:
a. the structure of responsible responsible officials and leaders of crisis communication handling;
B. situation and conditions in the field so that it can predict the things that will happen next;
c. The determination of the employees involved in the handling of the crisis communication;
D. strategy and crisis handling actions that need to be implemented immediately;
e. things about the crisis already known and anyone who already knows;
f.   the potential of a crisis that will be the public concern and the Kemhan employee;
G. who will be affected will the crisis;
h. the response or emotion of the public and the Kemhan employee to the crisis;
i.   the selection of information that may and or may not be delivered to the public or related parties; and
J.   the selection of the media to be used to deliver a message about the crisis.
(4) The Crisis Communication Team as referred to in paragraph (2) has the task and responsibility among others:
a.   The head of the Crisis Communication Team is:
1. as a spokesperson who coordinates the organization's internal authorities at the time of the crisis;
2. Provide the development of current information regularly to the organization ' s internal parties about the crisis communication occurring both inside and outside the organization through the internal media;
3. hold a press conference to clarify the news or pass on the actual facts;
4. be a source to convey a message to the public and the party related to the crisis communication;
5. Provide regular information developments regularly through press conferences to the mass media, the public and the entire Kemhan Employee based on the development of the situation; and
6. convene a meeting with Redaktur Managing Media Massa and the Leader of Media Redaksi.
B.   News monitoring is:
1. monitor news from mass media and social media;
2. meng-counter or clarify external news in the imaging frame;
3. Make news clippings of all media related to the crisis thus streamline the delivery of information; and
4. Search for facts and supporting data.
C.   Institutional Liaison:
1. build cooperation between agencies and agencies;
2. compiling a (key messages) key message in the form of the command ' s tons; and
3. Deploy information to related agencies/institutions.
D.   The Headline manager is:
1. prepare for press conference activities such as press releases and other press kits ;
2. Provide information on the crisis occurring in the Kemhan or outside of Kemhan through the form of news writing;
3. Make a hymn to all Kemhan Employees not to provide information to anyone without a written permission of the Communications Team; and
4. Prepare data and full-use information to ease the communication between Kemhan and the mass media.
e.   Administration and Logistics Manager that is:
1. prepare equipment and equipment to support activities at Kemhan;
2. Plan for the budget needs handling of the Kemhan crisis;
3. prepare the administration and logistics related to the Kemhan crisis communication; and
4. Set up support for the Kemhan Crisis Communication Team.
(5) The crisis communication management chart as the tercamtum in Appendix I which is part is inseparable in the Regulation of this Minister.

BAB VI
CRISIS COMMUNICATION MANAGEMENT
The Kesatu section
P stagere-crisis
Section 13
(1) The management element as referred to in Article 10 of the paragraph (2) performs the propagation that aims to suppress the factors of occurrence of a crisis as minimal as possible.
(2) The measures performed at the Pre-crisis stage among others:
a.   draw up policies, strategies against possible crises that occur, namely Menhan and Wamenhan;
B.   perform surveillance on the handling of the crisis communication that occurred, namely Itjen Kemhan;
c. carry out the anti-disciplinary action against possible crises, namely Setjen, Ditjen, Body, and the Kemhan Center;
D. carrying out education and training to improve the readiness of Kemhan and the whole of the Kemhan Employee in the face of the crisis, namely the Kemhan Badiklat; and
e. Performing exercises involving the public, to be used as a means of self-defense and practical as the parameters of increased crisis preparation, namely the Kemhan Badiklat.
(3) The Crisis Communication Element as referred to in Article 10 of the paragraph (3) devised a plan and made preparations among others:
a. build and develop communication systems and information networks with related parties in the form of a Crisis Communication Center, i.e. Field of Reporting and Kermainfo Fields;
B.   create and prepare key messages in anticipation of a crisis, i.e. the Opini Field;
c. establish Kemhan ' s positive identity and image as well as support communication activities with various parties
associated, i.e. Kermainfo Fields;
D. promote the societal aspect of one of which concerns the public's interest, namely the Field of Kermainfo;
e.   Set the list of/channel channels of the available media, namely the Press Field;
f. prepare channel/channel media or special radio to broadcast the events of the crisis and its preparation, namely the Field of the Annunciation;
G. Compress the media campaign (advertising/media news) and prepare scenarios, messages and verified by Kemhan's decision-making in order to face the crisis, namely the Opini Field;
h. Deliver the announcement to all personnel rescue personnel in the Kemhan neighborhood with immediate steps in order to protect themselves in the wake of the crisis, namely the Kermainfo field;
i. prepare alarm and special signals in anticipation of the crisis occurring in the Kemhan environment, i.e. Kermainfo Fields; and
J. preparing Website and Call Centre as a communication medium in the handling of the crisis, namely the fields of Annunciation and Kermainfo.

Second Part
Warning Stage (Warning).
Section 14
(1) The most important stage in the life cycle of the Crisis, the Crisis can easily emerge due to excessive force on the issue of crisis and/or consider it not to exist.
(2) A common reaction taking place at this stage is a shock reaction or denial and pretents to feel safe.
(3) The management element as referred to in Article 10 of the paragraph (2) increases coordination and performs measures among other things:
a. identifying the arising and end of a crisis threat, although a crisis may appear without prior warning;
B. provide a clear picture of the signs of a crisis threat in the Kemhan neighborhood, by recalling a return on its handling measures;
c. compiling a crisis handling strategy; and
D. every Satker/Subsatker in the Kemhan environment ensures the planning readiness, SDM, equipment and equipment supporting the SDM, messages, other related agencies and organization partnerships and campaigns.
(4) The Crisis Communication Element as referred to in Article 10 of the paragraph (3) increases coordination and performs measures among other things:
a. notice of a crisis to related organizations prior to delivering a press release to the media, namely the Field of the Annunciation;
B.   designate the Speaker, Narasumber and the mechanism in getting the news source, i.e. Team Head;
c. Evaluate the once executed crisis communication, renew and preparing the necessary steps facing the next stage, namely the acute stage, namely the Head of the Team;
D.   establishing public trust, is a critical stage to build the Kemhan image, i.e. Team Head; and
e.   inform the actions committed at the time of the crisis, namely the Head of Team.

Section 15
The Kemhan Public Service Kapuskom as a Crisis Communication Manager in the Kemhan neighborhood in the face of the joker media questions, needs to prepare things as follows:
a. create a crisis management and handling mechanism that can be understood and is clearly presented to the media;
B. answer all Reporter/Journalist questions diplomatically, try to avoid the answer “No Comment”;
c. pay attention to the accuracy and credibility of the instance; and
D. monitoring news developments in the mass media.

Article 16
(1) Against the use of communication tools, pay attention specifically the announcement tool to be used, in the form of audio/speaker, the siren and the alarm provided.
(2) Creating a pocket book as a clue to the Kemhan Employee in order to be able to provide detailed information and understand the state of the crisis encountered.
br >
Third Part
Stage Acute (Akut)
Section 17
(1) At this stage the crisis began to seem clear and the impact of the crisis resulted in damage/loss to organizations such as the issue had already spread widely.
(2) The greatest difficulty in the handling of the crisis at this stage is the intensity of the reaction to the crisis coming from various parties.
(3) The management element as referred to in Article 10 of the paragraph (2) performs the steps among other things:
a.   identifying the beginning and ending of a crisis, although the crisis appears without prior warning;
B. implement crisis handling measures (data collection-occurrence of crisis, reporting to internal parties of the organization, receiving crisis handling policies from the leadership, implementation of crisis handling in the field); and
(c) IBM may not use any of the following: (b), or (b) any other party or any other party
(4) The Crisis Communication Element as referred to in Article 10 of the paragraph (3) does the measures among other things:
a.   isolats the crisis as well as the issues potentially becoming a crisis in order to not become more widespread, namely the Opini Field;
B. Selecting and determining the mass media to be used for crisis handling is seen from the source and range of the khaas, namely the field of the Annunciation;
c. increase the intensity of communication with the mass media, i.e. Team Head;
D.   recognize the given source who is prepared to be the spokesperson according to the crisis encountered, namely the Team Head;
e.   ensuring a spokesperson controls the information related to the crisis, namely the Team Head;
f.    asked Menhan ' s approval in terms of the critical question of the media, namely Team Head;
G.   prepare all materials needs to carry out crisis communication activities, namely the Field of Opini;
h. preparing message determination to be communicated through press release, website website and counter of print and electronic media news containing the latest information and supporting facts, namely the Field of the Annunciation;
i.    document the entire activity, material/material press release, and media questions, namely the Press Field;
J.    evaluate the accuracy/suitability of information, in the event of information deviation, i.e. the Field of the Empowerment;
No, disseminate the information and convey to the public that Kemhan has been carrying out its handling of the current crisis, namely the Field of the Annunciation;
I.    monitor the coverage in the developing mass media, namely the Opini Field;
m.uses the crisis communication system through internal and external communication, i.e. Kermainfo Fields; and
N. Logging, documenting, and repair of any crisis communication activities, namely the field of the Annunciation.

Fourth Quarter
Clean-Up stage (Purging)
Section 18
(1) The recovery stage can also be referred to as a transition stage that the organization usually faces after the crisis occurs.
(2) The management element as referred to in Article 10 of the paragraph (2) makes the crisis that once occurred as a learning material in anticipation of the possibility of a new kind of crisis.
(3) The Crisis Communication Element as referred to in Article 10 of the paragraph (3) does the measures among other things:
a. ensuring that the public has received information on learning about the crisis as well as the crisis handling measures, namely the Opini Field;
B. enhance readiness in the event of a similar event, with comprehensive data collection during the crisis so that it becomes a lesson for the organization, i.e. Kermainfo Fields;
c. providing supporting information for the needy, i.e. Kermainfo Fields;
D. Collect, study, and assess the information that is received from the source or the person in question, to be packaged into a similar crisis handling strategy in the future of the Opini;
e.   make clarification on the issues/misconceptions of the news that have circulated to the public, namely the Team Head; and
f.   Persuading or public relations in support of a crisis-related government, the head of the team.

Fifth Part
Post Post-Crisis (Pasca Crisis)
Section 19
(1) At this stage if the system returns to normal conditions, then it can formally be said that the crisis occurring in the organization has ended.
(2) The post-crisis evaluation is a good learning process because it can take a silver lining from what is already happening so it does not repeat itself.
(3) The management element as referred to in Article 10 of the paragraph (2) performs the steps among other things:
a. created a crisis handling execution report;
B. evaluating performance achievement during the ongoing crisis;
c. follow up good intentions to fix the crisis;
D. Perfecting the crisis handling strategy; and
e. Conducting periodic audits so that potential crises can be identified.
(4) The Crisis Communication Element as referred to in Article 10 of the paragraph (3) does the measures among other things:
a. establishing good relationships with internal and external parties through effective communication in order for public confidence to recover, i.e. Team Head; and
B.   published some of the achievements that were achieved through mass media, namely the Head of Team.
(5) Crisis Communication Management Chart as set forth in Annex II and Annex III which is an inseparable part of the Regulation of this Minister.

BAB VII
EVALUATION
Section 20
(1) Crisis Communication Management is required to carry out the evaluation of the Crisis Communication Management after the crisis.
(2) The evaluation results are input materials and revisions to a Crisis Communication Management.

BAB VIII
CLOSING PROVISIONS
Section 21
The crisis communication management guidelines in the Kemhan environment are referenced and guidance in the implementation of the Crisis Communication Management in the Kemhan environment so that the crisis is managed optimally, effective, and efficient.

Section 22
The minister ' s rules are in effect since the date is promulgated.

For each person to know, order the invitational of the Regulation of the Minister with its placement in the News of the Republic of Indonesia.

Specified in Jakarta
on December 30, 2013
DEFENSE MINISTER OF THE REPUBLIC OF INDONESIA,

"PURNOMO YUSGIANTORO"

It is promulred in Jakarta
on 31 December 2013
MINISTER OF LAW AND HUMAN RIGHTS
REPUBLIC OF INDONESIA,

AMIR SYAMSUDIN



Attachment: bn1660-2013