Regulation Police Of The Republic Of Indonesia Number 7 In 2008

Original Language Title: Peraturan Kepolisian Negara Republik Indonesia Nomor 7 Tahun 2008

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BN 60. doc REPUBLIC INDONESIA No. 60, 2008 police. Pemolisian. The community. Implementation. Basic Guidelines. REGULATION of the HEAD of STATE POLICE of the REPUBLIC of INDONESIA number 7 in 2008 ABOUT the BASIC GUIDELINES of the STRATEGY and IMPLEMENTATION of the PEMOLISIAN COMMUNITY in ORGANIZING TASKS POLICE with the GRACE of GOD ALMIGHTY HEAD of STATE POLICE of the REPUBLIC of INDONESIA, Considering: a. Pemolisian society (Polmas) is a Grand strategy of the national police in order to carry out basic tasks as keepers of the kamtibmas Police, law enforcement, protective, pengayom and servant of the community; b. that the values contained in Polmas Police had substantially implemented based on the concept of the security system and the construction of Swakarsa forms swakarsa safeguards through the Bimmas function programs to suit conditions in Indonesia well in the past as well as in the reform Era (democracy and protection of human rights); c. that to give you a sense for the whole range of Polri Polmas concluded with effective then the need for basic guidelines on the strategy and implementation of comprehensive Polmas to provide clear guidelines for implementing Polmas; www.djpp.depkumham.go.id 2008, no. 60 2 d. based on grain of a, b and c above, the need to formulate basic guidelines and implementation strategies that include various models of Polmas Polmas which can be applied in all regions of Indonesia in accordance with the characteristics and conditions of local communities; Remember: 1. Act No. 8 of 1981 on the law of criminal procedure (State Gazette of the Republic of Indonesia Number 76 of 1981, additional sheets of the Republic of Indonesia Number 3209); 2. Act No. 7 of 1984 on Ratification of the Convention On the Elimination of all forms of discrimination against Women – Convention of The Elimination of All Forms of Discrimination Against Women (State Gazette of the Republic of Indonesia Number 29 in 1984, an additional Sheet of the Republic of Indonesia Number 9); 3. Act No. 39 of 1999 on human rights (State Gazette of the Republic of Indonesia year 1999 Number 165, an additional Sheet of the Republic of Indonesia Number 3886); 4. Act No. 2 of 2002 on State police of the Republic of Indonesia (the State Gazette of the Republic of Indonesia number 2, 2002 an additional Sheet of the Republic of Indonesia Number 4168); 5. Act No. 23 of 2002 on child protection (State Gazette of the Republic of Indonesia Number 109 in 2002, an additional Sheet of the Republic of Indonesia Number 4235); 6. Act No. 23 of 2004 on the Elimination of domestic violence (State Gazette of the Republic of Indonesia Number 95 in 2004, an additional Sheet of the Republic of Indonesia Number 4419); 7. Act No. 25 of 2004 about National Development Planning System (State Gazette of the Republic of Indonesia Number 104 in 2004, an additional Sheet of the Republic of Indonesia Number 4421); www.djpp.depkumham.go.id 2008, 3 8 No. 60. Law Number 32 of 2004 concerning Regional Government (State Gazette of the Republic of Indonesia Number 125 of 2004, an additional Sheet of the Republic of Indonesia Number 4437); 9. Act No. 11 of 2005 about the Endorsement of the International Covenant on Economic, Social and Cultural Rights – the International Covenant on the rights of economic, social and cultural (Gazette of the Republic of Indonesia Number 118 in 2005, an additional Sheet of the Republic of Indonesia Number 4557); 10. Act No. 12 of 2005 about the Endorsement of the International Covenant on Civil and Political Rights – the International Covenant on civil rights and politics (State Gazette of the Republic of Indonesia Number 119 in 2005, an additional Sheet of the Republic of Indonesia Number 4558); 11. The decision of the President of the Republic of Indonesia Number 70 in 2002 about the Organization and work of State police of the Republic of Indonesia; 12. Decree No. Assistant. Pol.: Skep/1673/X/1994 dated October 13, 1994, about trees with Police partnerships between Institutions and the community; 13. The decision of the Assistant No. Pol.: Kep/54/X/2002 on 17 October 2002 about the Organization and governance of the working units of the Organization at the level of the cantonal Parliament; 14. The decision of the Assistant No. Pol.: Kep/37/IX/2004 dated September 9, 2004 on the strategic plan of the Republic of Indonesia State Police (Polri Renstra) TA. 2005-2009; 15. Grand Strategy 2005-2025 national police; 16. Decree No. Assistant. Pol.: Skep/1044/IX/2004 dated 6 September 2004 about the Police Development Programme TA. 2005-2009; 17. Decree No. Kapolri Pol.: Skep/737/X/2005 October 13, 2005 on the application of the policy and strategy Model of Perpolisian Community in implementing the task of the national police; www.djpp.depkumham.go.id 2008, no. 60 4 18. Assistant Decision Letter No. Pol.: Skep/431/VII/2006 dated 1 July 2006 on guidelines for the construction of the last of the Personnel Function Polmas; 19. Decree No. Assistant. Pol.: Skep/432/VII/2006 dated July 1, 2006 Implementation Guidelines the operational Functions of the national police with Polmas Approach; 20. Decree No. Assistant. Pol.: Skep/433/VII/2006 dated July 1, 2006 about the formation and Polmas Operasionalisasi; 21. Perkap No. Pol.: 9 Year 2007 on State police strategic plan 2005-2009, Republic of Indonesia (changes); 22. Policy and strategy Assistant on December 8, 2007 on the acceleration of the establishment and implementation of Polmas; Decide: Define: REGULATION Of The HEAD Of The INDONESIAN NATIONAL POLICE ABOUT The BASIC GUIDELINES Of The STRATEGY And IMPLEMENTATION Of The PEMOLISIAN COMMUNITY In The CONDUCT Of The DUTIES Of The NATIONAL POLICE. CHAPTER I GENERAL PROVISIONS article 1 in regulation this Assistant is: 1. State police of the Republic of Indonesia which further shortened the national police is a State that plays a role in maintaining security and order of society, enforce the law, as well as provide protection, shelter, and service to the community in the framework of the rights of security in the country. 2. Police Officers are acting in an environment of Police from central level to the level of the cantonal police force. 3. Community Policing translated Pemolisian society or Community Perpolisian or abbreviated Polmas. 4. Policing can be defined as: a. perpolisian, i.e. all the happenings of the Providence Police Department functions, not only concerning the operasionalisasi (tactics/technique) the function of the police but also the management of the police function in www.djpp.depkumham.go.id


2008, no. 60 overall 5 ranging from top management level up to the lower-tier management, including thoughts of skepticism that melatarbelakanginya; b. pemolisian, namely the empowerment of all the components and all the resources that could be involved in the performance of policing duties or functions in order to support the conduct of the police function in order to obtain optimal results. 5. Community translated community can be defined as: a. a group of citizens (men – men and women) or communities that are within a small area that is clearly its limits (geographic-community). The boundaries of the territory of the community may take the form of RT, RW, village, villages, or in the form of market/shopping center/mall, industrial area, Center/sports complex, bus/train, and others; b. citizens formed a group or feel part of a group based on interests (community of interest), for example, a group of ethnic/tribal based, religion, profession, employment, skills, hobbies, and others; c. Polmas applied in communities or groups of communities living in a particular location or community environment berkesamaan professions (for example the similarity of work, skills, hobbies, interests etc), so that the citizens of the community do not have to live in the same place, but it can only place far apart along the communications between citizens of one another took place intensively or equality interests. (for example: a group taxi, hobby birds turtledoves, motorcycle racer, hobbyist computers etc) all of which can be the means of organizing Polmas. 6. Society is a group of people/citizens who live in a region in a wider sense e.g. districts, cities, counties or provinces or even wider, as long as they have the same interests, e.g. rural communities, urban communities, traditional society, modern society, etc. 7. Polmas (Pemolisian/Perpolisian society) is an organization of the underlying police task to the understanding that to create a safe and orderly conditions are not possible by the Police unilaterally as the subject and society as an object, but rather should be conducted jointly by the police and the community in a way www.djpp.depkumham.go.id 2008, no. 60 6 empowering communities through a partnership of the police and citizens, so that together are able to detect symptoms that may cause problems in the community , are able to get solutions to anticipate problems and be able to maintain security and order in the environment. 8. The strategy is the implementation of a proactive pemolisian Polmas that emphasizes parallel partnerships between police and communities in prevention efforts and penangkalan crime, social problem-solving that could potentially cause interference Kamtibmas in order to improve legal compliance and quality of life of the community. 9. Philosophy: philosophical as Polmas, Polmas contains the meaning of a pemolisian model that emphasizes the relationships that uphold the values of the social/human equality, showing the attitude of courteous behavior and mutually appreciated between the police and citizens, thus leading to mutual trust and togetherness in order to create the conditions that support the smooth holding of the functions of the police and improvement of the quality of life of the community. 10. Construction in the context of Polmas is menumbuhkembangkan efforts and optimizing the potential of the community in relation to the partnership (partnership and networking) are aligned. 11. The construction of the community is all the efforts which include communication, consultation, outreach, information, coaching, development and other activities in order to empower all the potential of the community to support the successful attainment of the goals of security, order and harmony in society. 12. Partnership (partnership and networking) is any effort to build synergies with the potential of the community which includes concern-based communication, consultation, delivery information and a variety of other activities for the sake of the community's goal of a safe, orderly and serene. 13. The problem is a condition of concern to citizens because it can be harmful, threatening, tumultuous, causing fear or potentially cause the occurrence of interference of order and security in the Community (especially the events that seem to be separate but have a sameness about the patterns, time, sacrifice and/or geographical locations). 14. Troubleshooting is the process of Kamtibmas and crime problems approach to finding the solution of a problem through an effort to understand the problem, the analysis of the problem, propose alternative-www.djpp.depkumham.go.id 2008, no. 60 7 alternative solutions in order to create a sense of security, the peaceful and orderly (not just based on criminal law and arrest), evaluation and re-evaluation against the effectiveness of the selected solution. 15. Potential Interference problems that sediment is Kamtibmas attached to the social life of the joints which is fundamentally a result of gaps in access to economic resources, social, and political in the end can be the source or root disturbance kamtibmas. 16. The police and Community Partnership Forum (FKPM) is a vehicle of communication between the Police and citizens who carried out on the basis of mutual agreement in the framework of the discussion of the problems of Kamtibmas and social problems that need to be solved jointly by the community and Police officers in order to create the conditions that support the smooth holding of the functions of the police and improvement of the quality of life of the community. 17. Police Partnerships and Community Hall (BKPM) is the place to be building/Hall which is used for the activities of the police and citizens in building partnerships. This Hall can be built new or optimize existing police buildings like Polsek and Pospol or other public facilities. Article 2 (1) the intent of the regulations it is the Assistant: a. describes the essence of Polmas strategy for easy understood by members of the executor or executors who control managers in the field, both at the level of region or in the Center; b. as a guide to equate the perception and understanding of the concepts and falsalah Community Policing (Polmas) as well as the guidelines of the implementation of the activities in the framework of the implementation of the strategy of Polmas on the entire territory of Indonesia. (2) the purpose of these Regulations is the Assistant: a. that all ranks of the national police have the same perception about the strategy in a comprehensive manner and Polmas can apply methods of Polmas on the territory of its task in accordance with the characteristics of its people and territory; www.djpp.depkumham.go.id


2008, no. 60 8 b. so that programs Polmas implemented throughout the task in the ranks of the national police can run effectively and efficiently. Article 3 scope and systematic regulation of the Assistant include: a. General provisions; b. basic considerations, benefits and Polmas principles; c. Polmas conception; d. application of Polmas pattern; e. implementing/establishing Polmas; f. change management for the success of Polmas; g. Management organizing Polmas; h. evaluation of the success of Polmas; i. acceleration and development of Polmas; CHAPTER II BASIC considerations, BENEFITS and the PRINCIPLE of the APPLICATION of the basic considerations of the Union Section POLMAS Applying Polmas article 4 (1) Pattern of organization of pemolisian which is based upon the concept of increasing the number of police and/or an increase in the intensity of police activities (such as patrol and penindakan violations) are not able to overcome or pressing numbers rapidly growing Kamtibmas disorders in the community. (2) Pemolisian more effective conventional approach by diverting to the modern approach, namely the application of Polmas stressed resolving problems associated with crime and ketidaktertiban proactively together with the community. (3) the practice of traditional community engagement in pemolisian already known in Indonesia including in the form of: ronda Ward, boyo jogo, jogo tirto pecalang, and so on. www.djpp.depkumham.go.id 2008, no. 60 9 (4) patterns of problem solving community through customary public already applied in traditional societies, all of which is the patterns of problem-solving and prevention as well as the construction of the harmony society and harmony that basing on the principle of partnership, togetherness and harmony within the community. (5) reform in the paradigm of a plural democracy demanded that Police were able to carry out the task by sticking to the principles of human rights, was cast as the protectors and servants of the community, instead of taking the role as a ruler. The reform also requires openness of the national police as well as the sensitivity of the national police against the people's aspirations as well as paying attention to the interests, needs and expectations of citizens. (6) application of Polmas as philosophy and strategy is appropriate measures to improve the quality of service of the police and to the community through a partnership with the citizens of the community to realize the maintenance of security and public order of society in an era of democracy and human rights enforcement. The second part of the benefits of the application of Polmas article 5 (1) the number of members of the police in Indonesia compared with the total population will always be balanced or even not getting left out, so as to achieve the ideal ratio (1:400) will be needed for a long time. Meanwhile, the ratio of police officers and residents of the ideal was not a guarantee can materialize Kamtibmas. Build partnerships with the community is the right strategy to address this gap. Cover the shortage of Police personnel would be more efficient with the addition of power through the involvement of the citizens of the community as equal partners. (2) application of the proactive approach prioritizes Polmas problem solving social problems and kamtibmas means of optimizing the resources of the police and the community by doubling the strength of the resources that could be involved in the maintenance of Kamtibmas efforts. With a doubling of the force, kamtibmas not only maintenance tasks carried out by national police officers but also be the concern of the citizens of the community. www.djpp.depkumham.go.id 2008, no. 60 10 (3) the development of social, cultural, economic and political very rapidly and the impact of globalization on society raises issues that are increasingly complex and pervasive, which is very likely to occur in various places. This development demands problem-solving and handling are smart, creative and quick that might not be overcome by Police except with the participation and assistance of the citizens of the society. (4) the police and Community Partnerships in Polmas allows early detection of problems because the police can more quickly and accurately obtain information about Kamtibmas, thus enabling actions and response handling, quick and precise and well by police even in urgent circumstances the community can take action quickly and the first just before the police came. (5) the implementation of the strategy for Indonesia Polmas right/fit in with the culture of the society that puts Indonesia community, mutual life, balance (harmony), and concern and giving priority to the public interest. The third part of the principles of Polmas article 6 principles of organizing Polmas include: a. the intensive communication: pemolisian practice that emphasizes the deal with the citizens instead of nötigung means that Police entered into an intensive communication with the community through face-to-face, telecommunications, mail, meetings, forums, discussions and so on communication among the public in order to discuss security issues; b. equality: the principle of alignment positions between residents of the community/communities and police officers who respect the dignity, rights and responsibilities, and respect for differences of opinion. the principle of equality also requires efforts to give services to all community groups, having regard to the particular needs of women, children, the elderly, and other vulnerable groups; c. partnership: building a national police interaction with society based on equality/alignment, mutual trust and respect in crime prevention efforts, solving the problem of security in community/society, as well as improving the quality of life of the community; www.djpp.depkumham.go.id


2008, no. 60 11 d. transparency: principle of openness towards citizens/police community and other parties related to security guarantees, the effort is orderly and serene, in order to jointly understand the problems, not mutually suspicious and can foster trust each other; e. accountability: the application of the principle of pertangunjawaban Police are clear, so every action can be accounted for in compliance procedures and applicable laws with clear benchmarks, balanced and objective; f. participation of police and community awareness: to actively participate in the various activities of the community/society to encourage the involvement of citizens in an attempt to nurture a sense of safe and orderly, giving information, advice and input, as well as active in the decision-making process in order to solve the problem of kamtibmas, while avoiding the tendency of vigilantism; g. Personalization: approach police prefer the personal relationships directly formal relationships rather than a bureaucratic/are generally more rigid, to create the grammar of relation with the citizens/communities; h. decentralization: application of polmas requires the presence of decentralized authority to members of the police at the local level to enforce the law and solve problems; i. otonomisasi: grant of authority or discretion to the cantonal unity to manage Polmas on its territory; j. proactive: any form of activity the granting of police service to the community on the initiative of the police with or without any reports/requests for assistance from the public relating to the conduct of the security, public order and the rule of law; k. orientations on problem solving: the police together with citizens/communities identify and analyze problems, setting priorities and response to source/root of the problem; b. orientation on the Ministry: that implementation of Polmas police prefer to the community based on the understanding that the community service is to be held by members of the police as to their obligations. www.djpp.depkumham.go.id 2008, no. 60 12 CHAPTER III Part I Purpose POLMAS CONCEPTION Polmas article 7 (1) the purpose of the partnership is the realization of Polmas police and community based awareness together in order to cope with problems that may disrupt security and public order of society in order to create a sense of safe, orderly and peaceful as well as improve the quality of life of the community. (2) Efforts to cope with problems that can interfere with security, order and harmony of the community as referred to in subsection (1) includes a series of prevention efforts by identifying the root of the problem, analyze, define priority actions, conduct evaluation and re-evaluation over the effectiveness of the action. (3) the community and police Partnership referred to in subsection (1) includes the mechanism of the partnership that includes the overall management process, from planning, supervision, evaluation, analysis and control over its implementation. The partnership is an ongoing process. (4) in order to realize a society that is safe, orderly and serene, citizens are empowered to actively discover, identify, analyze and find a way out for issues that affect the security, public order and other social problems. Problems that can be addressed by the public is limited to issues that are lighter, not including things of a serious violation of the law. The second part of the philosophy of Polmas article 8 (1) the philosophy underlying the understanding that society Polmas is not an object of coaching from the officer who serves as the subject of security providers, but the public should be the subject of an active partner and in maintaining security and order in the environment in accordance with the law and human rights. www.djpp.depkumham.go.id 2008, no. 60 13 (2) Philosophy underlying Polmas understanding that organizing security will not work when just drawn to the liveliness of the police officer solely, but rather should be drawn more to the partnership officer with citizens who were active address in its environment. (3) the philosophy of Polmas wants police officers in a society does not look as a means of implementing the law or laws that only emphasizes the penindakan law or find fault, but rather concerns the efforts to build the trust of the community against the national police through a partnership based on the principles of democracy and human rights, so that the residents moved awareness and compliance with the law. Therefore, the function of the Police officer example becomes very important. (4) as a condition in order to arouse and develop awareness of the citizens of the community to partner with the police, then every police officer must always be and behave as a partner community accentuates the Ministry, valuing equality between police and residents as well as always facilitate the communities to participate in order to secure their environment. (5) Efforts to build the trust of the community against the police should be a priority in the approach of police duties in the field because the incidence of Community Trust (the trust) of the national police is the key to success of Polmas staple. Trust is built through an intensive two-way communication between the police and citizens in a partnership of equals. (6) application of Polmas basically in line with the basic cultural values of the nation of Indonesia is contained in the concept of Siskamswakarsa, so that its application should not be through the creation of a new concept but rather give priority to the development of the existing system that is adapted to the present organization of the modern police function in civil society in the era of democracy. (7) to guarantee the rights secured, orderly and serene in the community, the police and residents to maintain a partnership raising and menumbuhkembangkan management of security and public order environment. This partnership is based on social norms and/or local agreements with still heed the regulations of applicable national laws and uphold the www.djpp.depkumham.go.id


2008, no. 60 14 principles of human rights and freedoms of individuals who were responsible in the life of democratic society. The third part of the strategy the strategy Aim of article 9 Polmas Polmas Police partnership with most benefits are residents who are able to identify the root of the problem, analyze, define priority action, evaluate the effectiveness of action in order to maintain security, order and kententraman communities as well as the improvement of the quality of life of the community. Article 10 the target Strategy Polmas include: a. the growing awareness and concern societies/communities against potential disturbance of security, order and harmony in their environment; b. increasing the ability of the community together with the police to identify the root of the problems that occur in their environment, conduct analysis and solve the problem; c. increasing the ability of communities to cope with existing problems together with the police and in a manner that does not violate the law; d. increasing awareness of law society; e. increasing public participation in creating Kamtibmas in their environment respectively; f. decrease the bothers event security, order and peace society/community. Article 11 penyelenggara Polmas Method is through a partnership between the national police with citizens based on the principle of equality in order to build the trust of citizens against the police, so that the manifest togetherness in order to understand the problems of kamtibmas and social problems, analyze the problem, propose alternatives appropriate solutions in order to create a sense of security, the peaceful and orderly (not just based on criminal law and arrest), evaluation and re-evaluation against the effectiveness of the selected solution. www.djpp.depkumham.go.id 2008, no. 60 15 article 12 Polmas Operasionalisasi Pattern: a. troubleshooting efforts of security disorder and order the community prefer the process to identify the root of the problem, analyze, define priority action, evaluate the effectiveness of the action along with the community, so that it is not merely include the troubleshooting that is instantaneous; b. Services and protection to the communities towards the realization of the seven dimensions of community service that includes communications-based caring, responsive, quick and precise, ease the giving of information, procedures that efficiently and effectively, the cost of a formal and unnatural, ease the settlement of affairs, the physical environment of the workplace conducive; c. the efforts of law enforcement to the preferred targets of increased awareness of the law than the penindakan law; d. legal penindakan effort is an alternative course of action most recently, when the ways of recovery problems or ways of problem solving that are persuasive to no avail. Chapter 13 Requirements in order to resurrect the relationship of partnership and trust of the community to the national police in the implementation of the strategy of Polmas: a. behavior accomplishing the attitude based on confidence, sincerity and integrity of all leadership at every level and all members of the National Police Organization would like to improve the implementation of Polmas; b. national attitudes and behavior all Police personnel both in the execution of daily tasks as well as in private life as a member of the public who noticed that citizens/communities are stakeholders (stakeholders) to whom they claimed present police services are optimal. the attitude, behavior and consciousness of this will increase public confidence to the Police; c. the realization of intensive communication between residents with Police based on the principles of equality, mutual respect valuing mutual rights and obligations of each; d. national public awareness – although different backgrounds and interests-that the creation of a situation of security and public order is a shared responsibility. Article 2 forms of activities in the implementation of Polmas, among others: www.djpp.depkumham.go.id 2008, no. 60 16 a. activities of the service and protection of citizens: 1) intensification of activities of the coaching community; 2) intensifying patrol and Police officers face-to-face with citizens. b. intensive communications officer Police-citizens: 1) intensifying the contact person between the officer with the citizens in direct/face-to-face, or via means of communication; 2) utilization of the means of print and electronic press media; 3) Providence Police communications forum and community. c. utilization of FKPM for troubleshooting, the Elimination of the roots of the problem and the control of social problems. 1) utilization of the place, the communication forum for the meeting hall of the community; 2) utilization of the forum meetings held citizens routinely, periodic or incidental. d. the approach and intensive communication with formal and informal (customs, religion, youth, woman/mother, entrepreneur, profession, etc.) in order to eliminate the root of the problem and the solution of security issues/order; e. empowerment of social institution for social control, elimination of the roots of the problem and the solution of social problems; f. application of the concept of Alternative Dispute Resolution (settlement patterns of social issues through the more effective alternative in the form of an effort to neutralize the problem other than through legal proceedings or non litigation), for example through the efforts of peace; g. education/skills training countermeasures kamtibmas disorders; h. coordination and cooperation with the Group of formal or informal problem-solving in order to Kamtibmas. APPLICATION of the PATTERN CHAPTER IV is considered part of the Application Model POLMAS Polmas Article 15 (1) the strategy of the development as a form of Polmas police modern in a plural democracy that upholds human rights applied through the Polmas models developed through: www.djpp.depkumham.go.id


2008, no. 60 17 a. modification of a social institution and the traditional society pattern of pemolisian (Model A); b. intensification of Police functions in the field of Community Coaching (Model B); c. adjustment of the model of community policing of other countries (Model C). (2) the Model applied in Polmas a cantonal Parliament is not always the same as the Model applied in Polmas other cantonal Parliament. (3) the application of the Model village in Polmas adapted to the characteristics of the target communities and territories, Polmas specified by each territorial unit of the US-led authorities. Article 16 Polmas developed from Traditional Pattern called Model A, Polmas, among others, include: a. Security environment, System Model (Model A1): 1) Ronda Kampung (Model A11); 2) Ronda in the environment (Model A12). b. the empowerment Model of social Institution/Custom (Model A2), among other things: 1) keep the baya, keep tirta (Model A21); 2) Pecalang (Model A22); 3) Pela gandong (Model route A23). Article 17 through the intensification of activities of Polmas Function Binmas called Polmas Police Model B, include, among others: a. Intensifying contacts with citizens Police Officer (Model B1): 1) and a system of quick Relationships: Hotline Calls, SMS (Model B11); 2) Utilization Box complaint, P.o. box 7777 (Model B12); b. intensification of illumination, illumination (Model B2): 1) public outreach/Explanation Kamtibmas (B21 Model); 2) Lighting/Bimmas roving (Model B22). 3) utilization of Media (Model B23). c. intensification of the patrol (Model B3): 1) Patrol door to door (Model B31); www.djpp.depkumham.go.id 2008, 18 2) No. 60 Patrol honeycomb village. (Model B32); 3) Gedlinghealthnetwork Patrol (long range Patrols, stay at home residents). (Model B33); 4) Patrols the blocks (Model B34); 5) Patrol Beat (B35 Models); 6) Patrol Box (Model B36). d. activities of the Coaching By the technical function of the police (Model B4): 1) Binmaspol: (Model B41): a Binmas Straal (Coaching citizens around) (Model B411); b) assignment of Babinkamtibmas (Model B412); c) sustainable community Coaching (Model B413); Small-scale Patterns, Patterns, Patterns Touch On The Radar. 2) Reserse (Model B42): a Reserse Kring) system (Model B421); b) system Wara-Wiri (B422 Model). 3) Traffic: (Model B43). Dikmas Then. e. Pengalangan the potential of the Community (B5 Model): 1) intellectual community (Model B51); 2) profession, hobbies, community activists and others (B52 Model); 3) pemanfatan means sports and cultural arts (Model B53); 4) coaching Da'i Kamtibmas (Model B 54); 5) Conscious group Kamtibmas (Model B 55); f. education/skills training Kamtibmas (Model B6): 1) training Kamra (Model B61); 2 Saka Bhayangkara Scout coaching) (Model B62); 3) natural disaster mitigation training (Model B63). g. Coordination and cooperation Kamtibmas (Model B7); 1) coordination with related agencies/local government (Model B71); www.djpp.depkumham.go.id 2008, 19 2 No. 60) coordination with Security Builder/Polsus (Model B72); 3) cooperation with the private/informal group. (Model B73). Article 18 Polmas developed Pattern of Community Policing in other countries called Polmas Model C, include, among others: a. Perpolisian community in accordance with the decision letter No. Assistant. Pol.: Skep/737/X/2005 (Model C1): 1) Officer Polmas (Model C11); 2) the establishment of a Community-Police Partnership Forum (Model C12); 3) the formation of a Community-Police Partnership Hall (Model C13). b. Japan (Model C2): 1) system Koban (Model C21); 2) Chuzaisho System (Model C22). c. Canada and United States (Model C3): 1) Hot Spots areas (Model C31); 2) Neighborhood Watch (Model C32). Article 19 (1) trees implementation models Polmas as referred to in Article 15, article 16, article 17 and article 18 is described in "Appendix A Appendix A 1, 2 and 3 Appendix A" Regulatory Assistant. (2) the procedures for the implementation of the Model in Polmas basic guidelines and implementation Strategies Polmas that need more detailed explanation will be spelled out in Regulations Assistant which is the operational implementation of the guidelines. The second part Operasionalisasi Operasionalisasi article 20 Polmas Polmas include: a. individual activities by establishing Polmas on the field; b. activities by the Supervisor/clerk Polmas controller; c. activities by management. www.djpp.depkumham.go.id 2008, no. 60 20 Article 21 individual Activities by establishing Polmas on Court as intended in article 20 a, among others: a. facilitate siskamling in his environment; b. capitalize arisan mothers and routine meetings on its territory to discuss the problems Kamtibmas so caring citizens; c. utilize the postal market to establish communication with traders and buyers, and provides information about the problem of theft and pencopetan; d. use of organizing community activities such as soccer matches, concerts, etc., to establish intensive communication with citizens involved in anticipation of problems that can occur and do the planning together with the residents proactively to avoid the problem of Kamtibmas; e. conducting face-to-face with various groups of citizens, including community leaders, formal and informal, religious youth group/youth, a group of women/mothers, student/student, as well as the often vulnerable citizens segment not raised his voice to invite active participation in order to maintain a sense of safe, orderly and serene surroundings. Article 22 form of Polmas activities implemented Supervisor/controller Polmas as referred to in article 20 letter b, among others: a. conducts face-to-face with specific community using existing facilities (e.g., Village Hall or Subdistrict or school meeting room); b. empower and control role of social institution as a container for the resolution of social problems, to work for positive social and problem-solving is not distorted or contrary to applicable law; c. facilitate common activities (sports matches, arts and cultural performances, scientific meetings, social gatherings) for the means to build partnerships with police and citizens; d. coordination with the organizer of the match sport, performing arts and cultural patterns to organize safeguards in order to prevent the occurrence of disturbance of public order and security, for example: www.djpp.depkumham.go.id restrictions


2008, no. 60 21 number of visitors so as not to exceed the capacity of the location, Division assignment Coordinator/attendance/supporter on the pitch, etc; e. attend or facilitate discussion forum/meeting space performed by community groups and use it to build a partnership between the national police with the community in order to prevent and cope with the disorder Kamtibmas; f. facilitating the penyelenggarakan race-race skills related to problem Kamtibmas. Article 23 the activities of Polmas on management level as referred to in article 20 subparagraph c, among others: a. coordination and communication with officials of the formal systems development countermeasures in order Kamtibmas; b. consultation and discussion in making rules, licensing, regulation, the development in the framework of prevention and mitigation of natural disasters; c. coordination with local government or related institutions in order to promote the social institution that can still serve as a social control and does not conflict with the positive law; d. determination of the target, method and application of priority programs in the region and within the limits of the authority of his Office. Chapter V of the IMPLEMENTING/ESTABLISHING the implementing Level One Section POLMAS Polmas section 24 (1) basically Polmas implemented by all members of the national police starting from all the officers in the field to the helm of the national police; (2) the form of the activities performed by members of different National positions in accordance with the nature and the limits of authority of each. Article 25 the last level of the strategy until executing operasionalisasi Polmas, include: a. Trustees/management: Polmas Police officials consist of in the Cantonal Police Headquarters or at which has authority to determine policies and www.djpp.depkumham.go.id 2008, no. 60 22 operasionalisasi Polmas in environment area assignment, according to limit those powers. b. Drivers/Supervisor Polmas Police officials: consists of designated as controllers of the implementation activities of Polmas. c. Implementing Officer Polmas: consists of members/officers individually or in bond units (units) which carry out activities which directly come into contact with Polmas target Polmas. Article 26 assignment of operational and implementing the strategy of establishing Polmas specified by the competent authority having regard to the/consider the following factors: a. the form of activity or model Polmas applied adjusted to the characteristics of the region and the community in the area of assignment; b. comparison between quality/capacity of the local people of the target activities establishing quality Polmas Polmas task; c. equalization between the weights of the materials to activity Polmas compared to the quality, capacity and capability of executing the last of Polmas. The second part of the task of Establishing/Implementing Polmas article 27 Pembina Polmas/Manager in charge of the central level: a. determine the direction of the policy application of Polmas; b. evaluate program implementation Polmas; c. determine the wisdom in Polmas strategy development framework. Article 28 the Pembina Polmas/Cantonal Level Manager on duty: a. develop tactics, operasionalisasi, and the strategists Polmas on its territory; b. empower support functions to enhance the effectiveness of Polmas on its territory; www.djpp.depkumham.go.id 2008, no. 60 23 c. foster coordination and synergy with the local agency for operasionalisasi and Polmas strategy development; d. evaluate program implementation Polmas. Article 29 Governing/Supervisor Polmas on duty: a. technical functions of the officials shall be obliged to develop the implementation of tasks in environmental functions to support smooth Polmas; b. Polmas controller on duty to arrange, organize, control the execution of Polmas on the course to make it more effective and always in Polmas guidelines corridor. Article 30 Polmas Officers: a. carry out Polmas with memedomani philosophy and strategy of Polmas; b. implementing element is composed of: 1) officers who have been trained specifically for Polmas; 2) Babinkamtibmas Officer; 3) all members of the Police on duty in the field; 4) yg Policemen live in neighborhoods. Article 31 each Task Description implementing Polmas referred to at article 27, article 28 Article 29 Article 30, and described in "Appendix B" Regulations Assistant. The third part the ability of Establishing/Implementing Polmas Article 32 the skills that should be possessed by establishing good Polmas on landscape Management as well as the implementing officers in the field are: a. communicating skills (ability of speaking, listening, questioning, observing, giving and receiving feedback and summarising); b. the skills of problem-solving and skill of understanding the issues (identify problems in areas with high crime rates, www.djpp.depkumham.go.id 2008, no. 60 24 identify obstacles and causes of the problems and develop effective solutions and response); c. the skills and personality to deal with conflict and differences of perception; d. leadership skills (skill of estimating risk and responsibility, skill to determine the purpose and time management skills); e. skills team building and managing the dynamics and motivations of the Group (skills in meetings, skills identification identification skills of leadership, resources and skills building trust); f. understand and respect human rights; g. negotiation and mediation skills; h. understanding diversity, kemajemukan and the principle of non-discrimination; i. understand the rights of vulnerable groups and how to handle/treat them. The fourth part of article 33 Polmas Officer Characteristics Personality Polmas officers: a. identify yourself: understand the advantages of belonging to utilized optimally for smooth duties and on the other side is also aware of the above deficiencies/weaknesses of self in order to be further eroded/repaired; b. confident: be optimistic against his ability, what he did and how to execute it and not afraid to develop the ability of self; c. personal discipline: obedience to rules and order themselves in the use of time effectively to perform the task as well as everyday life; d. Professional: a professional national police capability as a patron, pengayom and servants of the community particularly the ability to build partnerships with citizens; e. integrity: constancy and toughness soul thoroughly covers aspects of the personality, mentality, morality and professionalism. www.djpp.depkumham.go.id


2008, no. 60 25 Article 34 Appearances Polmas officers: a. sympathetic: always neatly dressed, attractive attitude and showing empathy; b. friendly: always shows the attitude of friends/friendly, smile, preceded the sapa and reply greetings; c. upbeat: positive attitude, no doubt will be the success in any job; d. initiatives: the ability ask the idea and initiative in identifying issues, determine priority problems, looking for alternative solutions and solve the pemasalahan by involving the community; e. code of conduct: organised in carrying out the work and be able to organize/work plans, documents, work environments and work areas; f. discipline time: able to plan the work and activity in order to utilize the available time as productive as possible; g. carefully: conscientious in collecting and analyzing the facts and consider the consequences of any decision making; h. accurate: able to specify the appropriate action in anticipation of problems, accompanied by a clear argumentation; i. was emphatic: capable of taking firm decisions and actions without a doubt and put into practice without delay time. The fifth part is the ability to build Partnerships Article 35 capabilities that must be developed every officer Polmas in order to build partnerships with local people include: a. identification: the capability of learning the circumstances/conditions in the community containing potential or contain a variety of possibilities that can cause problems within the community Kamtibmas; b. the determination of priorities: the ability to select and define the issues that need to be looked at responses, as well as the ability to concentrate against the plans which have been drawn up so that it is not interrupted by new proposals or proposals that are less important; c. timeliness: the ability of the timetable of activities and to apply them effectively and in a timely manner. In this case, the change www.djpp.depkumham.go.id 2008, no. 60 26 schedule still open chances based on negotiation of the parties involved; d. effectiveness and efficiency: the ability to optimize the results of the implementation of tasks using minimal resources available as possible; e. accountability: always be willing to account for all the consequences of actions that have been done in the execution of tasks or in the life of the self, and not divert accountability to others for a mistake that he did; f. innovation: the ability to build imagination and creativity in order to develop tips/effort, so a more optimal fruition through the utilization of limited available resources; g. consistency: the ability to apply the treatment/actions with the same standards against the same situation in order to guarantee legal certainty, reduce anxiety as well as facilitating the relationship with society; h. trustworthiness: always keep the promise/was submitted to others, in order to foster a sense of trust public; i. alleviation work as soon as possible: always try to finish the work as soon as possible without delay either to administrative or community service activities such as: archiving, stewardship Affidavits police records (SKCK), mail loss, complaint, police reports, etc.; j. service nonprofits: giving service to the community without charging more than that has been established in official rates and standard service that has been socialized to the community. The sixth part of the ability to build Community Trust Article 36 capabilities that must be owned and developed to build the trust of the community include the following: a. the ability of blending with the community: build harmonious relationships through partnerships and cooperation with various parties in the community in order to menumbuhkembangkan mutual trust and appreciate each other's credibility; www.djpp.depkumham.go.id 2008, no. 60 27 b. supel/flexible/flexible: not being rigid, but rather always open received opinion and accommodating towards the input of opinions as well as being able to consider changes based on new information in order to avoid the incidence of conflict is not productive; c. appreciative: outwardly always acknowledge the accomplishments and give awards to people who have worked well; d. fair: being impartial and treat others courteously, consistent, not favoritism regardless of difference group or citizen status (e.g. lights and/or authority); e. dare tell the truth: 1) courage said "no" to an activity/activities, decisions, or requests for the denied/get answers "no"; 2) courage said "Yes": to give consent against an activity/activities, decisions, or requests for money to be received/performed with consequent and subsequent; 3) avoid attitudes/actions that pretend, giving rise to misperceptions and/or negative impression from the public. f. do not recognize the term "Kalah-Menang": always looking for avenues solving mutual benefit (win-win solution) with not emphasise statements or the perception of the party where the loser and which side wins in order to avoid the occurrence of negative impacts in the community; g. Professional: actions taken to the underlying obligation to always perform the task correctly, appropriate procedures and the implementation of the task force in the police profession; h. do not involve personal problems: avoiding gossip and/or other personal things and not build personal relationships that could potentially reduce the efficiency in the working environment and partnerships; I admit a mistake: by Knights and open up the fallacy of recognizing actions or mistakes and try not to lie or close-nutupi errors and avoid responsibility for errors committed; www.djpp.depkumham.go.id


2008, no. 60 28 j. accept difficult assignments: do not avoid the difficult tasks that become part of the obligations and responsibilities in building partnerships; k. systematic planning: being able to develop a structured and systematic plan, implement consistently and review and modify plans to be adjusted with the development of the situation and information on the implementation of the partnership program; b. efficiently: able to utilize minimal resources is likely to achieve the most results, wastes no effort and ensure that the resources expended in balance with the benefits that will be achieved; m. stay focused: always understand all of the long-term goals and short-term, not distorted and keep aiming at the achievement of the goals; n. understanding boss: understanding the philosophy and goals to be achieved by his superiors, as well as giving feedback judicious and Polmas perform the task effectively and efficiently with based on the sense of responsibility and is kewajiaban every officer Polmas. CHAPTER VI CHANGE MANAGEMENT for the SUCCESS of change management is considered part of POLMAS As Prerequisite Polmas Article 37 (1) such programs not only Polmas in organizing police function but is a fundamental strategy that demands a fundamental change from the inaugural police tasks that used to be the underlying principles of service birokratif towards a personalized presentation of police services, namely services performed by real police officers directly in contact with citizens; (2) application of Polmas not only implemented on the local level, especially the leading officials of the environment community, but also implemented by all members of the Police and officials of the national police from the central level up to the cantonal Parliament in accordance with the duties and scope of those powers; (3) the application of Polmas locally does not mean that the process is only done limited operational level but should also be based on the www.djpp.depkumham.go.id 2008, no. 60 of 29 on a comprehensive policy ranging from conceptual landscape at the top management level. Article 38 (1) in the framework of the implementation of the strategy of Polmas Police management changes needed to support the success of organizing Polmas overall from the Center to the cantonal Parliament; (2) organizational changes directed towards changes in order to realize the organization who have the competitiveness and growing; (3) individual Changes directed to the creation of opportunities to make changes, either in the framework of the development of his career or personal life; (4) in an attempt to change management, problems that need to be wary of is the possibility of the emergence of resistance to change. The second part is the anticipation of the backlash against the changes to Article 39 (1) Efforts in order to anticipate the occurrence of resistance to change include the following: a. education and communication with the members in order to understand the need for change; b. consultations with related parties; c. increasing participation and involvement of members; d. investigating the rejection of change; e. setting up the facilities and support for change; f. the negotiations and agreements to neutralize the refusal; g. manipulation and kooptasi to support the success of the change; h. the explicit and implicit coercion against the plan changes. (2) measures to anticipate the presence of rejection of the changes referred to in subsection (1) is described in "Annex C 1" Regulations Assistant. www.djpp.depkumham.go.id 2008, no. 60 30 change management Guidelines of the third section of article 40 (1) trees activities as a guide the implementation of change management include the following: a. Stage One: Planned Changes 1) focus on the goal; 2) recognize the demands for change; 3) choose the essential change (set priority changes); 4) evaluate the degree of difficulty; 5) plan ways to involve another person; 6) set a schedule and timeframe; 7) make a plan of activities; 8) anticipate a backlash against change; 9) test and examine the plans. b. second phase: executing the Changes a. communicate changes; b. establish commitment; c. changing the organizational culture; d. limit the denial; c. third stage: Consolidates alteration a. monitor progress; b. review the factors that determine changes; c. maintain momentum; d. consolidation of change. (2) the elaboration of measures referred to in subsection (1) is described in "Appendix C 2" Regulations Assistant. The fourth part of the cultural change As the application of Polmas Police Article 41 (1) to support the successful implementation of the cultural change required Polmas from which could hinder the application of the culture being Pomas conducive to the smooth implementation of Polmas; www.djpp.depkumham.go.id 2008, no. 60 31 (2) culture change referred to in subsection (1) include, among others: a. from a culture that emphasized hierarchy, rank and authority towards to the emphasis on participation, creativity and adaptability; b. from the cultural emphasis on customs practices and procedures applicable to heading to the balance between the old habits and new procedures, this demands a willingness to question the rules, procedures, and strategies that apply, in order to achieve optimum effectiveness and guarantee the best possible services granting; c. from the culture to the boss waiting for a command emphasis development initiative and diskresi are based; d. from the culture that is determining the fixed/rigid head into adaptability and flexibility; e. from the system closed and lack of responsibility to the community to the openness, communication, and recognition of the failure or success is achieved; f. Of accentuating the internal solidarity (inward looking) heading towards professionalism external (outward looking). The fifth section Changes the pattern of assignment of the national police for the successful Polmas Article 42 (1) in order to support the successful implementation of the required changes, Polmas assignment pattern of Police from the pattern can hinder application of the assignment be Pomas conducive to the smooth implementation of Polmas. (2) change the pattern assigned national police referred to in subsection (1) include, among others: a. from the narrow focus that only give priority to controlling crime (law enforcement) as the primary responsibility of the police towards a broader focus to include the control of crime, crime prevention, community service, and problem solving in the Community (so note that law enforcement did not leave Polmas); www.djpp.depkumham.go.id


2008, no. 60 32 b. from pattern assignment is simply fixed to the serious crimes the assignment pattern heading to prioritize resolution determined through consultation with the community; c. from the approach which is essentially reactive to the problems of crime and violence towards to the balance between reactive with proactive activities; d. from rapid response to all service requests heading into a different response depending on the needs and priorities; e. handling of events sporadically (break/individually) towards a comprehensive assignment patterns include the identification of trends, patterns, crime-prone places, and try to deal with their causes; f. assignment of patterns that are not familiar with the community heading into consultations and personal relationships with the communities in FKPM, Pospol, dialogis patrols in remote places and post reporting that moves; g. assignment of the pattern based technology heading to pemolisian based on the needs of the community that use technology to meet community needs; h. priority assignment pattern of arrest and prosecution as an answer of problems heading into the arrest and prosecution as the two actions that may be taken from a number of options that are generated through problem solving; i. from the view that the police are the only institutions responsible for the prevention and eradication of the evils of heading to an emphasis on cooperation between police, government agencies, private service agencies, NGOs and civic organizations. The Sixth Police Management style changes for implementation of Polmas Article 43 (1) in order to support the successful implementation of the required changes, Polmas style of management that can hinder application of Polmas became management conducive to the smooth implementation of Polmas. www.djpp.depkumham.go.id 2008, no. 60 33 (2) changes in management style referred to in subsection (1) include, among others: a. from bureaucratic management headed into strategic management; b. from administrative management heading into the human management; c. management of the maintenance heading to change management. The seventh section Police Organization Model changes for implementation of Polmas Article 44 (1) to support the successful implementation of the required changes, Polmas model of organization that could hinder the implementation of the organizational model Polmas conducive to the smooth implementation of Polmas. (2) change of the model of the organization referred to in subsection (1) include, among others: a. from centralized structures to the decentralized structure with the purpose to better hold the police to the community; b. from excessive specialization leads to a balance between the generalise and specialization; c. from the standardization and uniformity to the flexibility and diversity; d. the management style of "command and control" to the authoritarian style of management consulting and partisipatori; e. operational management of maintaining the status quo to change strategic leadership; f. from the focus to the short-term strategy is to focus on the long-term impact of the strategy; g. from the narrow patrol duty assignment (the officer's role is limited to handling the reports and they must always act according to the book) leads to the assignment of more extensive patrols (patrol officers being a generalist is responsible for handling reports, solve the problem, move the citizens, prevent crime and perform a preliminary investigation against crime) with the development of the authority do diskresi; h. training of narrow (which only emphasizes fitness, martial arts and legal knowledge) to exercise a more www.djpp.depkumham.go.id 2008, no. 60 34 (also includes knowledge about crime prevention, conflict resolution, problem-solving and community participation); i. the role of the National Police Headquarters as a source of orders, regulations, and legislation to the National Police Headquarters as a source of support, referrals, norms and values; j. of quantitative criteria based performance measurement (e.g. the number of arrests) leads to qualitative criteria-based performance measurements (such as the achievement of the objectives of the community or problem solving); k. from great to dependency rules and militate towards invitation-an approach that is driven by the values and are based on the vision of pemolisian. CHAPTER VII is considered Part of ORGANIZING MANAGEMENT POLMAS Organizing Article 45 As an approach that is comprehensive, then the application of the policy areas concerned Polmas organizational/institutional, human resource management, logistics management, and budget/finance management as well as operational management of the national police. Article 46 of organizing function of the construction of the distrukturkan should be in Polmas a separate organization container that can be herded together the related functions, ranging from the level of the Headquarters until at least level Polres. Article 47 (1) Organizing strategy Polmas became the responsibility of the designated officials and coordinated in hierarkhis of the Central/National Police Headquarters up to the forefront, implementing officers in Police organizational structure: a. at the level of Headquarters, under the responsibility of the Assistant Deops, their implementation is coordinated by Karo Bimmas Deops Police; b. at the level of Police under the responsibility of dikordinasikan, their implementation by Kapolda Karo Bina Mitra Polda; www.djpp.depkumham.go.id


2008, no. 60 35 c. Polres level under the responsibility of Kapolres, head of the dikordinasikan implementation Bimmas Polres; d. at Polsek level under the responsibility and its implementation is coordinated by Evidenced. (2) the Officers referred to in subsection (1), is responsible for drawing up the plan, organise, implement and control the environment in Polmas operasionalisasi task region corresponding limits of those powers; (3) At the operational level on the ground, the officer executing Polmas Polmas is directly in contact with the citizens of the Community acts as a facilitator allowing operation of Polmas and liaison between the police and local community unity. The second part of article 48 Management Personnel Management personnel in order to organise Polmas include: a. the preparation of Police personnel to support the application of Polmas that span to all regions of Indonesia is directed towards the fulfillment of the needs of the personnel officer Polmas, so each of the villages was expected to be "with at least one officer Polmas; b. target between achievement of a number of staff towards the tergelarnya Police personnel in each Member with a population of Polsek is proportional to the number of villages in the area of law Polsek; c. guidelines on conducting Polmas has always been part of the curriculum of each program of education, with the syllables and a unit of lessons/lectures events tailored to the level and type of education; d. at any Police or at least combined several neighboring Police must be held at least once a training program specially Polmas every year in order to refresh and/or regeneration officer Polmas; e. election of the personnel to be assigned as officer Polmas, must take into account the background experience of the tasks on the operational functions of the units and the moral aspects/implementation that supports the Mission of personality as officer Polmas; www.djpp.depkumham.go.id 2008, no. 60 36 f. coaching personnel system establishing Polmas must guarantee the openness of a proactive career enhancement opportunities for officers Polmas/Pembina Polmas rated successfully nurture and develop Polmas. Article 49 the coaching ability of personnel in order to support the increased application of Polmas should be done on an ongoing basis in order to anticipate the development challenges of the task of the national police in the future, which include: a. the recruitment officer Polmas; b. education/training prepares trainers (master trainers) and the attendant Polmas; c. coaching career of hierarchical level of the village up to the supervisor/management/supervisor and Builder Polmas Polres level onwards; d. assessment of performance assessment standards by making both for individuals as well as unity; e. awards and punishment; f. organizes training programs Polmas gradually in accordance with the qualifications needed. The third part logistics management article 50 (1) the preparation of procurement planning means implementation of Polmas tailored to the Model that will be applied in Polmas cantonal Parliament. (2) the procurement of material to support their Police Polmas strived its increase gradually through the scale of priorities. (3) the means of communication and transport is the main means for Polmas and should more be prioritized. (4) the number and type of required equipment adapted to the model of Polmas applied by each territorial unit. (5) the means of Utilization of Department for activity Polmas optimally. (6) the utilization of the facilities available to support smooth Polmas. www.djpp.depkumham.go.id 2008, no. 60 37 Budget Management part four of article 51 (1) calculation budget plan the national police must allocate appropriate operational costs to ensure the activities and dynamics of Implementation Strategies Polmas throughout Indonesia including management costs at every level of the Organization in order to continuously monitor, watching/controlling, directing and assessing the success of the implementation of the application of Polmas. (2) to develop programs Polmas, each territory can have cooperation with international donor agencies, national and local. (3) to ensure the sustainability of Polmas each cantonal Unity need to do work closely with local Government so that the operasionalisasi program can be a Goverment Polmas is supported with a GRANT. (4) provide an adequate budget support in Polmas tasks through a system of pelaksanan planning an orderly. (5) use of budgetary and accountability mechanisms are implemented with an effective control with the memedomani system of planning and accountability for the budget. The fifth part of operational Management of article 52 (1) points to note in the framework of the implementation of the operations management Polmas: a. planning: 1) mapping and assessment of the situation; 2) update and data processing; 3) assessment of the situation; 4) determination of Polmas model; 5) preparation of a plan of activities; 6) preparation of budget needs plan. www.djpp.depkumham.go.id 2008, no. 60 38 b. Implementation: 1) organizing officers and means; 2) implementation activities; 3) control activities. c. analysis and evaluation of the implementation of Polmas 1) analysis and evaluation of data implementation Polmas; 2) analysis of the issues, obstacles and possible solution alternatives; 3) study of Polmas development tips. (2) translation of points referred to in subsection (1) is described in "Appendix D" Assistant Regulations. CHAPTER VIII EVALUATION of the SUCCESS of the Union Section POLMAS analysis and evaluation of Polmas Article 53 in order to improve the quality of analysis needs to be done Polmas da periodic evaluation and continuing towards implementation of Polmas so it can be used as ingredients of progress assessment Polmas. Article 54 the means to anev Polmas can be done through: a. the logging system that enables the process of analysis of the bottom unit to the Center; b. the determination of the criteria of success of Polmas can formulated into qualitative or quantitative data; c. conducting research and development to enhance the effectiveness of Polmas and to adjust the development challenges being faced. Part two success criteria Polmas Article 55 Criteria that can be used as benchmarks of success Polmas: a. the intensity of communication between officers with increased community; www.djpp.depkumham.go.id


2008, no. 60 39 b. familiarity with community relations officers are increasing; c. public confidence towards the Police is increasing; d. instensitas forum activities communication officer and the community is increasing; e. sensitivity/awareness to the problem of Kamtibmas in their environment are increasing; f. critical community resources towards increased Kamtibmas resolution akuntabiltas; g. the obedience of citizens against the rules in force on the rise; h. public participation in terms of early detection, early warning, increased incidence of reports; i. the ability of community mengeleminir the root of the problem is increasing; j. the existence and proper functioning of the mechanisms of solving problems by the police and the community; k. Kamtibmas disorders decline. Article 56 Polmas Applying performance indicators of Officers: a. awareness that communities are stakeholders who need to be served; b. awareness of accountability to the public; c. the spirit serve and protect as the duty of the profession; d. the readiness and willingness of received complaints/public complaints; e. speed to respond to a complaint/complaints/reports of the community; f. speed went to the CRIME SCENE; g. the readiness to provide assistance much needed community; h. ability to resolve problems, conflicts/disputes between citizens; i. the ability of accommodate/respond to complaints of the community; j. intensity visits officers against citizens. Article 57 indicators of the success of the implementation of the Community aspect of Polmas: a. ease of Officers/officials contacted by citizens; b. counter complaints/reports are easily found; www.djpp.depkumham.go.id 2008, no. 60 40 c. complaint mechanisms are easy, quick and not scary; d. a response/answer complaints rapidly/immediately retrieved; e. the level of Trust the public against the Police; f. the forum's ability to locate and identify the root of the problem; g. independence of the public address in its environment; h. the reduced dependence of the community to the officer; i. community support in the form of information, thoughts, or material. Article 58 indicators of the success of Polmas Police relations and aspects of society: a. instensitas communication officers and citizens; b. intensity forum activities communications officer and community; c. the intensity of activities in the House of a police and Community Partnerships; d. familiarity with community relations officers; e. Community cooperation activities and intensities of the officer; f. togetherness in the resolution of problems; g. openness in the mutual exchange of information and discuss the issue; h. the intensity of the cooperation and support of the regional government, the Parliament, and related institutions, i.e. the intensity of the participation of the social institutions, the mass media, and other informal institutions. The third part of the monitoring and evaluation of the application of Article 59 Polmas Polmas Implementation must continue on Anev and developed a customized dynamic situation with developments in society that keeps always evolving. Article 60 Implementation Monitoring (monitoring) Polmas carried through: a. the creation of periodic reports by officers of Polmas to supervisor; b. report and the results of the evaluation of supervisors to pembina Polmas; c. recapitulation of data analysis reports hierarchial Polmas Builder; d. survey the opinions of local residents about the application of Polmas; www.djpp.depkumham.go.id 2008, no. 60 41 e. survey on performance of Community Police impression and/or Officer Polmas. Article 61 the execution control through System reports: a. determination of period reports (daily, weekly, monthly); b. report format to be made (including material data, classification data and models matrix and recapitulation of data) in order to facilitate analysis; c. the determination mechanism and level reports from the implementation of leading edge, supervisor, management/cantonal management until the Builder/builders of the Center. CHAPTER IX the ACCELERATION and the acceleration of the DEVELOPMENT of the Union Section POLMAS Polmas Article 62 (1) for the acceleration and establishment of Polmas need formed the management team at each operational unit Polmas Police whose members involve elements of police, Government and strategic groups in society. (2) the management team Polmas strategize and operational standards that are implemented by each component management and support each other synergistically appropriate tatarannya. (3) the management team was formed at Headquarters level Polmas police, Polda and COD. Article 63 (1) the duties and functions of the management team is to assist National Police Headquarters level Assistant in the course of policy formulation and strategy implementation and acceleration of the establishment of national level Polmas as guidelines for the implementation of the whole range of the national police. (2) Organizing and management team is a mix of structural or functional Police Headquarters in the neighborhood and includes elements of non-Police. Police Headquarters-level management team is a non-structural organization responsible to the Assistant. www.djpp.depkumham.go.id 2008, no. 60 42 Article 64 (1) the duties and functions of Police level management team is helping Kapolda in the framework of policy formulation and strategy implementation consolidation acceleration and Polmas Police level as a guide the implementation of a territorial unit in the entire ranks of the Police. (2) Organizing and management team is a mix of structural or functional in the neighborhood Police and include elements of non-Police. Management team-level Police is a non-structural organization is responsible to Kapolda. Article 65 (1) the duties and functions of the management team level Polwiltabes/Poltabes/Polres/Ta is helping Ka COD in order acceleration and consolidation implementation Polmas COD level as a follow-up policy directions and strategies Polmas Police Headquarters and Police levels are tailored to the characteristics of the area CODES. (2) Organizing and management team is a mix of structural or functional in an environment of COD and includes elements of non-Police. The COD level management team is a non-structural organization is responsible to Ka COD. The second part of article 66 Polmas strategy development for the development of Polmas need equality commitments and cooperation with all relevant agencies especially will, as the party responsible for the management of local resources and which in turn join the reaping the benefits of a welfare enhancement Polmas success its citizens. Article 67 Attempts increased coordination in the framework of the development of Polmas, among others: a. hold the cooperation with local governments, LEGISLATORS and relevant agencies, universities and others b. establish and nurture partnerships with groups, individuals, or agencies: www.djpp.depkumham.go.id


2008, no. 60 43 1) groups who had been a victim of crime; 2) groups that are at risk of being a victim (with special attention to women and children); 3) groups who can help solve or alleviate the problem of crime experienced by the community; and 4) groups who have the authority and the authority to control or help "overcome" those who cause the most problems. c. build cooperation with mass media, NGOs and other social principals in order to provide support for the smooth running and success of Polmas programs; d. building a network of coordination and cooperation with groups, institutions or individuals with the unity of the local Police; e. enhance proram program socialization by forming teams of Polmas on socialization level of LEGAL support officer Polmas and socializing every officer on the units function in order to foster a society that is aware of and obey the law. Article 68 (1) in order to improve the quality of Polmas each operational function units Polres upward level police carry out programs in line with the program of development of Polmas. (2) to evaluate the process of the advancement of the development of the application of the implementation study done Polmas and Polmas problems carried out by units of the unit functions in accordance with the limits of authority or the scope of its work under the coordination of Wakapolri. (3) in order to accommodate inputs in order to increase the effectiveness of the application of Polmas Polmas, studies can be done working with outside parties such as the police and Government agencies, private sector, academia, researchers, experts and observers, NGOs both at police from inside the country and abroad. CHAPTER X the CLOSING PROVISIONS Article 69 (1) Basic Strategy and implementation Guidelines Polmas still limited charge, because it only covers issues of organizing Polmas so need to be complemented by the implementation of guideline www.djpp.depkumham.go.id 2008, no. 60 44 more detailed in the regulations Assistant which is the elaboration and implementation of guidelines Polmas. (2) things that are not yet regulated or not quite set in this paper as well as things that require adjustment based on the results of evaluation in the development and application of knowledge will be arranged later. Article 70 at the time these regulations come into force, all the rules about Polmas stated remains valid along does not conflict with this regulation. Article 71 of the regulation this Assistant will take effect on the date set. So everyone knows, this Assistant Regulations enacted by its placement in the news of the Republic of Indonesia. Established in Jakarta on September 26, 2008-the HEAD of the INDONESIAN NATIONAL POLICE, CHINESE INDONESIAN SURNAME Enacted in Jakarta on October 13, 2008 the MINISTER of LAW and HUMAN RIGHTS Republic of INDONESIA, MATTOANGIN www.djpp.depkumham.go.id 2008, no. 60 45 INDONESIAN NATIONAL POLICE HEADQUARTERS 1 Appendix A EXPLANATION of article 19 (POLMAS MODEL A TRADITIONAL PATTERN: development) 1. Ronda Kampung (Model A11) Ronda ronda is a Hometown or patrol carried out by the citizens of the local community in an area of rural/village. The organization is the local citizens in groups of two to a dozen people held in turn in accordance with the agreement of local citizens activities conducted include babysitting in the care of the outposts built by citizens or at strategic points in the territory of perkambungan/countryside, roving patrols in turns in the bond group at the hours prone, do the first action against disturbing public order events , catch wrongdoers caught hands and reminding residents to be more alert to the possibility of disruption of security and public order. 2. Ronda in the environment (Model A12) is basically similar to the ronda Ward, but its implementation in the neighborhood/residential area. Implementing ronda is the local citizens carried out in turn in accordance with the agreement of local residents. For residents who could not afford to carry out another person represents can Gorge or pay an amount of money corresponding to the security agreement. In the area of environment, implementing modern ronda generally consist of people assigned by the citizens of local communities to undertake activities ronda in Exchange for services. Equipment for officers ronda generally more modern communication tools include HP, HT, sentolop/stick self-defense flashlight, and handcuffs. 3. development of Pattern Pecalang (Model A) Pecalang is traditional Balinese police in charge of securing a lucrative activities relating to customs, such as: temple ceremonies, cremation procession, procession of weddings, etc. associated with the traditional ceremony in Bali. In General their duties there are no different from ordinary police, such as: set the traffic around the site of the ceremony, cremation procession escorted up to the grave, in its activities, coordinating with Police pecalang. Be Pecalang is a devotion to the community. They don't get a salary as compensation, but they are exempt from all matters relating to the obligations of the citizens. They are not subject to dues in banjar, not obliged to join the mutual etc. Pecalang is usually elected by the citizens of the banjar with a one-year assignment. -–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-www.djpp.depkumham.go.id


2008, no. 60 46 INDONESIAN NATIONAL POLICE HEADQUARTERS 2 Appendix A EXPLANATION of article 19 (POLMAS MODEL B: INTENSIFICATION of the FUNCTIONS of COMMUNITY CONSTRUCTION) 1. Quick Relationship system: Hotline Calls, SMS (Model B11) Police open and provide communication access information about complaints experienced directly or indirectly on disorders of kamtibmas that occurs through a communication network. The form of the information submitted in the form of complaints directly by phone numbers such as 110, 112 or through SMS (Short Massage System). Any information received dikompulir and diinventarisir as well as in the selection of the accuracy of the information and forwarded to the clerk or Police Unit or related authorities for follow up. 2. Utilization of Complaint Box, P.o. box 7777 (Model B12) Police open and provide communication access information about complaints experienced directly or indirectly on disorders of kamtibmas that occurs through mail boxes provided at public places or through the postal service and the Giro. Any information received from the community in writing either through the postal service and the Giro or Postal box 7777 dikompulir and diinventarisir as well as selected on the accuracy of the information received. After having known about the correctness of information received then forwarded to the units of the police force concerned to follow up. 3. Public lighting, Slogan Kamtibmas (Model B21) public lighting of kamtibmas messages are implemented by the police through the Police officers or units of information directly through the forum meeting, or through the means of installation of banners, the dissemination of pamphlets and booklets, Division slides in cinema, television, Radio and other means. 4. Lighting/Bimmas roving (Model B22) activities of information kamtibmas in the form of enlightenment and guidance to communities in order to evoke a sympathetic community participation to participate in creating the situation kamtibmas a switch by using the vehicle belonged to the Police Department of roving lighting or instances aside, with the groundbreaking public locations are rated as effective to disseminate information to the public. Perlalatan used, among others, Sound system, Loudspeaker, Film Projector, Multi Media. 5. Utilization of Media (Model B23) activities conducted by making use of electronic mass media (TVRI, RRI, Phone Provider), or mass media print (magazines, newspapers, book publisher) which was carried out on a periodic basis or are incidental according to needs, to place a slide/pamphlet/articles are information, guidance, advisories or warnings kamtibmas. www.djpp.depkumham.go.id 2008, no. 60 47 6. Intensifying Patrol (Model B3): a. Patrol door to door (Model B31) patrol Activities carried out by police officers who carried out by visiting the House residents randomly to keep the contact officer with the citizens, or by notice to the landlord/items are found in the in-place found any discrepancy. b. Patrol honeycomb kampung (Model B32) patrol Activities carried out by police officers in order to keep the situation kamtibmas by honeycomb or visits planned or not planned into the villages location is determined according to a scale of priorities based on the determination of issues selectively. Patrol officers can stay at the homes of residents of a neighborhood or Office to create a contact person and provide outreach to the citizens of the community. c. Patrol Gedlinghealthnetwork (Model B33) long-distance Patrols conducted by the units of the unit's patrols drive for a period of a few days. The patrol unit to stay in houses or in the Village Hall for the purpose of closer contact with the community and to public awareness and convey the messages of kamtibmas d. Patrol blocks (Model B34) patrol Activities carried out are hard-wired in certain environments (environment block) urban area/shops, which are determined based on the priority area of insecurity and time-terjadwalkan time periodically. e. the patrol Beat (Model B35) patrol Activities in order to maintain a situation of hard-wired kamtibmas implemented through route-route traffic that has been specified with the dividing line being the patrol areas – line the street. f. the patrol Box (Model B35) means of supporting the activities of the patrol to achieve contact between officers with residents through placement of the patrol box are placed on vital objects that contain the control book and should be filled by patrolmen on the hours/time-time. 7. The activities of the Coaching By the technical function of the police (Model B4): a. Binmaspol: (Model B41): 1) Bimmas Straal (Model B411): Model citizens in the construction of environment of residence of members of the national police carried out by members of the national police by coaching against neighbors or residents living around the House members of the national police within a radius of 200 meters for members who live in www.djpp.depkumham.go.id


2008, no. 60 48 rural and territory in radius of 50 meters for members who live in densely populated neighbourhoods. 2) Babinkamtibmas (Model B412): kamtibmas coaching Activities against citizens in wlayah rural or village administered by Babinkamtibmas officer on a permanent basis in accordance with the warrant of the assignment, 3) Construction of sustainable society (Model B413) Coaching community residents in kamtibmas-prone locations by presenting Police officer on a permanent basis, on a periodic basis or at any time on the basis of an assessment of the level of insecurity. a Small-scale Pattern): construction of the residents in a particular location with a Police officer present on a permanent basis. b) Patterns of touch: the construction of the citizens in a particular location by Police officer periodically visits according to needs or the development of the situation. c) Pattern on the radar: the construction of the citizens in a particular location with a Police officer visits at any time. b Reserse: (Model B42) 1) system Kring Reserse (Model B421): the system of monitoring the environmental situation in the crime-prone locations through zoning based on analysis of the insecurity of the region, with the assignment of Member reserse permanently or is incidental to monitor the incidence of the disorder in the region kamtibmas kring reserse. 2-Wara Wiri) system (Model B422) kamtibmas situation monitoring system in rural areas in a way empower the citizens or the village to report the incidence of kamtibmas in rural areas through the filling of the book of Genesis which is provided by the national police in every village/Kampong. Every occurrence of the book will be filled and taken by citizens to the nearest police station as a means of kamtibmas reports. d. Traffic: Dikmas Won (Model B43) the construction of the legal awareness of society, especially in the field of traffic through education and training for the general public or the user community means of road traffic, a group of students from the kindergarten level to the HIGH SCHOOL in the form of a security Patrol training School (MCC), handling traffic accidents and so on. 8. Raising the potential of communities: (Model B5) a. intellectual community (Model B51) activities of the coaching group's intellectual participation through organization of scientific forums, public discussions, seminars, FGD (www.djpp.depkumham.go.id Group 2008 Form No. 60 49 Discussion) with a target attainment of partnership and togetherness to anticipate interruption kamtibmas (specifically in anticipation of a new dimension of crime) and social issues as the impact of the development/advancement in science and technology. b. profession, hobbies, Community activists and others (Model B 52) activities of certain community coaching (driver, pengojek, merchants, entrepreneurs, workers, farmers, fishermen, football fan, a fan of motor racing/cars, NGOs, etc.) through the appropriate approach method in accordance with the characteristics of the community to bring about partnership, mutual trust between officers with community residents thus realized unity in anticipation of disturbances or kamtibmas social problems in their respective environments. c. utilization of the means of sports and arts and culture (Model B53) activities of the coaching community through utilization activities of organizing sports activities or cultural arts facility to support the increased awareness to the problem of kamtibmas and penanggulangannya. d Coaching Da'i Kamtibmas (Model B54) the empowerment potential of Da'i to support coaching activities kamtibmas intensity through the efforts of upgrading the Da'i kamtibmas about the problem so that it can participate more actively in activities and optimum illumination kamtibmas. e. Conscious group of Kamtibmas (Model B55) empowerment of potential public citizens through the creation of a conscious group of Kamtibmas, with an intensive construction activity against the adolescents, youth and other citizens who voluntarily helped the maintenance efforts kamtibmas in its environment. -–-–-–-–-–-–-–-–-–-–-–-–-–-–-www.djpp.depkumham.go.id 2008, no. 60 50 INDONESIAN NATIONAL POLICE HEADQUARTERS 3 Appendix A EXPLANATION of article 19 (POLMAS MODEL C: DEVELOPMENT of COMMUNITY POLICING) 1. Officer Polmas (Model C11) assignment of officers elected Polmas and trained to perform activities directly in Polmas field made contact with citizens. 2. Formation of FKPM (Model C12) Inaugural Polmas through formation and empowerment Forum Community-Police Partnership as described in its Decree No. Assistant. Pol.: Skep/737/X/2005 3. The formation of FKPM (Model C13) Inaugural Polmas with through the establishment and utilization of Community-Police Partnership Hall as explained in its Decree No. Assistant. Pol.: Skep/737/X/2005 4. Koban system (Model C21): the creation of the police station. In the language of Japan means koban "police box", its shape is indeed a box, with the glass facing the kejalanan kept in turns by the fact there is a koban police officers that the police remain (chuzaisho – a sort of police station). Casualties on a regular basis they do patrols on foot and to respond to the request of the citizens will be the Ministry of police. Twice a year they are visiting in houses and offices in Pospol neighborhood, knocked on the door and asked what could be assisted, they utilize the event to encourage crime prevention and offer environmental security checks. 5. Chuzaisho (Model C22): the House of the police as the police station in the countryside. Chuzaisho is another form of the Fabbrica in the countryside, a police station populated. This is a police station in the countryside, where a police officer there amongst the people 24 hours a day. On the front there is Office space for the police and in the rear there are rooms for living quarters. Chuzaisho doing the same with the Koban police station, that is pemolisian with a full service to the community. 6. Hot Spots areas (Model C31): Pospol in crime-prone locations in Edmonton, Canada, Police Department to analyze the call-phone calls community that his conclusion found locations "hot" (hot-spots) crime and ketidaktertiban, i.e., places where the police obtain the request the most and where most of the activities of the patrol seem concentrated. In each region was assigned a police agent equipped means of patrol car in the traditional way. The police are responsible for forming an Pospol to recruit local volunteers to help officers to diagnose the problems of society www.djpp.depkumham.go.id


2008, no. 60 51 and put together a plan of activities addressing issues that require the attention of the local community diangggap to overcome. 7. Neighborhood Watch (Model C32): a sort of Post Siskamling in Indonesia at Detroit, (USA) Program Polmas in 1976 and includes the formation of a Pospol 93 intended to do crime prevention and the its staff members do not receive a phone call to Minister to the handling of crime. Instead, they work closely with the community to develop a crime prevention program. Neighborhood Watch (sort of siskamling in Indonesia). Pospol very rely on volunteers from the local community to help work to implement or encourage crime prevention in their communities. -–-–-–-–-–-–-–-–-–-–-–-–-– www.djpp.depkumham.go.id 2008, no. 60 52 INDONESIAN NATIONAL POLICE HEADQUARTERS Appendix B EXPLANATORY article 31 IMPLEMENTING/ESTABLISHING TASK DESCRIPTION POLMAS (1) Pembina Polmas/Manager central level: a. determine the direction of the policy application of Polmas; b. Evaluate program implementation Polmas; c. determine the wisdom in Polmas strategy development framework; d. Description of duties: 1) sets out the vision to be achieved in the future. 2) Formulate a policy on the implementation of the strategy of Polmas for guidelines for the implementation of the cantonal level in Polmas. 3) Allocating budgetary resources, logistics, personnel needed in order to achieve the vision. 4) responsible and ensure the application of the cantonal level in Polmas by focusing on community needs, resources, evaluation, transparency, complaints against the police and the upholding of human rights. (2) the Builder/Manager of the cantonal Level Polmas: a. Develop tactics, operasionalisasi, and the strategists Polmas on its territory; b. Empower support functions to enhance the effectiveness of Polmas on its territory; c. Foster coordination and synergy with the local agency for operasionalisasi and Polmas strategy development; d. Evaluate program implementation Polmas; e. Description of duties: 1) gives referrals the application of Polmas for Trustees and executors Polmas on the field. 2) conducts monitoring and evaluation activities conducted by the supervisor. 3) makes planning activities at the level of the Police. 4) Allocate the terms, flaws and alternative resources (human, logistic and budgetary). 5) Build a system of monitoring and evaluation of the plan of activities, the efficiency of services, keefektivan service and performance. www.djpp.depkumham.go.id 2008, no. 60 53 6) Establish a system of public complaints against community satisfaction, problem solving, crime prevention, crime investigation, the level of resolution, reaction time, relations with the public and efisienesi service. 7) Establish mechanisms of cooperation with other institutions and community organizations. 8) Provide direction and motivation to the Trustees to achieve a goal that has been set. (3) drivers/Polmas Supervisor: a. technical functions of the Officials shall be obliged to develop the implementation of tasks in environmental functions to support smooth Polmas; b. Polmas Controller on duty to arrange, organize, control the execution of Polmas on the course to make it more effective and always in Polmas guidelines corridor; c. Description of duties: 1) control the implementation of the activities to be implemented in order for Polmas officers properly/effectively. 2) Providing direction and motivation to the officer to reach the goal of Polmas already set. 3) Empowers officers Polmas through increased knowledge, skills required to perform the task. 4) strives to satisfy resources (human, budgets and logistics) necessary for the execution of the duties of the officers Polmas. 5) monitor the implementation of a task to know the progress already achieved and providing feedback. 6) Conduct coordination with related government agencies, community organizations, residents, and with policing internal functions to give support so that the duties of the officers concluded well. Polmas 7) performs the evaluation of the implementation of the duty officer Polmas, gave umpanbalik and instructions for drafting plans for further activities. (4) the officer Polmas: a. carry out Polmas with memedomani philosophy and strategy of Polmas; b. implementing Element is composed of: 1) officers who have been trained specifically for Polmas. 2) Babinkamtibmas Officer. 3) all members of the Police on duty in the field. 4) yg Policemen live in neighborhoods. www.djpp.depkumham.go.id 2008, no. 60 54 c. Description of duties: 1) understand the community profile in detail. 2) conducting face-to-face with citizens of the society. 3) Doing the consultation, coordination and discuss basic needs security and order in the environment. 4) consultation, coordination and discussion with the community to determine the priority of handling problems. 5) consultation to define problem-solving mechanisms in order to find the best alternative solution to all the needs and problems of it. 6) compiled a detailed activity plan associated with a specified priority handling. 7) Facilitate and motivate the citizens of the melaksanalkan priority handling problems with the best solutions. -–-–-–-–-–-–-–-–-–-–-–-–-–-–-www.djpp.depkumham.go.id


2008, no. 60 55 INDONESIAN NATIONAL POLICE HEADQUARTERS 1 Appendix C DESCRIPTION of ARTICLE 39 REFUSALS to CHANGES in ANTICIPATION of Efforts in order to anticipate the occurrence of resistance to change include the following: a. education and communication: a. education and communications emphasis to prevention efforts from at penindakan; b. target anyway is to help members understand the need for change and the reasons; c. the methods used include face-to-face discussions, presentation of the group formally, or special reports or publications; d. the scope of discussion includes a description of the plan and giving of feedback sessions regularly. (2) Consultation: a. consultations carried out with related parties that are relevant; b. consultation target is so that members have the awareness to take control of their fate; c. scope of the consultation include innovations/new efforts; d. members shall be given the opportunity to give input. (3) participation and Involvement: a. participation have to be higher to minimize the possibility of a backlash against change; b. personal involvement/participation meant to reduce fears about changes to the irrational rational/in the workplace; c. participation in designing/implementing changes intended to recapitalise the country members over the success of the plan. (4) investigating the rejection of change: a. an investigation into the factors that allowed rejection must be made; b. members shall be given the opportunity of declaring the anxiety and concerns without fear of penalty. (5) the Facilitation and support: a. facilities and support is done while the visible presence of fear and concern giving rise to resistance to change; b. support from the management may take the form of special training, counseling for stress due to work or leave and compensation. www.djpp.depkumham.go.id 2008, no. 60 56 (6) negotiation and Agreement: a. negotiations and an agreement aimed at neutralizing the presence of rejection; b. neutralize potential managers or rejection by way of organising the exchange of something of value for the creation of cooperation. (7) manipulation and Kooptasi: a. the manipulation performed by the Manager through the concealment or the dissemination of information; b. manipulation can also be done through planning specific activities to support the success of the change; c. kooptasi is implemented by involving symbolic participation; d. the parties co-opted by way of a symbolic participation it cannot be claimed that they had not been told. However, the impact of the end of their input was ignored. (8) the explicit and Implicit Coercion: a. managers who can't/don't want to think of other strategies can force a member to follow the plan changes; b. coercion can be a threat with a layoff, didn't get a promotion or raise, moved, and others. -–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-www.djpp.depkumham.go.id 2008, no. 60 57 INDONESIAN NATIONAL POLICE HEADQUARTERS of 2 Appendix C EXPLANATION of CHANGE MANAGEMENT GUIDELINES of article 40 (1) Stage One: Planned change: a. focus on the goal: 1) focus on the vision and mission of the organization. 2) specify the purpose of the short, medium, and long. 3) Specify the start and end point as a first step to identify where changes are needed. the main changes Map 4) needed to cover the gap, starting from the ideal conditions to present conditions. b. Recognize the demands for change: 1) Use different ways to ensure there is demands change. 2) Survey Methods (via questionnaires, group discussions, or interview) can be used to explore the public perception of the quality of police and members of the police service. c. Select the essential change (set priority change) 1) Program changes must be made as accurately as possible in order to sekomprehensif/last a long time. 2) be careful so as not to confuse people with too many small changes. 3) Recognize some important priority areas that carry the most impact and concentrated on the field. d. evaluate the difficulty level 1) Create realistic calculation about the difficulty of change. 2) Did a review of who will be affected directly and indirectly, to plan and manage change effectively. e. Planning ways to involve others 1) each situation requires a different strategy to determine the number of people who will be involved and implement the best ways to manage change so that cooperation had the support of all parties. 2) Form a team to help plan and implement those changes. www.djpp.depkumham.go.id 2008, no. 60 58 f. set the schedule and the time period 1) different type of change requires a different period of time. 2) As agents of change, managers must look at the long-term goal and is accompanied by planning other, smaller changes that can be implemented in the short term. g. Create activity plan 1) based on information that has been retrieved, created a plan of action that clearly and concisely using visualization in planning and scheduling. 2) Consider the opinions of the parties affected by the change and review plans periodically. 3) After the action plan was made, arrange a schedule of activities. 4) Graph Gantt (bar graph) which can give you an idea about the visual schedule that shows what's going on, who's responsible for what, and when deadlines. h. Anticipated rejection of change 1) changes will always be met with rejection, but the Manager can prevent rejection to a certain extent with how to anticipate and understand the fears that exist. 2) capacity of certain objections against the plan which has been drawn up. 3) Collect evidence to confront the objections of others. 4) before introducing the plan changes, make sure that the communication has done and talk with as many people as possible, it is important to build trust and to prepare people for change. i. test and examine the plan 1) without testing and reverify, a plan would be extremely risky and the result is almost certain to disappoint. 2) periodic Monitoring will result in modifications and occasionally unexpectedly abandoned the original plan. 3) a plan should always be healthy changes can be adjusted and is open for further development. 4) so make sure to examine, assess, and renewing the plan periodically, before and during implementation. www.djpp.depkumham.go.id


2008, no. 60 59 (3) second stage: Implement changes to a. Communicate change 1) make sure all aspects of the plan changes are communicated as soon as possible to all those affected by the changes. 2) lack of communication will make certain parties feel unhappy and does not know anything, at least for a while, and can create a split between those who know and those who do not know. 3) give them the image of an intact continuously. 4) Helps people to know and understand the reason for the change, as well as how to achieve the goal of the changes so that they will be more instrumental and more vibrant as well as knowing the intended direction. b. ways to communicate the changes: 1) changes can be communicated via: meetings, discussions, publications, training and the granting of umpanbalik. 2) Give tasks and responsibilities clearly. 3) Identify prospective agents of change and provide a clear tasks and responsibilities. 4) agents of change are valuable to all levels in an organization, as well as the influence from the outside as the consultants. 5) make sure that everybody knows exactly what is expected of them at any time. c. build commitment 1) full commitment of the Atmosphere can be created through the involvement of all the parties at the stage of implementation. 2) Required a willingness to listen to other people's opinions and implement in order to improve motivation and performance. d. changing the organizational culture change the culture of an organization is difficult and requires a longer time. Ways to influence the behavior of others: 1) goal setting: set personal goals for everyone so that they can focus their thoughts on the performance and achievement of business goals can increase their motivation. 2) Praise: give praise to them in public or in private to reinforce commitment. Be sure to set the standards high and don't ignore the error. www.djpp.depkumham.go.id 2008, no. 60 60 3) Pleasure: Make it fun working with festivals, tours, posters, awards, and visits to customers to encourage the existence of ketelibatan everyone. 4) role: Provide leadership roles or role to facilitate, whether temporary or permanent nature to encourage others to have a wider view and develop their skills. 5) Awards: Bersedialah reward with a sincere heart for a particular achievement. People can change their behavior so drastically for the sake of getting paid and awards which means. 6) Atmosphere: Tatalah office space, design, birthday decorating your Office or use other physical effort to create an atmosphere of fresh work that can affect behavior. 7) procedure: change the way leading the meetings or give the authority to establish a new way to connect with other team members. e. limiting the rejection Faced negative reactions to changes by way of: 1) Rationale: misconceptions about the details of the plan, the belief that the changes were not necessary, the distrust against the effectiveness of the planned changes and expectations will be negative consequences. All of these can be addressed in ways as follows: a) Explain clearly and detailed plan: Estimate what will happen if the changes to the program are not socialized. b) Involve everyone in quality improvement teams: Prepare a program that moves from bottom to top (bottom-up) to organise the return of various systems and processes. 2) Personal: in a change there are people who are afraid of losing their jobs, worry about the future, not happy on indirect criticism for his performance, as well as the fear of interference from above. All this can be overcome by means of: a) Emphasize the existence of a better job prospects in the future, to all b) show the plan of improvements that can be seen as a positive thing and pulling c) Accept responsibility for the failures of the past management d) Show a scenario that demonstrates the benefits expected to be obtained from the main changes www.djpp.depkumham.go.id 2008, no. 60 61 3) Emotional : Change denial in general either active or passive, lack of involvement, not interested in the initiative, distrust of the intentions behind the changes. All of that could be addressed by means of: a) Demonstrate by example, why the old way can not be used. b) have held meetings to communicate details about the agenda of change. c) Prove that the new policy is not merely a preamble. d) Explain the reasons for the changes, and promised their involvement. always be honest, e) and answer all questions. (3) the third stage: Consolidates alteration a. monitor the progress. 1) assessing progress regularly and accurately is very important to ensure that the program changes effective. 2) only makes the figures on a regular basis just isn't enough, so check out the factors that do not look and compare it with the planned achievement. 3) Use an accurate measurement tool to assess success. Feedback from the community about the changes are very important, because the public are the main customers of the police. b. review the factors that determine changes in 1) factors that determine the changes should always be reviewed to ensure the achievement of progress and stays on purpose. 2) in other words needed flexibility to encourage change. c. Maintaining momentum 1) Success embodies the changes largely determined by the ability of maintaining morale. 2) when the change process slowed down needs to be reviewed and applied strategies that focus the direction of changes in accordance with the objectives to be achieved to sustain the change. 3) in addition the need to also improve abilities and motivating human resources continuing education and training, through the instrumentality of work to change their attitude. d. Consolidation of change. 1) establishment of the change is an effort of continuous changes made through hard efforts so that a change will be the Foundation for further changes. 2) as such changes are part of the culture of the Organization to thrive and have the competitiveness to the fore. -–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-–-www.djpp.depkumham.go.id


2008, no. 60 62 INDONESIAN NATIONAL POLICE HEADQUARTERS ANNEX D EXPLANATION of ARTICLE 52 OPERATIONAL MANAGEMENT POLMAS a. planning: 1) Mapping and assessment of the situation in order to find out the potential and insecurity as well as making forecasts of the situation at the time it comes to goal setting, how to act, the power of control and supervision involved implementation of Polmas/monitoring and evaluation. 2) Update and the data processing continuously: a) internal Data (condition of unity, personnel, equipment, budget, material/logistics, and infrastructure and development methods); External Data (b) the situation of the community, the profile of the community, Government, private sector, community groups and areas and aspects of the astra gatra (geography, Demographics, Politics, natural resources, social economy, social and culture, Kamtibmas). 3) assessment of the situation. a) social structure of society; b) the existence of a social Institution; c) figures are influential and respected community; d) the existence of civic institutions; e) Potential and other forms of disturbance of kamtibmas; f) attitudes towards the Police including the Government; 4) determination of the precise model of Polmas applying based on the characteristics of the region and its people, the underlying analysis which includes: a) the condition of the field; b) opportunities and constraints; c) alternative models that could be applied; d) determination of the model; e) consequences of the application of the model chosen (personnel, budget, methods, means and risks); 5) preparation of a plan of activities and budget needs: a) the annual plan of activities prepared by the management team; b) monthly activity plan prepared by the supervision team; daily activity Plan c) created by executing Polmas; www.djpp.depkumham.go.id 2008, no. 60 63 b. Implementation: 1) Organizing a) Elaboration and Polmas program refinements based on the plan; b appointment of officers Polmas); c) training model Polmas will be applied. 2) Implementation a) Deployment/clerk at target location promised; b) encouragement of support facilities and budgets; c) Coordinating with related elements. 3) Control a) Monitoring the implementation of activities; b) Referral and correction of the actual problems in the field; c) reporting system. c. analysis and evaluation of the implementation of Polmas 1) analysis and evaluation of data implementation Polmas; 2) analysis of the issues, obstacles and possible solution alternatives; 3) study of Polmas development tips. The HEAD of the INDONESIAN NATIONAL POLICE, Drs. CHINESE INDONESIAN SURNAME GENERAL POLICE Established in Jakarta on September 26, 2008 www.djpp.depkumham.go.id

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