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empowers the public through a partnership of Police and community citizens, so that together able to detect symptoms that can cause problems in society, are able to get a solution to anticipate The problem is and is able to maintain security and order in its environment.

8. Polmas strategy is the implementation of a proactive screening that emphasizes the parallel partnership between the police and the public in the prevention and denial of crime, the breakdown of social problems that could potentially lead to the disruption of Kamtibmas in order. improving legal compliance and community quality of life.

9. Falsafah Polmas: as falsafah, Polmas contains the meaning of an olympian model emphasizing a relationship that upholds values-the social/humanitarian value in equality, displays the attitude of manners as well as mutual respect between the police and the Citizens, leading to mutual trust and togetherness in order to create the conditions that support the performance of the police function and the improvement of the quality of life of society.

10. Coaching in the context of Polmas is an attempt to grow and optimize the public's potential in partnership relationships (partnership and networking) that are aligned.

11. Community coaching is all efforts that include communication, consulting, counseling, lighting, coaching, development and other activities in order to empower all potential communities to support the success of the goals. It's the security, order and security of the community.

12. Partnership (partnership and networking) is an effort to build synergy with a potential society that includes awareness-based communication, consulting, information giving and various other activities for the sake of community goals. Safe, orderly and tenteram.

13. A problem is a condition that concerns the public because it can be detrimental, threatening, echoing, causing fear or potentially causing a disruption of order and security in society (in particular. Seemingly separate events but have similarities about patterns, times, victims and/or geographic locations.

14. Problem solving is the process of the Kamtibmas problem approach and the crime to seek solving a problem through an effort to understand problems, analysis of problems, proposing alternatives-

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An alternative proper solution in order to create a sense of security, tentration and order (not only based on criminal law and arrest), conduct evaluation and re-evaluation of the effectiveness of the solution selected.

15. Potential Disruption of Kamtibmas is an inherent problem of social life-joints that are fundamental to the access gap in economic, social, and political resources that can ultimately be the source or root of the social life. Kamtibmas problem.

16. The Police and Community Partnership Forum (FKPM) is a communication vehicle between Polri and the citizens carried out on the basis of a joint deal in the course of the discussion of the Kamtibmas problem and the social problems that need to be solved together by Citizens and officers of Polri are in order to create conditions that support the establishment of policing functions and the improvement of the quality of life.

17. The Polri Partnership Hall and the Community (BKPM) is a place of building/hall used for police activities and citizens in building partnerships. This hall can be built new or optimizing existing police buildings such as Polsek and Pospol or other public facilities.

Article 2 (1) The intent of this Kapolri Regulation is:

a. explains the essence of Polmas ' s strategy to be easily understood by the acting members and managers who control the executor in the field, both at the region level or at the center;

b. as a guideline to equalize the perception and understanding of the concept and the falmis Community Policing (Polmas) as well as the implementation of activities in order to implement the strategy of Polmas in all regions of Indonesia.

(2) Purpose from this Kapolri Regulation is: a. In order for the entire range of Polri to have a similar perception of

Polmas strategy is comprehensive and can apply the Polmas method in its area of duty according to the carateristic region and its society;

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b. In order for Polmas programs to be implemented across the entire task region in the Polri's ranks can run effectively and efficiently.

Article 3 of the scope and systematics of this Kapolri Regulation includes: a. Common provisions; b. the basis of consideration, the benefits and principles of the application of Polmas; c. conception of Polmas; d. the application pattern of Polmas; e. The executor of the Polmas; f. management changes to the success of Polmas; g. Management of Polmas; h. evaluation of the success of Polmas; i. The acceleration and development of the Polmas;

CHAPTER II OF THE FUNDAMENTAL CONSIDERATIONS, BENEFITS AND PRINCIPLES OF APPLYING

POLMAS SECTIONS

BASIS CONSIDERATION OF THE APPLICATION OF SECTION 4

(1) THE PATTERN OF STAGING THE VIEW TO THE IBM OLYMPIAN The concept of increasing police numbers and/or increased intensity of police activities (e.g. patrol and obstruction of offence) is unable to cope or suppress the rapidly growing number of Kamtibmas disorder in the society.

(2) Pemolisian more effective by divering conventional approaches to modern approaches namely The application of Polmas emphasizes the problem solving problems associated with crime and indiscretions proactively together with society.

(3) The practice of traditional public engagement in pemolics is already kp>

b. The displacement, which is the enablement of the components and all resources that can be involved in the execution of the task or function of the police to support the establishment of the police force in order to obtain a more optimal result.

5. Community which translates the community can be interpreted as: a. a group of citizens (men and women) or communities

that are within a clear small territory of the boundaries (geographic-community). The boundaries of the community can be RT, RW, village, agility, or the shopping mall/mall/mall, industrial area, sports complex, bus/train station, and other;

b. Citizens who form a group or feel to be part of a group of interest (community of interest), examples of ethnic/tribal groups, religions, professions, jobs, expertise, hobbies, and others;

c. Polmas are applied in communities or groups of people who live in a particd by society are limited to mild problems, not including serious legal violations.

Second Part Falsafah Polmas

Article 8 (1) Falsafah Polmas underlines understanding that society is not

is a coaching object of the officer who acts as a subject of security organizers, but rather a society must be a subject and an active partner in maintaining security and order in its environment in accordance with law and fundamental rights. human.

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(2) Falsafah Polmas underlines the understanding that the hosting of security will not be successful if only the buildup to the activation of the police officer alone, but should be more overgrown to the officer's partnership with citizens who are together actively address the problems in their environment.

(3) Falsafah Polmas intends that police officers in the center of society do not perform as legal tools or executors that only emphasize The law of the law, or the error of the people, is more than a measure of measure to the efforts to build community confidence in the Polri through a partnership based on the principles of democracy and human rights, in order for citizens to be prevented from the awareness and compliance of its laws. Therefore, the function of the Polri's officer is very important.

(4) As a condition that it can awaken and develop public awareness to partner with the police, then every police officer must always be on the act. and behave as a community partner that more accentuates the service, values equality between the police and the citizens and always facilitates the community to participate in order to secure its environment.

(5) Efforts building community trust against the police must be a priority In terms of policing duties on the ground due to the community's confidence (trust) against Polri is the key to the success of Polmas. This trust is built through an intensive two-way communication between police and public citizens in an equivalent partnership pattern.

(6) Polmas 's successor is essentially in line with the basic values of the Indonesian nation' s cultural heritage. In the Siskamswakarsa concept, so the application does not have to go through the creation of a new concept instead of focusing on the development of existing systems that are adapted to the performance of the functioning of modern policing in society. civilian in the democratic era.

(7) To guarantee his pet sense of safety, Orderly and peaceful in society, police and citizens are raising a partnership to maintain and grow the management of security and environmental order. This partnership is based on social norms and/or local deals with respect to the laws of national law in effect and upholding the

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principles of human rights and individual freedom responsible in democratic society life.

The Third Section of the Polmas Strategy

Article 9 The purpose of Polmas strategy is its embodied Polri's partnership with citizens who are able to identify root causes, analyze, set action priorities, evaluate the effectiveness of actions in order to maintain security, order and centrality of society and increase the quality of life of society.

Article 10 Target Polmas Strategy includes: a. growing awareness and community/community awareness of

potential security, order and calm disorder in its environment;

b. increasing public ability along with police to identify the root problems that occur in their environment, perform analysis and solve the problem;

c. increasing the ability of the people to address the problems that there together with the police and in a way that is not in violation of the law;

d. the rising awareness of community law; e. The increased participation of the community in creating Kamtibmas in

the environment of each other; f. An event that interferes with security, order and

the safety of the people/community. Article 11

The Polmas method is through the holding of a partnership between Polri and citizens based on the principle of equality in order to build the confidence of the citizens against the Polri, so it manifests itself together in order to understand problems of kamtibmas and social problems, analyzing problems, proposing alternative-alternatives solutions are appropriate in order to create a sense of security, tentration and order (not only based on criminal law and arrest), conduct evaluations as well as the reevaluation of the effectiveness of the selected solution.

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Section 12 of Pattern Operationalization Polmas: a. Problem solving problems with security and order problems

The public is more focused on identifying the root cause, analysing, setting the action priorities, evaluating the effectiveness of the action along with the public, so that not only to include the handling of a momentary problem;

b. services and protection to the public towards a seven-dimensional community service that includes concern-based, perceptual, fast and proper communication, ease of information, efficient and effective procedures, formal costs. and reasonable, ease of settlement of affairs, physical environment of the workplace conducive;

c. The law enforcement efforts are more precede to the target of increased legal awareness than the legal oppressor;

d. Legal action is not successful.

Article 13 of the Requirements for evading the partnership relationship and the means of the problem. The public's trust in Polri's application of Polmas strategy: a. The form of behavior is based on beliefs, sincerity and

the total of all leadership at every level of the polri organization and all of its members in order to improve the implementation of Polmas;

b. The attitude and behavior of all Polri personnel both in the exercise of daily tasks and in private life as members of the public who are aware that citizens/communities are stakeholders (stakeholder) to whom they are charged with presenting optimal policing services. This attitude, behavior and consciousness will increase the people's confidence in the Polri;

c. It is an intensive communication between citizens and the Polri based on the principle of equality of mutual respect, mutual respect for the right and the obligations of each;

d. The creation of public awareness-although in contrast to the background and importance-that the creation of the situation of security and public order is mutual responsibility.

Article 14 of the terms of the activities in the application of Polmas among others:

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a. Public service and protection activities: 1) intensification of community coaching activities; 2) intensification of patrol and face-to-face Polri officers with citizens.

b. Intensive communication officer Polri-citizen: 1) intensification of person contact between officers with citizens

directly/face-to-face, or throf action.

(3) The police and community partnership as referred to in paragraph (1) includes a partnership mechanism that includes the overall management process, ranging from planning, supervision, control, analysis and evaluation of the implementation. The partnership is a sustainable process.

(4) In order to realize a safe, orderly and tenterized society, citizens are empowered to actively find, identify, analyze and search for a way out for the problems that interfere with security, order and other social problems. Problems that can be addresser b among others: a. organized face-to-face with certain communities using

existing facilities (e.g. Village Hall or the District or the school boardroom);

b. empowering and controlling the role of social pranata as a platform for the completion of social problems, in order to be able to function positively for the solving of social problems and not deviating or contrary to applicable law;

c. facilitating General activities (sports games, art and cultural performances, scientific meetings, social gatherings) for the means of building a Polri partnership with citizens;

d. coordination with sports match organizers, art and cultural performances to set security patterns in order to prevent the occurrence of order and security disorder, for example: restrictions

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The number of visitors in order to not exceed the location capacity, division/assignment coordinator/supporter in the field, etc.

e. attend or facilitate discussion forums/meetings conducted by community groups and exploit them to establish a partnership between Polri and the public in order to prevent and mitigate the disruption of Kamtibmas;

f. facilitate the hosting of skills events related to the Kamtibmas issue.

Article 23 of the Polmas Activities at the Management level as referred to in Article 20 of the letter c among others: a. coordination and communication with formal officials in order

development of the Kamtibmas countermeasures system; b. consultation and discussion in the rule-making, perijinan, arrangement,

development in the framework of natural disaster prevention and countermeasures;

c. coordination with the Pemda or related agencies in order to drive social links can still function as social control and not contrary to positive law;

d. the determination of objectives, methods and priorities of application of the program in the region and within the limits of his authority.

BAB V IMPLEMENTATION POLMAS

Section of the Polmas Managing Rating

Section 24 (1) Is Essentially Polmas exercised by all members of the Polri starting from

all officers in the field until the Chief of Polri; (2) The form of activities performed by members of the Polri differs in its nature

in accordance with their respective positions and limits of authority. Article 25

The Rating of the Strategy of the Strategy up to the executor of the Polmas operationalization, includes: a. Pembina/Polmas Management:

consists of Polri officials in the Polri Mabes or in the region who have the authority to define policy and

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operationalization of Polmas in the service area environment, as per its authority limit.

b. Controller/Supervisor Polmas: consists of a Polri official appointed as the controller of the execution of Polmas.

c. Officer Polmas: consists of a member/officer individually or in a unit bond (unit) carrying out Polmas's activities directly in contact with the target Polmas.

Article 26 of the assignment to the operational executors and the The development of the Polmas strategy is set by officials who are authorized by paying attention/considering factors as follows: a. the form of the activities or the Polmas model applied to be adjusted to

characteristics of the region and society in the assigned area; b. comparison of the quality/capacity of the citizens who are

target activities Polmas with the quality of development of Polmas duties; c. balance between weighting material for Polmas activities compared

with quality, capacity and Polmas's executor capability.

The Second Part of the Travels/Acting Polmas

Article 27 Pembina Polmas/The Central Level Manager is on duty: a. determining the direction of the application policy of Polmas; b. evaluate the implementation of the Polmas program; c. determine the wisdom in the framework of the development of the Polmas strategy.

Article 28 Pembina Polmas/Regional Level Manager on duty: a. developing tactics, operationalization, and Polmas strategy at

its territory; b. empowering functions support to improve effectiveness

Polmas in its territory;

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c. garner coordination and synergy with local agencies for operationalization and development of Polmas strategy;

d. Evaluating the implementation of the Polmas program Article 29

Controllers/Supervisor Polmas in charge: a. technical function officials are obligated to develop the execution of tasks in

the environment of its function in support of the Polmas solubility; b. The Polmas controller is tasked with organizing, organizing,

controlling the execution of Polmas in the field to be more effective and always within the Polmas guidelines corridor.

Article 30 Officer Polmas: a. carry out Polmas duties by memedomani falsafah and strategy

Polmas; b. The executor element consists of:

1) Officer who has been trained specifically for Polmas; 2) Officer Babinkamtibmas; 3) all members of the Police who served in the field; 4) A member of the Police residing in the community environment.

Article 31 The description of each of Polmas's acting duties as referred to in Article 27, Article 28, Section 29, and Article 30 is described in "Appendix B" of this Kapolri Regulation.

The Third Part of the Traveler's Skill

Article 32 Ability It must be owned by Polmas's development both on the management system and the officer. the executor in the field is: a. Communication skills (speech skills, listening,

asking, observing, giving and receiving feedback and summarizing);

b. skills solving problems and skills understand problems (identifying problems in areas with high crime rates,

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identifies the barriers and causes of problems and develops an effective response and solution);

c. skills and personality to deal with conflict and perception differences;

d. Leadership skills (skills estimating risk and responsibility, skill determining goals and time management skills);

e. skills build teams and manage group dynamics and motivation (skills in meetings, leadership identification skills, resource identification skills and trust building skills);

f. understand and respect human rights; g. Mediation skills and negotiation; h. understand diversity, maturity and non-discriminant principles; i. understand the rights of vulnerable groups and how to handle/

treat them. Section 4

Characteristic Polmas Officer Article 33

Personality officer Polmas: a. Self-recognition: understanding the advantages it has for

being utilized optimally for the agility of the task and on the other side is also aware of the self-weakness for being eroded/fixed;

b. confident: be optimistic about his ability, what is lactate and how to enforce it and not fear to develop self-abil are proactively to avoid the Kamtibmas issue;

e. perform face-to-face with various citizen groups, including public figures, formal and informal religions, youth/youth groups, girls/mothers, students, students, and vulnerable segments of vulnerable citizens who are often not raised by their voices to invite active participation in order to maintain a sense of security, orderly and tenteram in its environment.

Article 22 The form of Polmas activities that is implemented by the Supervisor/controller of Polmas as referred to in Article 20 of the lettePolice officers who directly came into contact with the public;

(2) Polmas Application not only implemented at the local level especially community front-runner, but also exercised by all Polri members and Polri officials from the central level up to the region according to the scope assignment and its authority;

(3) The application of Polmas locally does not mean that the process is only limited to operational landscape but must also be grounded

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at a comprehensive policy ranging from conceptual nomenclaction to peak management level.

Article 38

(1) In order to implement Polmas strategy is required to change Polri management to improve the success of the overall Polmas event from the center to the region;

(2) The organizational changes are directed to changes in order to realize the organization that has the competitively and evolving power;

(3) Individual changes directed to the creation of opportunities to make changes, either In the course of career development or personal life;

(4) In the course of management change efforts, the issue of concern is the possibility of a rejection of change.

The Second Part

The Emancipation Denial Against Changes

Section 39

(1) The attempt in order to anticipate the rejection of the change includes:

a. education and communication with members in order to understand the need for change;

b. consultation with the related parties;

c. increase participation and participation of members;

d. investigating rejection of changes;

e. setting up facilities and support for change;

f. negotiations and a deal to neutralize the denial;

g. manipulation and co-opted to improve the success of changes;

h. the explicit and implicit coercion of the change plan.

(2) The measures anticipates a rejection of the change as referred to in paragraph (1) described in "Appendix C 1" of this Kapolri Regulation.

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Third Section of Change Management Guidelines

Section 40 (1) The principal activities as the guiding management guidelines

changes include: a. Stage One: Planning Changes

1) focus on goals; 2) recognize demands to change; 3) select essential changes (Establits priority

changes); 4) evaluate difficulty level; 5) plan ways to involve Another person; 6) sets the schedule and timeframe; 7) creates an activity plan; 8) anticipates rejection of change; 9) tests and examines the plan.

b. Phase Two: Executing a Change. communicate change; b. establish a commitment; c. change organizational culture; d. limiting rejection;

c. Phase three: Consolidate a change. monitoring progress; b. review the defining factor for change; c. maintain momentum; d. changers change.

(2) The Penjabaran of the steps as referred to in paragraph (1) is described in "Annex C 2" of this Kapolri Regulation.

The Fourth Quarter of the Polri Cultural Change As the Act of Application of Polmas

Article 41 (1) To support the success of the implementation of Polmas, changes are required

the culture of which could inhibit the application of Pomas into a culture conducive to the use of Polmas's application;

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(2) Cultural changes referred to in paragraph (1) include: a. of the culture that emphasizes hierarchy, rank and authority

towards an emphasis on participation, creativity and adaptable ability;

b. of the culture of emphasis on practice habits and procedures that apply to the balance between the old customs and the new procedure, it demands a willingness to question the rules, procedures, and strategies applicable, to achieve the optimal effectiveness and guarantee of service delivery as best as possible;

c. of the culture awaiting orders of superiors towards an emphasis on the development of the initiative and the discretion basis;

d. of a fixed/rigid culture to the adaptable ability and flexibility;

e. of a closed and less responsible system to the people towards openness, communication, and recognition of the failure or success achieved;

f. From accentuating internal solidarity (inward looking) headed to external professionalism (outward looking).

The fifth part changes the pattern of pattern assignment patterns for the success of Polmas

Article 42 (1) To improve the success of the implementation of Polmas, required changes

Polri assignment patterns from patterns that could inhibit the application of Pomas be a pattern of assignment that is conducive to the application of the Polmas application.

(2) The change in the pattern of Polri's assignment as referred to in verse (1) among others includes: a. of a narrow focus that only controls control

crime (law enforcement) as the primary responsibility of the police towards a broader focus that includes crime control, community service, crime prevention, and Problem solving in society (to note that Polmas does not leave law enforcement);

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b. of the assigned task pattern only to the heavy crime towards the task pattern prioritizing the problem solving in consultation with the community;

c. of an approach that is essentially reactive to the problem crime and violence heading into the balance between reactive activities with proactive;

d. from a quick response to all service requests to a different response depending on the needs and priorities;

e. from sporadically (alone-to-own) handling of events to a comprehensive task pattern including identifying trends, patterns, crime-prone places, and trying to handle the causes of the causes;

f. of assignment patterns that are not familiar with the public heading into consultation and personal relationships with communities within FKPM, dialogical patrols, Pospol in remote places and moving reporting posts;

g. of a technology-based assignment pattern leading to an oliver based on the needs of the public that uses technology to meet the needs of the community;

h. of the pattern of the assignment that maintains capture and prosecution as the primary answer to the problem leading to the capture and prosecution as two actions that may be taken from a number of choices generated through problem solving;

I. from the view that the police are the only institution responsible for the prevention and eradication of crimes leading to the suppression of cooperation between police, government agencies, private service agencies, NGOs and organizations Correction.

The Sixth Section Change Polri management style for the application of Polmas

Article 43 (1) To support the success of the implementation of Polmas, required change

management style of which could inhibit the application of Polmas It is a management that is conducive to the development of the application of Piently by the sense of responsibility and is the duty of each. officer Polmas.

CHAPTER VI MANAGEMENT CHANGES TO THE SUCCESS OF POLMAS

Section Parts of Management Change As Prasconditions Polmas

Article 37 (1) Polmas is not just a sort of program in the holding of functions

policing but it is a fundamental strategy that demands a fundamental change of The alignment of the police task which was originally based on the principle of bureaucratic service towards the personalization of police services, the real service was carried out by on of Budget Management

Article 51 (1) The Polri budget plan must allocate costs

operational requirements to guarantee the activity and dynamics of Polmas Strategy Implementation across Indonesia including management costs at every level of the organization in order to continuously monitor, preserve, direct and assess the success of the implementation of Polmas.

(2) To develop Program-The Polmas program, each region unity can hold cooperation with international, national and local donor agencies.

(3) To guarantee the continuity of Polmas each of the regional unity needs to do cooperation with the local Pemda so that the operationalisation of Polmas can be a Pemda program. which is supported by the APBD.

(4) Provides adequate budgeting support in Polmas duty labeling through an orderly planning system.

(5) The mechanism of use and budgeting responsibility is exercised with effective control with memedomani the applicable budget planning and liability system.

The Fifth Section of Operational Management

Article 52 (1) The underlying points are noticed in the course of execution

Polmas operational management: a. Planning:

1) mapping and assessment of the situation; 2) updates and processing of data; 3) assessment of the situation; 4) The determination of the Polmas model; 5) The drafting of the activities plan; 6) drafting the budgeting needs plan.

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b. Implementation: 1) organizing officers and means; 2) execution of activities; 3) activities control.

c. Analysis and Evaluation of the Implementation of Polmas 1) analysis and evaluation of the execution data of Polmas; 2) analysis of problems, obstacles and alternatives to dismissal; 3) the study of the development of Polmas.

(2) The point-of-the-level multiplier as contemplated In a paragraph (1) is described in "Appendix D" of this Kapolri Regulation.

BAB VIII EVALUATION OF THE SUCCESS OF POLMAS

Part of the Analisa and Evaluation Act of Polmas

Article 53 Guna improves Polmas ' s quality to be carried out evaluation da evaluation periodically and continue against the execution of Polmas so that it can be made Polmas progress assessment material.

Article 54 Sarana for anev Polmas can be done through: a. a datable system that allows the analysis process of the unit

bottom to the Centre; b. determination of Polmas ' s successful criteria to be formulated to

in quantitative or qualitative data; c. host research and development to improve

Polmas effectiveness and to adjust the development challenges encountered.

The Second Part Criteria Success Polmas

Article 55 Criteria which can be made a benchmark of Polmas ' s success: a. the intensity of communication between officers with the community increased;

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b. the familiarity of the officer 's relationship with the community increased; c. the community' s trust against Polri increased; d. instensity of officer and community communication forum activities

increases; e. Community sensitivity to the Kamtibmas problem in

environment is increasing; f. Public critical power against problem solving

Kamtibmas increased; g. Citizens ' obedience to the prevailing rules is increasing; h. Community participation in terms of early detection, early warning, report

incidence increased; i. The community's ability to root the root of the problem increases; j. the existence and function of problem solving mechanisms by

police and society; k. disruption of Kamtibmas decreases.

Article 56 Indicators Performance Application of Polmas from the Officer aspect: a. consciousness that society is stakeholder that should be served; b. an awareness of the responsibility of duty to society; c. spirit of serving and protecting as a profession ' s obligation; d. The readiness and willingness to receive complaints/complaints; e. The speed responds to the complaint/complaint/community; f. Speed up the crime scene; g. Readiness to provide the help that the community desperately needs; h. The ability to resolve problems, conflicts/conflicts with people; i. ability to accommodate/respond to community complaints; j. the intensity of the officer ' s visit towards the citizens.

Article 57 Indicators the success of the implementation of Polmas from the public aspect: a. The ease of officer/officials is contacted by the public; b. Complaint locket/easy report found;

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c. The complaint mechanism is easy, fast and not scary; d. response/answer to the prompt/immediate complaint was obtained; e. The level of community trust against Polri; f. the forum ' s ability to find and identify the root problem; g. Society's self-reliance address the problem in its environment; h. reduced public dependency to the officer; i. Community support in, form of information, thinking or material.

Article 58 Indicators the success of Polmas from aspects of Polri relations and society: a. instensity of the communication of officers and citizens of the public; b. the intensity of the officers ' communication forum activities and the public; c. the intensity of activities at the Police and Community Partnership Hall; d. The familiarity of the officer's relationship with the community; e. the intensity of community cooperation activities and officers; f. togetherness in solving the problem; g. Openness in exchange for information and discussing issues; h. the intensity of the cooperation and support of Pemda, DPR, and related agencies, i. the intensity of the participation of social institutions, mass media, and other institutions

informally. The Third Part

Monitoring and Evaluation of the application of the Polmas section 59

The implementation of Polmas must continue in Anev and be developed that is tailored to the development of dynamic situations in a constantly evolving society.

Article 60 Implementation monitoring (monitoring) Polmas is done through: a. creation of a periodic report by the Polmas officer to the supervisor; b. report and evaluation results of the supervisors to the tampon of Polmas; c. analysis of recapitulation data report hirarkhis pembina Polmas; d. Local public opinion survey on the application of Polmas;

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e. survey the public impression of the performance of Polri and/or Officer Polmas. Section 61

The implementation of control through the report System: a. determination of the report period (daily, weekly, monthly); b. Inclusion of the report format (including data materials, data group

and data model and data recapitulation models) to facilitate analysis; c. determination of the mechanism and the level of reporting of the leading execution,

supervisor, management/ Regional tamper up to central management.

CHAPTER IX ACCELERATION AND POLMAS DEVELOPMENT

Section Fa communication and transport is the most important means for Polmas activities and should be more prioritiously prioritied.

(4) The amount and type of equipment needed to be adapted to the Polmas model that be applied by each of the regional units.

(5) Heating of service means for Polmas activities optimally. (6) Monitoring facilities available to support Polmas ' s kelancaran.

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Fourth SectiPattern Pecalang (Model A 22) Pecalang is a traditional Balinese police officer who is tasked with securing an activity related to customs, such as: temple ceremony, ngaben procession, wedding procession, etc. relating to ceremony The custom in Bali. In general their duties were no different to ordinary police, such as: arranging traffic around the ceremonial location, escorting the ngaben procession up to the cemetery, in its activities, the pecalang coordinated with the Polri. Being a broker is an engagement to the community. They do not earn a salary, but as compensation they are exempt from everything relating to the obligations of the citizens. They don't have the dues in the 'banjar', they don't have to go to work with the royong. The broker is usually chosen by the people banjar with a one-year period of duty.

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INDONESIAN STATE POLICE APPENDIX A 2 HEADQUARTERS

EXPLANATION SECTION 19

(POLMAS MODEL B: INTENSIFICATION OF COMMUNITY COACHING FUNCTION) 1. Rapid Relationship System: Hotline Phone, SMS (Model B11)

Police are opening and providing access to information communication about a public complaint experienced directly or indirectly about the disruption of the kamtibmas. Through the communication network. The form of information that is conveyed is either direct complaint via phone number specifically like 110, 112 or via SMS (Short Massage System). Any information that is received is collected and inventorated at the accuracy of its information and is forwarded to the associated officer or Police Unit or who is authorized to follow up.

2. Utilization of the Pengaduan Box, Post Box 7777 (Model B12) Police open and provide access to information communications about public complaints experienced directly or indirectly regarding the disruption of kamtibmas that occurred through the box The post is provided in public places and through the services of the Post and the Giro. Any information received from the public is in writing both through Post and Giro services and the 7777 Post box is compiled and inventorized as well as selected information about the accuracy of the information received. Once it is known about the correctness of the information received then it is forwarded to the Police Unit in question for follow up.

3. General illumination, Slogan Kamtibmas (Model B21) General acceptance of the messages of kamtibmas was carried out by police via Police officers or lighting units directly through a meeting forum, or through the means of installation of banners, the spread of pamphlets and booklet sharing, slides in theaters, Television, Radio and other means.

4. Lighting/Bimmas circumference (Model B22) Event lighting activities in light of enlightenment and counseling to

society in order to elicits the sympathetic participation of the public to participate in creating the situation of the kamtibmas. Moving around by using the traveling lighting vehicles belonging to the Police Service or the side agencies, by coming up to the public locations that are valued effectively to disseminate information to the wider community. The use of the Sound system, Loudspeaker, Film Projector, Multi Media.

5. Utilization of Media Means (Model B23) Activities undertaken by utilizing electronic mass media (TVRI, RRI, Telephone Provider), or print mass media (magazines, newspapers, book publishers) performed periodically or incidentally According to the need, provide a light slide/pamphlet slide, counseling, or warning-a kamtibmas warning.

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6. Patrol Intensification (Model B3): a. Patrol door to door (Model B31) Patrol activities conducted by the police officer carried out

by visiting a random citizen's house to maintain contact with the people, or with a person who is not a member of the police force. notice to the owner of the house/items encountered if at the venue encountered irregularate.

b. Village sambang patrol (Model B32) patrol activities conducted by police officers to keep

the situation of kamtibmas by doing a sambang or planned and unplanned visit to the location The villages are determined according to the priority scale based on selectively determination. Patrolmen can stay at home-residents or kelurahan offices to create a person's contact and to provide counseling to citizens.

c. Kamandanu Patrol (Model B33) A long-range patrol carried out by a unit of vehicle patrol units for a period of several days. Patrol units are staying at the residents ' homes or in the Village Hall with the aim of approaching contact with the community and for counseling and delivering kamtibmas messages

d. Block Patrol (Model B34) Scheduled patrol activities in a particular neighborhood (block environment) in urban/retail areas, which are prioritized on a priority basis based on the area and the scheduled times periodic.

e. Beat Patrol (Model B35) A programed patrol activity to keep the kamtibmas situation implemented via route-route traffic has been determined by means of dividing the patrol area into a decapitated road.

f. Patrol Box (Model B35) Sarana supports patrol activities to realize contacts between

officers with citizens through the placement of patrol boxes placed on vital objects containing control books and must be filled by a patrol officer at any given time.

7. Coaching Activities By The Technical Functions Of The Police (Model B4):

a. Binmaspol: (Model B41): 1) Bimmas Straal (Model B411):

Model of citizen coaching in the neighborhood of Polri members conducted by Polri members by doing coaching on neighbours or residents of the public living around the Polri member ' s house within a 200-meter radius for members staying at

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rural areas and 50-meter radius for members living in a solid settlement environment.

2) Babinkamtibmas (Model B412): Thursday's coaching activities against citizens in rural areas (Model B413) Coaching of public citizens at the location of the kamtibmas by presenting Police officers remain, periodically or as time-based A degree assessment. a) The pattern of the Binaan: the coaching of the public at a specific location

by presenting the Polri officer in a fixed position. b) Pattern Senlord: coaching the citizens at a specific location

with periodic visits of Polri officers as per the need or development of the situation.

c) The pattern of the public in a particular location with the visit Officer Polri at any time.

b Reserse: (Model B42) 1) Kring Reserse System (Model B421):

The system of monitoring the situation in the environment of crime-prone locations through the division of territory based on analysis of the territory of the region, with the assignment of reserses members stay or insidentil to monitor the occurrence of kamtidential area. The executor is a local citizen who is exercised in rotation according to the terms of the local population. For citizens who are unable to carry out a ronda may represent others or pay a number of security money according to the citizens ' agreement. In the modern area, the acting ronda generally consists of people who are assigned by local people to perform their activities in exchange for services. Equipment for officer ronda is generally more modern including HT, HP, sentolop/flashlight, martial arts and handcuffs.

3. Development of description: