1 ABSTRACT The aims of this study is to evaluate the implementation and regulations and legal poli- cies regarding the "Getting Zero To HALINAR" program in The Correctional Institu- tions (LAPAS) of Class 1 Cipinang Jakarta and the HRM approach are used as treat- ments to realize zero halinar as one of the conditions required for the implementation of Vision Vision and Correctional Mission The existence of the program has not yet had a positive impact in fostering inmates proven to still be the abuse of the use of mo- bile phones, extortion and narcotics so that it raises illegal costs (extortion) .This study uses a qualitative approach, a policy evaluation research method. interviews, observations, and literature studies Analysis carried out by following the path deter- mined in the difference evaluation model - DEM The evaluation results of the imple- mentation of the program are relatively effective although they have not yet reached their ideal goals as the Director Circular Correctional Number: PAS-54.PK.01.04.01 of 2013 concerning the program to get zero for halinar. Based on primary data, there were still some problems found in almost every aspect evaluated. Therefore, research- ers offer a number of recommendations including increasing integrity by internalizing the contents of the Getting Zero to Halinar program to Officers / Employees / Officers and prisoners in each LAPAS in order to improve HR competencies through education and training, increasing mutual trust in institutions to reduce or eliminate negative excesses from the sectoral egos of each party, strengthening the Employee Internal Control System - SPIP in Cipinang Class IA Laps by ensuring that the working mecha- nism of the SPIP team at LAPAS runs as it should, and periodic (2 years) evaluation and follow-up evaluation plans. Keywords: Evaluation, Zero to Halinar Program, Correctional Institution (LAPAS), HRM. Received: 11 October 2019 ; Accepted: 11 October 2019 ; Publish; December 2019. How to Cite: Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta. Journal of Business and Behavioural Entrepreneurship, 3(2), 1-24. https://doi.org/10.21009/JOBBE.003.2.01 Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional In- stitutions Of The Class I Cipinang Jakarta Indra Jaya Ali Doctoral Program of HRM Department, Jakarta State University, Indonesia Email: indrajayaali@yahoo.co.id R. Madhakomala Doctorate Program Of Jakarta State University, Indonesia Corry Yohana Doctorate Program Of Jakarta State University, Indonesia mailto:indrajayaali@yahoo.co.id 2 INTRODUCTION HALINAR is an abbreviation for the word; Android, extortion and Narcotics. The implementation of the "Getting Zero To HALINAR" program in correctional in- stitutions (Lapas) is only limited to coaching and has not been able to change the na- ture and attitude of officers who are immoral in fostering citizens. In the Indonesian criminal law system known as the State Detention House (Rutan) and Penitentiary (Correctional Institution). In other words, detention is part of a Detention Institution/ Detention Institution According to the Regulation of the Minister of Law and Human Rights of the Republic of Indonesia Number 33 Year 2015 Concerning Security at In- stitutions and Detention Centers in Chapter 1 Article 1 paragraph (1) Penal Institutions hereinafter referred to as Lapas is a place to carry out the formation of Prisoners and Penitentiary Students.Then, Article 1 paragraph (2) State Detention House, hereinafter referred to as Detention Center, is the place where a suspect or defendant is detained during the process of investigation, prosecution, and examination at a court hearing. in Article 1 paragraph (3), a convict is a convict who is a convict live a criminal lost in- dependence in prison. Furthermore, detainees in Article 1 paragraph (4) are a suspect or defendant who is placed in the detention center. Lapas is a formal institution that fosters perpetrators of crimes that have been decided through the justice system, court decisions with permanent legal force (in kracht van gewijsde) as regulated in Article 270 of the Criminal Procedure Code - KUHAP. In this context, the management of Lapas operations is thought to tend to have a risk factor for large internal conflicts between prisoners and officers / guards. Some of the factors that cause internal conflict within prisons and within state deten- tion centers or detention centers (Asnedi, 2016) and the implications of overpopulation and overcrowding experienced by most Indonesian prisons are the main problems https://nasional.kompas.com/read/2017/07/07/12130041/.overcrowding.yang. menghantui. lapas.di.indonesia?page=all. Accessed 3 October 2019). In general, it can be described that the current various problems relating to Lapas or State Detention Centers or Detention Centers in Indonesia are as follows: riots in the Banda Aceh Class IIA prison in January 2018, the escape of 113 inmates from the Banda Aceh Class IIA prison in November 2018; Head of Kalapas Sukamskin, Catching Hands (OTT - Operasi Tangkap Tangan), which occurred in July 2018, is a case of receiving gifts or promises relating to the provision of facilities, permits, or other gifts at Suka- miskin Prison since April 2018 (Situmorang, 2019). In this context, the seriousness of the Republic of Indonesia's Ministry of Law and Human Rights to fundamentally improve the management of prisons and state de- tention centers or detention centers is a strategic, important and urgent agenda to be immediately addressed to overcome various problems related to prisons and state or detention centers in Indonesia in general and in in particular. Some of the problems that can be identified are: first, excess capacity in several prisons in Indonesia resulting in inaccessibility of prisoners and detainees in prisons and detention centers and a lack of staff skills; second, prison/detention officers have not been equipped with profes- sional expertise to deal with prisoners, are less careful and cautious when dealing with detainees; third, another problem that needs attention is the lack of adequate equipment to handle prisons / detention centers. Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 https://nasional.kompas.com/read/2017/07/07/12130041/.overcrowding.yang.%20menghantui.%20lapas.di.indonesia?page=all https://nasional.kompas.com/read/2017/07/07/12130041/.overcrowding.yang.%20menghantui.%20lapas.di.indonesia?page=all 3 Figure.1: Overcapacity In Some Correctional Institutions (Lapas) In Indonesia Source: Directorate General of Corrections of the Republic of Indonesia Ministry of Law and Hu- man Rights, 2017. Based on the table 1 above, it can be found that overcapacity in prisons has led to a very very alarming level. Situations and conditions like this should not be allowed because Lapas in Indonesia is bound by this basic principle stipulated in international law, which treats all detainees based on human rights. In this regard, all international standards relating to the treatment of detainees must be humane and respect the rights inherent in accordance with the dignity of the human person (UNODC, 2015: 3). On the other hand, several policies to reduce excess capacity appear to have been carried out by the government, among others by creating new rooms, rehabilitating buildings to building new prisons which have the primary goal of increasing prisoner capacity (Angkasa, 2010; 217-218). However, this effort does not seem to be able to signifi- cantly overcome excess capacity, given that there are far more prisoners than there are additional rooms or detainees who are released. Therefore, various problems have been identified so that Lapas must be managed properly, both administratively or practically. So that the potential risk of conflict that will increase can be minimized so that it has implications for the success of the pro- gram "Getting Zero to Halinar (Mobile, Extortion and Narcotics)". Then, some facts and problems are revealed and there are formal rules for the "Getting Zero to Halinar" program, then the problem formulation is explained as follows: 1. What is the legal basis for an anti - halinar program? 2. How is the implementation of the anti-light program network in The Correction- al Institutions (Lapas) of Class 1 Cipinang Jakarta? 3. How is the implementation of performance in terms of program management and HR management of the anti-glare program in The Correctional Institutions (Lapas) of Class 1 Cipinang Jakarta? 4. What are the results or implementation of the anti -inar program in The Correc- tional Institutions (LAPAS) of Class 1 Cipinang Jakarta? 5. What are the benefits of the Halinar program for prison management institutions and prison inmates in The Correctional Institutions (Lapas) of Class 1 Cipinang Jakarta? Thus, this research has a very strategic and important and urgent agenda because this research was conducted for the first time to identify the achievement of the Hali- nar program carried out from 2013 to 2017. Thus, the researcher tried to reveal and Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 4 describe the factors considered as background behind the real problem. This has be- come the latest phenomenon in prisons, and through this research, researchers focus on the actual root causes that can be identified so that new findings in the form of Halinar practices in prisons can be eliminated. RESEARCH METHODOLOGY This study aims to evaluate the implementation or implementation of the Getting Zero to Halinar program (mobile phones, illegal fees and drugs) in The Correctional Institutions (Lapas) of Class 1 Cipinang Jakarta. As an evaluative study, the writer wants to improve and increase the benefits (worth) and quality (merit) of the imple- mentation of the policy so that it can be an input for policy improvement in the future. Specifically, this paper aims to answer the research questions that have been raised by comparing the standard (S) of legislation related to the Getting Zero to Halinar pro- gram in Penitentiary with implementation in the field or process (P) where the previ- ous objective components can be elaborated as follows: (1) Improving the legal foun- dation through the design of the Getting Zero to Halinar program planning in Peniten- tiary, especially in The Correctional Institutions (Lapas) of Class 1 Cipinang Jakarta; (2) Improve the implementation of the working network (installation) of the Getting Zero to Halinar program in The Correctional Institutions (Lapas) of Class 1 Cipinang Jakarta; (3) Improving the performance of the program management and HR manage- ment related to the Getting Zero to Halinar program in The Correctional Institutions (Lapas) of Class 1 Cipinang Jakarta; (4) Improving product results or implementation of the Getting Zero to Halinar program in The Correctional Institutions (Lapas) of Class 1 Cipinang Jakarta Class 1 Cipinang Jakarta; (5) Increase the benefits of the Get- ting Zero to Halinar program in The Correctional Institutions (Lapas) of Class 1 Cipinang Jakarta. Departing from these things, it is expected that later it can reveal the suitability (adequacy) and the gap (discrepancy) between the standards or regulations that have been set with the implementation of the Getting Zero to Halinar program for prisons or detention, especially in DKI Jakarta, so that it can be analyzed to provide an assessment and recommendations for action recommendations from results concluded using a combination of quantitative and qualitative approaches. RESULTS AND DISCUSSIONS Indications of the continued use of mobile phones, extortion and narcotics abuse (HALINAR) in correctional institutions (Lapas), imply the emergence of illegal fees (extortion) in correctional institutions and have always been a major problem in socie- ty The existence of extortion and misuse of narcotics in the use of mobile phones, im- plies the emergence of illegal fees (extortion) in correctional institutions and has al- ways been a major problem in the community. Situations and conditions that need to get a solution immediately given the availability of regulations or policies to eliminate this problem, including the program, "get zero for the halinar". The implementation of the Getting Zero to Halinar program in Penitentiary is only limited to guidance and has not been able to change the nature and attitude of officers who are immoral in fostering residents and the existence of the program has not had a positive impact in fostering prisoners. Then, the legal basis for the anti -inar program in Lapas which is an action program of the realization of the Law of the Republic of Indonesia Number 12 of 1995 concerning Corrections and their derivative regulations, Presidential Instruction Num- ber 17 of 2011 concerning Corruption Prevention Acts, Presidential Instruction Num- Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 5 ber 1 of 2013 concerning Actions to Prevent and Eradicate Corruption, Law Number 35 Year 2009 concerning Narcotics; and Presidential Regulation Number 23 Year 2010 concerning the National Narcotics Agency, and Director General of Correctional Circular Letter Number: PAS-54.PK.01.04.01 of 2013 concerning Guidelines for Cor- rectional Institutions, Detention Centers, and Detention Centers Free from Mobile, Ex- tortion and Drugs ( Halinar). According to Wirawan (2011:7), evaluation as research to collect, analyze, and present useful information about the object of evaluation, evaluate it and compare it with the evaluation indicators and the results are used to make decisions about the ob- ject of evaluation. According to Newcomer, Horry & Wholey (2009), evaluation of program implementation is a series of limited activities in one complex set of activities carried out by a series of public, non-profit, and private event providers to achieve cer- tain outcomes or results (Van Marris & King, 2006 in A Guide to Planning and Con- ducting Program Evaluation, 2009: 10) and has an established theoretical and practical foundation (Guyadeen & Seasons, 2016). Thus, the evaluation of the implementation of the Halinar program in Lapas can be interpreted as a series of resources and activi- ties directed at one or more common goals to achieve certain results as the implemen- tation of actions to prevent the widespread use of cellular telecommunications equip- ment (HP), the occurrence of extortion (extortion) to trade drugs in prisons or deten- tion centers. According to Asnedi (2016: 24), Lapas operational management is suspected to have 4 (four) major risk factors as a potential for internal conflicts between prisoners and officers / guards. The four major risk factors are: first, there are several factors that cause internal conflict in the State Detention and Detention Center because detainees are not properly accommodated, there are guarantees of comfort and security for de- tainees, are treated with respect because of the dignity and values inherent as humans (United Nations Office on Druggs and Crime, 2015: 8). The situation and conditions at the State Detention and Detention Center were further exacerbated by the lack of skills of the officers; secondly, prison / prison staff are not yet equipped with professional expertise to deal with detainees, are less careful and alert in dealing with detainees; third, another problem to consider is the lack of adequate equipment to handle prisons; and fourth, the potential risk of conflict will increase if the management of the factors contributing to the conflict is not managed both administratively and practically. The dynamics of life in prisons caused by staff shortages, detainees manage themselves, maintain prison facilities, run their own rehabilitation programs, and carry out many administrative tasks normally carried out by prison officials (Jones, 2014: 59), then according to Jones ( 2014), in prisons like this, 'multi-occupancy' type ac- commodations and other environmental conditions encourage the growth and develop- ment of gangs in prisons, which raises growing concerns about criminal gang mem- bers' criminal activities, both in correctional facilities, and also their outreach to com- munity (Winterdyk & Ruddell, 2010: 730). On the other hand, prison managers are prohibited from discriminating against prisoners, employees or any public member based on race, sex, creed, or national origin, Staff Prohibitions and Penalties (Code of Ethics - The Nevada Department of Corrections, http://doc.nv.gov/Inmates/Home/. October 7, 2019). Situations and conditions of prison life like this also occur in Indo- nesia. Based on the writer's observation, the actual situation and conditions of prison life are generally influenced by the social structure and culture of the population in prison. In this case, the writer's findings are that there are still gangs or groups of people who tend to control other prisoners to carry out their daily activities in prison. This Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 6 view is in line with Narag & Jones (2016: 1-24) which states that prisoners' leaders tend to share government with prison administrators. Then, Narag & Jones (2016: 1), stated that the current prison management model strictly prohibits prisoners from as- sisting prison administration and management and the government must be able to pro- vide adequate resources, security, personnel, and good and clean prison governance. Therefore, the implementation of good and clean prison governance is the organization of prisoners and must be arranged in such a way as to run perfectly, starting from inter- personal relations, warders, relationships with people outside the prison (Rumadan, 2013; 265-266) because prisoners have the same rights to health and well-being as oth- ers (UNODC, 2013: 15) so that prison authorities must respect the human rights and dignity of prisoners (American Bar Association - ABA, 2011: 16). Meanwhile, to ensure good and clean governance, the implementation of the Getting Zero to Halinar program in Penitentiaries, the Government has provided a reg- ulatory basis regarding the internal control of prison institutions through: 1. Regulation of the Minister of Law and Human Rights of the Republic of Indone- sia Number M.HH-01.PW.01.01 2011 concerning Internal Control of Correc- tions Institutions; and 2. Regulation of the Minister of Law and Human Rights of the Republic of Indone- sia Number M.HH-07.KP.05.02 2012 concerning the Code of Ethics of Civil Servants in the Ministry of Law and Human Rights. However, the facts show that there is still a contradiction between the existence of the legal basis / existing legal norms and the application of these legal norms as evi- denced by the increasing number of cases that have occurred and for example is the practice of extortion (extortion). Often the practice of extortion is found in prisons, de- tainees pay guards for special privileges by giving bribes to officers so as to put offic- ers at risk and can damage the reputation of the institution (Ross, 2013: 110). Accord- ing to Mahfud et.al. (December 2014: 540) extortion practices have an impact on at least 3 (three) things, first: the authority of the officer so that it will affect the equality of services with the population and there is no respect for officers because everything can be resolved with money; second, it has an impact on program implementation and rehabilitation of occupants where residents who are supposed to be required to attend certain programs have lost their obligations because they can be replaced with money; and third, illegal payments can affect security and lead to riots, for example: certain residents do not give money to citizens' coordinators or because of the uneven distribu- tion of illegal payments. Then, other problems that occur in prisons and detention centers, namely the ex- istence of drug trafficking in prisons or detention centers, and drugs are an increasing- ly prominent problem in many prisons (Kolind & Duke, 2016: 89). According to Polomarkakis (2017: 397), law enforcement is used to reduce the adverse effects of drugs on humans and society at large (Taylor, Buchanan, and Ares (2016: 2). Howev- er, the authors' findings realiat that drug trafficking in prisons tends to be an economic attraction Prisoners will feel that they have the respect of fellow prisoners because they can import drugs that symbolize "courage", ambition and can have connections to or- ganized drug networks outside of prison Transparency and accountability are very im- portant (Carstens, 2005). (2019), official business transparency is carried out in such a way that substantive and procedural information is available to, and is widely under- stood by, people and groups in society, subject to reasonable limits protecting security and privacy, while the notion of accountability according to Johnston ( 2019), a proce- dure that requires officials and those who are trying to win guide them to follow the Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 7 established rules, processes and results and ensure that they have followed the proce- dure. Referring to this understanding, the authors found that, the concepts of accounta- bility and transparency of public officials in Lapas tend to have been reduced. As a result, officials often use the power of their discretion which hinders the goals and ob- jectives of the program implementing the Getting Zero to Halinar program in Peniten- tiary. Furthermore, if it is associated with Human Resource Management (HRM), the Getting Zero to Halinar program in Penitentiary does not run optimally. HRM is im- portant to be implemented correctly in productive organizations, obtaining and apply- ing human resources effectively and efficiently (Hamid, Maheen, Cheem & Yaseen, 2017: 1; Pasban & Nojedeh, 2016: 250) and can directly contribute to improving per- formance achieve organizational goals. According to Okoye & Ezejiofor (2013, 250), the greatest asset of any organization is its human resources that can ensure the achievement of the goals and objectives of the organization. According to Hasibuan (2011: 14), human resource management can be interpreted as the core of an organiza- tion, both public and non-public organizations to achieve goals that depend on policies and operations and systems that affect the behavior, attitudes, and performance of staff (Rafiei, N., & Davari, F., 2015: 35-36). These goals will be realized if each organiza- tion uses and empowers all its resources because one of the main objectives of human resource management is to improve organizational performance (Paauwe, Guest, Wright, 2013 in Vermeeren, Steijn, Tummers, Lankhaar, Poerstamper, & van Beek, 2014:1; Al Adresi, & Darun, 2017:2). Thus, improving the quality of human resources is a fact that must be present and implemented in a planned, intensive, focused and affective, and efficient develop- ment process. According to Schuler and Jackson (1987); Danny et al., (2008) in Gill, & Meyer (2011: 5), the suitability between human resource management (HRM) and business strategy is important because business strategy is closely related to HRM strategy. According to Mwaniki & Gathenya (2015: 433), HRM aims to increase the effectiveness and capability of an organization's organizational capacity to achieve its goals by utilizing the resources available to it ... According to Ekwoaba, Ikeije, Okpa- ra, & Ufoma (2015: 22), one of The most significant development in the field of or- ganization today is the increasingly important role of HRM for organizations because HRM offers perspectives, values and attributes for organizational life. Therefore, at- tention to human resources or human capital as one of the main production factors for most organizations, including those in prisons, must be made a very strategic agenda in the "Getting Zero to Halinar" action program in prison (Lapas) besides several other factors such as: regulation, budget and technology. The objectives of the "Getting Zero to Halinar" Action Program include Realizing prison and state detention centers that are free from misuse of cell phones, illegal fees and drugs must be done by creating synchronization and harmoni- zation in the movement and steps in implementing it. This research is based on the de- sire to illustrate how evaluating the implementation of the "Getting zero to HALI- NAR" action program can provide true and real solutions as constructive solutions for the future. Then, this research is considered very important because in addition to for the first time identifying the achievement of the Halinar program carried out from 2013 to 2017, researchers tried to reveal and describe the factors that were considered as the background of the occurrence of this phenomenon in prison, so that new find- ings were available. the root of the real problem. Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 8 Prison management can be interpreted as human management that is closely re- lated to the ethical framework and behavior of individual prison staff to detainees, hu- mane treatment to avoid abuse of power. So that the prison management process can run from top to bottom, including emphasizing management by prison authorities on the processes and procedures correct (Coyle, 2009: 11-12). The realization of zero halinar is one of the conditions needed for the implementation of Correctional Vision and Mission. On a national scale the success of correctional practices in realizing its vision and mission is part of the implementation of national legal policies in the crimi- nal justice system that involve elements of the police, prosecutors and judiciary and is very and related to the HRM. According to Al Adresi, & Darun (2017: 1), managers from all levels are involved in HRM practices for scanning internal and external envi- ronments, staffing and recruitment, strategy formulation, strategy implementation, and evaluation and control and are effectively managed so that they can be of great benefit to organizations (Ekwoaba, Ikeije, Okpara, & Ufoma, 2015: 22). Therefore, the HRM approach can be used as a treatment to realize zero halinar as one of the conditions needed for the implementation of Correctional Vision and Mission. According to Truss (2001) in Veth, Korzilius, Van der Heijden, Emans, & De Lange (2017: 2), HRM is aimed at increasing individual welfare, productivity and overall company performance. In this case, there are very important and strategic ele- ments in HRM to improve organizational performance (du Plessis, Douangphichit, & Dodd, 2016: 12) and at the same time can improve overall organizational competitive- ness as follows: 1. Recruitment: This is an HR manager's job that requires a lot of attention and re- sources to attract, hire, and maintain employee retention rates. According to Shih, Chiang, Hsu (2006) in Hamid, Maheen, Cheem, & Yaseen (2017: 2) that part of the human resource development framework is retaining and recruiting employees. 2. Training and Development: Training and development can be provided by com- panies for both new employees and old employees with the aim of gaining knowledge and / or learning new skills for current or future work (Collin, Van der Heijden, & Lewis, 2012: 155) in their respective fields, and ensure that trained workers will be able to adapt to the changing needs of the times (Jagannathana, Rab and Maclean, 2019: 4). 3. Professional Development: This is a very important function of Human Resource Management (HRM) which aims to enrich and improve employee competence in terms of learning at work (Collin, Van der Heijden, & Lewis, 2012: 157) to be more capable . Includes skills, education and experience as well as behavior modification and improvement of working techniques that are better. 4. Compensation and Benefits: Companies can achieve their goals and objectives if they can adapt to new ways of providing benefits to employees such as: flexibil- ity in working hours, long holidays, insurance / medical costs, leave and others; According to Darwish (2013) & Holbeche (2012) in du Plessis, Douangphichit, & Dodd (2016: 13), HR functions such as job analysis, employee selection, training and development, compensation management and motivational schemes are integrated with plans or strategic objectives in in order to improve organiza- tional performance standards. 5. Performance Appraisal: Performance appraisal by supervisors is one of the most important human resource management practices (Murphy & Cleveland, 1995 in Kampkötter, 2016: 2) where employees will be evaluated and assessed by lead- ers according to their performance including feedback, setting goals, and train- Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 9 ing, and reward / compensation systems (DeNisi & Murphy, 2017: 421). 6. Ensuring Legal Compliance :. Ensuring legal compliance is carried out through compliance management which aims to detect, prevent crime and corporate mis- takes (Benedek, 2012: 136) in carrying out its business activities.. Research Instruments Instrument Box Data collection is a systematic and standard procedure of obtaining the required data. The data collection process in this study includes three activities, namely getting a location, associating with a location and getting data collection (recording data). The main instrument of this research is the researchers themselves. According to Creswell (2007: 107), in qualitative research, researchers are key instruments. The function of the researcher is to determine the focus of the study, choose the informant as the source of the data, analyze the data, interpret the data, and make conclusions on their findings. Then, Creswell (2012: 225-227) states that data collection is done by inter- view, observation and documentation (supporting techniques) to conduct interviews, it is recommended to use a special design protocol. Protocol data recording is a form de- signed and used to record information during interviews and observations. The evalua- tion model used is the discrepancy evaluation model (DEM) which emphasizes gaps in program implementation. According to Winkel (2004: 538) and Baumgartner & Jackson (1995: 179), the Discrepancy Evaluation Model (DEM) includes: (1) to generate organizational motiva- tion, (2) provide feedback to the organization, (3) provide feedback to managers , (4) 5 provides information to institutions which in this case are faculties, (5) provides infor- mation on successful and unsuccessful activities, and (6) provides accountability for the implementation of program activities. According to Arifin, Zainal (2012: 71), the Provus model includes: design, program operation, interim products, and terminal products ". According to Eko (2010: 186-187), the descrepancy evaluation model is an evaluation model by comparing what is expected (standard) with what is happening in the field (performance) so that it can be found gaps / inequalities (descrepancy) which then from these results can improvements were made. According to Sutarto (2014: 4), the Provus-Discrepancy Model is the easiest model to do because it only compares the results and standards that have been determined. Thus, it can be described about the difference between the two, called discrepancy. Figure.2: Description of the Discrepancy Evaluation Model Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 10 In this paper, the purpose of the Discrepancy Evaluation Model (DEM) is to find out about the level of conformity between the standards set in the program and the ac- tual appearance of the program. Standards, criteria that have been developed and es- tablished with effective results. Appearance, including resources, procedures, manage- ment and tangible results that are seen when the program is implemented. Then, to im- plement DEM in this writing, an action program is prepared, A Design as follows: Table 1. Instrument Grid Stage Design Evaluation a. Program Cooperation Network Tabel 2. Grid of Installation Evaluation Instrument (Network) Instruments Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 Evaluation Problems Component Indicator Data Collection Techniques Instrument Data source 1 2 3 4 5 6 Standard design criteria Policy foundation program Suitability of the legal basis on which the Getting Zero to Halinar Program is based – Study of Documents - Interviews - Primary and secondary documents -Directorate General of Correc- tions - Head of Cipinang IA Class Correctional Institution Jakarta Program Program Objectives To real- ize the goal of the Getting Zero to Halinar - Interviews - Study of Documents -Interviews - Primary and secondary documents Guidelines for interviews : - Directorate General of Cor- rections - Head of Cipinang IA Class Correctional Institution Jakarta - Cipinang Class IA Lapas Officer Jakarta The target of the program The realization of prisons, detention centers and branch- es of detention centers that are clean from misuse of mobile phones, illegal levies and drugs Study of Documents Primary and secondary documents Directorate General of Correc- tions - Head of Cipinang IA Class Correctional Institution Jakarta - Cipinang Class IA Lapas Officer Jakarta Program Strategy Implementation of the Get- ting Zero to Halinar program strategy Study of Docu- ments Primary and secondary documents Directorate General of Correc- tions - Head of Cipinang IA Class Correctional Institution Jakarta - Cipinang Class IA Lapas Officer Jakarta Problems Evaluating Components Indicators Technical Data Collec- Instruments Data Source 1 2 3 4 5 6 Correlation of Program Implementa- tion Collabora- tive program activities Conformity of coopera- tion with stakeholders related to the Getting Zero to Halinar program -Study of Documents -Interviews - Primary and second- ary docu- ments Guidelines for interviews - Directorate General of Corrections : - Head of Cipinang IA Class Correctional Institu- tion Jakarta - Police - BNN - KPK - Ministry of Communication and Information - Private Program Coordina- tion The realiza- tion of coor- dination between stakeholders related to the Getting Zero to Halinar program -Study of Documents -Interviews Primary and secondary documents Guidelines for interviews - Directorate General of Corrections : - Head of Cipinang IA Class Correctional Institu- tion Jakarta - Police - BNN - KPK - Ministry of Communication and Information - Private Program Evaluation Monitoring of the Get- ting Zero to Halinar program -Study of Document s - Interviews Primary and secondary documents Guidelines for interviews - Directorate General of Corrections: - Head of Cipinang IA Class Correctional Institu- tion Jakarta - Police - BNN - KPK - Ministry of Communication and Information - Private 11 b. Anti Halinar Program Process Tabel 3. Error! No text of specified style in document. c. Product Implementation Program Tabel 4. Instrument Grid Stage of Product Evaluation Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 Problems Evaluating Compo- nents Indicators Technical Data Collec- tion Instruments Data Source 1 2 3 4 5 6 Program Implementa- tion Program description Implementation of the Getting Zero to Halinar pro- gram operating procedure - Interviews -Study of Documents Primary and secondary documents Guidelines : -Directorate General of Corrections - Head of Cipinang IA Class Correc- tional Institution Jakarta - Cipinang Class IA Lapas Officer Jakarta Implementation of monitoring in the Getting Zero to Halinar program -Interview -Study of Documents Primary and secondary documents Guidelines : - - Directorate General of Corrections - Head of Cipinang IA Class Correc- tional Institution Jakarta - Cipinang Class IA Lapas Officer Jakarta The implementa- tion of the quality assurance pro- gram Getting Zero to Halinar -Interview s - Study of Documents Primary and secondary documents Guidelines : - Directorate General of Corrections - Head of Cipinang IA Class Correc- tional Institution Jakarta - Cipinang Class IA Lapas Officer Jakarta Problems Evaluating Components Indicators Technical Data Collection Instruments Data Source 1 2 3 4 5 6 Results from Program Implementa- tion Program results Conformity of the implemen- tation of activities with a de- crease in the number of viola- tions at the Cipinang Class IA Correctional Institution in Jakarta -Study of docu- ments - Interviews Primary and secondary documents Interview guidelines : -- Directorate General of Corrections - Head of Cipinang IA Class Correctional Institution Jakarta - Cipinang Class IA Lapas Officer Jakarta Conformity of the implemen- tation of activities with chang- es in the behavior of the target program (inmates) at the Cipinang Class IA Correction- al Institution in Jakarta -Study of docu- ments - Interviews Primary and secondary documents -Directorate General of Cor- rections - Head of Cipinang IA Class Correctional Institution Jakarta - Cipinang Class IA Lapas Officer Jakarta Conformity of implementation of activities with changes in behavior of technical imple- mentation units (officers) Cipinang IA Class Correction- al Institution Jakarta -Study of docu- ments - Inter- views Primary and secondary documents -Directorate General of Cor- rections - Head of Cipinang IA Class Correctional Institution Jakarta - Cipinang Class IA Lapas Officer Jakarta Conformity of the implemen- tation of activities with the improvement of program support facilities at the Cipinang Class IA Correction- al Institution in Jakarta -Study of docu- ments - Inter- views Primary and secondary documents -Directorate General of Cor- rections - Head of Cipinang IA Class Correctional Institution Jakarta - Cipinang Class IA Lapas Officer Jakarta 12 d. Program Benefits Tabel 5. Instrument Grid Phase Benefit Evaluation Based on the various descriptions above, it can be interpreted that the superiority of the Discrepancy Evaluation Model (DEM) is able to show the occurrence of dis- crepancies in a program from various aspects, including regulations and program bene- fits. The findings from the evaluation results are basic values that are important for the ongoing improvement of the program to be more efficient and effective in achieving program objectives. Evaluate Standard Design Criteria Based on the variant of the answers obtained from the informant, a description is obtained that explains the evaluation context in the design aspects. From the aspect of legality in the elements of program design, there are no problems that become obsta- cles in the implementation of the Anti-Halinar Program in Lapas. The author gets the impression that the legal basis that has been used, although only in the form of Circu- lar issued by the Directorate General of Corrections, is still adequate. In the field find- ings also revealed the fact that the Directorate General of Corrections issued another Circular which also supports the implementation of the Anti-Halinar Program, namely through the Directorate General of Corrections Circular Letter Number: PAS- 126.PK.02.10.01 of 2019 concerning Progressive Steps and Serious Eradication Ef- forts Drugs in the State Detention Centers / Branches of State Detention Centers, Cor- rections Institutions, and Special Child Development Institutions aim at Correctional Institutions throughout Indonesia to follow the intended progressive steps. Based on the circular, the author's opinion that the truth can already be used as a legal basis in preventing the abuse of cell phone use, extortion and drug use in prison. However, the findings of the research result are that there is a perception from other informants that efforts to improve the degree of legality hierarchy from Circular Let- ter: PAS-54.PK.01.04.01 2013 concerning Guidelines for Correctional Institutions, Detention Centers and Free Detention Centers from Mobile, Extortion and Narcotics (Halinar) issued by the Director General of Corrections, for a basic legal hierarchy, it can be upgraded to a Regulation of the Minister of Law and Human Rights of the Re- public of Indonesia. In this context, according to the author after seeing the existing situations and conditions related to the implementation of the Anti-Halinar Program, and improvement of the legal basis hierarchy that the PAS-54.PK.01.04.01 2013 circu- lar letter does not significantly influence the achievement of Anti-Halinar. Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 Problems Evaluating Compo- nents Indicators Technical Data Col- lection Instru- ments Data Source 1 2 3 4 5 6 Benefits of the pro- gram Program benefits for all compo- nents There was an increase in awareness of the importance of the pro- gram by referring to the reduction in the number of violations significantly and im- provement of existing supporting facilities - Inter- views -Study of docu- ments Interview Primary and sec- ondary docu- ments Guidelines: - Directorate General of Corrections - Head of Cipinang IA Class Correctional Institution Jakarta - Cipinang Class IA Lapas Officer Jakarta 13 Then, the findings are based on program objectives, situations and conditions on the ground that reflect aspects of legality or the level of the hierarchy of regulations that constitute the legal umbrella of the Anti-Halinar Program. Informant perceptions tend to look at other elements, such as facilities and infrastructure as well as human resources. This can be logically accepted if seen from the work experience of each in- formant in his daily life that is directly related to the Correctional Institution Led by Correctional Institutions (WBP). The informant positions the legal basis available only as a reference to the regulations that must be carried out in prison settings, and as the norm governing actions that can be taken or actions that should not be taken. If the rules are broken, there will be logical consequences that must be faced in the form of sanctions which are also listed in the rules. According to the author, there are other factors that are more significant in supporting the achievement of the Anti-Halinar Program objectives in prison. These factors are in compliance with the law which states that the elements must be met so that people submit to the contents of the regula- tions. In this case, obedience to the law can be interpreted as awareness of the useful- ness of the law which gives birth to a form of compliance with legal values and must be upheld in living together and manifested in the form of behavior that is clearly in accordance with the values of the law itself, can be seen and felt by fellow community members. Furthermore, based on information conveyed by informants it can be seen that if evaluated from the design aspect, rules must be made in accordance with the program's objectives, namely realizing prisons, detention centers and detention branches that are clean from cellphone abuse, extortion and drugs and realizing harmony in movement and prison measures, detention centers and detention branches in implementing the Anti-Glare Program. In this case, according to several informants, especially officers, it is also known that there is an obligation for each UPT to make or make UPT a cor- ruption free zone (WBK) and the Clean Presentation Bureaucracy Region (WBBM) so that officers are required to always provide the best services to the Citizens of Correc- tional Institutions and the community so that these obligations actually correlate with the Anti-Halinar Program. The same thing can be seen in the program targets that are expected to achieve the program targets, namely to create security and order at the Correctional UPT through the application of security unit functions including the application of WBP security and order, law enforcement, protection, protection, and services to the public with uphold human rights; and overcoming conditions of overcapacity in prisons which have the potential to cause security and vulnerability, as well as giving birth to illegal levies practices both from fellow WBP and from Officers to WBP. However, according to several informants, there are still difficulties in implementing the strategy for the Anti-Halinar Program. The problem is as follows: first, constrained by the small number of Human Resources, especially Officers, who carry out the program due to excess capacity of The Correctional Institutions (LAPAS) of Class 1 Cipinang Jakarta so that supervision is less than optimal. Secondly, the lack of socialization of Anti-Halinar Program objectives, targets and strategies to the Officers and WBP, made the strategies implemented ineffective. Third, the main factor of the non-maximum strategy of this program and there are still many WBP in The Correctional Institutions (Lapas) of Class 1 Cipinang Jakarta that do not yet have the awareness and compliance with the rules that have been made. Problems like this are the cause and serve as a gap for officers to provide opportunities for WBP who are not aware of their obligations while in prison. Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 14 Correlation Evaluation of Program Implementation There are two views that come from informants' answers related to the correla- tion of the Anti-Halinar Program implementation. The first view states that the imple- mentation of a network of cooperation with institutions outside Penitentiary, such as the Indonesian National Police, Kodim 0505 East Jakarta under Korem 051 Wijaya- karta and the National Narcotics Agency (BNN) has been effective in accordance with the objectives of the Anti-Halinar Program. IA Cipinang Lapas Klas, cannot work alone, in trying to implement the Anti-Halinar Program. Prisons require real support from outside parties such as the Indonesian National Police, Kodim in accordance with UPT and BNN Penitentiary Areas as mentioned earlier. Effective collaboration is seen and measured by conducting joint attacks, urine tests and rehabilitation for WBP con- ducted by BNN to detect drug users and their distribution in prison. With the Kodim as the command of fostering and operating the territory of the Indonesian Armed Forces (TNI), the Army has formed an agreement or readiness to anticipate security in the event of a disturbance in order and security. Synergic cooperation that has been carried out with several parties has been going well. The implementation of other collaborative networks can also be seen from the collaboration between the Directorate of Security and Order Development, the Direc- torate General of Corrections, the Ministry of Law and Human Rights of the Republic of Indonesia with PT Pasopati Nusantara on Enhancing Integrated Wartelsus Telecom- munications and Information Technology (I-Wartesus) and Integrated CCTV Video (I- Video CCTV) at the Headquarters of the Directorate General of Corrections, Correc- tional Division, and Correctional UPT throughout Indonesia. Based on observations and answers obtained from informants, there are 10 units of Closed Circuit Television (hereinafter referred to as CCTV). There are several informants' views regarding the existence and effectiveness of CCTV operations in Cipinang First Class Prison. Instal- lation of CCTV carried out to improve prison is considered a futile effort. This is be- cause the use and supervision carried out through CCTV media is not optimal. CCTV in prisons is considered ineffective in reducing violations committed by WBP because of the limited number of units and human resources managing technology. There are interesting things related to the collaboration that has been carried out by The Correctional Institutions (LAPAS) of Class 1 Cipinang Jakarta with BNN. This condition is considered as a negative excess that is felt unilaterally, namely from Cor- rection. The context, when there are arrests of narcotics cases in prison. which appears to the public level through mass media coverage seems to be a claim of success from the National Narcotics Agency (BNN) because the perpetrators of the arrest and nega- tive excesses were dropped on the prison where the incident took place. Another prob- lem that became a challenge for Corrections was also when there were other institu- tions such as BNN that did not provide data and information related to drug networks involving WBP. There are concerns from BNN "leakage" of information so that data and information are only allowed for internal BNN. To overcome this problem, in the future it is necessary to set up a mechanism to build "mutual trust" between the Na- tional Narcotics Agency and Penitentiary related to information about drug networks in Penitentiary. Penitentiaries pay close attention to data and information in the drug network for the effectiveness of the Anti-Halinar Program and to improve security and order in prisons. The author understands the argument that is built in collaboration must lead to mutual benefit of each party (mutual benefit), it should not be a cooperation that is built then it only benefits one party. The argument was built using a moral and ethical approach. This understanding is useful to ensure the sustainability of cooperation in a Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 15 long time (sustainable corporation) in realizing the shared goals between the parties. While cooperation with the Indonesian National Police is relatively going well. This is by referring to standard operating procedures (SOP) for Correctional Findings on vio- lations of cell phone use, extortion and drug trafficking in the Anti-Halinar Program that get different treatment. Findings on the misuse of cellphones by WBP will be con- fiscated which will be destroyed or returned to the family. Findings on the existence of cases of alleged extortion will be examined by WBP who are victims of extortion and will be given internal sanctions for employees and or Lapas Officers involved. The findings of drug cases must be reported to the authorities, in this case the Indonesian National Police. The strategic step that can be taken is to hold periodic meetings as a coordinating movement and joint activities with related parties in conducting joint ac- tivities to prevent and crack down on narcotics trafficking violations in prisons, espe- cially The Correctional Institutions (Lapas) of Class 1 Cipinang Jakarta facilities. Evaluating the Implementation of Program Management Judging from the implementation of the program there are several aspects of the authors' attention. First, from the aspect of implementing Standard Operating Proce- dure (SOP), the findings can be seen that the Officer has carried out in accordance with the specified SOP. However, the SOP in question is the SOP issued from general rules, namely the SOP on Management of Disorders of Order and Security originating from the Penitentiary Law due to the unavailability of SOP specifically to support the Anti-Halinar Program. SOP Corrections for findings of cell phone violations, extortion and drugs are treated differently. Findings of cell phone violations by WBP, Officers are required to confiscate which will be destroyed or returned to the family. With regard to the findings of alleged extortion cases, there will be an examina- tion of WBP who are victims of extortion as well as individual officers suspected of being involved in extortion. If convicted of extortion then the officer will be given in- ternal sanctions in accordance with applicable regulations. The sanctions include de- motion that must be dismissed with no respect. In the case of drug trafficking, the ex- isting SOP states that the Officer must report to the authorities, in this case the Repub- lic of Indonesia Police, for further processing which will then be given a recommenda- tion or follow up on the case from the Police. Another issue that arises is the real con- dition of the employee's competence and / or Officials directly related to WBP who have not met the competencies with the criteria set out in the Correctional Services Standards. In the future, a strategic step that must be taken is to conduct training for Employees and / or Officers to meet the intended competency criteria as this is an im- portant part in achieving the objectives of the Anti-Halinar Program. Other aspects that make a significant contribution are leadership in the Lapas environment, cultural patterns that exist in Indonesian society are still patriarchal, leaders are positioned as role models who carry good positive values that are considered to guide behavior pat- terns. all employees and/or officers in prisons. This has become a very strategic focal point in the effort to achieve the objec- tives of the Anti-Halinar Program, without good leadership, it is difficult for imple- menters under leadership to carry out their duties and functions as carried out in ac- cordance with the mandate of the Lapas Law. The role of the leader as the activator of the organization has an important responsibility to manage prisons based on profes- sionalism and HRM treatment approaches. The Correctional Institutions (Lapas) of Class 1 Cipinang Jakarta in the future has great challenges in building character and developing the quality of the competence of Employees and / or Lapas Officers. The existence of an organization is strongly supported by the existence of three main pillars Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 16 in order to run well, one of which is the existence of quality human resources that can be assessed from three main aspects namely knowledge, abilities, and attitudes or be- haviors. Therefore, it is very important to realize that whether an organization devel- ops or not is greatly influenced by the presence and concern for the quality of human resources in moving the organization. Thus, the process of capacity building and char- acter building for HR is an absolute thing to do. In this process, it can be done in vari- ous ways, both through education and training based on competence and fostering ca- reer patterns to improve HR performance. Evaluation of Program Implementation Results Related to the aspects of the results of the Anti-Halinar Program implementation, the authors found various variants of the answers from the informants. What's interest- ing is that the answer is influenced by the capacity of the informant's position in the context of implementing the Anti-Halinar Program. Internally the Penitentiary stated that the achievement of the Anti-Halinar Program in quantitative terms had reached 90%. While the Penitentiary's external view states that the program was not successful, the authors can understand the difference that occurs in conditions reflected in the real- ity on the ground that the ideal claim can only be said that the Anti-Halinar Program is successful if cellphone violations, extortion and circulation of clean drugs up to 100% does not occur in the Lapas environment. This condition is confirmed by internal claims that objectively the Anti-Halinar Program has not been 100% successful but it cannot be denied that the achievement has been realized even though it has not been 100%. An external view is that the Anti-Halinar Program has not been successful due to the fact that there are still many cases of cellphones, extortion and drugs. In this case the author holds that in carrying out correctional tasks tend to foster a process of "exchange" of interests between WBP with employees and or officers who are not moral. caused by the operation of the "supply and demand" principle. The effective- ness of the Anti-Halinar Program is doubtful by external views because it is influ- enced by the principles of supply and demand as described above. When cell phone use (as well as drugs) is prohibited, while it is an important re- quirement for the lives of WBP, what happens is clandestine behavior in various ways so that they can meet those needs. This negative process has the potential to involve employees and / or officials who have low integrity quality. The author sees objective- ly from the two views above, there is a background of conditions that are not ideal, namely the condition of excess WBP capacity compared to the capacity of cell space available to accommodate WBP in prison. It is not possible to achieve the objectives of the Anti Halinar Program with very inadequate facilities and infrastructure where the in The Correctional Institutions (LAPAS) of Class 1 Cipinang Jakarta capacity is cur- rently occupied by 4177 people so there is an excess capacity of 375%. In addition to the ratio of Lapas Officers to the number of occupants as WBP, with a total of 200 Of- ficers having to oversee 4177 WBP, this condition will not be effective in carrying out the supervisory function. Based on the needs of the number of Officers with the num- ber of WBP to be monitored, it is estimated that the ideal number is 1 Officer who oversees 20 (twenty) WBP people. Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 17 Figure.3: Recapitulation of Sudden Inspections in The Correctional Institutions (Lapas) of Class 1 Cipinang Jakarta within 2013 - July 2019 Source: Security and Order Section (Kamtib) The Correctional Institutions (Lapas) of Class 1 Cipinang Jakarta The author suspects there are several factors that cause the high violation of cell- phone findings in Lapas. One of these factors is the inability of Wartelsuspa as a means of communication needed by WBP to communicate with their families. On the other hand, weakness of supervision and search by the Main Door Officer (P2U) team should be suspected of visits made by officials, officers and visits to WBP. The results of interviews with informants showed that Officers were reluctant to conduct surveil- lance and search when faced with fellow The Correctional Institutions (Lapas) Officers and Employees. This has created opportunities for cellphones to enter Lapas. Seeing this condition, it becomes a joint challenge to improve the integrity of employees and / or officers in carrying out their duties, especially in supervising and searching to en- sure the entry of mobile phones in the Lapas environment. There is an interesting thing related to the presence of cellphones in The Correctional Institutions (Lapas) of Class 1 Cipinang Jakarta environment where the WBP admitted that they got a cellphone from another WBP who had finished serving his sentence by compensating for some money. Other information obtained indicates the smuggling of cellphones from visitors to give to WBP who are in prison. Evaluate Program Benefits From the aspect of beneficiaries of the "Getting Zero to Halinar" program, it can be seen from two parties, first, officials / officers / employees as prison administrators; and second, in the case of the Lapas Guide as Lapas subject. Internal parties claim that the benefits of the "Getting Zero to Halinar" Program are obtained in the form of secu- rity and order in daily life at Lapas. As explained by the informant, by suppressing the use of mobile phones in correctional facilities could have an impact on the decline in drug trafficking in Indonesia given that most drug trafficking in Indonesia is still con- trolled by elements behind bars. Unfortunately, there are no numerical data that refer to a decrease in drug distribution. In the case of Guidance Corrections, the benefits of their "Getting Zero to Halinar" program are fulfilling their rights as Citizens Guidance Guidance (WBP). However, they are still experiencing things related to extortion im- posed on the fulfillment of the rights of Criminal Citizens, both from room facilities to Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 18 the right to get Conditional Exemption (PB), Mandatory Leave (CB) and Free Leave to Go (CMB). External parties have more or less the same view where they feel that if the program is successful, the Penal Guidance rights are fulfilled, from the variant of an- swers in the field that the Halinar Program is beneficial for all parties. On the other hand, Lapas, which is the Task Force's Unit (UPT- Unit Pelaksana Tugas) from the Ministry of Law and Human Rights, does not seem to be able to do much with the real conditions where in terms of building infrastructure alone is very limited and inversely proportional to incoming supplies so this seems to cause no there are effective filters in the Criminal Justice System. For this reason, a paradigm needs to be built that imprisonment by including perpetrators of crimes in the Penitentiary as a last resort that must be done is not an initial choice. The paradigm of the Police insti- tution will imprison as many drug offenses as possible, the Prosecutor's Office will prosecute as many suspects as the perpetrators of drug offenses while the Justice insti- tution will impose a more dominant prison sentence. Penitentiary has no other effort than to accept. It's time to make corrections from the Criminal System in Indonesia. CONCLUSIONS The Getting Zero to Halinar Program is an action program run by the Director General of Corrections in an effort to uphold security and order in the context of real- izing the Correctional vision and mission. This program is part of the Directorate Gen- eral of Corrections policies that are implemented in every UPT Prison and Detention Center. Based on the evaluation of the Getting Zero to Halinar program in general, this shows relatively effective results based on a qualitative study of interviews with in- formants. The relatively effective purpose qualitatively means that the achievements reflected in field data have not yet been fully stated in Circular. However, existing achievements have led to the expected conditions. Based on the components in the Inequality Evaluation Model, the results of the study revealed the main findings as follows: First, Circular of the Director General Number: PAS-54.PK.01 of 2013 concerning Penitentiary Guidelines, Drug Free De- tention Centers and Prisons and Narcotics Branch Offices (Halinar) become the legal basis for program technical regulations. in addition to referring to several laws and regulations that are hierarchical in it. The legal basis used is considered adequate as a guideline, there are no strong arguments for making changes to the legal basis higher in the legal and regulatory hierarchy. Second, cooperation with institutions outside of prison is a must to support the realization of program objectives. Negative excess that appears allegedly occurs due to misunderstanding in carrying out the duties and func- tions of each party. On the other hand there are no periodic and ongoing evaluations that contribute to this condition. Third, there is no specific SOP related to program implementation because tech- nically it has been accommodated through SOP security and order. Inequality was found, namely the ineffectiveness of SPIP (Government Internal Control System) as a system that supports the achievement of program objectives. Another thing that arises is the unavailability of role models that can be role models in prison settings. Apart from that one of the main determinants is the integrity of each individual in the correc- tional environment as a soft skill that becomes the modality to ensure the achievement of program objectives. Fourth, there are conflicting views about the results of program implementation. In addition, findings from the field show that behavior change is un- fortunately not permanent. Fifth, the condition of HR in prisons is actually aware of the importance of the program, unfortunately it is not followed by a permanent change Ali, I. J., Madhakomala, R., & Yohana, C.. (2019). Journal of Business and Behavioural Entrepreneurship Volume.3 Nomor.2 2019 p (1-24)  Evaluation Of The Implementation Of The "Getting Zero To Halinar (Handphone, Pungli, Narkoba)" Program In The Correctional Institutions Of The Class I Cipinang Jakarta.  https://doi.org/10.21009/JOBBE.003.2.01 19 in behavior in accordance with the program's objectives. Without denying the achieve- ments obtained from the Anti-Halinar Program, it cannot be denied that there is still a difference between the success measures built from the legal basis of the Anti-Halinar Program's legal documents and reported field findings and from informant statements. This condition can be understood in a program evaluation because at the level of pro- gram implementation there are so many factors that affect the achievement of program goals ideally. RECOMMENDATIONS Some strategic steps that can be taken immediately by the stakeholders related to the management of Penitentiary with the Getting Zero to Halinar Program are as fol- lows: 1. Improve integrity through internalizing the contents of the Getting Zero to Hali- nar program for Officials / Employees / Officers and WBP in each correctional institution / detention to the level of compliance, namely internalization and competency enhancement for human resources in the prison system including officials, employees and officers through education and training. 2. Increasing mutual trust towards related institutions that function to reduce or eliminate the negative excesses of each party's sectoral ego. 3. 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