POTENSI EROSI DAN SEDIMENTASI HULU DANAU LIMBOTO

2020 ◽  
Vol 11 (2) ◽  
pp. 67-82
Author(s):  
Ardian Alfianto ◽  
Shandy Cecilia

Since 1932, Limboto Lake has been experiencing siltation, in 2006 it was measured that about 4.000 hectare of lake was covered. It was predicted by many that in 2031 Lake Limboto would disappear. The ‘Lake Limboto Revitalization’ has been conducted since 2017 by conducting many activities, including sabo plan implementation (also known as sabo technology). This study was originally conducted to review sabo plan in Limboto Lake, however this particular report was conducted to measure potential of erosion and sedimentation using WaTEM/SEDEM Model. Among 12 upstream rivers/Sub-DAS flowing into Limboto Lake, here were rivers with most potential to bring erosion and sedimentation into the lake to the least: Batulayar 193.662 m3, Biyonga Boluta 123.095 m3, Alo1 120.273m3, Alo 115.204 m3, Molamahu 73.058 m3, Marisa 57.075 m3, Pulubala 53.445 m3, Pone 40.254 m3, Molamahu1 39.585 m3, Pilolalenga 32.306 m3, Talumelito 32.247 m3, Pulubala2 31.267 m3, Tuladengi 28.908 m3, Pone1 27.306 m3, Payunga 26.746 m3, Biyonga Boluta1 25.895 m3, Pilolalenga1 21.841 m3, Tabongo 20.151 m3, Pulubala1 17.741 m3, and Tabongo1 11.031 m3. Considering the river dynamics as well as absence of secondary data about rivers, it was crucial to review sabo plan and to measure sedimentation potential per year.

2019 ◽  
Vol 7 (2) ◽  
pp. 123
Author(s):  
Fiany Dharyanti ◽  
Sutopo Patria Jati ◽  
Dodik Tugasworo Pramukarso

Background: A strategic plan is the main reference for the management in carrying out activities to be better and more developed according to the customer’s needs. A preliminary study on documents was conducted at the District General Hospital of Dr. (H.C) Ir. Soekarno in Bangka Belitung Province which has implemented a strategic plan. It showed that there were gaps between expectation and implementation of strategic plan.Aim: This study aimed to analyze aspects affecting the strategic plan implementation, including communication, resources, disposition, and bureaucratic structure.Methods: This study was a descriptive study using a qualitative approach. Primary data were obtained through in-depth interview with 10 (ten) informants while secondary data were obtained from document analysis. The data processing and analysis were done using content analysis. The research was conducted from 2 to 31 January 2019 at the District General Hospital of Dr. (H.C) Ir. Soekarno.Results: The findings showed that the implementation process of strategic plans has some gaps. They include (1) ineffective communication, (2) resource factor (lack of quality and quantity of Human Resources, inadequate information, insufficient effectiveness of budget utilization), (3) weak disposition of some implementers, and (4) irrelevant and unadjusted bureaucratic structure.Conclusion: The implementation process of strategic plan has not worked appropriately because some aspects, such as communication, resources, disposition, and bureaucratic structure are not well-provided. This study suggests that formulators should represent all elements. The strategic planning has to be formulated by involving internal and external parties.  Monitoring, evaluation, communication, and coordination among stakeholders have to be carried out. Resources need to be improved, and the hospital needs to develop organization structure and conduct disposition guide for executives and implementors.Keywords: implementation, strategic plan, hospital. 


2018 ◽  
Vol 1 (2) ◽  
pp. 64-74
Author(s):  
Nurmala Sari ◽  
Ricky Van Kalliecharan

Background: Strategic plan has been recognized as an important tool in management practice as it provides organization framework for decision making, facilitates the measurement of organization changes, and enables the organization to understand where the direction of organization. Various researches indicate that most organization fail to execute their strategy because it is poorly implemented. Hasanuddin University Hospital (HUH) also faced similar challenges. HUH has evaluated its first strategic plan for period of 2010 to 2014 and showed that less than 50% of hospital strategies were implemented. This study aimed to develop strategy to strengthen the implementation of strategic plan in hospital.Methods: The type of the study is an in-depth study using secondary data. Data were obtained from online databases, including Global Health, Medline ovid, Pubmed, NCBI,HMIC, and World Health Organization databases , and also grey literature sources.Result: There are several strategies plan can be considered to be developed as an effort to strengthen strategic plan of HUH which are mobilize all stakeholders to gather in meeting regarding the issue of changing the strategic plan implementation in teaching hospital; creating guideline of strategic plan implementation; redesign Hospital information system as Strategic Information System; and Training of Planning Skill.Conclusion and recommendation: The best strategies to strengthen the HUH plan are establishing the guideline for implementing strategic plan, linking the strategic plan into operational plan, and developing Strategic Information System (SIS). International experience also has been examined to show the various countries that have been successful to adopt those strategies. Based on that analysis, the following recommendations are explained below


2021 ◽  
Vol 886 (1) ◽  
pp. 012130
Author(s):  
Rio Frenky Sitanggang ◽  
Rahmawaty ◽  
A Zaitunah

Abstract One of the Social Forestry schemes is the Community Forest (CF) which aims to empower communities around forest areas. CF Management Business Permits are given to the community through Farmers Groups and are obliged to make a Business Work Plan for a period of 10 years and an Annual Work Plan. The purpose of the study was to evaluate the implementation of the Annual Work Plan for Community Forest management in the Karya Lestari Farmer’s Group, Sibaganding Village, Girsang Sipangan Bolon District, Simalungun Regency, based on technical, socio-economic and institutional aspects. The research was carried out between October 2020 and January 2021. The data used are primary and secondary data with the method of taking the object of research by census. Data were analyzed using reduction method, presentation, verification and drawing conclusions. The results showed that the implementation of the Annual Work Plan in 2019 FG Karya Lestari was in 4 activities (14.29 %) and 24 activities (85.71 %). The four activities can be carried out because of the assistance from the local Forest Management Unit, the activities do not require funds and can be carried out in mutual cooperation. The cause of the other activities has not been carried out due to inadequate facilities and infrastructure, lack of funds and low human resources.


2019 ◽  
Vol 28 (3S) ◽  
pp. 802-805 ◽  
Author(s):  
Marieke Pronk ◽  
Janine F. J. Meijerink ◽  
Sophia E. Kramer ◽  
Martijn W. Heymans ◽  
Jana Besser

Purpose The current study aimed to identify factors that distinguish between older (50+ years) hearing aid (HA) candidates who do and do not purchase HAs after having gone through an HA evaluation period (HAEP). Method Secondary data analysis of the SUpport PRogram trial was performed ( n = 267 older, 1st-time HA candidates). All SUpport PRogram participants started an HAEP shortly after study enrollment. Decision to purchase an HA by the end of the HAEP was the outcome of interest of the current study. Participants' baseline covariates (22 in total) were included as candidate predictors. Multivariable logistic regression modeling (backward selection and reclassification tables) was used. Results Of all candidate predictors, only pure-tone average (average of 1, 2, and 4 kHz) hearing loss emerged as a significant predictor (odds ratio = 1.03, 95% confidence interval [1.03, 1.17]). Model performance was weak (Nagelkerke R 2 = .04, area under the curve = 0.61). Conclusions These data suggest that, once HA candidates have decided to enter an HAEP, factors measured early in the help-seeking journey do not predict well who will and will not purchase an HA. Instead, factors that act during the HAEP may hold this predictive value. This should be examined.


VASA ◽  
2017 ◽  
Vol 46 (6) ◽  
pp. 484-489 ◽  
Author(s):  
Tom Barker ◽  
Felicity Evison ◽  
Ruth Benson ◽  
Alok Tiwari

Abstract. Background: The invasive management of varicose veins has a known risk of post-operative deep venous thrombosis and subsequent pulmonary embolism. The aim of this study was to evaluate absolute and relative risk of venous thromboembolism (VTE) following commonly used varicose vein procedures. Patients and methods: A retrospective analysis of secondary data using Hospital Episode Statistics database was performed for all varicose vein procedures performed between 2003 and 2013 and all readmissions for VTE in the same patients within 30 days, 90 days, and one year. Comparison of the incidence of VTEs between procedures was performed using a Pearson’s Chi-squared test. Results: In total, 261,169 varicose vein procedures were performed during the period studied. There were 686 VTEs recorded at 30 days (0.26 % incidence), 884 at 90 days (0.34 % incidence), and 1,246 at one year (0.48 % incidence). The VTE incidence for different procedures was between 0.15–0.35 % at 30 days, 0.26–0.50 % at 90 days, and 0.46–0.58 % at one year. At 30 days there was a significantly lower incidence of VTEs for foam sclerotherapy compared to other procedures (p = 0.01). There was no difference in VTE incidence between procedures at 90 days (p = 0.13) or one year (p = 0.16). Conclusions: Patients undergoing varicose vein procedures have a small but appreciable increased risk of VTE compared to the general population, with the effect persisting at one year. Foam sclerotherapy had a lower incidence of VTE compared to other procedures at 30 days, but this effect did not persist at 90 days or at one year. There was no other significant difference in the incidence of VTE between open, endovenous, and foam sclerotherapy treatments.


2018 ◽  
Vol 26 (1) ◽  
pp. 95-111
Author(s):  
Sulastiningsih Sulastiningsih ◽  
Rizka Imanita Sholihati

This study aims to determine whether the financial performance measured by using CAR, ROA, LDR, BOPO, and CSR can affect the value of banking companies as measured by using PBV. This study uses secondary data taken from the annual report of banking companies during the year 2012-2016 listed on the Indonesia Stock Exchange. The number of samples of this study as many as 25 banking companies with a total of 125 data. This research method is quantitative research. The results of this study indicate the effect of CAR, ROA, LDR, BOPO, and CSR variables on firm value measured by using PBV in a banking company listed on the Indonesia Stock Exchange. Keywords: CAR, ROA, LDR, BOPO, CSR, PBV


2017 ◽  
Vol 24 (1) ◽  
pp. 54-70
Author(s):  
Hasanah Setyowati ◽  
Riyanti Ningsih

This study aimed to obtain empirical evidence on the influence of fundamental factors, systematic risk and macroeconomics on the returns Islamic stock of companies incorporated in the Jakarta Islamic Index in 2010-2014. The variables used were the fundamental factors that are proxied by Earning Per Share (EPS), Return on Equity (ROE), Debt to Equity Ratio (DER); Systematic risk is proxied by Beta Shares; macroeconomic factors is proxied by the inflation rate and the exchange rate. The samples of this study are the enterprises incorporated in Jakarta Islamic Index (JII) at the Indonesian Stock Exchange. The sampling method was using purposive sampling. There were 12 samples of Islamic stocks that meet the criteria to be used as samples. The analysis model used is multiple linear regression techniques and the type of data used is secondary data. The study found that all variables, which are Earning Per Share (EPS), Return on Equity (ROE), Debt to Equity Ratio (DER), Beta stock, inflation and the exchange rate do not significantly affect the return of sharia stock either simultaneously or partially.


2020 ◽  
Vol 3 (2) ◽  
pp. 93-108
Author(s):  
Annisa Siti Fathonah ◽  
Dadang Hermawan

This study aims to determine and analyze how much influence the bank's internal factors such as Equity, Operational Costs per Operating Income (BOPO), Financing Deposit to Ratio (FDR), Non Performing Financing (NPF) as a mediator and external or macroeconomic factors namely inflation and Gross Domestic Product (GDP) on profitability represented by Return on Assets (ROA) at Bank Muamalat Indonesia for the period 2008-2018. The data used in this research are secondary data obtained from the publication of quarterly financial statements from 2008 to quarter 2 of 2018. The method that used in this research is path analysis with SPSS 20.0 as the analytical tool. The results of the study partially test the hypothesis (t-test), in substructure I shows that the capital variable has a significant negative effect on NPF, BOPO and inflation has a significant positive effect on NPF, FDR and GDP do not significantly influence NPF at Bank Muamalat Indonesia. In substructure II partially, Capital, BOPO, significant negative effect on ROA, FDR and NPF has a significant positive effect on ROA, Inflation and GDP does not significantly influence ROA while simultaneously significantly influencing ROA. Based on the sobel test, capital has a significant effect on ROA through NPF, BOPO has a significant effect on ROA through NPF, FDR has a significant effect on ROA through NPF, Inflation has a significant effect on ROA through NPF, while GDP has no significant effect on ROA through NPF.


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