saco-indonesia.com, Bupati Banjarnegara Jawa Tengah, Sutedjo Slamet Utomo telah menetapkan wilayahnya dalam kondisi siaga darura

saco-indonesia.com, Bupati Banjarnegara Jawa Tengah, Sutedjo Slamet Utomo telah menetapkan wilayahnya dalam kondisi siaga darurat bencana. Penetapan tersebut telah dilakukan untuk dapat mengantisipasi bencana longsor yang hampir terjadi setiap tahun yang terjadi di Kabupaten Banjarnegara.

"Masa tanggap darurat longsor telah ditetapkan sejak 21 Desember 2013 hingga 3 Januari 2014 mendatang . Sedangkan masa siaga darurat longsor, banjir dan angin puting beliung akan ditetapkan mulai 1 Desember 2013 hingga 28 Februari 2014 mendatang ," kata Sutedjo.

Dalam rentang waktu sejak 19-24 Desember 2013, TELAH tercatat ada beberapa bencana alam yang terjadi di Kabupaten Banjarnegara. Bencana tersebut telah disebabkan oleh curah hujan yang deras, tingginya kerentanan dan batuan labil.

Dari catatan Pemkab, dalam seminggu terakhir, terdata 60 titik di 32 desa yang telah tersebar di 13 kecamatan terjadi bencana alam. Akibat dari bencana tersebut, telah menyebabkan 1 warga meninggal dunia. Sedangkan dalam bentuk kerugian material, sedikitnya 32 rumah rusak berat, 21 rusak sedang, 56 rusak ringan, 135 rumah terancam dan 46 kepala keluarga mengungsi di 5 desa.

Selain itu, kerusakan infrastruktur juga terjadi di 23 titik. Kerusakan infrastruktur telah meliputi jalan, jembatan, sekolah, dan irigasi. Total kerusakan diperkirakan telah mencapai Rp 1,4 miliar. "Saat ini upaya yang telah dilakukan oleh BPBD bersama TNI, Polri, relawan dan masyarakat dengan melakukan evakuasi, pendirian posko, pengiriman logistik, pembersihan material longsor," jelas Sutedjo.

Sementara itu, Kepala Badan Nasional Penanggulangan Bencana (BNPB), Syamsul Maarif, dalam kunjungan kerja ke lokasi longsor di Banjarnegara pada rabu (25/12) kemarin, telah mengapresiasi kinerja Pemkab Banjarnegara dalam penanganan bencana longsor. Selain itu, ia juga meminta adanya peraturan daerah dan pembangunan di Banjarnegara bisa menjauhkan warga dari risiko ketika hidup di daerah bencana alam.

"Bentuk Perda-nya bisa dengan aturan agar tempat hunian lama tidak dihuni kembali, setelah warga relokasi dan bisa dijadikan kawasan konservasi sehingga tidak timbul korban. Selain itu, penduduk juga harus dilibatkan dalam proses pembangunan," ujarnya.

Lebih jauh, ia juga menekankan program penghijauan yang dicanangkan Pemkab, tidak semata hanya berorientasi pada hijau daun, tetapi harus memberikan manfaat ekonomi. "Tanamannya harus mampu mengikat tanah dan ada nilai ekonominya, sehingga bio-engineering bisa dilakukan masyarakat," pesannya.

Dalam kesempatan tersebut, Syamsul juga menyerahkan bantuan dana siap pakai Rp 250 juta, serta logistik peralatan untuk penanganan darurat di Banjarnegara.

Editor : Dian sukmawati

Saco-Indonesia.com - Telah ditetapkan tarif nikah dan gratifikasi penghulu sempat menuai polemik.

Saco-Indonesia.com - Telah ditetapkan tarif nikah dan gratifikasi penghulu sempat menuai polemik. Sekjen Kementerian Agama (Kemenag) Bahrul Hayat berharap masalah tarif nikah selesai pada Februari.

Dia juga berharap ada tarif tunggal atau single tarif untuk biaya nikah.

"Tarif yang berbeda atau multi tarif berpotensi menimbulkan kecurigaan terhadap penghulu menerima gratifikasi," kata Bahrul Hayat di Jakarta, Kamis (30/1).

Tarif tunggal nikah merupakan biaya yang diberikan pemerintah kepada penghulu yang besarannya sama untuk wilayah Indonesia. Kemenag menetapkan sebesar Rp 600 ribu per pernikahan. Sedangkan multi tarif, besarannya bervariasi tergantung lokasi, waktu dan tempat perhelatan pernikahan.

Polemik biaya nikah di Kantor Urusan Agama (KUA) sempat mengemuka dan menjadi polemik lantaran penghulu dituduh menerima gratifikasi.

Sebelumnya penghulu se-Indonesia telah melakukan pertemuan dengan Menteri Agama Suryadharma Ali pada akhir Desember 2013 di Jakarta terkait regulasi penghulu menghadiri pernikahan di luar KUA. Saat itu mereka minta agar Kemenag segera mengeluarkan regulasi biaya nikah yang akan menjadi payung hukum bagi KUA dalam pelayanan nikah.

Menurut Bahrul Hayat, pihaknya telah membahas masalah itu dengan Menko Kesra Agung Laksono. Diharapkan medio Februari 2014 sudah dikeluarkan aturan dan besaran tarifnya. Dia menyebut sekitar Rp 600 ribu/pernikahan.

Mengingat wilayah geografis Indonesia di tiap daerah berbeda, berbukit dan jauh, termasuk wilayah kepulauan, menurut Sekjen Kemenag itu, tentu faktor hal itu menjadi perhatian. Tarifnya akan disesuaikan dan jika ada tambahan transportasi tentu ada penggantian.

Namun ia mengimbau untuk wilayah kepulauan, untuk pernikahan hendaknya dapat dijadwalkan dengan baik. Mengingat hambatan transportasi berupa angin dan ombak harus pula menjadi perhatian untuk keselamatan bersama.

Sumber:kompas.com

Editor : Maulana Lee

WASHINGTON — During a training course on defending against knife attacks, a young Salt Lake City police officer asked a question: “How close can somebody get to me before I’m justified in using deadly force?”

Dennis Tueller, the instructor in that class more than three decades ago, decided to find out. In the fall of 1982, he performed a rudimentary series of tests and concluded that an armed attacker who bolted toward an officer could clear 21 feet in the time it took most officers to draw, aim and fire their weapon.

The next spring, Mr. Tueller published his findings in SWAT magazine and transformed police training in the United States. The “21-foot rule” became dogma. It has been taught in police academies around the country, accepted by courts and cited by officers to justify countless shootings, including recent episodes involving a homeless woodcarver in Seattle and a schizophrenic woman in San Francisco.

Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.

Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.

Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.

Photo

 

Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.

“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”

Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.

The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.

They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.

A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.

Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.

What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.

It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)

A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.

The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.

It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.

High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.

But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.

In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.