This study concerns the process of resolving the Aceh's conflict and the role of one of the leaders in Aceh's peace, Farid Husain. The purpose of this study is to examine and to discuss the history of the resolution of the Aceh's conflict, and the role of Farid Husain in Aceh peace In collecting the data, this study uses historical and descriptive analytical methods. The method of data collection is through three methods, namely observation, interview and documentation study. The results showed that during the conflict in Aceh, very much effort was made by the Government of the Republic of Indonesia to resolve the Aceh's conflict, starting from the reigns of President Soekarno, Suharto, BJ, Habibie, Abdurrahman Wahid, Megawati Soekarno Putri, to President Susilo Bambang Yudhoyono's Government and Vice President M. Jusuf Kalla who became the solution to the peaceful conflict in Aceh through intensive direct dialogue between facilitated by the Crisis Management Initiative (CMI). Farid Husain was one of the people involved in the Aceh peace process who played a role in opening communication with GAM leaders and working behind the scenes to supply information about Aceh and GAM in the interests of the Indonesian peace team in resolving the Aceh conflict through peaceful means. The results of the study also found that the Aceh peace process was collectively carried out by various parties, not involving one actor, one of which was Farid Husain who played the role of To See The Actor, also involving various other figures including the Acehnese leaders themselves.
Crisis Management Initiative (CMI) is a National Government Organization that focuses on advocacy for sustainable security and conflict resolution. This organization was founded in 2000 by Martti Ahtisaari. Ge was the former president of Finland in 1994-2000. CMI was asked to facilitate negotiation between the Indonesian government and GAM (Free Aceh Movement), through personal contact between Farid Husain and Juha Christensen. Aceh conflict was a disintegration-oriented-conflict, so it was potential to threaten Indonesia's sovereignty.This research used the historical method with heuristic, criticism or verification, interpretation, and historiography stages. The primary sources of data on this research were information in the media, both printed and electronic. Besides, this research also examined or reviewed the literary references that were related and relevant to the research topic. The study was to reveal how the background of CMI's involvement in Aceh peace in 2005, and how the strategic roles of CMI in resolving conflicts until the realization of Aceh peace in 2005 for Aceh remained a part of the Republic of Indonesia (NKRI).The role of CMI as a reputable international institution and getting the trust of both parties, was capable of providing intervention to the conflicting parties so that its role became very strategic in mediating the conflict. The success of CMI was seen from the negotiation held in Helsinki Finland, resulting in the execution of the Memorandum of Understanding (MoU) on August 15, 2005, as a peace agreement. After the signing of the Helsinki MoU, armed conflict stopped, and the social lives were back to normal, and the development process could resume usually.
Basically, waqf only have a direct function. Islamic boarding school didn't yet toproductive the land of waqf. Yayasan Arwaniyyah is a foundation with boarding school basic who can utilizing waqf land productively. This study aims to describe the manajement of waqf productif in Yayasan Arwaniyyah Kudus. This study is using qualitative approach with study case strategy. Analitical techniqueis based on theoritical preposition, that followed the theoritical preposition which guide the case of study. Arwaniyyah Foundation when utilize the waqf productive do several things, which is performing management fungtions in the implemetation of waqf productive, creating jobs and social care, and creating economic independence boarding school. The result of this research show that Arwaniyyah Foundation utilize lands waqf to be productive to achieve economic independence boarding school. Management of waqf conducted by the foundation divided into three areas. Religion activities, Islamic education, and social and economic. REFERENCESAl Qur'an. Departemen Agama Republik Indonesia. Syamil Qur'an The Miracle 15 in I. 2009. Bandung: PT Sygma Examedia Arkanleema.Al Hajjaj, Abu Al Husain Muslim bin. 2015. Shohih Muslim. Offline. Maktabah Syamilah.Abdullah, Andika Rahmad. Manajemen Wakaf Produktif: Studi Pengelolaan Donasi Wakaf Bagi Pemberdayaan Ekonomi Umat Pada Dompet Dhuafa Republika. Jurnal Ekonomi UIN Malang. Online. (http:///etheses.uin-malang.ac.id/2522/12/19510109_Ringkasan.pdf, diakses pada 9 November 2016. Fakultas Ekonomi Univeristas Islam Negeri Malang.Al Bajuri, Syeikh Ibrahim. Hasyiah Al Bajuri 'ala Ibnu Qosim Al Ghuzzi. Jakarta: PT Karya Insani.Al Bujairomi, Sulaiman bin Muhammad. 2015. Bujairomi 'alaa al Khatib. Offline. Maktabah Syamilah.Al Hasani, Muhammad Ar Rouf Qosimiy. 2007. At Tathwiir At Takhrijiy wa At Tasyri'i li An Nidzomi Al Waqfi : Numudzujil Iqtishodi At Tazommuniy. Jordan: Chasier du CREAD.Amirullah dan Haris budiyono, 2003. Pengantar Manajemen. Yogyakarta: Graha Ilmu.Antonio, Muhammad Syafi'i Bank Syari'ah dari Teori ke Praktek. Jakarta: Gema Insani Prss dan Tazkia Cendekia.As Shan'ani, Muhammad Ibnu Isma'il. Subulus Salam. Mesir : Mushtafa Bab al Halabiwa Awladuh.At Thanthawi, Muhammad Sayyid 2013. Tafsir Al Wasith lit Thanthawi. Online. Al Mausu'ah As Syamilah.Dahwan. 2008. Pengelolaan Benda Wakaf Produktif. Jurnal UIN Sunan Kalijaga. Online. (http://digilib.uin-suka.ac.id/8240/1/DAHWAN%20PENGELOLAAN%20BENDA%20WAKAF%20PRODUKTIF.pdf, diakses pada 7 November 2016. Fakultas Ekonomi Universitas Islam Sunan Kalijaga Yogyakarta.Departemen Agama. 2003. Fiqh Waqf. Jakarta: Direktorat Pemberdayaan Wakaf Direktorat Jendral Bimbingan Masyarakat Islam Departemen Agama RI.Departemen Agama. 2005. Pola Pengembangan Pondok Pesantren. Direktorat Pendidikan dan Pondok Pesantren Departemen Agama RI.Emzir. 2012. Metodologi Penelitian Kualitatif: Analisis Data. Jakarta: PT. Raja Grafindo Persada.Jawad Mughniyah. 1996. Fiqih Lima Madzhab: Edisi Lengkap. Jakarta: PT. Lentera Basrita.Wadjijiy, Farid dan Mursyid. 2007. Wakaf dan Kesejahteraan Umat "Filantropi yang Hampir Terlupakan". Yogyakarta: Pustaka PelajarMoleong, Lexy J. 2005. Metodologi Penelitian Kualitatif, rev. Ed. Bandung: PT. Remaja Rosdakarya.Mubarak, Jaih. 2008. Wakaf Produktif. Bandung: Simbiosa Reksatama.Noor, Mahpuddin, H. 2006. Potret Dunia Pesantren. Bandung: Humaniora.Qomar, Mujamil. 2008. Pesantren: Dari Transformasi Metodologi Menuju Demokrasi Institusi, Jakarta: Erlangga.Saadati, Nila. 2014. Pengelolaan Wakaf Tunai dalam Mekanisme Pemberdayaan Ekonomi Pesantren (Studi pada Pondok Pesantren At Tauhid Al-Islamy Magelang). Tesis. Yogyakarta: Program Pascasarjana Universitas Islam Negeri Sunan Kalijaga.Sugiyono. 2014. Memahami Penelitian Kualitatif. Bandung: Alfabeta.Yin, Robert K. 2008. Studi Kasus:Desain dan Metode. Jakarta: PT. Raja Grafindo Persada.
Background: The COVID-19 pandemic has disrupted routine hospital services globally. This study estimated the total number of adult elective operations that would be cancelled worldwide during the 12 weeks of peak disruption due to COVID-19. Methods: A global expert response study was conducted to elicit projections for the proportion of elective surgery that would be cancelled or postponed during the 12 weeks of peak disruption. A Bayesian β-regression model was used to estimate 12-week cancellation rates for 190 countries. Elective surgical case-mix data, stratified by specialty and indication (surgery for cancer versus benign disease), were determined. This case mix was applied to country-level surgical volumes. The 12-week cancellation rates were then applied to these figures to calculate the total number of cancelled operations. Results: The best estimate was that 28 404 603 operations would be cancelled or postponed during the peak 12 weeks of disruption due to COVID-19 (2 367 050 operations per week). Most would be operations for benign disease (90·2 per cent, 25 638 922 of 28 404 603). The overall 12-week cancellation rate would be 72·3 per cent. Globally, 81·7 per cent of operations for benign conditions (25 638 922 of 31 378 062), 37·7 per cent of cancer operations (2 324 070 of 6 162 311) and 25·4 per cent of elective caesarean sections (441 611 of 1 735 483) would be cancelled or postponed. If countries increased their normal surgical volume by 20 per cent after the pandemic, it would take a median of 45 weeks to clear the backlog of operations resulting from COVID-19 disruption. Conclusion: A very large number of operations will be cancelled or postponed owing to disruption caused by COVID-19. Governments should mitigate against this major burden on patients by developing recovery plans and implementing strategies to restore surgical activity safely.