Strategi Penyusunan Renstra Perguruan Ti

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Sharing Session

Prof. Richardus Eko Indrajit [email protected]

Strategi Penyusunan Renstra Perguruan

Tinggi menuju Institusi Kelas Dunia

Governing Strategic Vision, Management, Innovation, and Diversity for Accelerating Sustainable Growth

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WALT DISNEY

“IF YOU CAN DREAM IT, YOU CAN DO IT !”

Gabungan antara mimpi, visi, dan hasrat adalah modal semangat tak tergantikan yang harus dihayati setiap orang/kelompok yang ingin mewujudkannya.

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Visi harus diiringi dengan visi-visi berikutnya karena merupakan proses perwujudan mimpi kolektif yang tidak habis-habisnya.

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What is WORLD CLASS UNIVERSITY ?

4 J  The definition of what makes a world-class

university is subjective and contextual. Given the diversity of global education systems and different societal needs and priorities, it is extremely difficult to define common

standards.

J  The modern university often is a large,

complex organisation with multiple

stakeholders, increasingly involved in a world of global competition yet, at home, the subject of much probing and public scrutiny.

J  For universities, world-class standing is built

on reputation and perception – often seen as

subjective and uncertain – and it requires

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What is WORLD CLASS UNIVERSITY ?

•  A world‐class university will be widely recognised as an eminent ins�tu�on, as a place where top staﬀ will wish to congregate. Given the chance, staﬀ from other universi�es will migrate to the world‐class university, and top faculty a�ract top students. The process is auto‐cataly�c.

• This means such a university will almost certainly be a research‐intensive university. It also must teach well. But ﬁrst and foremost it is a place where people will want to spend �me for the experience, and to associate with the fame and respect that goes with this. Absolutely

fundamental to building such a climate is the

quality of the staﬀ, especially the academic faculty members.

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CSF of World Class University

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Source: Prof. M. Zairi, October 2009

1.  Quality of Faculty 2.  Research Reputation 3.  Talented Graduates 4.  International Presence 5.  Proper Resourcing

6.  Leveraging Alliances and Networks

7.  Embracing many disciplines 8.  Technologically smart

9.  Practice The Art of Good Management 10. Leading The Virtual Challenge

11. Operate as an Open System 12. Globally Oriented

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Strategy for World Class University

There is

no universal recipe

or magic formula

for 'making' a world‐class university. Na�onal

contexts and ins�tu�onal models vary widely.

Therefore, each country must choose, from

among the

various possible pathways

, a

strategy that plays to its strengths and

resources

Despite the subjec�vity involved in deﬁning

world‐class standards, there is a need for it so

that ins�tu�ons may appropriately

benchmark

themselves with the best in the world

and

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Three Elements to Leverage

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a high concentra�on of talent

(faculty and

students)

abundant

resources

to oﬀer a

rich learning

environment

and to conduct advanced

research

favourable

governance features

that

encourage strategic vision, innova�on, and

ﬂexibility and that enable ins�tu�ons to

make decisions and to manage resources

without being encumbered by bureaucracy

1

2

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Teaching – the learning environment

(30%)

Industry Income – innovation (2.5%)

International Outlook – staff, students and research (7.5%)

Research – volume, income and reputation (30 %)

Citations –

research influence (30%)

Reputation survey – Teaching (15%)

Research income from industry / Academic staff (2.5%)

International students / Total students (2.5%)

Reputation survey – Research (18%)

Citation impact (normalized average citations per paper) (30%)

Staff-to-student ratio (4.5%)

International academic staff / Total academic staff (2.5%)

Research income (PPP) / Academic staff (6%)

PhDs awarded / Undergraduate degrees awarded (2.25%)

Scholarly papers with one or more international co-authors / Total scholarly papers (2.5%)

Scholarly papers / Academic staff + Research staff (6%)

PhDs awarded / Academic staff (6%) Institutional income / Academic staff (2.25%)

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SC

A

L

A

B

IL

IT

Y

SU

ST

A

IN

A

B

IL

IT

Y

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Secara praktek bisnis dan manajemen, pada dasarnya TRI DHARMA Perguruan Tinggi merupakan tiga sumber utama pendapatan institusi.

Teaching Research Services

melahirkan IC dalam bentuk sumber daya manusia

melahirkan IC dalam bentuk inovasi produk dan konsep

melahirkan IC dalam bentuk solusi aplikatif

Administrasi Akademik dan Organisasi

Pengadaan dan Logistik

Akuntansi dan Keuangan

Teknologi dan Infrastruktur

Hukum dan Relasi Publik

Sumber Daya Manusia

Proses Utama

CORE PROCESS

Aktivitas Penunjang

SUPPORTING ACTIVITIES Terkait dengan

MISI Institusi

Dimensi

CUSTOMERS

Dimensi

PRODUCTS/ SERVICES

Dimensi

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Teaching atau ““pengajaran”” merupakan proses klasik yang terjadi pada institusi

pendidikan tinggi, namun berperan sebagai tulang punggung pendapatan.

Teaching

1. Teaching regular course offerings 2. Developing course materials

3. Developing replicable systems of instruction 4. Developing new course/labs

5. Coordinating clinical teaching/independent study/tutorials

1. Advising students on programs of study 2. Sponsoring of advising student groups

3. Serving on master’s or doctoral supervisory committees

4. Chairing master’s or doctoral supervisory committees

Instruction

Advising

Merupakan kegiatan interaktif antara pendidik dan peserta didik dalam hal pengembangan,

penyampaian dan penguasaan pengetahuan.

Merupakan kegiatan pemberian jasa konsultasi dan peneguhan kepantasan

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Research atau ““penelitian”” merupakan kegiatan para dosen dan peneliti dalam

menciptakan beragam inovasi dan teori baru di berbagai bidang ilmu.

Research

1.Basic scientific investigation, both theoretical and applied 2. Investigation of educationally relevant problems

1. Awards, honors, or invited presentations 2. Achieving advanced degrees, certification, etc.

Ongoing Research

Professional Recognition

Melakukan dan menekuni penelitian yang sedang

berjalan.

Publications

Mendayagunakan dan memanfaatkan IC

yang dimiliki.

1. Book

2. Journal and magazine article 3. Monograph, etc

4. Presenting recitals and exhibitions

5. Staging, directing, or acting in musical, theatrical, and dance productions

6. Exhibiting paintings, sculptures, and other creative arts

7. Developing software / media

8. Reviews

9. Non-refereed material 10. Citation counts 11. Invited/ contributed

presentation 12. Invited/ contributed

papers

13. Poster session

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Service atau ““pelayanan”” - yang sering diistilahkan sebagai ““pengabdian

masyarakat”” merupakan produk/jasa yang paling banyak ragam variasinya.

Service

1. Serving on departmental, college, or university committees 2. Serving on the faculty senate

3. Chairing any committee (student, faculty, etc.) 4. Serving as a sponsor for student activities/groups

1. Activity in professional organizations (holding office, serving on committees or boards )

2. Consulting to organization or corporations 3. Consulting to university/ colleges, etc.

Faculty Service

Professional Service

Melakukan kegiatan pemberian jasa dalam wilayah internal

institusi

Public/Community Service

Menawarkan jasa profesional dan komersial

ke industri atau pihak eksternal lainnya.

Menjalankan kegiatan sosial bagi masyarakat sekitar dalam berbagai

bentuk program.

1. Participating in local, state, or national civic activities and organizations

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Dengan melakukan portofolio kegiatan tersebut, maka proporsi sumber pendapatan institusi perguruan tinggi akan sangat bervariasi.

Teaching Research Services Other Big

UCLA _9% _40% _42% _-

University of

Arizona 25% 39% 9% -

London SOB _4% _14% _61% _-

Oklahoma State

University 22% 34% 36% -

Harvard _23% _16% _7% _28%

Yale _15% _28% _19% _25%

endowment fund

dekat dan paradigma

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Who are the STUDENTS ?

University

Undergraduate

Students

University

Undergraduate

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How much is the ENDOWMENT ?

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US Institutions

Endowments Assets (2006 million $)

UK Institutions

Endowment Assets (2002 million $)

Harvard University (1636) 28,916 Cambridge (1209) 4,000

Yale University (1701) 18,031 Oxford (1096) 4,000

Stanford University 14,085 Edinburgh 3200

University of Texas 13,235 Glasgow 240

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Dengan memetakan berbagai unit terhadap aktivitas yang dilakukan, maka dapat diidentifikasikan sejumlah blok yang dapat dikelola secara mandiri.

Teaching Research Services

Type 1 Type 2 Type 1 Type 2 Type 3 Type 1 Type 2 Type 3

Unit #1

_x

Unit #2

x

Unit #3

x

Unit #N

x

ragam aktivitas yang dilakukan oleh Unit #N

Karakteristik dan struktur governance Model bisnis dan keuangan

Spektrum produk dan jasa Status badan hukum dan SDM

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Kerangka aplikasi manajemen institusi perguruan tinggi terpadu yang dikembangkan SAP memperlihatkan implementasi pendekatan multi blok.

Unit #3 yang menjalankan

fungsi pelayanan tipe 1

dan tipe 2

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HOLDING INSTITUTION

Akan terdapat sejumlah blok-blok dalam naungan manajemen institusi yang

dapat dengan mudah dikelola secara portofolio oleh holding institution””.

BLOK A

BLOK B

BLOK C

BLOK D BLOK E

BLOK F BLOK G

Perseroan Terbatas

Persekutuan Perdata

Yayasan BHP

BHP

Perseroan Terbatas Yayasan

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Dengan kata lain, model governance single block digantikan/tergantikan

dengan menggunakan pendekatan multi block.

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Pengelola Pengelola

Pemilik Aktiva Tetap

“

“Pemilik””

Pemilik Aktiva Tetap Pemilik Intellectual

Capital

Pengelola

Kontrak

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Terhadap masing-masing blok unit, diidentifikasikan dan diklarifikasikan kembali karakteristiknya untuk mendapatkan model yang tepat dan sesuai.

PROFIL INSTITUSI

1.  Latar Belakang Pendirian 2.  Visi, Misi dan Obyektif 3.  Kunci Indikator Kinerja 4.  Roadmap dan Pertumbuhan 5.  Cetak Biru Organisasi

Blok Unit

MEKANISME INTERNAL

1.  Kebijakan Organisasi 2.  Proses dan Prosedur 3.  Sasaran Mutu 4.  Alokasi Sumber Daya 5.  Instruksi Kerja

PEMANGKU KEPENTINGAN

1.  Struktur Stakeholder 2.  Ragam Produk dan Jasa 3.  Target Kuantitas dan Kualitas 4.  Harapan dan Ekspektasi 5.  Faktor Nilai Tambah

STATUS KEUANGAN

1.  Model Anggaran dan Alokasi 2.  Neraca Aset

3.  Alur Kasi 4.  P&L

5.  Rasio Utama dan Pendukung

Jenis badan hukum atau organisasi dan Model Governance yang sesuai dengan

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Melalui identifikasi karakteristik blok unik, dapat dipilih badan hukum atau tipe organisasi yang paling tepat untuk diimplementasikan.

Aspek Pilihan Badan Hukum Pendidikan Tinggi

Perseroan Terbatas

Persekutuan Perdata

Yayasan Bentuk Lainnya

Visi dan Misi Pencapaian keuntungan

ekonomis maksimal X X Pencapaian misi

pendidikan (langsung) X Pencapaian misi lain

sebagai pendukung pendidikan

X X

Struktur Kepemilikan

Tunggal atau terbatas

X X X

Pegawai Negeri

X

Pegawai Swasta

X X X X

Pegawai Honorer

X X X

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Setelah semua blok unit berhasil dipetakan, barulah ditentukan hubungan atau relasi keterkaitan di antaranya dalam tatanan tata pamong yang efektif.

BLOK UNIT

Model Governance

Struktur Organisasi

Kebijakan Institusi

Business Process

Prosedur dan Instruksi Peraturan Organisasi

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Pada akhirnya, masing-masing COE akan menjadi suatu titik atau node tempat IC dikelola melalui penerapan model INTELLECTUAL CAPITAL MANAGEMENT.

M U L T I P L E D I S C I P L I N E S

INTELLECTUAL CAPITAL MNGT. The Architecture of Higher Education

Higher Education Principles Organization Development Systems Management Organization Behavior

J Intranet

J Internet

J E-mail

J Data Warehousing

J Search Engines

J Decision Support

J Process Modeling

J Management Tools

J Communications

TECHNOLOGY

J Academic Department

J Program of Study

J Supporting Functions

J R&D

J Rector/Chairman

J Head of Academic Department

J Head of Program of Study

J Head of Divisions

J Chairman of the Education Foundation

J Advisory Boards

LEADERSHIP

J Data/Content

J Intuition

J Innovation

J Learning Community

J Virtual Teams

J Shared Results

J Exchange Forums

J Communications

J Culture

PROCESS

Environmental Influences

Social

Political _Governmental

Economic

People Process Technology Content

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Trend perkembangan perguruan tinggi di dunia memperlihatkan mulai beralihnya dari aliran generik (universal) menuju spesifik berbasis keberagaman (diversity).

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J

 

Globalization, international competition in economy, research

and higher education –

PRODUK ILMU PENGETAHUAN

J

Knowledge base economy - the role of high quality specialists,

and innovators –

PRODUK LULUSAN/ALUMNI

Demands to HE:

J

Diversity

: increased (universal?) access to higher education versus

emergence of elite universities with excellent research quality and

productivity

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1. 

Allows to meet students’ needs

2. 

Provide opportunities for social mobility

3. 

Meet the needs of different labor markets

(with an increasing

variety of specialisations)

4. 

Serve the political needs of interest groups

5. 

Permit the combination of elite and mass higher education

6. 

Increase the level of higher education institutions’

effectiveness

7. 

Offer opportunities for experimenting with innovation in a

few institutions thus limiting the high risks connected to the

failure of such an experiment

8. 

Permit to concentrate rather on undergraduate on education

or graduate education and research/knowledge creation

Source: Birnbaum1983, Huisman, 1995, 2000, Meek, Goedegebuure, Kivinen, Rinne 1996, Van Vught, Reichert 2009