Strategi Penyusunan Renstra Perguruan Ti
Sharing Session
Strategi Penyusunan Renstra Perguruan
Tinggi menuju Institusi Kelas Dunia
Governing Strategic Vision, Management, Innovation,
and Diversity for Accelerating Sustainable Growth
8 Januari 2014 – Hotel Novotel, Bandung
Prof. Richardus Eko Indrajit
[email protected]
Gabungan antara mimpi, visi, dan hasrat adalah modal semangat tak tergantikan
yang harus dihayati setiap orang/kelompok yang ingin mewujudkannya.
“IF YOU CAN DREAM IT, YOU CAN DO IT !”
WALT DISNEY
“One day Walt Disney had a vision. It was a vision of a place
where children and parents could have fun together.”
1
Visi harus diiringi dengan visi-visi berikutnya karena merupakan proses
perwujudan mimpi kolektif yang tidak habis-habisnya.
“IF YOU CANNOT DESCRIBE IT, YOU CANNOT DEVELOP IT !”
2
Masterplan dikembangkan untuk memastikan seluruh pemangku kepentingan
memiliki gambaran akan apa yang akan dicapai dan cara mencapainya.
3
What is WORLD CLASS UNIVERSITY ?
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
outstanding performance in many events.
4
Source: Prof. M. Zairi, October 2009
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.
5
Source: Prof. M. Zairi, October 2009
CSF of World Class University
1.
2.
3.
4.
5.
6.
Quality of Faculty
Research Reputation
Talented Graduates
International Presence
Proper Resourcing
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
Source: Prof. M. Zairi, October 2009
6
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
strive to work towards quality improvement
7
Source: Prof. M. Zairi, October 2009
Three Elements to Leverage
1
2
3
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
8
Source: Prof. M. Zairi, October 2009
9
10
Apa kriteria Perguruan Tinggi Kelas Dunia ?
Industry Income
– innovation
(2.5%)
International
Outlook – staff,
students and
research (7.5%)
Research –
volume, income
and reputation (30
%)
Citations –
research influence
(30%)
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 coauthors / Total scholarly
papers (2.5%)
Scholarly papers /
Academic staff +
Research staff (6%)
Teaching – the
learning
environment
(30%)
Reputation survey –
Teaching (15%)
PhDs awarded /
Academic staff (6%)
Institutional income /
Academic staff (2.25%)
11
Bagaimana penyebarannya di dunia ?
12
Sumbang pikiran dalam membangun perguruan tinggi di Indonesia menjawab
trend perkembangan industri pendidikan global (kelas dunia).
SUSTAINABILITY
SCALABILITY
13
Secara praktek bisnis dan manajemen, pada dasarnya TRI DHARMA
Perguruan Tinggi merupakan tiga sumber utama pendapatan institusi.
Terkait dengan
melahirkan IC dalam bentuk
sumber daya manusia
melahirkan IC dalam bentuk
inovasi produk dan konsep
melahirkan IC dalam
bentuk solusi aplikatif
MISI Institusi
Proses Utama
CORE PROCESS
Dimensi
CUSTOMERS
Teaching
Research
Services
Dimensi
PRODUCTS/ SERVICES
Administrasi Akademik dan Organisasi
Pengadaan dan Logistik
Aktivitas Penunjang
Akuntansi dan Keuangan
SUPPORTING ACTIVITIES
Dimensi
RESOURCES
Teknologi dan Infrastruktur
Hukum dan Relasi Publik
Sumber Daya Manusia
14
Teaching atau “pengajaran”
” merupakan proses klasik yang terjadi pada institusi
pendidikan tinggi, namun berperan sebagai tulang punggung pendapatan.
Instruction
1. Teaching regular course offerings
2. Developing course materials
Teaching
Merupakan kegiatan
interaktif antara
pendidik dan peserta didik
dalam hal pengembangan,
penyampaian dan
penguasaan pengetahuan.
Advising
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
Merupakan kegiatan
pemberian jasa konsultasi
dan peneguhan kepantasan
terhadap penguasaan
Pengetahuan.
3. Serving on master’s or doctoral supervisory committees
4. Chairing master’s or doctoral supervisory committees
15
Research atau “penelitian”
” merupakan kegiatan para dosen dan peneliti dalam
menciptakan beragam inovasi dan teori baru di berbagai bidang ilmu.
Ongoing Research
1.Basic scientific investigation, both theoretical and applied
2. Investigation of educationally relevant problems
Melakukan dan menekuni
penelitian yang sedang
berjalan.
Research
Professional Recognition
1. Awards, honors, or invited presentations
2. Achieving advanced degrees, certification, etc.
Mendayagunakan dan
memanfaatkan IC
yang dimiliki.
Publications
Mengkomersialisasikan
IC kolektif institusi.
7. Developing software /
media
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
16
8. Reviews
9. Non-refereed material
10. Citation counts
11. Invited/ contributed
presentation
12. Invited/ contributed
papers
13. Poster session
Service atau “pelayanan”
” - yang sering diistilahkan sebagai “pengabdian
masyarakat”” merupakan produk/jasa yang paling banyak ragam variasinya.
Faculty Service
Melakukan kegiatan
pemberian jasa
dalam wilayah internal
institusi
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
Service
Professional Service
Menawarkan jasa
profesional dan komersial
ke industri atau pihak
eksternal lainnya.
Public/Community
Service
Menjalankan kegiatan
sosial bagi masyarakat
sekitar dalam berbagai
bentuk program.
1. Activity in professional organizations (holding office, serving on
committees or boards )
2. Consulting to organization or corporations
3. Consulting to university/ colleges, etc.
1. Participating in local, state, or national civic activities and
organizations
2. Applying academic expertise in the local, state, or national
community without pay or profit
17
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
18
potensi
menuju
“research
university”
dekat
dengan
industri
transformasi
dan paradigma
baru peranan
kampus
Who are the STUDENTS ?
University
Undergraduate
Students
Graduate
Students
Share of
Graduate
Students (%)
Harvard
Stanford
7,002
6,442
10,094
11,325
59
64
MIT
4,066
6,140
60
Oxford
11,106
6,601
37
Cambridge
LSE
12,284
4,254
6,649
4,386
35
51
Beijing
Tokyo
14,662
15,466
16,666
12,676
53
45
19
How much is the ENDOWMENT ?
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
Princeton University
13,045
King’s
200
20
Dengan memetakan berbagai unit terhadap aktivitas yang dilakukan, maka
dapat diidentifikasikan sejumlah blok yang dapat dikelola secara mandiri.
Teaching
Type 1
Unit #1
Type 2
Research
Type 1
Type 2
Type 3
Type 1
Type 2
Type 3
x
Unit #2
x
x
x
Unit #3
Unit #N
Services
x
x
x
x
Karakteristik dan struktur governance
Model bisnis dan keuangan
Spektrum produk dan jasa
Status badan hukum dan SDM
Strategi sumber daya dan operasional
ragam aktivitas yang dilakukan oleh Unit #N
21
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
Blok X
22
Akan terdapat sejumlah blok-blok dalam naungan manajemen institusi yang
dapat dengan mudah dikelola secara portofolio oleh holding institution”
”.
Perseroan Terbatas
BHP
BHP
HOLDING
INSTITUTION
BLOK A
Yayasan
BLOK C
Persekutuan Perdata
BLOK G
Yayasan
BLOK F
BLOK E
BLOK D
BLOK B
Perseroan Terbatas
Persekutuan Perdata
23
Dengan kata lain, model governance single block digantikan/tergantikan
dengan menggunakan pendekatan multi block.
“Pemilik”
Kepemilikan
Kepemilikan/Sewa Guna
PemilikAktiva
Aktiva
Pemilik
Pemilik
Aktiva Tetap
Tetap
Tetap
Pemilik Intellectual
Capital
Kontrak
Pengelola
Pengelola
Pengelola
24
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
MEKANISME INTERNAL
1. Kebijakan Organisasi
Blok Unit
PEMANGKU KEPENTINGAN
1. Struktur Stakeholder
2. Ragam Produk dan Jasa
3. Target Kuantitas dan Kualitas
4. Harapan dan Ekspektasi
5. Faktor Nilai Tambah
2. Proses dan Prosedur
3. Sasaran Mutu
4. Alokasi Sumber Daya
5. Instruksi Kerja
STATUS KEUANGAN
1. Model Anggaran dan Alokasi
2. Neraca Aset
3. Alur Kasi
4. P&L
5. Rasio Utama dan Pendukung
25
Jenis badan hukum
atau organisasi dan
Model Governance
yang sesuai dengan
karakteristik Blok
Unit yang bersangkutan.
Melalui identifikasi karakteristik blok unik, dapat dipilih badan hukum atau tipe
organisasi yang paling tepat untuk diimplementasikan.
Aspek
Visi dan Misi
Pilihan
Badan Hukum
Pendidikan Tinggi
Pencapaian keuntungan
ekonomis maksimal
Pencapaian misi
pendidikan (langsung)
Perseroan
Terbatas
Persekutuan
Perdata
X
X
Contoh
Aspek
Tunggal atau terbatas
X
X
Kolektif
X
X
X
X
Publik
Status
Karyawan
Bentuk Lainnya
X
Pencapaian misi lain
sebagai pendukung
pendidikan
Struktur
Kepemilikan
Yayasan
X
Pegawai Negeri
Pegawai Swasta
Pegawai Honorer
X
X
X
X
X
X
X
X
26
Setelah semua blok unit berhasil dipetakan, barulah ditentukan hubungan atau
relasi keterkaitan di antaranya dalam tatanan tata pamong yang efektif.
UU dan PP
BLOK UNIT
BLOK UNIT
BLOK UNIT
BLOK UNIT
A
B
C
D
Model Governance
BLOK UNIT
A
BLOK UNIT
B
BLOK UNIT
C
Struktur Organisasi
Transparency
Accountability
Responsibility
Independency
Fairness
Kebijakan Institusi
Peraturan Organisasi
Business Process
BLOK UNIT
D
Prosedur dan Instruksi
27
Pada akhirnya, masing-masing COE akan menjadi suatu titik atau node tempat IC
dikelola melalui penerapan model INTELLECTUAL CAPITAL MANAGEMENT.
Environmental Influences
Political
Social
Governmental
Economic
INTELLECTUAL CAPITAL MNGT.
The Architecture of Higher Education
Teaching and Education Deliverables – Research and Development – Public and Professional Services
People
LEADERSHIP
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
Process
ORGANIZATION
Technology
Content
TECHNOLOGY
PROCESS
J Intranet
J Internet
J E-mail
J Data Warehousing
J Search Engines
J Decision Support
J Process Modeling
J Management Tools
J Communications
J Data/Content
J Intuition
J Innovation
J Learning
Community
J Virtual Teams
J Shared Results
J Exchange Forums
J Communications
J Culture
J Academic
Department
J Program of
Study
J Supporting
Functions
J R&D
J Processes
J Procedures
J TQM/BPR/ISO
ORGANIZATION
TECHNOLOGY
PROCESS
MULTIPLE DISCIPLINES
Higher Education Principles
Organization Development
28
Systems Management
Organization Behavior
Indonesia perlu bekerja keras untuk mengelola IC yang dimilikinya sehingga
dapat memberikan nilai tambah yang signifikan bagi pertumbuhan institusi.
29
Trend perkembangan perguruan tinggi di dunia memperlihatkan mulai
beralihnya dari aliran generik (universal) menuju spesifik berbasis
keberagaman (diversity).
Source: Julita Jabłecka,Warsaw University
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
30
DIVERSITY IN HIGHER EDUCATION
Source: Birnbaum1983, Huisman, 1995, 2000, Meek, Goedegebuure, Kivinen, Rinne 1996, Van Vught, Reichert 2009
1.
2.
3.
Allows to meet students’ needs
Provide opportunities for social mobility
Meet the needs of different labor markets (with an increasing
variety of specialisations)
4.
5.
6.
7.
8.
Serve the political needs of interest groups
Permit the combination of elite and mass higher education
Increase the level of higher education institutions’
effectiveness
Offer opportunities for experimenting with innovation in a
few institutions thus limiting the high risks connected to the
failure of such an experiment
Permit to concentrate rather on undergraduate on education
or graduate education and research/knowledge creation
31
?
CATEGORIES OF DIVERSITY
External (between HEIs) versus Internal (within
HEIs)
Horizontal (different missions, type of HEIs) versus
Vertical (I, II, III level of education)
Formal (education level) versus Informal
(reputation)
32
FORMS OF DIVERSITY
Source: Birnbaum (1983) and (Fairweather 2000, Goedegebuure & Meek 1997 oraz Meek 2000)
systemic (institutional type, size, control)
structural (resulting from historical and legal foundations)
programmatic (degree level, degree area, comprehensiveness of mission)
procedural (teaching, research and /or services are provided
reputational (based on status and prestige)
constituential (in students, faculty, administration)
values and climate (in social environment & culture)
33
Education and Competition 2020
Stimulus Packages and Sustainability
J China
– increased investment, fill the gaps?
J Australia
– short term investment, what gaps?
J Europe
– steady ahead, Bologna, internationalise
J Britain
– reduced investment, internationalise
J USA
– reduced investment, internationalise
34
The Priorities – Teamwork Time
The World Class University
J Team – Networks, universities, governments, industry,
international agencies, alumni
J International Partnerships – share education and research
best practice, ideas and costs
J Talent - graduate unemployment, retirement
J International Framework – review yearly
J Diversity – keep national characters and models
J Less Developed Countries – partner with leaders
35
Ideal Soft Skills Fulfillment
36
Ideal Portfolio Products/Services
37
What is Really World Class?
• Being The Best
• Providing Value
• Good Reputa�on
• Excellent Prac�ces
• Top in League Tables
• Learner Centric
• Superior • Employing Best
Quality
Talented
Standards
Professionals
• Interna�onally Recognised
38
RETHINKING UNIVERSITAS KELAS “DUNIA”
… global…
… internasional …
… Asia …
… ASEAN …
… Indonesia …
… Jakarta …
39
Terima Kasih
Diskusi & Tanya-Jawab
Strategi Penyusunan Renstra Perguruan
Tinggi menuju Institusi Kelas Dunia
Governing Strategic Vision, Management, Innovation,
and Diversity for Accelerating Sustainable Growth
8 Januari 2014 – Hotel Novotel, Bandung
Prof. Richardus Eko Indrajit
[email protected]
Gabungan antara mimpi, visi, dan hasrat adalah modal semangat tak tergantikan
yang harus dihayati setiap orang/kelompok yang ingin mewujudkannya.
“IF YOU CAN DREAM IT, YOU CAN DO IT !”
WALT DISNEY
“One day Walt Disney had a vision. It was a vision of a place
where children and parents could have fun together.”
1
Visi harus diiringi dengan visi-visi berikutnya karena merupakan proses
perwujudan mimpi kolektif yang tidak habis-habisnya.
“IF YOU CANNOT DESCRIBE IT, YOU CANNOT DEVELOP IT !”
2
Masterplan dikembangkan untuk memastikan seluruh pemangku kepentingan
memiliki gambaran akan apa yang akan dicapai dan cara mencapainya.
3
What is WORLD CLASS UNIVERSITY ?
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
outstanding performance in many events.
4
Source: Prof. M. Zairi, October 2009
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.
5
Source: Prof. M. Zairi, October 2009
CSF of World Class University
1.
2.
3.
4.
5.
6.
Quality of Faculty
Research Reputation
Talented Graduates
International Presence
Proper Resourcing
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
Source: Prof. M. Zairi, October 2009
6
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
strive to work towards quality improvement
7
Source: Prof. M. Zairi, October 2009
Three Elements to Leverage
1
2
3
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
8
Source: Prof. M. Zairi, October 2009
9
10
Apa kriteria Perguruan Tinggi Kelas Dunia ?
Industry Income
– innovation
(2.5%)
International
Outlook – staff,
students and
research (7.5%)
Research –
volume, income
and reputation (30
%)
Citations –
research influence
(30%)
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 coauthors / Total scholarly
papers (2.5%)
Scholarly papers /
Academic staff +
Research staff (6%)
Teaching – the
learning
environment
(30%)
Reputation survey –
Teaching (15%)
PhDs awarded /
Academic staff (6%)
Institutional income /
Academic staff (2.25%)
11
Bagaimana penyebarannya di dunia ?
12
Sumbang pikiran dalam membangun perguruan tinggi di Indonesia menjawab
trend perkembangan industri pendidikan global (kelas dunia).
SUSTAINABILITY
SCALABILITY
13
Secara praktek bisnis dan manajemen, pada dasarnya TRI DHARMA
Perguruan Tinggi merupakan tiga sumber utama pendapatan institusi.
Terkait dengan
melahirkan IC dalam bentuk
sumber daya manusia
melahirkan IC dalam bentuk
inovasi produk dan konsep
melahirkan IC dalam
bentuk solusi aplikatif
MISI Institusi
Proses Utama
CORE PROCESS
Dimensi
CUSTOMERS
Teaching
Research
Services
Dimensi
PRODUCTS/ SERVICES
Administrasi Akademik dan Organisasi
Pengadaan dan Logistik
Aktivitas Penunjang
Akuntansi dan Keuangan
SUPPORTING ACTIVITIES
Dimensi
RESOURCES
Teknologi dan Infrastruktur
Hukum dan Relasi Publik
Sumber Daya Manusia
14
Teaching atau “pengajaran”
” merupakan proses klasik yang terjadi pada institusi
pendidikan tinggi, namun berperan sebagai tulang punggung pendapatan.
Instruction
1. Teaching regular course offerings
2. Developing course materials
Teaching
Merupakan kegiatan
interaktif antara
pendidik dan peserta didik
dalam hal pengembangan,
penyampaian dan
penguasaan pengetahuan.
Advising
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
Merupakan kegiatan
pemberian jasa konsultasi
dan peneguhan kepantasan
terhadap penguasaan
Pengetahuan.
3. Serving on master’s or doctoral supervisory committees
4. Chairing master’s or doctoral supervisory committees
15
Research atau “penelitian”
” merupakan kegiatan para dosen dan peneliti dalam
menciptakan beragam inovasi dan teori baru di berbagai bidang ilmu.
Ongoing Research
1.Basic scientific investigation, both theoretical and applied
2. Investigation of educationally relevant problems
Melakukan dan menekuni
penelitian yang sedang
berjalan.
Research
Professional Recognition
1. Awards, honors, or invited presentations
2. Achieving advanced degrees, certification, etc.
Mendayagunakan dan
memanfaatkan IC
yang dimiliki.
Publications
Mengkomersialisasikan
IC kolektif institusi.
7. Developing software /
media
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
16
8. Reviews
9. Non-refereed material
10. Citation counts
11. Invited/ contributed
presentation
12. Invited/ contributed
papers
13. Poster session
Service atau “pelayanan”
” - yang sering diistilahkan sebagai “pengabdian
masyarakat”” merupakan produk/jasa yang paling banyak ragam variasinya.
Faculty Service
Melakukan kegiatan
pemberian jasa
dalam wilayah internal
institusi
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
Service
Professional Service
Menawarkan jasa
profesional dan komersial
ke industri atau pihak
eksternal lainnya.
Public/Community
Service
Menjalankan kegiatan
sosial bagi masyarakat
sekitar dalam berbagai
bentuk program.
1. Activity in professional organizations (holding office, serving on
committees or boards )
2. Consulting to organization or corporations
3. Consulting to university/ colleges, etc.
1. Participating in local, state, or national civic activities and
organizations
2. Applying academic expertise in the local, state, or national
community without pay or profit
17
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
18
potensi
menuju
“research
university”
dekat
dengan
industri
transformasi
dan paradigma
baru peranan
kampus
Who are the STUDENTS ?
University
Undergraduate
Students
Graduate
Students
Share of
Graduate
Students (%)
Harvard
Stanford
7,002
6,442
10,094
11,325
59
64
MIT
4,066
6,140
60
Oxford
11,106
6,601
37
Cambridge
LSE
12,284
4,254
6,649
4,386
35
51
Beijing
Tokyo
14,662
15,466
16,666
12,676
53
45
19
How much is the ENDOWMENT ?
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
Princeton University
13,045
King’s
200
20
Dengan memetakan berbagai unit terhadap aktivitas yang dilakukan, maka
dapat diidentifikasikan sejumlah blok yang dapat dikelola secara mandiri.
Teaching
Type 1
Unit #1
Type 2
Research
Type 1
Type 2
Type 3
Type 1
Type 2
Type 3
x
Unit #2
x
x
x
Unit #3
Unit #N
Services
x
x
x
x
Karakteristik dan struktur governance
Model bisnis dan keuangan
Spektrum produk dan jasa
Status badan hukum dan SDM
Strategi sumber daya dan operasional
ragam aktivitas yang dilakukan oleh Unit #N
21
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
Blok X
22
Akan terdapat sejumlah blok-blok dalam naungan manajemen institusi yang
dapat dengan mudah dikelola secara portofolio oleh holding institution”
”.
Perseroan Terbatas
BHP
BHP
HOLDING
INSTITUTION
BLOK A
Yayasan
BLOK C
Persekutuan Perdata
BLOK G
Yayasan
BLOK F
BLOK E
BLOK D
BLOK B
Perseroan Terbatas
Persekutuan Perdata
23
Dengan kata lain, model governance single block digantikan/tergantikan
dengan menggunakan pendekatan multi block.
“Pemilik”
Kepemilikan
Kepemilikan/Sewa Guna
PemilikAktiva
Aktiva
Pemilik
Pemilik
Aktiva Tetap
Tetap
Tetap
Pemilik Intellectual
Capital
Kontrak
Pengelola
Pengelola
Pengelola
24
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
MEKANISME INTERNAL
1. Kebijakan Organisasi
Blok Unit
PEMANGKU KEPENTINGAN
1. Struktur Stakeholder
2. Ragam Produk dan Jasa
3. Target Kuantitas dan Kualitas
4. Harapan dan Ekspektasi
5. Faktor Nilai Tambah
2. Proses dan Prosedur
3. Sasaran Mutu
4. Alokasi Sumber Daya
5. Instruksi Kerja
STATUS KEUANGAN
1. Model Anggaran dan Alokasi
2. Neraca Aset
3. Alur Kasi
4. P&L
5. Rasio Utama dan Pendukung
25
Jenis badan hukum
atau organisasi dan
Model Governance
yang sesuai dengan
karakteristik Blok
Unit yang bersangkutan.
Melalui identifikasi karakteristik blok unik, dapat dipilih badan hukum atau tipe
organisasi yang paling tepat untuk diimplementasikan.
Aspek
Visi dan Misi
Pilihan
Badan Hukum
Pendidikan Tinggi
Pencapaian keuntungan
ekonomis maksimal
Pencapaian misi
pendidikan (langsung)
Perseroan
Terbatas
Persekutuan
Perdata
X
X
Contoh
Aspek
Tunggal atau terbatas
X
X
Kolektif
X
X
X
X
Publik
Status
Karyawan
Bentuk Lainnya
X
Pencapaian misi lain
sebagai pendukung
pendidikan
Struktur
Kepemilikan
Yayasan
X
Pegawai Negeri
Pegawai Swasta
Pegawai Honorer
X
X
X
X
X
X
X
X
26
Setelah semua blok unit berhasil dipetakan, barulah ditentukan hubungan atau
relasi keterkaitan di antaranya dalam tatanan tata pamong yang efektif.
UU dan PP
BLOK UNIT
BLOK UNIT
BLOK UNIT
BLOK UNIT
A
B
C
D
Model Governance
BLOK UNIT
A
BLOK UNIT
B
BLOK UNIT
C
Struktur Organisasi
Transparency
Accountability
Responsibility
Independency
Fairness
Kebijakan Institusi
Peraturan Organisasi
Business Process
BLOK UNIT
D
Prosedur dan Instruksi
27
Pada akhirnya, masing-masing COE akan menjadi suatu titik atau node tempat IC
dikelola melalui penerapan model INTELLECTUAL CAPITAL MANAGEMENT.
Environmental Influences
Political
Social
Governmental
Economic
INTELLECTUAL CAPITAL MNGT.
The Architecture of Higher Education
Teaching and Education Deliverables – Research and Development – Public and Professional Services
People
LEADERSHIP
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
Process
ORGANIZATION
Technology
Content
TECHNOLOGY
PROCESS
J Intranet
J Internet
J E-mail
J Data Warehousing
J Search Engines
J Decision Support
J Process Modeling
J Management Tools
J Communications
J Data/Content
J Intuition
J Innovation
J Learning
Community
J Virtual Teams
J Shared Results
J Exchange Forums
J Communications
J Culture
J Academic
Department
J Program of
Study
J Supporting
Functions
J R&D
J Processes
J Procedures
J TQM/BPR/ISO
ORGANIZATION
TECHNOLOGY
PROCESS
MULTIPLE DISCIPLINES
Higher Education Principles
Organization Development
28
Systems Management
Organization Behavior
Indonesia perlu bekerja keras untuk mengelola IC yang dimilikinya sehingga
dapat memberikan nilai tambah yang signifikan bagi pertumbuhan institusi.
29
Trend perkembangan perguruan tinggi di dunia memperlihatkan mulai
beralihnya dari aliran generik (universal) menuju spesifik berbasis
keberagaman (diversity).
Source: Julita Jabłecka,Warsaw University
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
30
DIVERSITY IN HIGHER EDUCATION
Source: Birnbaum1983, Huisman, 1995, 2000, Meek, Goedegebuure, Kivinen, Rinne 1996, Van Vught, Reichert 2009
1.
2.
3.
Allows to meet students’ needs
Provide opportunities for social mobility
Meet the needs of different labor markets (with an increasing
variety of specialisations)
4.
5.
6.
7.
8.
Serve the political needs of interest groups
Permit the combination of elite and mass higher education
Increase the level of higher education institutions’
effectiveness
Offer opportunities for experimenting with innovation in a
few institutions thus limiting the high risks connected to the
failure of such an experiment
Permit to concentrate rather on undergraduate on education
or graduate education and research/knowledge creation
31
?
CATEGORIES OF DIVERSITY
External (between HEIs) versus Internal (within
HEIs)
Horizontal (different missions, type of HEIs) versus
Vertical (I, II, III level of education)
Formal (education level) versus Informal
(reputation)
32
FORMS OF DIVERSITY
Source: Birnbaum (1983) and (Fairweather 2000, Goedegebuure & Meek 1997 oraz Meek 2000)
systemic (institutional type, size, control)
structural (resulting from historical and legal foundations)
programmatic (degree level, degree area, comprehensiveness of mission)
procedural (teaching, research and /or services are provided
reputational (based on status and prestige)
constituential (in students, faculty, administration)
values and climate (in social environment & culture)
33
Education and Competition 2020
Stimulus Packages and Sustainability
J China
– increased investment, fill the gaps?
J Australia
– short term investment, what gaps?
J Europe
– steady ahead, Bologna, internationalise
J Britain
– reduced investment, internationalise
J USA
– reduced investment, internationalise
34
The Priorities – Teamwork Time
The World Class University
J Team – Networks, universities, governments, industry,
international agencies, alumni
J International Partnerships – share education and research
best practice, ideas and costs
J Talent - graduate unemployment, retirement
J International Framework – review yearly
J Diversity – keep national characters and models
J Less Developed Countries – partner with leaders
35
Ideal Soft Skills Fulfillment
36
Ideal Portfolio Products/Services
37
What is Really World Class?
• Being The Best
• Providing Value
• Good Reputa�on
• Excellent Prac�ces
• Top in League Tables
• Learner Centric
• Superior • Employing Best
Quality
Talented
Standards
Professionals
• Interna�onally Recognised
38
RETHINKING UNIVERSITAS KELAS “DUNIA”
… global…
… internasional …
… Asia …
… ASEAN …
… Indonesia …
… Jakarta …
39
Terima Kasih
Diskusi & Tanya-Jawab