Strategic Plan Bogor Agricultural University

Strategic Plan

Bogor Agricultural University 2008-2013

Excellence in Organization, Transparency, Accountability, Accreditation, and Performance.

IPB

Edited by: Board Chief Secretary Member

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Secretariate

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Rektor IPB Prof. Dr.Ir. Hermanto Siregar, M.Ec Dr. D. Iwan Riswandi, M.Si Prof.Dr.Ir. Yonny Kusmaryono, MS Dr.Ir. Anas Miftah Fauzi, M.Sc Dr.Ir. Arif Imam Suroso, M.Sc Prof.Dr.Ir. Bambang Pramudya N., M.Eng Dr.Ir. Soeryo Adiwibowo, MS Dr.Ir Aris Munandar, MS Dr.Ir. Meika Syahbana Rusli, M.Sc.Agr Dr.Ir. Arif Satria, M.Si Dr.Ir. Drajat Martianto, M.Si Dr.Ir. Agus Purwito, M.Sc Agr Dr.Ir. Feri Kusnandar, M.Sc Drs. Pria Prihadi Djajamihardja Eko Wahyudi Ahmad Suganda

Bogor Agricultural University (IPB) was founded with basic philosophy to develop higher education in agricultural sciences and technology. It covers broader aspects of tropical agriculture, not only limited to onfarm activities, but also covers value addition activities of agribusiness, agro-industry, and agro-services in area of farming, animal husbandry, fisheries and forestry. The role of IPB in developing science and technology to manage and utilize natural resources sustainably for prosperity of human being is extremely important. IPB Strategic Plan for 2008-2013 have identified five pillars of focus for strengthening Bogor Agricultural University: 1. Improving equity access, education quality and students affair 2. Improving the research quality and community services 3. Improving the salary and fringe benefits 4. Development of capacity building 5. Improving of the management system Nowadays in management system improvement we focus our plan into five stages i.e: excellence in organization, transparency, accountability, accreditation, and performance.

Foreward from The Desk of Rector

FOREWARDFROM THEDESKOFRECTOR

Our collective work has earned the respect and regard of the broader Univer-sity and our colleagues and supporters, and has established a framework for thinking creatively about the development of that will outlive this plan. Despite the challenging in financial context, I believe that Bogor Agricultural University is in a particularly strong position, in part because the strategic planning process will serve as a platform for critical decision making in the months and years ahead. We have drawn closer together as a community and are a much stronger institution as we go forward because of this joint exercise. And since we have learned a great deal about our strengths and weaknesses and have prioritized our opportunities for moving ahead, we are well positioned to make a strong case to potential supporters. While the current financial environment will necessarily affect the pace at which we are able to advance our goals, the planning we have embarked upon at Bogor Agricultural University will strengthen us during this period of financial turmoil and will help us to advance our teaching and research priorities. We are fortunate that Bogor Agricultural University is a strong and secure institution. Although we will need to make some hard decisions and difficult tradeoffs in response to pressures on our funding sources, we should feel confident that our history of prudent fiscal management makes us well positioned to address the serious fiscal concerns confronting institutions throughout the country and the world. There is little doubt

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Foreward from The Desk of Rector II

that we will continue to move Bogor Agricultural University in new and exciting directions. During the first year of my post as Rector of Bogor Agricultural University, I have come to appreciate the enormous strengths of Bogor Agricultural University community the intelligence, creativity, and generosity of spirit of the faculty, staf, and students and their commitment to the University and its important mission. I am proud to lead such an inspiring institution, and I believe that our dedication, unity, and belief in our Institution collective power will strengthen us during this challenging time and contribute to our success in overcoming any obstacles that may

come our way. Our strategic planning process was at its heart an investment in ourselves and I believe that we could not make any better investment. I hope that in reading the strategic planning report, and in working with me to implement it, you will come to believe the same Sincerely,

Prof. Herry Suhardiyanto, Ph.D Rector Bogor Agricultural University

TABLE OF CONTENTS

FOREWARD FROM THE DESK OF RECTOR ............................................................... TABLE OF CONTENTS .................................................................................................... EXECUTIVE SUMMARY .................................................................................................

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CHAPTER I INTRODUCTION 1.1. Historical Background ............................................................................................. 1.2. Legal Status and Strategic Plan Position ................................................................ 1.3. Mmethods for the Formulation of Strategic Planning .......................................... 1.4. The Organization ......................................................................................................

1 7 8 10

CHAPTER II SWOT ANALYSIS 2.1. Strategic Issues .......................................................................................................... 2.2. SWOT Matrix Analysis ............................................................................................

17 19

CHAPTER III DIRECTION AND THE STRATEGIC PLAN 3.1. Vision, Mission, Objectives and Quality Statement.............................................. 3.2. The Direction of Bogor Agricultural University 2025 Development Plan .......... 3.3. Strategic Development Plan of Bogor Agricultural University 2008-2013..........

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CHAPTER IV POLICY AND STRATEGIC PROGRAM OF IPB 2008 -2013 4.1. Bogor Agricultural University Strategic Policy 2008 -2013 .................................. 4.2. Strategic Plan of Bogor Agricultural University 2008-2013 .................................

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CHAPTER V FINANCIAL STRATEGY 5.1. Funding Sources and Strategies for University Development Program ............ 5.2. Functional and Policies for the Expenditure of the Annual Budget ....................

65 70

CHAPTER VI MONITORING AND EVALUATION STRATEGY 6.1. Principals Methods for Implementing Monitoring and Evaluation ................... 6.2. The Mechanism Process of Monitoring and Evaluation ......................................

74 75

Table of Contents

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III

On 19 December 2008, the Board of Trustees of Bogor Agricultural University approved the Strategic Planning 2008-2013. This Strategic Plan is a “blueprint for action,” defining the vision and goals for the next ten years. It is the culmination of an intensive planning effort involving the faculty, staff, and students of Bogor Agricultural University, and the communities. This Strategic Plan focuses on the unique role of Bogor Agricultural University “to be the World Class Research University with tropical agriculture and entrepreneurships as its core competence”. As the first Universitywide strategic plan at Bogor Agricultural University that created an umbrella under which unit-level strategic plans were developed and aligned, this plan set the keynote for strategic actions. Thus, with this plan, a new era ensued for Bogor Agricultural University with a common vision and concerted effort of all units toward the “advanced level.” This review of the plan was conducted by a Strategic Plan Review Committee appointed by Rector in July 2008. The purpose of this review is to focus on the “big picture”providing both a retrospective view of the effectiveness of the plan, and a prospective view of the defining characteristics and supportive priorities to be considered for the next plan. This executive summary provides a capsulated view of the most salient aspects of the review of Bogor

Agricultural University's strategic plan, and the recommendations to consider as the University looks to the future. It has been abundantly clear that the strategic plan has been remarkably successful in taking Bogor Agricultural University to the “advanced level.” Bogor Agricultural University has made very substantial progress with the strategic plan in reaching the goals of Learning, Discovery, and Engagement – a refreshed progressive framework for the core purposes and commitments of a modern research-based university. More importantly, and perhaps of most long-lasting significance and impact, the plan along with the planning process have created a change in institutional culture a new pervasive culture of strategic thinking, planning, actions, assessment, and accountability. This new culture is marked by innovation, visionary initiatives, aggressive resource development, and widespread connectivity with Bogor Agricultural University's constituents. The strategic plan has given the university new energy, a sense of excitement and accomplishment, and a sense of pride that have been reverberating throughout the University among its internal and external constituencies. Bogor Agricultural University's strategic plan vision has been extraordinarily effective and exciting as the defining banner for the identity of the strategic plan.

Executive Summary

EXECUTIVE SUMMARY

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Executive Summary VI

This review strongly suggests that future strategic planning should position Bogor Agricultural University to boldly go beyond fulfilling the core commitments to Indonesia, and further expand its reach nationally and toward a significant global presence, impact, and leadership with the range of great responsibilities that come with this stature. The following recommendations (excepted from the full report) attempt to capture the defining characteristics and supportive priorities that address the “big picture” as Bogor Agricultural University looks to the future for renewed strategic planning. The mission of the Bogor Agricultural University will be as follows: 1. To offer challenging academic programs and demonstrate a commitment to the development of both the undergraduates and graduate students who seeks advance degree programs that prepare them to make significant contribution to their fields, with particular purpose to be a competitive nation. 2. To expand the boundaries of knowledge and insight of Bogor Agricultural University through teaching, research, artistic expression, which is relevance to the national needs as an agricultural. It is really required as the trends that the university will becoming more competitive 3. To promote a model for systematic management for higher learning institutions and pervasive attention to competencies, effectiveness, efficiencies, transparencies, and accountability. 4. To prepare students to assume leadership roles in society through an education that

stresses moral and spiritual as well as on righteousness and human-right principles To achieve its mission and to realize Bogor Agricultural University's vision, directions to execute these university's vision were formulated as follows: 1. To produce quality graduates who are competitive and resilient, as well as competent in utilizing and developing science and technology with entrepreneurships characteristics. 2. To develop friendly scientific and technological innovation for the improvement of national development, which is relevance to the national programs to be an agricultural, as well as to improve the welfare of human beings. 3. To enhance university responsiveness to continuous and rapid changes of community needs and development challenges 4. To establish IPB as a moral force for Indonesian civil society. The plan is an important milestone in an ongoing process of discussion and reassessment of Bogor Agricultural University's goals and the processes by which it can achieve them. It provides a new perspective on the University shared future. Planning requires continual evaluation of what we have accomplished and responsiveness to the needs determined by the environment around us. Recreating community and fostering academic excellence in the context of an increasingly diverse environment will continue to engage our energies as we prepare for the challenges st of the 21 century

Chapter 1

Introduction

Pendahuluan

Pendahuluan

Sejak dikembangkan mulai tahun 1940an, pendidikan tinggi pertanian Indonesia telah berperan dalam pengembangan sumberdaya manusia dan perkembangan pertanian perkembangan masyarakat Indonesia pada umumnya. Institut Pertanian Bogor (IPB) adalah salah satu institusi yang memiliki mandat dalam penyelenggaraan pendidikan tinggi pertanian. Mandat ini dicanangkan oleh Presiden Pertama RI ketika meletakkan batu pertama pembangunan Kampus IPB (dulu Fakultas Pertanian dan Fakultas Kedokteran Hewan Universitas Indonesia) pada tahun 1954. Sejarah telah menunjukkan adanya keterkaitan yang erat antara penyelenggaraan pendidikan tinggi pertanian dan perkembangan kegiatan pertanian dalam arti luas. Demikian juga untuk kondisi saat ini, pendidikan tinggi pertanian berperan aktif mendukung pembangunan pertanian, perikanan, kehutanan, perindustrian, dan jasa-jasa, terutama dalam: (1) mengembangkan sumberdaya manusia (SDM) berkualitas, (2) mendukung pencapaian keamanan dan ketahanan pangan, (3) mendukung perkembangan agribisnis, (4) melakukan penemuan, pengembangan dan penerapan ilmu pengetahuan, teknologi dan seni (IPTEKS), dan (5) berperan serta dalam menjaga dan memelihara pelestarian fungsi lingkungan hidup. Kelima peran IPB tersebut dapat diimplementasikan melalui kegiatan pendidikan, penelitian dan pengabdian kepada masyarakat. IPB dalam pembangunan

Introduction

S ince its initiation on 1940, the agricultural higher education institutions have taken pride to be the vital role in nation building, and the development of agriculture as well. Bogor Agricultural University is one of the higher education institutions to offer agricultural fields in Indonesia. This mandate, as a vision of the First President of the Indonesia, was stated in his address when he officiated the “First Laying Stone” for the construction of Bogor Agricultural University campus (formerly it was Faculty of Agriculture and Faculty of Veterinary Medicine of the University of Indonesia) on 1954. Bogor Agricultural University has proven history that this agricultural higher education institutions and the development of agriculture in broader sense have been closely interrelated. Nowadays, the agricultural higher education institutions has affirmed that this higher education institution plays important role to support the development of agriculture, fisheries, forestry, industry, as well as services in the following topics: (1). To develop qualified human resources; (2). To support the government to achieve food security program; (3). To support the development of agribusiness; (4). To develop scientific and technological innovation for the improvement of national development and the welfare of humanbeings;(5).To promote nature conservation and environmental management programs. Those five functionsofBogorAgriculturalUniversityisreflected

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1.1 Latar Belakang

CHAPTER 1

1.1 Historical Background

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Pendahuluan Introduction

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in the Tridarma (three basic services of higher education): (1). Teaching: (2). Research programs; and (3). Community Services. For the agricultural development program Bogor Agricultural University has played important role in producing qualified graduates, as well as the development of science and technology to support that program. Bogor Agricultural University plays important role in the production of qualified human resources, and the development of science and technology, and was mandated to be the pioneer in the agricultural development in the broader sense. Bogor Agricultural University was established based on the Decree of the Minister of Higher Education Institutions and Sciences No. 91 of 1963, and was further enacted by the President Decree No. 279 of 1965. At the beginning Bogor Agricultural University was organized into six (6) faculties: (1). Faculty of Agriculture; (2). Faculty of Veterinary Medicine; (3). Faculty of Fisheries; (4). Faculty of Animal Husbandry; (5). Faculty of Forestry; and (6). Faculty of Agriculture Technology and Mechanization, (which at the year of 1968 changed its name into the Faculty of Mechanical and Technology Agricultural Products and at the year 1981 until now became the Faculty of Agricultural Technology). On 1981, the university has established Faculty of Science and Mathematics, which on 1983 its name has been changed into Faculty of Natural sciences ad Mathematics. Further on the year 2000, the university has established Faculty of Economics and Management, moreover, after

pertanian memiliki peran dalam menghasilkan SDM dan IPTEKS. IPB berperan besar dalam menghasilkan SDM, pengembangan IPTEKS dan diberi mandat sebagai pelopor pembangunan pertanian dalam arti luas, didirikan pada tahun 1963 berdasarkan Keputusan Menteri Perguruan Tinggi dan Ilmu Pengetahuan Nomor 91 tahun 1963 yang selanjutnya ditetapkan dengan Keputusan Presiden Republik Indonesia No. 279 tahun 1965. Saat didirikan IPB terdiri atas enam fakultas, yaitu: (1) Fakultas Pertanian, (2) Fakultas Kedokteran Hewan, (3) Fakultas Perikanan, (4) Fakultas Peternakan, (5) Fakultas Kehutanan, dan (6) Fakultas Teknologi dan Mekanisasi Pertanian (sekarang bernama Fakultas Teknologi Pertanian). Pada tahun 1981, IPB membuka Fakultas Sains dan Matematika yang selanjutnya pada tahun 1983 berubah nama menjadi Fakultas Matematika dan Ilmu Pengetahuan Alam. Kemudian pada tahun 2000, IPB membuka Fakultas Ekonomi dan Manajemen dan setelah melakukan penataan ulang departemen dan program studi, pada tahun 2005 IPB membuka Fakultas Ekologi Manusia. Status kelembagaan IPB berdasarkan Peraturan Pemerintah (PP) Nomor 154 tahun 2000 (Lembaran Negara 27.2), ditetapkan sebagai perguruan tinggi berstatus Badan Hukum Milik Negara (BHMN). Sejak tahun 1970-an IPB mulai mengembangkan program pendidikannya, selain program sarjana juga mengembangkan program Magister dan Doktor. Sejak tahun 1978 IPB menyelenggarakan Fakultas Non


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Gelar Teknologi (FNGT) yang penyelenggaraannya kemudian diintegrasikan pada fakultas terkait pada tahun 1992. Pada tahun 2005 dalam rangka menyiapkan IPB sebagai embrio perguruan tinggi berbasis riset, program diploma ini dipisahkan pengelolaannya dari fakultas menjadi unit tersendiri di bawah Program Diploma. Sejalan dengan perkembangan tantangan pembangunan pertanian yang semakin kompleks, IPB memperlebar mandatnya ke dalam pengertian pertanian dalam arti luas yaitu pertanian tropika dan biosains sebagai suatu sistem pengelolaan sumberdaya hayati dan lingkungannya secara berkelanjutan untuk kesejahteraan manusia. Pertanian dalam pengertian ini merupakan keseluruhan proses aplikasi biosains sebagai kegiatan agribisnis, tidak hanya sub-sistem produksi (on-farm), namun mencakup subsistem dari hulu hingga hilir serta sub-sistem pendukung. Dalam kaitan tersebut, tujuan pendidikan di IPB rumuskan mengikuti tantangan dan ranah kompetensi tersebut. Tujuan pendidikan ini kemudian dijadikan sebagai dasar untuk merancang dan merencanakan kegiatan akademik yang lebih antisipatif yang meliputi kegiatan pendidikan, penelitian dan pengabdian kepada masyarakat (tridarma perguruan tinggi). Selain itu, perubahan status IPB menjadi PT BHMN memberikan mandat tambahan, yaitu IPB harus dapat melaksanakan kegiatan pembangkitan pendapatan yang perolehan dananya digunakan untuk mendukung peningkatan kualitas dan kuantitas kegiatan tridarma perguruan tinggi.

CHAPTER 1

having its reorganization of its departments and subjects being offered, on 2005 Bogor Agricultural University has established Faculty of Human Ecology. Finally, according to the Government Decree No. 154 of 2000 (Official Gazette No.27.2) the legal status of Bogor Agricultural University has been shifted into State-owned Legal Entity. Since 1970, Bogor Agricultural University offers and open its door wider, in addition to the regular undergraduate (S1) Degree Program, this university offers the graduate level for Masteral and Doctoral degree programs. On 1978, the university developed the Non-degree Programs on Technology (FNGT), and for the implementation of those programs, they have been integrated into its respective faculties on 1992. On 2005, in order to maximize accessibility to and applicability of advance knowledge Bogor Agricultural University, as well as the initiation to develop an embryo of a research-based university, the management of the Non-Degree (Program Diploma) was removed from the respective faculty into the separate unit, called as Diploma Program. In facing the globalization era nowadays, Bogor Agricultural University has embarked on its ambitious plan to develop as a futuristic university, which would provide better and up-to-date skills and systems for science and technology education by taking full advantage of the rapid development in information technology (IT). Bogor Agricultural University looks to the future for renewed strategic planning with emphasizes on the tropical agriculture and the accelerated

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engagement of bioscience for nature conservation the sustainable development. The agricultural in this mandate means the entire process of the utilization bioscience as the agribusiness activities, not only the on farms, but also the up-stream to down-stream process with other supporting sub-systems. Accordingly, the education program of Bogor Agricultural University will also be adjusted into that directions. The Strategic Plan of Bogor Agricultural University 2008-2013 reaffirms the goals of the previous versions while incorporating some editorial changes and placing greater emphasis to accelerated engagement of bioscience as basic science for nation economic development with focus on entrepreneurships: “to be the World Class Research University with bioscience and entrepreneurships as its core competence”. The strategic plan adopted by the Board of Trustees proposed reaffirms the goals of the following priorities: education for citizenship, the use of technology to enhance teaching and learning, to encourage the integration of different forms of knowledge, and to stimulate not only the acquisition but also the creative and humane use of knowledge. In addition, the shifting of the legal status of Bogor Agricultural University to be the State-owned Legal Entity Universities (BHMN), gave a new mandate for Bogor Agricultural University to develop and implement a comprehensive financial plan to support the improvement of both the quality and quantities of Tridarma activities for the University.

Surat Keputusan Menteri Pendidikan Nasional No.232/U/2000 mengenai sistem pendidikan berbasis kompetensi, dan No.045/U/2002 ditegaskan kembali bahwa kompetensi menunjukkan seperangkat tindakan cerdas, penuh tanggungjawab yang dimiliki seseorang sebagai syarat untuk dianggap mampu oleh masyarakat. Kompetensi merupakan keunggulan fundamental dari seorang individu yang mencerminkan sikap dan kinerja di dunia kerja atau pada situasi tertentu. IPB menterjemahkan kurikulum berbasis kompetensi (KBK) yang bersifat nasional menjadi KBK IPB yaitu Kurikulum Sistem Mayor-Minor. Kurikulum sistem mayorminor merupakan sistem kurikulum berbasis kompetensi yang dilaksanakan oleh departemen, yang dirancang untuk memberikan keleluasaan kepada peserta didik dalam meramu mata kuliah untuk memperluas wawasan dan meningkatan efisiensi penyelenggaraan, serta dapat meningkatkan mutu dan relevansi program pendidikan. Implementasi kurikulum mayor-minor memerlukan mandat departemen yang mendalam dan spesifik dalam kompetensinya. Mulai tahun 2005 IPB telah melakukan penataan departemen dengan penetapan mandat yang jelas pengembangan keilmuannya. Penataan departemen ini akan terus disempurnakan, terutama pada kesesuaian mandat dan substansi kurikulum pada beberapa departemen. Syarat lain yang diperlukan dan juga telah dibangun oleh IPB adalah jadwal


BAB 1

terpadu serta kehandalan Sistem Informasi Akademik (SIMAK). Melalui berbagai upaya yang dilakukan sebelumnya, kondisi internal IPB pada akhir tahun 2007 telah menunjukkan indikasi yang mengarah pada embrio perguruan tinggi berbasis riset. Hal ini ditandai dengan peningkatan jumlah SDM yang berkualitas, jumlah publikasi ilmiah, jumlah paten, inisiasi pembangkitan pendapatan, kerjasama dengan pemerintah dan industri, penemuan dan aplikasi hasil penelitian IPB seperti varietas baru, vaksin dan benih berbagai komoditas, serta mesin-mesin pertanian. Upaya-upaya yang telah dilakukan IPB bermuara pada terbangunnya sistem jaminan mutu yang baik, tata pamong yang baik, pelaksanaan program-program yang berkualitas dan manajemen usaha yang baik. IPB akan terus melakukan upaya perbaikan secara menerus terhadap hasilhasil yang sudah dicapai, peningkatan kinerja dan kesejahteraan dosen dan tenaga kependidikan, internasionalisasi IPB, peningkatan kuantitas dan kualitas penelitian, peningkatan pendapatan non konvensional dan peningkatan kualitas fasilitas akademik dan non akademik. Berbagai capaian di atas merupakan salah satu modal dasar bagi IPB untuk menjadi perguruan tinggi kelas dunia. Untuk memposisikan IPB mengarah pada perguruan tinggi kelas dunia berbasis riset diperlukan berbagai upaya untuk dapat memenuhi persyaratan-persyaratan yang memadai. Berbagai rintisan kerjasama internasional bidang pendidikan yang telah

CHAPTER 1

According to the decree of the Minister of National Education Republic of Indonesia No. 232/U/2000 on the Competencies Based Education Systems, which was reiterated on the Decree No 045/U/2002 has stressed to develop students intellectual capability to become responsible citizens. Bogor Agricultural University has translated this national Competence - Based curriculum (KBK Kurikulum Berbasis Kompetensi) into the Bogor Agricultural University setting Major - Minor curriculum systems. The Department offers Major Minor Programs designed to qualify students for application in either of two major fields of agriculture, or for positions where competence in both fields is required. However, deeper and specific assessment with regard to the implementation of Major-Minor Programs is really required. Effective 2005, Bogor Agricultural University starts to evaluate and reorganize its departments to appraise whether the subjects being offered are aligned with the proposed action plan. Finally, the university uses performance indicators and has designed the academic Information Sistem Informasi Systems ( SIMAK Akademik) to assess learning outcomes to improve educational quality and administrative effectiveness. The successful efforts made previously as well as the internal condition of Bogor Agricultural University 2007 have indicated that the university has successfully built an embryo to be the Research based University. The increased number of qualified staff, number of scientific publications, patents,

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BAB 1 CHAPTER 1 6

the initiation of income generating, cooperation networks with the government and industries, inventions and the applied research implemented have invented new variety, vaccines and seedlings as commodity, and the agricultural machineries are the indicators of the achievements. At the end, those achievements will encourage the establishment of the labeling systems, healthy organization, well-implemented of quality programs and better business management. To ensure that Bogor Agricultural University uses the resources to the best advantage, the university must implement processes for the ongoing improvement. Bogor Agricultural University needs to be explicit about its goals, improve the work performance, increase the remuneration and benefits for Faculty members and educational staff, enhance the international academic reputation, improve the quantity and quality of the research programs, increase the income through the non-conventional funds, and improve the quality of both and academic non-academic facilities of the university. Achievements made in the last few years have become the foundation for Bogor Agricultural University to be the World Class University. To foster the development of the University's goal to the research based university steps have to be taken to comply with required qualifications. International collaboration research for education have been established, particularly with the USA, European Economic Communities, Eastern European countries, Japan, China, Taiwan,

dilakukan, terutama dengan Amerika, Uni Eropa, Eropa timur, Jepang, China, Taiwan, dan Australia, terutama dalam pengembangan pendidikan pascasarjana. IPB berusaha untuk memperoleh pengakuan internasional dengan memfokuskan pada akreditasi internasional terutama bagi depertemen, pusat penelitian, dan program studi pascasarjana unggulan. Disisi lain juga diupayakan untuk mencapai peringkat top dunia yang reliable pada tahun-tahun mendatang

1.2. Dasar Hukum dan Posisi Rencana Strategis

1. Legal Basic: a. Government Regulations No. 154 of 2000 Article No. 30 b. Government Regulations No. 154 of 2000 Article No. 19 c. Letter of Decision of Board of Trustees No. 59/MWA-IPB/2007 2. The Position of University Strategic Plan, Action Plan and Annual Budget The Bogor Agricultural University Strategic Plan, Work Plan, and the Annual Budget Plan are an integrated plan. This program is presented in the following Figure (Figure 1.1)

1. Dasar Hukum a. Perturan Pemerintah No. 154 tahun 2000 pasal 30 b. Peraturan Pemerintah No. 154 tahun 2000 pasal 19 c. Ketetapan MWA No. 59/MWAIPB/2007 2. Posisi Rencana Strategis IPB dan Rencana Kerja dan Anggaran Tahunan Rencana Strategis IPB dan Rencana Kerja dan Anggaran Tahunan IPB merupakan suatu kesatuan (Gambar 1.1).


1.2 Legal Status and Strategic Plan Position

CHAPTER 1

BAB 1

and Australia, specifically for the development of the Graduate School. Those networks and cooperation were established to accredit their Graduate Study program, as well as the Departmental Units, and its Research Centers. This cooperation involves establishment of scholarships for advanced studies, enhancement of doctorate level research capabilities, modernization of laboratory equipment, the holding of international seminars, library expansion, collaborative research, research student programs and the undertaking of twinning programs.

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Pendahuluan

BAB 1

CURRENT CONDITION

STRATEGIC ISSUES

SWOT Analysis

TO ACHIEVE THE EXPECTED CONDITIONS

EXPECTED CONDITION

MISSION

VISION

STRATEGIC PLAN 2008-2013

Direction of The Development

Development Strategy

Goal

- Financial Strategy - Monitoring and Evaluation PROGRAM/ SUB PROGRAM

Objectives

The Operational Plan and Annual Budget

INDICATORS AND TARGETS

Figure 1.1. Direction and Strategic Plan of Bogor Agricultural University Development

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Introduction

CHAPTER 1

1.3 Methods for the Formulation of Strategic Planning These methods show five steps in the formulation of the strategic plan 2008-2013 which will be the basis of directions and guidances in making the yearly operational plan as well as annual budget plan for Bogor Agricultural University. The five steps are as follows: 1. The formation of Draft-0 (Zero). The draft was prepared by the Working Group by soliciting input from the stakeholders/ university community, literature reviews of the related documents systematic analysis of secondary data and information, and was put in the report;

1.3 Metode Penyusunan Metode penyusunan menunjukkan tahapan aktivitas dalam proses penyusunan dokumen hingga tahap pengesahan menjadi Rencana Strategis IPB Tahun 2008-2013 (Keputusan Paripurna MWA), untuk menjadi acuan dalam menyusun Rencana Kerja dan Anggaran IPB tahunan. Tahapan yang dilakukan melalui lima tahap yaitu: 1. Tahap Penyusunan Draft-0 (nol). Suatu dokumen yang disusun dengan menginventarisasi masukan dari stakeholders, studi berbagai dokumen yang relevan, dan menganalisis data dan informasi sekunder yang tersedia menurut sistematika dan struktur penulisan yang disepakati.

1. Draft-0 dipersiapkan oleh tim kecil yang beranggotakan 7 orang (Surat Tugas Wakil Rektor Bidang Sumberdaya dan Pengembangan). 2.

Dibentuk Tim Penyusun Rencana Strategis IPB Tahun 2008-2013 berdasarkan SK Rektor IPB No.085/I3/PR/2008 tanggal 18 Juli 2008 yang bertugas mempersiapkan draft-1 hingga pengesahan MWA IPB


Catatan :

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2. Tahap Penyusunan Draft 1 (satu). Suatu dokumen yang disusun sebagai penyempurnaan draft-0, yang disampaikan pada tahap “konsultasi publik” dan tahap sidang pleno Senat Akademik (SA) IPB. 3. Tahap “Konsultasi Publik” draft kepada stakeholder utama di lingkungan IPB, khususnya Dekan, Ketua Departemen, Kepala Pusat, Direktur, Kepala Kantor, dan pihak lainnya. 4. Tahap Penyusunan Draft 2 (dua). Dokumen disusun setelah mengakomodasikan berbagai masukan anggota SA IPB. Atas dasar persetujuan SA IPB, dokumen ini disampaikan kepada MWA IPB untuk mendapat pengesahan. 5. Tahap Pengesahan Rencana Strategis IPB Tahun 2008-2013. Disusun setelah mengakomodasi berbagai saran dan informasi tambahan dari anggota MWA dalam Sidang Paripurna MWA IPB. Rencana strategis yang telah disempurnakan menjadi dokumen resmi dan mengikat bagi seluruh stakeholder terkait di IPB.

CHAPTER 1

st

2. The Formation of 1 Draft (First). The First draft was prepared, as the finalization of the draft-0. The First Draft of the Strategic Plan was shared with the universities constituent at large and administrative officers to seek input from them, before arriving at a final draft. The draft then, was submitted to the Academic Senate Plenary Meeting for reviewing. 3. The Public Hearing of the First Draft. The first draft was submitted to the Deans, Haed of the Departments, Head of Centers, Directors, and other community members of the Bogor Agricultural University for reviewing. Public hearing is needed to provide ample opportunities to the University community at large to participate in the process. The Committee drafted a strategic plan through a process of synthesis as comprehensive as possible. 4. The Formation of the Second Draft. Using the input received, coupled with the knowledge and expertise represented by the Academic Senate, the Second Draft then was prepared. With the approval of the Academic Senate, the “Second Draft” was submitted to the Board of Trustees for review and approval. 5. Plenary Meeting for the University Strategic Plan Approval. Considering the result of analyses and studies as well as feedback from the Board of Trustees in their Plenary Meeting, then the draft of the university strategic plan 2008-2013 was endorsed and approved. The strategic plan 2008-2013 become an official

9

Pendahuluan

BAB 1

document and the basis for the formulation of the operational plan and Rector's General Policy Directions. Notes

: 1. Draft-0 was prepared by the small group consisted of 7 (seven) (As appointed by the Vice Rector for Resources and Development). 2. With reference to Decision Letter of Rector of Bogor Agricultural University No. 085/13/PR/2008, dated 18 July 2008, the Strategic Plan 2008-2013 Team was formulated. The Team is responsible to prepare the Draft-0 and finalize it up-to the approval to be the official document.

10

Introduction

CHAPTER 1

1.4

The Organization

According to the Government Act No. 154 of 2000 on the Legal Status of Bogor Agricultural University as State-owned Legal Entity Universities (BHMN) and the Decision of Board of Trustees No. 17/MWA IPB/2003 on the Bogor Agricultural University's By Law, as well as the Decision of Board of Trustees No . 77/MWA-IPB/2008, the organizational structure of Bogor Agricultural University is as follows: (1). The highest body to govern the University are the Board of Trustees and Academic Senate; (2). Executive Boards are Rector and Vice Rectors; (3). Academic Units are: Faculties, Research Bureau and Community Services, Departments and Centers; (4). Administrative Units are: Directorates and Offices; and (5) The Supporting Units are: Library, Laboratories, Workshops, Animal Hospital, University Farms, Business Unit, Securities Units, and other units. The Organizational structure of Bogor Agricultural University is presented in Figure 1.2 1. Board of Trustees, is the University's highest decision making body that

1.4. Organisasi IPB Berdasarkan Peraturan Pemerintah Nomor 154 Tahun 2000 tentang Penetapan Institut Pertanian Bogor sebagai Badan Hukum Milik Negara (BHMN) dan Ketetapan MWA Nomor 17/MWA-IPB/2003 tentang Anggaran Rumah Tangga IPB, melalui Ketetapan MWA Nomor 77/MWAIPB/2008, organisasi IPB terdiri atas organ: (1) penentu yang terdiri atas Majelis Wali Amanat (MWA) dan Senat Akademik, (2) pengelola yaitu Rektor dan Wakil Rektor, (3) Pelaksana akademik terdiri atas fakultas, lembaga penelitian dan pengabdian kepada masyarakat, departemen dan pusat, (4) Pelaksana administrasi yaitu direktorat dan kantor, dan (5) penunjang yang meliputi perpustakaan, bagian/lab, bengkel, rumah sakit hewan, kebun universitas (university farm), satuan usaha, satuan keamanan dan ketertiban, dan bentuk lainnya. Struktur organisasi IPB disajikan pada Gambar 1.2. 1. Majelis Wali Amanat, merupakan organ penentu tertinggi institut yang berfungsi merepresentasikan kepentingan institut, kepentingan pemerintah dan


BAB 1

kepentingan masyarakat. Untuk kelancaran tugas dalam pengawasan, MWA dibantu oleh Dewan Audit yang secara independen melakukan evaluasi hasil evaluasi audit internal dan eksternal atas penyelenggaraan institut untuk dan atas nama MWA IPB. 2. Senat Akademik, merupakan organ normatif tertinggi institut dalam bidang akademik. IPB membentuk Dewan Guru Besar yang membantu pengembangan budaya akademik, integritas moral, etika dan kesujanaan di lingkungan IPB. 3. Pimpinan Institut (Rektor dan Wakil Rektor), merupakan representasi IPB yang berwenang dan bertanggung jawab dalam penyelenggaraan IPB, dalam pelaksanaan tugasnya Rektor dibantu oleh 4 (empat) Wakil Rektor, yaitu Wakil Rektor Bidang Akademik dan Kemahasiswaan, Wakil Rektor Bidang Sumberdaya dan Pengembang-an, Wakil Rektor Bidang Riset dan Kerjasama dan Wakil Rektor Bidang Bisnis dan Komunikasi. 4. Pelaksana Akademik a. Fakultas, organisasi Fakultas terdiri atas Pimpinan Fakultas (Dekan dan Wakil Dekan), Senat Fakultas, Departemen dan Bagian. b. Sekolah Pasca Sarjana, berkedudukan setingkat Fakultas. Organisasi Skolah Pasca Sarjana terdiri atas Pimpinan (Dekan, Wakil Dekan dan Sekretaris).

CHAPTER 1

represent the government, the university's community and the public. To manage and auditing the implementation of strategic plan, the operational plan of the university, the Board of Trustees will be assisted by Board of Auditor (Dewan Auditor), which will evaluate independently both the external and internal audit report yearly working and budget plans, on behalf of the Board of Trustees. 2. The Academic Senate, as the highest academic normative board in the institute, Academic Senate (SA) mean the organ of Bogor Agricultural University that administers and develop academic life as well as moral and ethical integrity within the university community. 3. The Executive Boards (Rector and Vice Rectors), represent Bogor Agricultural University toward further fulfillment of its mission. To execute his duties and his daily activities, Rector will be assisted by four Vice Rectors: a). for Academic and Student Affairs; b). Vice Rector for Resources and Development; c). Vice Rector for Research and Collaborations; and d) Vice Rector for Business and Communication. 4. Dean of School and Faculty a. D e a n s h i p : T h e o r g a n i z a t i o n a l structure of the Faculty is consisted of Dean and Vice Dean, Academic Senate of Faculty, Departments, and Functional Units.

11

Pendahuluan

BAB 1

b. Graduate School, according to the organizational structure, it is in the same level as the Faculty. The Organizational Structure of the Graduate School are: the Executive Boards that consisted of Dean and Vice Dean, and the Secretary. c. The Graduate School of Business Management, Diploma Program, and the School of First Common. Its organizational structure consisted of Director and Assistant/Deputy Director. d. D i r e c t o r a t e o f R e s e a r c h a n d Community Services (LPPM). This Directorate is headed by the Director and is assisted by the Deputy Director for Research Program, and Deputy director for Community Service and Secretary.

12

Introduction

CHAPTER 1

5.

Administrative Units (Directorate, Offices, and the Executive Secretary of the Institute) Directorate is headed by the Director, whose daily activities is coordinated by the Vice Rector. Office is headed by the Director, and the Secretary of Institute is headed by the Executive Secretary, and his daily activities is directly managed by Rector. a. Vice Rector for Academic and Student Affairs: assists the Rector in coordinating with (1), Directorate of Education Assessment and Development; (2). Directorate of Academic Administration; (3)

c. Program Pascasarjana Manajemen dan Bisnis (MB), Program Diploma, dan Program Tingkat Persiapan Bersama (TPB). Organisasinya meliputi Direktur dan Asisten/Wakil Direktur. d. Lembaga Penelitian dan Pengab-dian Pada Masyarakat (LPPM). dipimpin oleh seorang Kepala yang dibantu oleh Wakil Kepala Bidang Penelitian, Wakil Kepala Bidang Pengabdian kepada Masyarakat dan Sekretaris. Kegiatan LPPM dilaksanakan oleh Pusat-Pusat. 5. Pelaksana Administrasi (Direktorat, Kantor dan Sekretariat Institut), Direktorat dipimpin oleh seorang Direktur yang pelaksanaan tugas sehariharinya di bawah koordinasi Wakil Rektor. Kantor dipimpin oleh seorang Kepala Kantor dan Sekretariat Insitut dipimpin oleh seorang Sekretaris Eksekutif yang pelaksanaan tugas sehariharinya langsung di bawah Rektor. a. Direktorat di bawah koordinasi Wakil Rektor Bidang Akademik dan Kemahasiswaan, terdiri atas (1) Direktorat Pengembangan dan Pengkajian Akademik, (2) Direktorat Administrasi Pendidikan; (3) Direktorat Kemahasiswaan, dan, (4) Direktorat Pengembangan Karir dan Hubungan Alumni; b. Direktorat di bawah koordinasi Wakil Rektor Bidang Sumberdaya dan Pengembangan, terdiri atas (1)

d.

e.

6.

Supporting Units. The Supporting Units are established to support the learning activities of the university. The curricular programs are supported by the modern facilities and specialized equipment, laboratories, experimental fields and research, marketing products and services, as well as the referral services. The supporting

Selain Struktur organisasi utama tersebut, terdapat pelaksana pembangkitan

BAB 1


c.

Direktorat Perencanaan dan Pengembangan, (2) Direktorat Keuangan; (3) Direktorat Sumberdaya Manusia, dan, (4) Direktorat Fasilitas dan Properti; c. Direktorat di bawah koordinasi Wakil Rektor Bidang Riset dan Kerjasama, terdiri atas (1) Direktorat Riset dan Kajian Strategis, dan (2) Direktorat Kerjasama dan Program Internasional; d. Direktorat di bawah koordinasi Wakil Rektor Bidang Bisnis dan Komuniksi, terdiri atas (1) Direktorat Bisnis dan Kemitraan, dan (2) Direktorat Komunikasi dan Sistem Informasi; e. Kantor dan Sekretariat Institut, terdiri atas (1) Kantor Hukum dan Organisasi; (2) Kantor Manajemen Mutu; (3) Kantor Audit Internal dan (4) Sekretaris Institut. 6. Penunjang Akademik Merupakan satuan kerja yang berfungsi menyediakan sarana kuliah, praktikum, penelitian, pemasaran barang dan jasa, pelayanan rujukan dan/atau kegiatan akademik lainnya. Satuan kerja penunjang akademik terdiri atas (1) Perpustakaan, (2) University Farm (UF), (3) Unit Pelatihan Bahasa, (4) Rumah Sakit Hewan Pendidikan, (5) Asrama Mahasiswa, (6) Unit Olah raga dan Seni, (7) Lab Kimia Terpadu, (8) Unit Keamanan Kampus, dan (9) Poliklinik.

CHAPTER 1

b.

Directorate of Student Affairs; and (4) Directorate of Career Development and Alumni Relationship. Vice Rector for Resources and Development. Under his super-vision are: (1). Directorate of Planning and Development; (2). Directorate of Finance; (3). Directorate of Human Resource; and (4). Directorate of Facility and Property. Vice Rector for Research and Collaboration is created to stream-line the research and extension function of the University. (1). Directorate of Research and Strategic Issues; (2) Directorate of Cooperation and International Program. Vice Rector for Business and Communication: (1). Directorate of Business and Partnership; and (2). Directorate of Communication and Information System. Offices and Secretariat of the Institute: (1). Office of Law and Organization; (2). Office of Quality Assurance; (3) Office of Internal Audit; and (4). Executive Secretary of the University.

13

Pendahuluan

BAB 1

units are: (1). Library; (2). University Farm; (3). Language Development Unit; (4). Teaching Hospital for Veterinary Medicine Students; (5). Dormitories; (6). Sport and Cultural Halls; (7). Integrated Chemical Laboratories; (8). Security Unit; and (9). Polyclinic.

14

Introduction

CHAPTER 1

In addition to the Supporting Units, the university has established Business Management to generate additional incomes for the university. Those units are, Academic Business Unit, Supporting Business Unit, and Commercial Business Unit. The Bogor Agricultural Rector is responsible for leading those business units toward further fulfillment of its mission, and its achievable goals. In addition, coordinating Vice Rector for Business and Communication, to call a General Meeting for Stakeholders and serve as the primary liaison for the external relationships.

pendapatan, yaitu Satuan Usaha Akademik (SUA), Satuan Usaha Penunjang (SUP), dan Satuan Usaha Komersial (SUK). Khusus untuk SUK, Rektor IPB selaku pemegang kekuasaan Pengelolaan Aset bertindak sebagai pemegang otoritas RUPS dan representasi untuk melakukan perikatan dengan pihak lain.

Pendahuluan

BAB 1

Majelis Wali Amanat Senat Akademik

Pimpinan Institut Dewan Audit

Dewan Guru Besar

Rektor

Pelaksana Administrasi

Wakil Rektor Bidang Akademik & Kemahasiswaan

Direktorat Administrasi Pendidikan

Direktorat Kemahasiswaan

Direktorat Pengkajian & Pengembangan Akademik

Direktorat Pengembangan Karir & Hub. Alumni

Direktorat Keuangan

Direktorat Sumberdaya Manusia

Direktorat Fasilitas & Properti

Direktorat Perencanaan & Pengembangan

Wakil Rektor Bidang Riset & Kerjasama

Direktorat Riset & Kajian Strategis

Direktorat Kerjasama & Program Internasional

Wakil Rektor Bidang Bisnis & Komunikasi

Direktorat Bisnis & Kemitraan

Direktorat Komunikasi & Sistem Informasi

Wakil Rektor Bidang Sumberdaya & Pengembangan

Sekretariat Institut Kantor Audit Internal

Sekretariat Eksekutif

Kantor Manajemen Mutu

Kantor Hukum & Organisasi

RUPS Faperta

FKH

FPIK

Fapet

Fahutan

Fateta

FMIPA

FEM

FEMA

Departemen

Departemen

Departemen

Departemen

Departemen

Departemen

Departemen

Departemen

Departemen

SPs

LPPM

Program MB

Pusat

Satuan Usaha Komersial Program Pendidikan TPB

Program MKDU

Program Diploma

Pelaksana Akademik

Unit Pelatihan Bahasa

RSH Pendidikan

Asrama Mahasiswa

Unit Olah Raga & Seni

Lab. Kimia Terpadu

Unit Keamanan Kampus

Poliklinik

Penunjang Akademik

Figure 1.2. Organization Structure of IPB Letter of Decision of Board of Trustees No. 77/MWA-IPB/2008

Keterangan : Garis Komando Garis Koordinasi

Introduction

University Farm

CHAPTER 1

Perpustakaan

Satuan Usaha Penunjang

15

Chapter 2

SWOT Analysis

Analisis SWOT

Analisis SWOT

Isu-isu strategis yang dipertimbangkan dalam penyusunan rencana strategis IPB meliputi: 1. A r a h p e m b a n g u n a n I n d o n e s i a , khususnya di bidang ekonomi, pangan, bioenergi, kesehatan, manajemen sumberdaya alam dan lingkungan. 2. Kecenderungan persaingan global pendidikan tinggi yang mengharuskan perguruan tinggi di dalam negeri untuk meningkatkan daya saingnya, baik dalam penyelenggaraan maupun mutu lulusan yang kompetitif bertaraf internasional. 3. Perubahan regulasi penyelenggaraan pendidikan tinggi yang mengharuskan perguruan tinggi dapat memposisikan sebagai institusi penghela kemajuan bangsa yang berorientasi jauh ke depan, dan tidak terperangkap pada aspek solusi yang parsial dan jangka pendek. 4. Belum terbangunnya sinergi kerjasama antar perguruan tinggi dan dengan jejaring mitra strategisnya baik instansi pemerintah maupun swasta, sehingga penyelesaian masalah nasional tidak efisien, tumpang tindih parsial, dan berjalan lamban. 5. O p t i m a l i s a s i p e r a n I P B d a l a m penyelenggaraan pendidikan tinggi yang harus mampu menghasilkan lulusan yang kompetitif, bermutu dan kompeten serta penelitian yang bermanfaat bagi pengembangan IPTEKS dan sesuai dengan kebutuhan masyarakat.

SWOT Analysis

In meeting the challenge of the globalization, Bogor Agricultural University development is implemented based on the new paradigm in which institutional autonomy and accountability becomes strategic issues.. Those issues are as follows: 1. T h e d i r e c t i o n o f t h e N a t i o n a l Development of Indonesia, particular-ly for the development in the fields of economic, food, bioenergy, health, natural resources and environmental management. 2. The future trend of tough competition among the education institutions, thus, those institutions are faced with complex challenges and only those who persevere will survive. In order to face these challenges, the Indonesian universities should improve their learning innovations to produce quality graduates who are competitive and internationally recognized. 3. Transformation in regulations for the management of higher education institutions in Indonesia, encourage to change their education systems. It is expected that Indonesia will have a competitive leverage due to the existence of highly reputable higher education institutions. 4. Strengthening and cultivating new strategic connection between Bogor Agricultural University and other institutions of higher education in Indonesia and other networks of both

BAB 2

2.1. Isu-Isu Strategis

CHAPTER 2

2.1. Strategic Issues

17

BAB 2

Analisis SWOT

5.

6.

18

SWOT Analysis

CHAPTER 2

7.

8.

government and private institutions. The network will enable to reduce redundancies in research projects as well as to expedite the national problem solving. The optimalization of Bogor Agricultural University as a leading education centre that produce qualified graduates, and enhance university responsiveness to continuous and rapid changes of community needs and development challenges. Develop students' intellectual capability to become responsible citizens and have competitive characteristics. Finally, the University is expected, to be responsive to the societies needs to design research programs towards the discovery of knowledge and science. For effective and efficient implementation of Tridarma at Bogor Agricultural University, it is required that the university should impose the management of the educational programs transparant and accountable. The encouragement of resources mobilization of Bogor Agricultural University in meeting the challenge of globalization. It is expected that the University will become a competitive leverage due to the existence of highly reputable to effectively generate and manage the University financial resources required to support the academic activities of Bogor Agricultural University. Insufficient salaries and benefits for meritorious lectures and other staff,

6.

7.

8.

Efektivitas dan efisiensi penyelenggaraan tridharma di IPB yang mengharuskan pengelolaan kegiatan akademik dan manajemen mengacu pada keprimaan operasi ( operational excellence ) yaitu pemanfaatan investasi sumber daya dan sistem pengelolaannya yang transparan dan akuntabel. Pengerahan atau mobilisasi (deployment) sumberdaya yang masih belum optimal yang memerlukan upaya untuk mendayagunakan seluas-luasnya dalam atau untuk berbagai kegiatan akademik dan pembangkitan pendapatan yang berkontribusi optimal bagi IPB. Kesejahteraan yang masih kurang memadai, sementara external driven yang mengarah kapada opportunity costs sangat terbuka lebar, sehingga berakibat pada berkurangnya sumberdaya yang berkualitas (brain drain) bagi pengembangan IPB.

2.2 SWOT Matrix Analysis

2.2. Matriks Analisis SWOT

Based on the current situation and condition, Strengths, Weaknesses, Opportunities, and Threats (SWOT) of Bogor Agricultural University is formulated and is presented in Table 2.1 This SWOT analysis has been referred to for dhe Development Plan of Bogor Agricultural University 2025.

Berdasarkan situasi dan kondisi yang ada, maka dapat disusun analisis Strengths, Weaknesses, Opportunities, and Threats (SWOT) sebagaimana disajikan pada Tabel 2.1. Hasil analisis SWOT ini digunakan sebagai pertimbangan untuk menetapkan strategi pengembangan IPB 2025.

Based on the identified strength, weaknesses of the Bogor Agricultural University, as well as its opportunities and threats encountered in the development of Bogor Agricultural University, it is deemed necessary to formalize the development strategy of Bogor Agricultural University, as follows: (1). The development of strength and optimalize it opportunities; (2). The development of its strength to encounter the threats; (3). To minimize the weakness for the

Mencermati identifikasi kekuatan (strengths), kelemahan (weaknesses) yang dimiliki IPB serta peluang (opportunities) dan ancaman (threats) yang dihadapi dalam pengembangan IPB, maka perlu diupayakan rumusan strategi pengembangan IPB, melalui: (1) mengembangkan kekuatan (strengths ) dan mengoptimalkan peluang (opportunities), (2) mengembangkan kekuatan (strengths ) untuk mengatasi ancaman (threats) , (3) meminimalkan kelemahan

Analisis SWOT

BAB 2

whereas the external driven for better opportunities are open widely. The situation have caused the brain drain of qualified lectures and skilled staff that effect to the university development.

Strength

Code

Weaknesses

S1

Bogor Agricultural University name as the only higher learning institution in Indonesia with areas of emphasis and excellence in agriculture majoring in tropical agriculture

W1

The average of accumulative total score of students intake are relative low

W2

Time span for students to finalize their study are relatively longer than expected

SWOT Analysis

Code

CHAPTER 2

Table 2.1 Development Plan of Bogor Agricultural University 2025

19

Analisis SWOT SWOT Analysis

BAB 2 CHAPTER 2 20

Code

Strength

S2

The adequacy of experienced academic and support staff, as well as its facilities to implement the multilevel strata teaching and learning program

S3

High lectures to student ratio 1:21

S4

Established and proven know-how/ expertise in the field of agriculture

S5

Transparent selection of students based on the principle of merit., to make Bogor Agricultural University the institution of choice for talented students who desire to study to take agricultural and entrepreneurships education program

Code

Weaknesses

W3

The competencies of Bogor Agricultural University graduates to cope with rapidly changing environment and the lower successful number for the graduates in having job in the international labor market

W4

Low proportion of Professor holders among academic staff

W5

The professionalism and the qualification of Bogor Agricultural University’ Faculty members are relatively low

W6

Insufficient numbers of books and international scientific journals subscribed for the successful of learning process

S6

Dynamic and progressive studentcentered learning communication that foster student success

W7

S7

Both the existing Research Centers and Community Development program which are responsive with the stakeholders demand

Umbrella for research program related to Bogor Agricultural University competencies has yet institutionalized

W8

Lack of synergetic relationships between research and the community development programs

W9

Lack of coordination and integration between faculty members as well as departmental units in implementing research activities as well as the community development programs

W10

Limited budget for research activities has caused the lack of research habits among the faculty members

S8

Supported by appropriate Information Technology both Intranet and Internet

S9

Cooperation networks with government institutions, international, national and local as well as non-government institutions.

W11

The number of scientific publications published by the national and international accredited journals are relatively low

W12

The number of marketable research products used by companies and societies are relatively low

W13

The identificatimn of appropriate level of Bogor Agricultural University resources for funding sources required to support the planned education Merit program for academic excellence has not been optimalized

W14

No maximum guarantee for the continuues support for the quality and the maintenance of Bogor Agricultural University’ infrastructures that includes equipment, cleanliness of its premises, watep supplies and electricity connections

W15

Insufficient salaries and benefits for both faculty and educational staff.

Code

Oppotunities

Code

Threaths

O1

The globalization era has given opportunities for Bogor Agricultural University to play important role in local - international development

T1

The impact of globalization in various sectors has caused the higher learning institutions to generate non knowledge and to improve its competitiveness to enable them to achieve the highest level locally as well as internationally

Analisis SWOT

Weaknesses

SWOT Analysis

Code

BAB 2

Strength

CHAPTER 2

Code

21

Analisis SWOT

BAB 2

Code

Strength

Code

O2

The development of agribusiness and agroindustry in Indonesia, which are supported by the abundance of natural resources has enabled Indonesia to be The prospective and a promising country

T2

The next paradigm in national development does not put the agriculture as the basic flat form for its development programs

T3

The growing competition among public universities to recruit talented prospective students

T4

The decreasing animo of prospective students to pursue to the higher learning institutions, particularly in agricultural fields

T5

Rapidly changing environment and highly demanding job market, especially graduates of Bogor Agricultural University to get jobs from the job market

T6

The weakness support of the support of the agricultural fields in supporting the national economic development

T7

The impact of globalization has triggered tougher competition in international job market

22

SWOT Analysis

CHAPTER 2

O3

The increasing demand of skilled labor at the domestic job market, which are related to the various Bogor Agricultural University’s competences

O4

The established network to improve the quality and capability of staff to access scientific information supported by appropriate Information Technology

O5

The increasing demands of consultation services offered by Bogor Agricultural University expertises

O6

The increased request for Bogor Agricultural University expertise services

O7

The status of Bogor Agricultural University as State- owned legal entity universities, has enabled the university to improve the academic quality, products and its services, as well as achieving Bogor Agricultural goals

Weaknesses

O9

Bogor Agricultural University with its research and community services is committed to continue providing the highest quality teaching community, and one of the highly reputable university in the future

Based on the identified strength, weaknesses of the Bogor Agricultural University, as well as its opportunities and threats encountered in the development of Bogor Agricultural University, it is deemed necessary to formalize the development strategy of Bogor Agricultural University, as follows: (1). The development of strength and optimalize it opportunities; (2). The development of its strength to encounter the threats; (3). To minimize the weakness for the utilization of opportunities; and (4). Minimize the weaknesses to encounter threats. Matrix of development strategy of Bogor Agricultural University is presented in the Table 2.2

Mencermati identifikasi kekuatan (strengths), kelemahan (weaknesses) yang dimiliki IPB serta peluang (opportunities) dan ancaman (threats) yang dihadapi dalam pengembangan IPB, maka perlu diupayakan rumusan strategi pengembangan IPB, melalui: (1) mengembangkan kekuatan (strengths ) dan mengoptimalkan peluang (opportunities), (2) mengembangkan kekuatan (strengths ) untuk mengatasi ancaman (threats) , (3) meminimalkan kelemahan (weaknesses) untuk memanfaatkan peluang (opportunities), dan meminimalkan kelemahan (weaknesses) untuk menghindari ancaman (threats). Matrik strategi pengembangan IPB tersebut disajikan pada Tabel 2.2.

Analisis SWOT

Public perception for Bogor Agricultural University reputation as one of the leading higher education institutions in Indonesia

Weaknesses

SWOT Analysis

O8

Code

BAB 2

Strength

CHAPTER 2

Code

23

Analisis SWOT

BAB 2

Table 2.2 Matrix of Development Strategy of Bogor Agricultural University 2025 Based on the SWOT Analysis Strengths S1, S2, S3, S4, S5, S6, S7, S8, S9

Opportunities O1, O2, O3, O4, O5, O6, O7, O8

Threats T1, T2, T3, T4, T5, T7

Strategy S-0 Improvement access and equity development of students’ intellectual capability S1, S2, S3, S4, S5, S6 – O1, O3, O7, O8 Improvement of research quality and community services S7, S8, S9 – 02, S4, O5, O6, O8 Strategy S-T Improvement of resources capacity S9 – T6, T7 Strengthening the management systems S2, S4, S5, S9 – T1, T2, T3, T4, T6

24

SWOT Analysis

CHAPTER 2

Remuneration and benefits increment S9 – T5, T6, T7

Weakness W1, W2, W3, W4, W5, W6, W7, W8, W9, W10, W11, W12, W13, W14, W15 Strategy W-O Improvement of University Resources capacity W3, W13, W15 – O5, O6 Remuneration and benefits increment W13, W15 – O4, O8

Strategy W2-T Remuneration and benefits increment W13, W15 – T1, T2, T5, T6 Strengthening the management systems W4, W5, W14 – T3, T4, T6, T7

Chapter 3

Direction and The Strategic Plan

Arah dan Strategi Pengembangan

" Menjadi perguruan tinggi berbasis riset kelas dunia dengan kompetensi utama pertanian tropika dan biosains serta berkarakter kewirausahaan ". Misi IPB untuk pengembangan IPB lima tahun ke depan (2013) adalah: 1. Menyelenggarakan pendidikan tinggi bermutu tinggi dan pembinaan kemahasiswaan yang komprehensif dalam rangka meningkatkan daya saing bangsa. 2. Mengembangkan ilmu pengetahuan dan teknologi sesuai kebutuhan masyarakat

Arah dan Strategi Pengembangan Direction and The Strategic Plan

Mengacu pada Rencana Pembangunan Jangka Panjang Departemen Pendidikan Nasional 2005-2025, Renstra IPB 2020 yang telah dirumuskan sebelum IPB berstatus BHMN, dan draft Rencana Pengembangan IPB 2025 - Senat Akademik IPB, dan tuntutan pembangunan ekonomi dalam mewujudkan indonesia sebagai negara agraris dan bahari, maka visi IPB jangka panjang yang telah dirumuskan mulai tahun 2003 ditetapkan sebagai Visi IPB 2025, yaitu ”Menjadikan IPB sebagai perguruan tinggi bertaraf internasional dalam pengembangan sumberdaya manusia dan IPTEKS dengan kompetensi utama di bidang pertanian”. Berdasarkan visi jangka panjang tersebut maka Rencana Strategi (Renstra) IPB 2008-2013 yang merupakan bagian dari Rencana Pengembangan IPB 2025 disusun visi IPB 2008-2013 dengan memberikan penekanan pada biosains sebagai ilmu dasar dan jiwa kewirausahaan, sebagai berikut:

BAB 3

With reference to the Long-Term Strategic Plan of the Department of National Education 2005-2025, as well as Bogor Agricultural University Strategic Plan 2020 adopted by the Board of Trustees prior to the shifting of the University legal status of to be the Stateowned Legal Entities Universities (BHMN), and complement to the existing draft of the Strategic Plan of Bogor Agricultural University 2025 approved by the Academic Senates as well as in respond to the Nation's commitment for the economic development of Indonesia to be community the agricultural and maritime community, Bogor Agricultural University decided that the Long-term vision of the University adopted 2003 will become the vision of the Bogor Agricultural University for 2025, which will declares the University to be “a leading higher education institution of international quality in the development of science, technology, art and human resources with tropical agriculture as its core competence”. Based on the vision of those Long-Term Strategic Plan of the Department of National Education 2005 2025, the Strategic Plan of Bogor Agricultural University 2008-2013 as part of the University Development Plan 2025 was formulated. The Strategic Plan of Bogor Agricultural University 2008-2013 reaffirms the goals of the previous versions while incorporating some editorial changes and placing greater emphasis to accelerate engagement of

3.1. Visi, Misi dan Tujuan IPB

CHAPTER 3

3.1. Vision, Mission, Objectives and Quality Statement

25

Arah dan Strategi Pengembanagan Direction and The Strategic Plan

BAB 3 CHAPTER 3 26

bioscience as basic science for nation economic development with focus on entrepreneurships: “to be the World Class Research University with bioscience and entrepreneurships as its core competence”. In view of the above Vision of Bogor Agricultural University, the mission of the University will be as follows: 1. To offer challenging academic programs and demonstrate a commitment to the development of both the undergraduates and graduate students who seeks advance degree programs that prepare them to make significant contribution to their fields, with particular purpose to be a competitive nation. 2. To expands the boundaries of knowledge and insight of Bogor Agricultural University through teaching, research, artistic expression, which is relevance to the national needs as an agricultural and maritime society. It is really required as the trends that the university will becoming more competitive 3. To promote a model for systematic management for higher education institutions and pervasive attention to competencies, effectiveness, efficiencies, transparencies, and accountability. 4. To prepare students to take leadership roles in society through an education that stresses moral and spiritual as well as on righteousness and human-right principles.

3.

4.

agraris dan bahari pada masa sekarang dan kecenderungan pada masa yang akan datang yang semakin kompetitif. Membangun sistem manajemen perguruan tinggi yang berkarakter kewirausahaan, efektif, efisien, transparan, dan akuntabel. Mendorong terbentuknya masyarakat madani berdasarkan kebenaran dan hak azasi manusia.

Untuk menyelenggarakan misi dan mencapai visi IPB, dirumuskan tujuan yang harus dicapai IPB, yaitu : 1. Menghasilkan lulusan yang bermutu yang mampu mengembangkan dan menerapkan IPTEKS serta mempunyai jiwa kewirausahaan. 2. Memberikan inovasi IPTEKS ramah lingkungan untuk mendukung pembangunan nasional melalui perwujudan negara agraris dan bahari dan memperbaiki kesejahteraan umat manusia. 3. Menjadikan IPB sebagai lembaga pendidikan tinggi yang siap menghadapi tuntutan masyarakat dan tantangan pembangunan yang berubah dengan cepat secara nasional dan global. 4. Menjadikan IPB sebagai kekuatan moral dalam masyarakat madani Indonesia.

Bogor Agricultural University has successfully established embryo of research based university, during its transition toward full-pledge BHMN. The Development Plan of Bogor Agricultural University for 2025 will be focused into the three aspects. First: To follow-up to the achievements made within the transition period, Bogor Agricultural University planned to build the strong foundations for Bogor Agricultural University to be a Research Based University

3.2. Arah Pengembangan IPB 2025 IPB telah berhasil meletakkan dasardasar embrio universitas berbasis riset pada masa transisi BHMN. Pengembangan IPB hingga tahun 2025 ke depan difokuskan pada 3(tiga) aspek utama. Pertama menindaklanjuti keberhasilan selama masa transisi dengan membangun pondasi-pondasi Universitas Berbasis Riset (Research Based University atau RBU) dan kewirausahaan (Enterpreneurial University). Dengan modal ini ditargetkan IPB memiliki daya saing tinggi dan berkompetisi secara sehat dengan


The Direction of Bogor Agricultural University 2025 Development Plan

CHAPTER 3

3.2

BAB 3

To achieve its mission and to realize Bogor Agricultural University's vision, directions to execute these university's vision were formulated as follows: 1. To produce quality graduates who are competitive and resilient, as well as competent in utilizing and developing science and technology with entrepreneurships characteristics. 2. To develop friendly scientific and technological innovation for the improvement of national development, which is relevance to the national programs to be an agricultural and maritime society, as well as to improve the welfare of human beings. 3. To enhance university responsiveness to continuous and rapid changes of community needs and development challenges 4. To establish IPB as a moral force for Indonesian civil society.

27


BAB 3 CHAPTER 3 28

and entrepreneurships. These foundations will enable Bogor Agricultural University to be more competitive with other international universities. An aggressive efforts to achieve the goal should be prepared, by developing more conducive and stimulative program. The quality of teaching and supervision at Bogor Agricultural University is underpinned by research and scholarship, and the university is committed to optimising the benefits to students of studying within a dynamic research environment. Bogor Agricultural University strengths in research bring particular benefits to teaching - leraning process at Bogor Agricultural University across the disciplines, and how best practice in this area can be shared. The development of research programs, both the research grants and collaborative research programs will increase the percentage of the number of graduate students, as well as will encourage the university community to implement the research programs. The improved number of university' research programs will produce more scientific publications, intelectual property right (IPR) and patent, and other marketable research products, which will generate revenue to the university, its departments, and its individual inventors. In addition, improved research products will increase the university capacity in establishing more collaborative networks as well as revenue generating activities. The success of the university to increase the qualified graduates, scientific research publications, and the IPR and patent enhance the university public recognition, which will

perguruan-perguruan tinggi lainnya di dunia. Upaya ke arah itu perlu dilakukan secara lebih agresif melalui upaya-upaya kondusif dan stimulatif. Pengembangan riset baik berupa hibah-hibah riset atau riset kerjasama yang dikaitkan dengan proses belajar mengajar selanjutnya dapat meningkatkan mutu proses belajar mengajar (PBM), mendorong partisipasi mahasiswa dan dosen dalam berbagai paket riset yang mempercepat laju lulusan (annual graduates), publikasi ilmiah, paten, dan produk riset komersial. Peningkatan laju lulusan, publikasi riset, dan perolehan paten menjadi pembangkit citra publik yang memperbesar peluang komersialisasi produk riset ke masyarakat luas yang berimplikasi balik pada peningkatan kepercayaan publik serta pengembangan usaha-usaha komersial. Perbaikan kepercayaan publik akan memperbesar berbagai hubungan kemitraan baik dengan sektor swasta maupun pemerintah yang menjadi kekuatan riset kolaboratif dan konsorsium. Peningkatan produk riset komersial akan menguatkan usaha-usaha komersial dan memperbaiki pendapatan institusi. Pendapatan yang sehat berkelanjutan ini menjadi pemacu kesejahteraan pegawai dan dosen, pemasok sarana/prasarana riset serta insentif riset yang diharapkan meningkatkan minat dan budaya, serta pelaku riset yang bermutu sehingga menopang siklus pengembangan proposal riset unggulan secara berkelanjutan. Kedua, membangun kapasitas institusi dan tatapamong perguruan tinggi yang baik


BAB 3

(good university governance atau GUG ). Pengembangan GUG di IPB dilakukan melalui penyempurnaan sistem ketatapamongan yang akan membangun trust dan confidence para stakeholders dan shareholders (dalam PT BHMN shareholders direpresentasi oleh MWA) dan menunjang pengembangan “usaha komersial”. Dengan ketatapamongan ini diharapkan kepercayaan dari masyakarat akan meningkat bila IPB cukup sehat dalam empat sistem berikut: (1) audit, (2) akuntansi, (3) keberadaan komite-komite yang independen (segregasi fungsi dalam organisasi) dan (4) publikasi laporan (Keasey dan Wright, 1997). Ketatapamongan ini perlu diterjemahkan ke dalam praktek manajemen yang baik yang memerlukan bentuk organisasi, kebijakan dan prosedur yang baik dan SDM yang bermutu dan mempunyai integritas baik. Ketiga, meningkatkan tanggung jawab sosial dan kesejahteraan (social responsibility and prosperity), IPB harus dapat berkontribusi pada terciptanya dan meningkatnya kesejahteraan sosial di masyarakat luas yang mencakup pemecahan masalah, pencerdasan dan pemberdayaan masyarakat, peningkatan pendapatan, dan penyediaan lapangan kerja. Hal ini diharapkan dapat terjadi melalui produk lulusan, produk riset, dan produk usaha komersial yang dikembangkan IPB pada kompetensi intinya. Kemampuan IPB berkontribusi terhadap peningkatan kesejahteraan masyarakat luas (khususnya petani) akan berimplikasi balik terhadap peningkatan kepercayaan publik.

CHAPTER 3

attract more collaborative research with partners from private companies as well as the government institutions, for funding and publication; improve the quality of human resources and research infrastructure. The success of the development Campaign for Bogor Agricultural University will be crucial in making a significant contribution to the university's financial sustainability, especially to improve the salary and fringe benefits of its faculty members and educational staff, which will encourage the university community to be involved in quality research programs. Second: To develop institutional capacity and good university governance . The development of good university governance will convince all stakeholders trust and confidence that the organizational healthy is well-implemented by Bogor Agricultural University. The improved trust and confidence will support the university to establish more “Business Unit”. Finally, when Bogor Agricultural University carry out the following four systems: (1). Auditing; (2). Accountancy; (3). Segregation of organizational functions; and (4). The availability of information to the general public. Such healthy organizational should be translated into the healthy management systems that requires improved organizational structure, policies, procedure, as well as the well qualified personnel with integrity. Third: To improve its social responsibility. The enormous breadth and depth of its research constitutes one of the major strengths of Bogor Agricultural

29


BAB 3 CHAPTER 3 30

University. Thus, the university is expected to contribute to generate new knowledge to increase nation's competitiveness, to educate and empower-ment the community, and to generate employment for income generating. Those contributions, particularly for the community development (farmers), will enhance Bogor Agricultural University to articulate the university nationally and internationally recognized excellence in agriculture.

3.3 Strategic Development Plan of Bogor Agricultural University 2008-2013 With reference to the Bogor Agricultural University 2025 Development Plan stated above, and strategic matrix resulted by the SWOT analysis presented at the Chapter II, the direction of Bogor Agricultural University Development Plan 2025 will be defined. The Strategic of Development Plan of 2008-2013, is a sustainable process to achieve the Development Plan 2025 (Figure 3.1). The Strategic Development Plan of Bogor Agricultural University is focused into five Pillars as follows: 1. Expanding access, improving education quality and students affair 2. Improving the research quality and community services 3. Improving the social welfare 4. Developing of capacity resources 5. Strengthening of the management system The five central pillars of Bogor Agricultural University Strategic Plan 20082013 is closely related with the long-term

3.3. Strategi Pengembangan IPB 2008-2013 Arah pengembangan IPB 2025 di atas dan mengacu pada matrik strategi berdasarkan analisis SWOT pada Bab II perlu menetapkan strategi pengembangan IPB tahun 2025. Strategi pengembangan IPB 2008-2013 secara berkelanjutan merupakan tahapan dalam strategis pencapaian visi IPB 2025 (Gambar 3.1). Strategi pengembangan IPB 2008-2013 terdiri atas lima pilar, yaitu : 1. Perluasan akses dan peningkatan mutu pendidikan dan kemahasiswaan 2. Peningkatan mutu penelitian dan pengabdian kepada masyarakat 3. Peningkatan kesejahteraan dosen, tenaga kependidikan dan mahasiswa 4. Peningkatan kapasitas sumberdaya 5. Penguatan sistem manajemen IPB Pilar-pilar strategis IPB tahun 2008-2013 di atas memiliki keterkaitan yang kuat dengan rencana strategis jangka panjang pembangunan pendidikan tinggi di Indonesia, yakni: (1) Higher Education Long Term Strategies (HELTS) 2003-2010, dengan

DIRECTION OF DEVELOPMENT OF BOGOR AGRICULTURAL UNIVERSITY 2025

The Foundation of RBU and Entrepreneurships

Social Responsibility and Prosperity

Good University Governance

DEVELOPMENT STRATEGIC OF BOGOR AGRICULTURAL UNIVERSITY 2008-2013

Expanding access, improving education quality and students affair

Improving the research quality and community services

Improviing the social welfare

Developing of capacity resources

Arah dan Strategi Pengembangan

BAB 3

VISION OF BOGOR AGRICULTURAL UNIVERSITY 2025

Strengthening of the management system

Pilar strategis untuk memperkuat: (1) daya saing bangsa, (2) otonomi dan desentralisasi, dan (3) kesehatan organisasi, dan (2) pilar strategis pembangunan pendidikan tinggi yang tertuang dalam Rencana Strategi Departemen Pendidikan Nasional 2005-2009 (dan draft rumusan rencana stratgis pendidikan tinggi tahun 2010-2015), sebagai bagian dari Rencana Kebijakan Pembangunan Pendidikan Tinggi Jangka Panjang Departemen Pendidikan Nasional ahun 20052025. Pilar strategis pembangunan pendidikan tinggi, yakni: (1) pemerataan dan perluasan akses, (2) peningkatan mutu, relevansi dan daya saing, dan (3) penguatan tata kelola, akuntabilitas dan pencitraan publik (Gambar 3.2.)


Development Plan of the Higher Educations in Indonesia, namely: (1) Higher Education Long Term Strategies (HELTS) 2003-2010, to strengthen the (a) National competitiveness; (b), Autonomy and decentralization, and (c) Organizational healthy; and (2). Strategic Pillar on the Development of Higher Education Institution as stipulated in the Strategic Plan of the Department of National Education 2005-2009 (and Draft of the Strategic Plan of the Higher Education Institutions 2010-2015), as part of the Policies of the Long-term Development Plan of Higher Education Institutions of the Department of National Education 2005-2025. Pillars for the Development of the Higher Education Institutions are as follows: (1). Access and

CHAPTER 3

Figure 3.1. Direction and Strategic Plan of Bogor Agricultural University Development

31

Arah dan Strategi Pengembanagan

BAB 3

Equity, (2). The development of Educational Quality, relevance, and competitiveness, and (3). Good governance in the management systems, accountability, and public recognition (Figure 3.2). The first to fourth Pillar of Strategic Development of Bogor Agricultural University are focused on internal business, whereas the fifth Pillar is the foundation for the university educational programs. Those strategies is reflected in its performance based angegement. Balance scorecard board (BSC) approaches with four perspectives will be utilized: (1). Learning perspective and operational excellence will be focused on resource capacity, (2). Internal business perspective (academic excellence) with its

Pilar strategis kesatu hingga keempat dari strategis pengembangan IPB 2008-2013 menunjukkan fokus bisnis internal, sedangkan pilar kelima menunjukkan pondasi sebagai landasan program. Refleksinya, akan dibangun sistem manajemen yang kuat berbasis pada kinerja ( performance based management ). Pendekatan yang digunakan adalah balanced scorecard (BSC), dengan empat perspektif kinerja (performace excellence), yaitu (1) perspektif pembelajaran dan pengembangan (operational excellence) yang lebih diarahkan pada kekuatan sumberdaya, (2) perspektif bisnis internal (academic excellence) yang berorientasi pada pencapaian mutu kinerja program; penidikan, penelitian, pengabdian kepada masyarakat, pembangkitan pendapatan, dan kerjasama Strategic Pillar of Bogor Agricultural University 2008-2013

32


CHAPTER 3

HELTS

Strategic Pillar DGHE MINED

Nation's Competitiveness

Access and Equitable

Autonomy and Decentralization

Improvement of Quality, Relevance, and Competitiveness



Improving the social welfare

Developing of capacity resources Healthy Organization

Strengthening the Accountability, and Public Image

Strengthening of the management system

Figure 3.2. The Interrelationships of HELTS, Strategic Pillar of the Development of Higher Learning Educaiton and Strategic Pillar of Bogor Agricultural University 2008-2013


BAB 3

kelembagaan, (3) perspektif keuangan yang menekankan pada kemampuan penggalianan pengelolaan dana yang efektif, efisien, dan proporsional (prosperity excellence), dan (4) perspektif pencitraan institusi yang lebih menekankan pada bagaimana membangun respon positif dari pelanggan (customer excellence); orang tua mahasiswa, mitra kerja, pemerintah, dan masyarakat. Melalui pendekatan BSC ini visi, misi dan sasaran IPB tahun 2008-2013, dapat diturunkan dalam peta program strategis, program operasional tahunan dengan indikator hasil dan target kinerja yang terukur. Pilar strategis IPB 2008-2013 di atas, menunjukkan keterkaitan dan aliran aktivitas strategis yang kinerjanya dapat dievaluasi melalui Balanced Scorecard. Pilar strategis IPB 20082013 secara fungsional menunjukkan suatu bangunan strategi yang menjadi acuan dan dijabarkan masing-masing pada program strategis dan menjadi komitmen dalam penyelenggara-annya pada masingmasing unit kerja di lingkungan IPB. Bangunan pilar strategis IPB untuk mencapai visi IPB 2008-2013 ditunjukkan pada Gambar 3.3.

CHAPTER 3

orientation in achieving program performance, education, research, community services, income generating, institutional cooperation, (3). Financial perspective with stresses on fund raising capabilities and the establishment of good university governance reflecting effectiveness, and efficiencies, proportional, (4). Public recognition perspective which stresses on the university capability to build positive customer excellence, working relationships. parents, government, and the community. Based on the BSC (Balanced Scorecard) approaches, the vision, mission, and strategic targets of the Bogor Agricultural University Strategic Plan 2008-2013 will be put into the Roadmap of Strategic Program of Bogor Agricultural University, with its annual operational programs, as well as its appraised program indicators. The Diagram shows, the Roadmap of Strategic Program of Bogor Agricultural University shows, its direction and the targets of its annual programs/sub prog-rams which appraisable using Balanced Scorecard. within 2008-2013. Steps to implement these annual program/sub-programs 2008-2013. The Pillars of Bogor Agricultural University strategic plan 2008-2013 functionally shows a general set of directions and initiatives that has served Bogor Agricultural University as an educational and research institution with objectives as approved by Bogor Agricultural University Council to provide and promote higher education. The Pillar of strategic program to achieve Bogor Agricultural University mission 2008-2013 is depicted in Figure 3.3.

33

Developing of capacity resources

Improving the social welfare


“to be the World Class Research University with bioscience and entrepreneurships as its core competence”.


Arah dan Strategi Pengembanagan

BAB 3

Vision of Bogor Agricultural University 2008-2013

Strengthening of the management system (Work performance indicator balanced scorecard)

34


CHAPTER 3

Figure 3.3. The Strategic Pilar to Achieve the Vision of Bogor Agricultural University 2008-2013

Chapter 4

Policy and Strategic Program of IPB 2008-2013

Kebijakan dan Program Strategis IPB 2008-2013


Pengembangan pilar perluasan akses dan peningkatan pendidikan dan kemahasiswaan meliputi 4 fokus kebijakan, sebagaimana diuraikan di bawah ini. 1. Peningkatan Mutu Proses Pendidikan dan Kemahasiswaan (1) Memperluas akses dan kesempatan belajar pada program multistrata (sarjana, magister, doktor maupun diploma), melalui: a. Peningkatan kualitas input (calon mahasiswa) pada berbagai jalur seleksi masuk IPB dengan promosi yang lebih intensif untuk meningkatkan competitive rate atau tingkat selektivitas calon mahasiswa. b. Mengintegrasikan perencanaan dan pengelolaan administrasi proses pendidikan multistrata untuk peningkatan efisiensi penggunaan fasilitas pendidikan c. Peningkatan kualitas dosen bersertifikat dalam proses belajar mengajar d. Peningkatan kualitas bahan ajar dan implementasi metode pembelajaran efektif e. M e n g e m b a n g k a n c a k u p a n kerjasama dengan institusi mitra dalam kegiatan praktek kerja, penelitian dan kegiatan-kegiatan yang dapat mendekatkan


The development of Pillar for quality education for all, as well as the improvement of learning and teaching process and student body as proposed by Bogor Agricultural University, will be translated into four policies as follows: 1. Improvement the Quality of Learning Process and the Student body (1) To expand access and opportuni-ties to pursue their tertiary educations at the three program levels of Bogor Agricultural University i.e Diploma, Sarjana (undergraduate), and Graduate Programs and strengthen the academic profile of student body, the University should: a. Raise admission standards for prospective students to Bogor Agricultural University through different scheme of admission and improvement of promotion. b. Integrate the Development Plan and the management of the different level of educational programs, to ensure the efficiencies in the utilization of educational facilities; c. Improvement of human resources development, especially the certified lectures, through a strategic staff development program;

4.1.1. Perluasan Akses dan Peningkatan Kualitas Pendidikan dan Kemahasiswaan

BAB 4

4.1.1. E x p a n d i n g A c c e s s , I m p r o v i n g Education Quality and Students Affair

4.1 Kebijakan Strategis IPB 2008-2013

CHAPTER 4

4.1 Bogor Agricultural University Strategic Policy 2008-2013

35

Kebijakan dan Program Strategis IPB 2008-2013 Policy and Strategic Program of IPB 2008-2013

BAB 4 CHAPTER 4 36

d. Improvement on the quality of teaching materials and the implementation of effective teaching methods; and e. Develop strategic alliances and partnerships with external parties especially for the internship trainings programs and research activities, as well as other activities to enhance Bogor Agricultural University to access and adapt global knowledge to local use, as well as train them to be qualified and adaptive work force. (2) Improve the quantity and quality of research and academic facilities and infrastructures necessary for educational excellence of Bogor Agricultural University to achieve its status as a Research Based University as well as the World Class University, by repair and rehabilitation programs of older facilities, such as class-rooms, laboratories, pilot plants, library, university farms, and other facilities that utilizes information technology. (3) Encourage and assist the university Departments to optimize the existing facilities in their efforts to improve the academic program activities. (4) C r e a t e a n d s u p p o r t m o r e opportunities for dormitory' students to participate in the intellectual and cultural life such as traditional cultures, foreign

(2)

(3)

(4)

(5)

mahasiswa dengan wahana penerapan keilmuan dan dunia kerja Meningkatkan kualitas dan kuantitas fasilitas pendidikan untuk mendukung proses belajar yang efektif dan upaya mencapai RBU serta world class university (WCU) melalui perbaikan dan pengembangan infrastruktur yang berkualitas, khususnya ruang kelas, teknologi informasi, laboratorium, pilot plant, perpustakaan, university farm, dan fasilitas lainnya Mendorong dan memfasilitasi departemen dalam mengoptimal-kan pemanfaatan seluruh sumberdayanya untuk peningkatan kualitas kegiatan akademik. Meningkatkan pembinaan sosial budaya di Asrama TPB, pengembangan unit-unit kegiatan mahasiswa (kesenian daerah, bahasa asing, paduan suara, olah raga, resimen mahasiswa, dll) dan berbagai kegiatan ekstra-kurikuler maupun ko-kurikuler yang dapat meningkatkan khususnya kemampuan soft-skill dan jiwa kewirausahaan. Secara terprogram meningkatkan kompetensi tambahan di bidang kewirausahaan kepada para lulusan baru agar lebih siap di pasar kerja dan mampu berdiri sendiri dalam berwirausaha.


3. Peningkatan Intensitas dan Efektifitas Promosi Pendidikan Multistrata (1) Meningkatkan efektifitas promosi untuk program Sarjana, Pascasarjana dan Diploma pada peningkatan jumlah dan kualitas pendaftar

BAB 4

2. Pemantapan Kurikulum Mayor Minor Program Sarjana dan Pascasarjana (1) Mengevaluasi dan mempertajam implementasi kurikulum mayorminor pada program sarjana dan pascasarjana yang telah diterapkan sejak tahun 2005 agar sesuai dengan tujuan awal pengembangan sistem mayor-minor, yaitu memberikan kompetensi secara lebih luas kepada mahasiswa program sarjana dan pascasarjana dan meningkatkan efisiensi proses pendidikan. (2) P e n g k a j i a n k e b i j a k a n d a n implementasi klasterisasi minor dan supporting courses pada kurikulum mayor-minor program sarjana (3) Mendorong dan memfasilitasi kesiapan departemen untuk memperoleh akreditasi internasional untuk program sarjana dan pascasarjana yang telah mendapatkan nilai akreditasi nasional A, sebagai upaya peningkatan daya saing IPB dan proses internasionalisasi. (4) Mendorong dan memfasilitasi departemen dalam peningkatan kualitas program dengan akreditasi nasional B.

CHAPTER 4

languages, choir, sports, student regiments, etc. as well as both he extra-curricular and curricular activities. Those activities will assist students to acquire soft-skill and entrepreneurships characteristics. (5) Well-prepared program to develop the competencies new graduates with focus on entrepreneurships, and to equip them with skills for the successful competition in the labor markets or to be self-motivated to create their own jobs. 2. Establisment of Major-Minor Curriculum for Undergraduate and Graduate Students (1). Evaluate and develop the MayorMinor curriculum which offered by Bogor Agricultural University for both the undergraduate and graduate students since 2005, to appraise whether those programs are aligned with the proposed program. The curriculum to will enable the university to meet the future needs and demands, especially the need of a more dynamic management mode in the higher learning to cope with the dynamic changes and enable students to have appropriate competencies. (2). Evaluate policies to implement minor cluster and other supporting courses for Major-Minor curriculum for the undergraduate students.

37


BAB 4 CHAPTER 4 38

(3). Encourage and assist the academic' departments for the international accreditation, especially for those which have been A-rated by National Accreditation Board. The accreditation will support Bogor Agricultural University to be a competitive university and internationally recognized. (4). E n c o u r a g e a n d a s s i s t t h e departments to improve their educational program activities, in their effort to achieve B-rated by BAN. 3. Improve the Intensity and Effective Promotion for Multilevel Educational Programs (1). Improve the effectiveness of the promotion program for the Undergraduate, the Graduate and Diploma of Bogor Agricultural University, by utilizing “cost effective” methods. Moreover, Bogor Agricultural University should improve its external service for the prospective students. Finally, the university should improve the design and contents the promotion kits, expand its market distribution, and utilize external marketing services such as planning road shows outside Bogor, as well as through mass media. (2). Strengthening and expanding the national and international collaborative network, by encouraging faculty members to be

Melalui pengembangan promosi yang 'cost-effective', perbaikan mutu pelayanan kepada mahasiswa, dan pengembangan, dan peningkatan intensitas cakupan penyebaran materi promosi ( promotion kit ), roadshow ke berbagai daerah dan sekolah serta publikasi di media massa (2) Memperkuat kerjasama profesional di tingkat nasional dan internasional yang dapat mendorong peningkatan kompetensi dan daya serap lulusan melalui kerjasama penelitian bagi mahasiswa, kewirausahaan, praktek kerja, dan magang yang pada akhirnya akan bermuara pada peningkatan kompetensi dan penyerapan lulusan. 4. Peningkatan Mutu Kurikulum dan Penyelenggaraan Pendidikan Program Diploma (1) P e n y e m p u r n a a n k u r i k u l u m Program Diploma untuk memperkuat kompetensi lulusan yang sesuai dengan kebutuhan dunia kerja yang kompetitif. (2) Peningkatan kerjasama kemitraan dengan swasta/pengguna lulusan dalam perumusan kompetensi, proses pengajaran, praktek kerja, dan penyerapan lulusan. (3) Penguatan kompetensi dosen dalam penyelenggaraan pendidikan vokasional

4.1.2. Peningkatan Kualitas Penelitian dan Pengabdian kepada Masyarakat

The development of Pillar on Research Program and Community Services of Bogor Agricultural University will be focused on three policies as follows:

Pengembangan pilar peningkatan kualitas penelitian dan pengabdian kepada masyarakat meliputi 3 fokus kebijakan, sebagaimana diuraikan di bawah ini.


4.1.2 Improving the Research Quality and Community Services

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the active members of scientific as well as professional associations. By having research collaboration, on the job trainings programs and the cooperation networks, will enable university to improve the competencies of competitiveness students in the labor market, entrepreneurships, field works 4. Improving the Curriculum Quality and the Implementation of Diploma Program (1). Standardize the curriculum of Diploma Program to improve the competencies of the new graduates to be more competitive in the labor market. (2) Strengthening and expanding the cooperation network with private companies/prospective employers of the new graduates, particularly for the formulation of their competencies, learning process, on the job training programs, and job availability. (3). Strengthening the competencies and the qualification of the Lecturers for the implementation of the vocational education programs.

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1. Enhance the International Academic Reputation and Accreditation in Research (1). To improve the quality of human resources especially for lecturers, scientists, and students of Bogor Agricultural University on designing and implementing research programs, specifically on research methodology, to enable them implementing research-based teaching and learning programs; (2). To improve the institutional management of research capacity, to pursue collaborative research with partners in terms of research process, funding and publication. As outstanding research and teaching require high quality buildings and facilities, Bogor Agricultural University with international reputation should improve the overall condition of all research buildings and facilities that fit to the international standard. (3). To improve the quality of research programs and its products by giving priority to address the issues of the nation. It is expected that the proposed research projects will contribute to generate new knowledge to increase nation's competitiveness, the improvement of educational systems, and the development of business, and to make further significant contributions to community.

1. P e m b i n a a n K u a l i t a s P e n e l i t i a n Khususnya Penelitian Terobosan Bertaraf Internasional (1). Mengembangkan kualitas peneliti diarahkan pada peningkatan kemampuan dosen, peneliti, dan mahasiswa untuk melakukan kegiatan penelitian, termasuk di dalamnya dalam menguasai dan mengembangkan metodologi penelitian, (2). Mengembangkan kualitas sumberdaya penelitian diarahkan pada peningkatan dana penelitian untuk meningkatkan jumlah dan kualitas penelitian serta peningkatan kualitas sarana dan prasarana penelitian yang memenuhi standar internasional, (3). Meningkatkan kualitas materi dan hasil penelitian yang relevan dengan kebutuhan untuk pengembangan ilmu itu sendiri, untuk pendidikan, untuk kepentingan usaha, serta masyarakat. Untuk itu perlu pengembangan kegiatan penelitian berbasis prioritas, terutama: a. Penelitian yang secara detail dapat memberikan solusi terhadap persoalan kedaulatan dan ketahanan pangan, baik kelangkaan bahan pangan, krisis agraria, maupun kemiskinan petani, nelayan, peternak, dan masyarakat sekitar hutan; b. Penelitian yang terfokus dalam menemukan solusi untuk

(2). Mengembangkan kemitraan dalam komersialisasi hasil penelitian, melalui pengembangan kerjasama riset dengan swasta melalui mekanisme yang fair dan saling menguntungkan, serta mendorong pemanfaatan dana Corporate Social Responsibility (CSR), menopang siklus pengembangan proposal riset

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2. Pengelolaan dan Pemanfaatan Hasil Penelitian Pengelolaan dan pemanfaatan hasil riset perlu diikuti dengan pengembangan knowledge management untuk mensintesis produk-produk penelitian sehingga hasil riset memiliki manfaat sosial dan ekonomi bagi pengembangan pertanian dan masyarakat (1). M e n i n g k a t k a n kualitas perlindungan dan dayaguna HKI melalui perlindungan teknis dan perlindungan non teknis yang meliputi hukum dan reputasi. Penetapan bentuk perlindungan dilakukan berdasarkan teknologi yang bersangkutan, pasar potensial, dana yang tersedia, serta karakter rejim HKI yang dituju.


2. The Management and Dissemination of Research Products The management and the utilization of research products will be followed by the development of “Knowledge Management Systems”, which will synthesize the Bogor Agricultural University research products to ensure that the University's research activities are exploited and disseminated for the benefit of society, particularly the development of tropical agriculture and human resources development. (1). Improving the quality and efficiency of patent and other intelectual

menjawab kebutuhan energi terbarukan berbasis sumberdaya alam; c. Penelitian yang mengarah kepada upaya rehabilitasi dan konservasi sumberdaya dalam kerangka pembangunan berkelanjutan dan berkeadilan

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Accordingly, Bogor Agricultural University should prioritize its research programs on the following topics: a. Topic of researches that address the issue on food security, which include the food scarcity, agrarian reforms, poverty among farmers, fishermen, dairy farmers, and the forest communities; b. Research programs on the utilization natural resources for renewable sources of energy, this program is to respond the energy problems; and c. Research programs on the rehabilitation and biodiversity resources conservation, with focus on the sustainable development and justice.

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property rights, and supports the exploitation of intellectual property created by the Bogor Agricultural University's researchers for the benefit of the Indonesian economy, while ensuring that the financial rewards flow back to the University, its departments, and its individual inventors. HKI of Bogor Agricultural University files new patent application and will assist technical as well as non-technical support for the inventors to apply for licensing intellectual property. (2). Developing relationships with potential research funders in order to make greater opportunities available to researchers. It will provide resources (for example from the John Fell OUP Fund) to support innovative projects and proof-of-concept work that is at too early a stage to be put to an external sponsor. It will also provide start-up funds for early career researchers. (3). Improving the dissemination of research products by facilitating international engagement initiated by Bogor Agricultural University academic staff, ranging from conferences and visits to student exchanges and research collaborations, as well as memberships of professional associations, ensuring that any engagement with external partners meets Bogor Agricultural University

unggulan secara berkelanjutan, dan peningkatan citra publik terhadap produk riset. (3). Mengembangkan publikasi hasilhasil penelitian, melalui dokumentasi dan publikasi internasional, mendorong para dosen dan penelitinya untuk aktif terlibat dalam berbagai forum ilmiah internasional, diantaranya seminar, konferensi, workshop, serta keterlibatan dalam keanggotaan organisasi profesi internasional (4). M e n g e m b a n g k a n i n s t i t u s i pelayanan dan pendampingan masyarakat secara terpadu, sebagai pintu bagi masyarakat yang membutuhkan hasil penelitian maupun pelayanan konsultasi, melalui tropical agriculture services showroom yang didukung fasilitas database dan IT yang canggih serta penguatan hubungan dengan petani dan nelayan sebagai komitmen IPB dalam membangun dan mensejahterakan masyarakat pertanian tropika. 3. Pengembangan Kelembagaan Penelitian yang Terarah Kebijakan ini memfokuskan pada pengembangan kegiatan penelitian yang bersifat multidisiplin, interdisiplin, dan transdisiplin. Dalam hal kelembagaan penelitian tersebut, perlu pengembangan sistem evaluasi kelembagaan penelitian secara periodik dikaitkan dengan

4.1.3 Improving the social welfare

4.1.3.

Peningkatan Kesejahteraan

The development of Pillar for the social welfare will be focused on the three policies as follows:

Pengembangan pilar peningkatan kesejahteraan meliputi 3 fokus kebijakan, sebagaimana diuraikan di bawah ini.

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Developing the Research Capacity of Bogor Agricultural University Development research capacity of Bogor Agricultural University is intended for the development of multidiscipline, interdiscipline, and transdiscipline research programs. Within the period 2008-2013, Bogor Agricultural University should establish a centralized mechanism and criteria for proposed external funding initiatives based on the cost and benefits for Bogor Agricultural University. At a minimum, the criteria should include: a. Researchers working group; b. Research centers; and c. Research Institute


3.

perubahan orientasi dan prioritas penelitian serta dikaitkan dengan efisiensi penyelenggaraan penelitian. Selain itu, kelembagaan penelitian diarahkan pada klasifikasi sebagai berikut : a. Kelompok Kerja Peneliti (Researcher Working Group) b. Pusat penelitian (Research Center) c. Lembaga Penelitian (Research Institute)

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academic objectives. (4). Developing institutionalization of integrated research and community services of Bogor Agricultural University, will encourage the institutionalization research develop-ment of new and interdivisional research collaborations, for example in areas such as enterprise and the environment and bio-medicine. Colleges will also continue to play an active role in the fostering of interdisciplinary research initiatives.

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1. Increase the Fringe Benefits (1). Develop social security systems for lecturers and staff which will be implemented in the form of health insurance, policlinic and ambulance services, daily commuter BogorDarmaga Campus, in campus transportation, bicycles for students and staff, down payment for housing scheme, and Idul Fitri Bonuses. (2). I m p l e m e n t a c o m p r e h e n s i v e compensation strategy that is affordable within the university resources. Bogor Agriculutural University offers a competitive cash compensation program, especially the unit cost in implementing education, research and community services in ech of their program/ subject. Whereas for research and community services, variable compensation will be given for those who have establihed cooperation networks which are benficial for Bogor Agricultural University. (3). D e v e l o p p e r f o r m a n c e b a s e d insentive systems for lecturers based on the criteria indicators. Bogor Agricultural University believes strongly in rewarding performance Wherease for skilled education staff, their evaluation will be based on their achievements in implementing their strategies and managerial jobs as reported on their monthly performance.

1. Pengembangan Jaminan Sosial (Fringe Benefit) (1). Mengembangkan sistem jaminan sosial bagi dosen dan tenaga kependidikan mencakup jaminan kesehatan dalam bentuk asuransi kesehatan, pelayanan poliklinik dan ambulan, transportasi pulang dan pergi menurut rute Bogor-Kampus Darmaga, komuter di lingkungan kampus darmaga, pelayanan sepeda kampus, bantuan uang muka perumahan, dan tunjangan hari raya. (2). Meningkatkan standar insentif pendidikan, penelitian dan pengabdian kepada masyarakat diarahkan pada unit biaya per beban masing-masing program/ matakuliah khususnya bidang pendidikan, sedangkan untuk bidang penelitian dan pengabdian masyarakat didasarkan pada kemampuan dalam membangun relasi dan jaringan kerjasama yang dapat berkontribusi bagi pengembangan IPB. (3). Mengembangkan sistem insentif berbasis kinerja, bagi dosen dalam melaksanakan kegiatan akademik nya berdasarkan pada pencapaian indeks kinerja dosen, sedangkan bagi tenaga kependidikan berdasarkan pada capaian kinerja bulanan dalam melaksanakan tugas strategis dan fungsi manajemen IPB.

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3. Trust Fund Development The source of financial budget for students support, faculty members and

2. Penggalangan Usaha (Fund Raising) (1). Meningkatkan jejaring kerjasama profesional untuk memberikan manfaat sebesar-besarnya bagi IPB dan berdampak pada peningkatan kesejahteraan. Evaluasi terhadap kontrak-kontrak yang sudah berjalan dan persiapan kontrak kerjasama profesional yang telah diinisiasi perlu informasi yang rinci dan menerapkan prinsip saling memperoleh manfaat yang adil bagi semua pihak. (2). Mengembangkan sistem reward dalam kerjasama profesional diarahkan pada penghargaan profesi individual dan institusional. Penghargaan profesi individual didasarkan pada tingkat keilmuan, dan keterlibatan dalam inisiasi dan pelaksanaan kerjasama. Sedangkan reward institusional terkait dengan hak properti atas karya intelektual, management fee, pencitraan institusi, dan keberlanjutan kerjasama. 3. Penggalangan Trust Fund Sumber dana untuk beasiswa bagi mahasiswa, dosen dan tenaga kependidikan di antaranya berupa dana pemerintah (APBN, APBD dan instansi pemerintah lainnya), sponsor dari perusahaan/lembaga swasta di tingkat nasional dan internasional yang tidak mengikat. Upaya penggalangan dana dilakukan melalui promosi yang intensif, kerjasama program yang melibatkan mahasiswa, dosen dan tenaga

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2. Fund Raising (1). Expand the established professional network for the benefit of Bogor Agricultural University, especially for the increment of the communityl welfare of its staff. It is necessary to evaluate the on-going business contracts, as well as to initiate the mutual cooperation with government and private institutions working on the same interest with Bogor Agrcultural University. Criteria for establishing networks should be cleary informed in advance. (2). Bogor Agricultural University believes strongly in rewarding performance. Bogor Agricultural University offers a competitive cash compensation program, which includes base pay, variable compensation for all employees, quarterly bonuses, and commissions for sales personnel. Professional reward will be based on the professionalism rank, and their involvement and implemention of the proposed project. Whereas for institutional rewards will based on the property rights of the intelcetual works, management fee, institutional image, and project renewal.

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kependidikan, hibah dan pinjaman lunak.

educational skilled staff of Bogor Agricultural University is from the national budget (APBN) through DIPA (Daftar Asian Pelaksanaan Anggaran or proposal for implementation budget), and the Local Government Budget (APBD), and unbonded sponsored from corporations/private institutions locally and internationally. Efforts will be made to funding support by intensive promotion, cooperation networks that involve students, faculty members, skilled educational staff, grants and soft loan. 4.1.4. Developing of Capacity Resorces

4.1.4. Peningkatan Kapasitas Sumberdaya

The development of university resources will be focused on four policies which will closely related with capacity resources, personnel management, and the tangible and intangible assets. With regard to the asset management, according to the Board of Trustees in the Letter Decision No. 59/MWAIPB/2007, the Board has approved that the Bogor Agricultural University's assets are protected and managed efficiently, to reflect transparency and accountability, for the improvement of educational, and research programs and the social welfare of the entire staff of Bogor Agricultural University. Focus of the Capacity Building development of Bogor Agricultural University will explained as follows:

Peningkatan kapasitas sumberdaya meliputi 4 fokus kebijakan yang berhubungan dengan kapasitas lembaga, individual SDM, aset tangible maupun intangible. Dalam hal pengelolaan aset, TAP MWA Nomor 59/MWA-IPB/2007 bahkan telah memberikan arahan kebijakan bahwa seluruh aset aset yang dimiliki IPB harus dikelola secara efisien, transparan dan akuntable untuk sebesar-besarnya kemajuan pendidikan dan riset maupun kesejahteraan seluruh warga IPB. Fokus kebijakan peningkatan kapasitas sumberdaya diuraikan sebagai berikut:

1. Development of Entrepreneurships among University Communities To accelerate engagement of Bogor

1.

Pengembangan Jiwa Kewirausahaan Sivitas Akademika Pengembangan jiwa kewirausahaan sivitas akademika diwujudkan terutama melalui upaya nyata pengembangan Satuan Usaha Akademik (SUA). SUA

3. Penguatan Peran Eksternal (1) Meningkatkan promosi dosen IPB sebagai pakar tingkat nasional maupun internasional, (2) Memperkuat peran IPB dalam pembangunan berbagai bidang, (3) Memperkuat citra IPB sebagai icon untuk tropical agriculture pada taraf internasional (4) Mengembangkan unit unggulan baru ( expanded developmental periphery). 4. Penguatan Jejaring Kerjasama (1) Meningkatkan peran alumni serta peningkatan kerjasama dengan institusi pemerintah (pusat dan


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2. Pengembangan Satuan Usaha (1) Meningkatkan profesionalisme Satuan Usaha Penunjang (SUP). (2) Mengembangkan bisnis berbasis teknologi dan kepakaran (3) Mengembangkan binis berbasis pemanfaatan aset lahan (4) Membentuk Komite Pengembangan dan Kajian Bisnis.


3. Strengthening the External Funding Sources (1). Encourage and promoting the Bogor Agricultural University faculty members to serve as visiting professors in Indonesia and overseas universities and colleges; (2). Improve the important role of Bogor Agricultural University in the various development programs; (3). Enhancing reputation and internationally recognization, by defining

diselenggarakan oleh Departemen, Fakultas, Pusat atau Lembaga diluar kegiatan akademik sebagai penerapan bidang IPTEKS untuk melayani kebutuhan masyarakat di luar Institut. SUA diharapkan sebagai cikal bakal berbagai pengembangan berbagai kepakaran dan teknologi, sehingga diharapkan jumlah SUA yang berkembang di lingkungan Institut mendekati jumlah unit kerja yang ada.

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Agricultural University communities in natural economic development with focus on entrepreneurships through the development of Academic Business Unit (SUA). These business units are implemented by academic departments, and Faculties, as the application of “Science and Technology” in extending their services. The achievements made by SUA will be utilized as the embryo for further development of other SUA in all Faculty units of Bogor Agricultural University. 2. Development of Business Units (1). Improve the professional performance of the Supporting Business Units; (2). Develop the technology and expertise based business; (3). D e v e l o p B o g o r A g r i c u l t u r a l University's assets based business; and (4). Establish a Committee on Business Development and Evaluation.

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the image of Bogor Agricultural University as an icon for Tropical Agriculture; and (4). Expanded developmental Periphery 4. Develop the Cooperation Networks (1). Strengthening and improving the relationships with alumni by increasing the number and frequencies of activities, as well as improving the cooperation networks with government institutions (Central and Regional), international institutions as well as private companies and Stated-own Business Enterprises, are priorities program which will be implemented; and (2). I m p r o v i n g t h e i n t e r n a t i o n a l cooperation network. 4.1.5 Strengthening of the Management System Responding to the paradigm shift, in the context of autonomy and decentralization, Bogor Agricultural University should consistently improve its institutional capacity and measure quality toward a participatory standard. In addition, Bogor Agricultural University should establish good university governance reflecting transparency, accountability, responsibility, integrity, and fairness. Establish performance evaluation instrument (Minimum Service Standard and Cost analysis Standard) as follows: 1. E x c e l l e n c e O r g a n i z a t i o n a n d Management Improving the effectiveness and ize the

daerah), lembaga-lembaga internasional maupun dengan dunia usaha (swasta dan BUMN) merupakan prioritas yang akan dilaksanakan. (2) Mengembangkan jejaring kerjasama luar negeri.

4.1.5. Penguatan Sistem Manajemen Sejalan dengan tuntutan leadership suatu organisasi moderen seperti halnya GUG, dalam berbagai skenario baik kemampuan dasar pendanaan IPB maupun kondisi krisis keuangan global dalam hal penguatan sistem manajemen IPB memfokuskan pada 3 hal yang mendasar bagi berlangsungnya suatu GUG yaitu sebagai berikut: 1. Peningkatan Keprimaan Organisasi dan Tatakelola Peningkatan efektivitas dan produktivitas organisasi IPB melalui: (1) melakukan review terhadap struktur organisasi: optimalisasi peran dan fungsi Komite Pengembangan dan Kajian Bisnis sebagai financial comptroller untuk SUP,

2.

Peningkatan Akuntabilitas Mengoptimalkan tingkat akuntabilitas institusi melalui: (1) penerapan manajemen berbasis kinerja, (2) perencanaan strategis, (3) penerapan perencanaan kerja dan anggaran berbasis kinerja, (4) pengukuran kinerja, (5) penyempurnaan sistem akuntansi, (6) pelaporan keuangan, (7) perbaikan sistem pengendalian internal.

3. Peningkatan Transparansi Mengoptimalkan tingkat transparansi institusi melalui: (1) pengelolaan dan transparansi penyebaran informasi, (2) internalisasi sistem informasi manajemen berbasis teknologi informasi, (3)

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2. Accountability The establishment of the financial report complying with the a standard accountancy system, in: (1). The

SUA dan SUK; reformasi tugas pokok dan fungsi (tupoksi); dan penyempurnaan manual mutu,(2) pengawalan aturan perilaku (perbaikan manual mutu, penerbitan petunjuk teknis dan petunjuk pelaksanaan), (3) pemantapan sistem audit, (4) pengawalan implementasi sistem jaminan mutu, (5) reklasifikasi unit tanggung jawab (responsibility centres), (6) pengelolaan keuangan terpusat, (7) kuantitas dan kualitas sumberdaya manusia yang propor-sional, terutama terselenggaranya rekruitmen terbuka (vertikal dan horizontal) dan pembinaan tenaga kependidikan, (8) pelayanan fasilitas dan properti yang prima, (9) integrasi sistem informasi dan komunikasi data yang konsisten, dan (10) pelayanan tata hukum yang memadai.

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productivity of Bogor Agricultural University management by the following actions: (1). Review the existing organization structure: optimalize the role of Committee on Business Development and Evaluation as financial controller of SUP, SUA, and SUK, and reform the jog descriptions; and standardize the quality manual; Standardize the Quality Manual; (2). Improvement of the quality of human resources and infrastructure management by planning, integrating accurately, focusing on the development area by considering the balance of activity and the availability of the required resource (Endeavour to optimize the added value of products having international prospect); (3). Standardize audit system; (4). Standardize the quality assurance; (5). Reclassifying the responsibilities centers; (6) Centralize financial management systems; (7). The quantity and quality of the human resources should be proportional, in particular in implementing open recruitment (vertical and horizontal), and their professional development; (8). The quality service in its facilities and properties; (9). The establishment of integrated of information systems and consistent data communication; (10). Appropriate legal services.

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implementation of performance based management; (2). Strategic Plan; (3). Encourage staff to prepare work programs and implement their jobs accordingly, as well as performance based annual budget; (4). Measurement of work performance; (5). Standardize accounting system; (6). Audit report; (7). Improving the internal control system.

peningkatan kemudahan akses terhadap informasi kepada stakeholders dan publik.

3. Transparency To improve the management system of the institutional level of the institution, through: (1). The management and the transparency in the dissemination of information; (2). Internalize the Information Technology based management of information system; (3). Ensuring access to accurate and timely information to the stakeholders and general public. 4.2 Strategic Plan of Bogor Agricultural University 2008-2013 The closely connected contribution of the five respective strategic Pillars of Bogor Agricultural University Development Plan 2008-2013 for the national development of higher education institutions in Indonesia is presented at the Figure 4.3. The plan aims to bring together thinking across all areas of the University, within the 2008-2013 period, as the foundation of the university's vision for 2013. The structural and strategic programs to achieve the university's vision for 2013 is presented at the Figure 4.4.

4.2. Program Strategis IPB 2008-2013 Keterkaitan kontribusi program strategis untuk masing-masing pilar strategis pengembangan IPB tahun 2008-2013 terhadap rencana strategis pembangunan pendidikan tinggi secara nasional disajikan pada Gambar 4.3. Masing-masing program strategis tersebut dalam rentang waktu implementasi tahun 2008-2013 diharapkan akan mewujudkan visi IPB 2013. Struktur dari program strategis di atas dalam mencapai visi IPB 2013 disajikan pada Gambar 4.4.


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Program/sub program strategis IPB tahun 2008-2013 merupakan serangkaian aktivitas yang penyelenggaraannya dilakukan pada tiap tingkat dan unit kerja IPB. Masing-masing program/sub program saling terkait satu sama lainnya untuk mendukung tercapainya visi IPB 2013. Untuk melihat keterukuran capaian kinerja, berdasarkan manajemen berbasis kinerja dengan pendekatan BSC, tingkat keterkaitan antar program/sub program dalam mencapai visi IPB 2013 tersebut, disusun dalam suatu peta program strategis IPB tahun 2008-2013 sebagaimana disajikan pada Gambar 4.5.

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The 2008-2013 strategic plan of Bogor Agricultural University aims to bring together thinking across all areas of the University, in order to provide an effective overall strategy. It outlines a framework for the work of Bogor Agricultural University over the next five years, setting out from the premise that the University's work should continue to be guided by the core values and objectives articulated in 2008. To appraise the work performance against the performance based indicators, and to show the integrated level of program/sub-programs to achieve 2013 Bogor Agricultural University vision, the Roadmap of Strategic Program of Bogor Agricultural University was designed. The Roadmap of Strategic Program of Bogor Agricultural University is presented at Figure 4.5.

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The Expansion Access and Equity of Education Quality

Expanding Access, Improving Education Quality and Students Affair A1. Improvement the quality of learning process and the student body A2. Define major-minor curriculum for undergraduate and graduate students A3. Improve the intensity and effective promotion for multilevel educational programs A4. Improving the curriculum quality and the Implementation of diploma program

Improving the Research Quality and Community Services B1. To improve the quality of research programs B2. To improve the institutional management of research B3. To improve the quality of research programs and its Products

Improving Relevante Quality and Competitiveness

Improving the Social Welfare C1. Fringe benefit C2. Fund raising C3. Establishing trust fund

Strengthening the Management, Accountability, Public Image

Developing of Capasity Resources D1. Development of Entrepreneurships among university communities D2. Development of business units D3. Strengthening the external funding sources D4. Develop the cooperation networks

Strengthening of the Management System E1. Health organization and management E2. Improving accountability E3. Improving transparency

Figure 4.3. The Contribution of the Strategic Plan of Bogor Agricultural University 2008-2013 for the Development of Hihger Education Institutions in Indonesia

To produce quality graduates, who are capable to utilize science and technology and have entrepreneurships

To improve the quality of research programs (B1) To improve the institutional management of research capacity (B2) To improve the quality of research programs and its Products (B3)

Encourage innovation on environmentally friendly of science and technology to support national development

Fringe benefit (C1) Fund raising (C2) Establishing trust fund (C3)

To increase the renumeration and benefits for lectures, staff and students

Develop the entrepreneurships of university community (D1) Develop business units (D2) Strengthening external funding (D3) Improving the cooperation networks (D4)

To be the world class research university with bioscience and entrepreneurships as its core competence

To mobilize the university resources for maximum beneficial to the university

Improve the healthy organization and management (E1)

Improve transparence (E3)

To excel institutional management systems, to be accountable and transparence

Figure 4.4. Structure of Strategic Programs to Support IPB 2013 Vision

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Improve the accountability (E2)


Improving the curriculum quality and the implementation of diploma program (A4)

Vision 2013


Improvement the quality of learning process and the student body (A1) Define major-minor curriculum for undergraduate and graduate students (A2) Improve the intensity and effective promotion for multilevel educational programs (A3)

Target

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Strategic Program

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Expanding Access, Improving Education Quality and Students Affair

Improving the Research Quality and Community Services

Improving the Social Welfare

Developing of Capacity Resources PROSPERITY EXCELLENCE

E3.3

CUSTOMER EXCELLENCE

A3

D3

C1

A2.2 B2

A1.6

D4 E3.6 ACADEMIC EXCELLENCE

B1

C2

A1 C3 A2

D1 B3

A4

OPERATIONAL EXCELLENCE

E1

D2

E2

E3

Strengthening of the Management System

Figure 4.5. Strategic Development Program Map of IPB 2008-2013 Based on

Balanced Scorecard System


BAB 4

Roadmap program strategis IPB menunjukkan peta fokus sasaran “tahunan” program/sub program yang bersifat berkesinambungan atau diskret pada tiap tahun selama tahun 2008-2013. Urutan pelaksanaan dari program/sub program strategis IPB tahun 2008-2013 juga sebagai penentuan prioritas tiap tahunnya dihubungkan dengan tingkat kepentingan stakeholders dan kemampuan mengoptimalkan sumberdaya yang dimiliki IPB atau sumberdaya eksternal. Roadmap program strategis IPB 2008-2013 (Tabel 4.6), dipilah menurut prioritas tahunannya menjadi “Panca Prima”, yakni: 1. Prima organisasi. Merupakan prioritas program/sub program pada tahun 2008 menitikberatkan pada penguatan peran dari penyempurnaan organisasi IPB sesuai TAP MWA No.77/MWA IPB/ 2008. 2. Prima transparansi. Merupakan prioritas program/sub program pada tahun 2009 menitikberatkan pada terciptanya transparansi dalam kebijak-an dan operasional penyelenggaraan pendidikan, penelitian, pengabdian kepada masyarakat, pembangkitan pendapatan, dan sistem manajemen. 3. Prima akuntabilitas . Merupakan prioritas program/sub program pada tahun 2010 menitikberatkan pada terciptanya akuntabilitas dalam kebijakan dan operasional penyeleng-garaan pendidikan, penelitian, pengabdian kepada masyarakat, pembangkitan pendapatan, dan sistem manajemen.

CHAPTER 4

The Roadmap of Strategic Program of Bogor Agricultural University shows the focus of the targets of its annual programs/sub-programs within 2008-2013. Steps to implement these annual program/sub-programs 2008-2013. The development and implementation of specific actions within this plan will be scrutinised and monitored through the usual processes. 1. Excellence in Organization. Is the priority of programs/sub-programs for 2008. this program will focus on strengthening and finalizing the organization structure of Bogor Agricultural University as adapted by the Board of Trustees in its Letter Decision No. 77/MWA IPB/2008; 2. Excellence in Transparency. Is the priority of programs/sub-programs for 2009, which focus on the promotion of transparency for policies of the operational education, research, community services, fund raising, and management systems; 3. Excellence in accountability. Is the priority of programs/sub-programs for 2010, which focus on promotion accountability for policies of the education programs, researches, community services, fund raising, and management systems; 4. Excellence in Accreditation. Is the priority of programs/sub-programs for 2011, which focus on the internationally accredited of Bogor Agricultural University' Departments and Superior

55


BAB 4 CHAPTER 4 56

Research Centers (which will improve the rank of the Bogor Agricultural University to be the World Class University as well as its qualifications as the to be the Research Based University). The increased number of University' Departments and Research Centers with international accreditation will be the superior university for to implement educational programs, researches, community services, fund raising, and management systems; and 5. Excellence in performance. Is the priority of programs/sub-programs for 20122013, which focus on its achievement to the “Research based University with tropical agriculture and bioscience as its core activity and entrepreneurships characteristics. The achievements will be reflected in its Academic' Departments works, as well as internationally accredited centers, educational programs, researches, community services, fund raising, and management systems.

3. Prima akuntabilitas . Merupakan prioritas program/sub program pada tahun 2010 menitikberatkan pada terciptanya akuntabilitas dalam kebijakan dan operasional penyelenggaraan pendidikan, penelitian, pengabdian kepada masyarakat, pembangkitan pendapatan, dan sistem manajemen. 4. Prima akreditasi. Merupakan prioritas program/sub program pada tahun 2011 menitikberatkan pada tercapainya akreditasi internasional untuk berbagai departemen atau pusat penelitian unggulan (dan beriring dengan perbaikan ranking world class university serta terpenuhinya beberapa indikator kinerja RBU). Peningkatan jumlah departemen atau pusat yang terakreditasi internasional, akan memposisikan IPB sebagai perguruan tinggi unggulan dalam hal penyelenggaraan pendidikan, penelitian, pengabdian kepada masyarakat, pembangkitan pendapatan, dan sistem manajemen. 5. Prima prestasi. Merupakan prioritas program/sub program pada tahun 20122013 menitikberatkan pada tercapainya prestasi “Menjadi perguruan tinggi berbasis riset kelas dunia dengan kompetensi utama pertanian tropika dan biosains serta Hal ini berkarakter kewirausahaan”. tercermin pada karya-karya berprestasi departemen dan pusat yang terakreditasi internasional dalam hal penyelenggaraan pendidikan, penelitian, pengabdian kepada masyarakat, pembangkitan pendapatan, dan sistem manajemen.

Standardize the Mayor-Minor curriculum for the multistrata level of education program (A2)

Sub Program Expansion of the “Quality educations for all programs” at the Multi strata (levels) offers by BAU Improve the quality and quantity of infrastructure capable of supporting the learning process (Repair and rehabilitation of older facilities that include class rooms, laboratories, library, teaching farms, student centers, sport centers, student banking, and bursa corners Improving quality by focusing on relevance, academic atmosphere, institutional management, sustainability, and efficiency Create and support more opportunities for students to participate in both the extra-curricular and curricular activities, to develop students to acquire soft-skill and entrepreneurships Develop and support the alumni to be the qualified entrepreneur Evaluation and deepen the implementation of mayor-Minor curriculum offer for the undergraduate and graduate programs

Target Increased net enrollment rates, and improved the quality of learning process, and student outcomes The availability of complete infrastructure for learning process and research programs which are modern and efficiencies Qualified to be appraised as the Research -Based University, as well as the World Class university

Effective implementation on the utilization of Department’s resources

Develop students intellectual capability to become responsible citizens The improved the student quality as well as its activities Self-built capacity to develop businesses The Mayor-Minor curriculum will be wellImplemented and assessable

08

Time Frame (Year) 09 10 11 12 13

* * * * * *

* *

* * *

* * *

* * * *

* * *

* *


Strategic Program Improving the quality of education process and student body (A1)


1.

Strategic Pillar Quality Expanding education for acces, all, and the improving improvement education of education quality and quality studentsand affair student body

CHAPTER 4

No

BAB 4

Table 4.6 Roadmap Strategic Program Bogor Agricultural University 2008-2013

57


BAB 4 CHAPTER 4 58

No

Strategic Pillar

Strategic Program

Create and implement marketing program that effectively promote the Multi-strata education offered (A3) Improving the curriculum quality and the implementation of Diploma Program (A4)

Sub Program

Target

Evaluation of the policies to implement Minor clusterization and the supporting course curriculum for the MayorMinor for both the undergraduate and graduate study programs Offering study programs that internationally recognized

The established policies to evaluate the implementation of Minor clusterization and the supporting course curriculum for the MayorMinor for both the undergraduate and graduate study programs Academic’ departments with international accreditations will be identified Achieved the international accreditation A-rank accreditation will be achieved by all program will Raise admission standards for prospective students to Bogor Agricultural University

Improving the quality of program with B-rank accreditation Intensify and expand the promotion program for effective marketing of the Undergraduate, the Graduate and Diploma Programs Leverage factors of alumni to be successful to obtain jobs in the labor market Define curriculum for Diploma Program which are competitive and relate to the most demanding job market Improve the cooperation networks with private companies/prospective employer of alumni Improve the Faculty competencies for vocational education

The length of the alumni who are waiting for jobs in the labor market has been reduced The relevance of curriculum with the most demanding job market have been improved

Increased the number of companies open for internships/field works of students, as well as willing to recruit them The competencies of faculty members for vocational education have been improved

08


* * * * *

* * * * * *

* * * * *

* * * * * *

* * * * *

* * * *

* * * * *

* * * * *

3.

Improvement Improving the of salary and social welfare social welfare

The development of research organization for the directed research programs (B3) Improvement of fringe benefits (C1)

The development of research quality Improve the research capacity of the university Improve the relevance and the quality of research material Improve the patents quality and intellectual rights Develop collaboration with local and international agencies/ institutions which are ready to translate the intellectual property into commercialized ventures Publish the research reports The development of institutional services and integrated community empowerment The development of research organization for the directed research programs

Development of social welfare including the health insurance for Faculty members and the educational staff Increasing the incentive standard for education and research and community services

Target Improved the qualification of researchers in implementing research programs Increased the funding sources for research programs Increased the number of priority – based research programs Increased the number of patented research products as well as copy righted publications Increased the number of patented research products and translate those intellectual property into commercialized ventures

The increased number of articles appear in local and international journals The establishment of the integrated community services Increased the number of the number of research organizations (institutionalized) of applied researches Substantially increased the availability of social welfare for Faculty members and the Educational staff Substantially increased the availability of incentive for Faculty members and the Educational staff

08


* * * * * * * * * * * * * * * * * * * *

* * * * * *

* * * * * * * * *

* * *

* *

* *


The management and the utilization of research products (B2)

Sub Program

BAB 4

Strategic Program The development of applied research internationally recognized (B1)


2.

Strategic Pillar To excel the Improving and research quality community and community service services programs

CHAPTER 4

No

59


BAB 4 CHAPTER 4 60

No

Strategic Pillar

Strategic Program

Fund raising (C2)

Trust fund (C3)

4.

The develop-of Developing ment of the capacity Capacity resources Building

The development of entrepreneurships character of the university community (civitas academika) (D1) The Development of Business Unit (D2)

Sub Program

Target

Increasing the performance based incentive, as profit from commercial business, for Faculty members and the educational staff The establishment of the professional networks for the improvement of social welfare The development of reward system for the establishment of professional cooperation

Substantially increased the availability of incentive for Faculty members and the Educational staff based on their performance indicators

Development of funding support for students (scholarships), faculty members and educational skilled staff Development of Academic Business Units

The improvement of professionalism of supporting units The development of technological and expertise based businesses The development of Bogor Agricultural University Asset-based Business

Substantially increased the income for Faculty members and the educational staff Substantially increased the income for Faculty members and the educational staff as resulted by the professional networks Increased the number of students who received funding support from the Bogor Agricultural University The operation of Academic Business Units in all Units of the Bogor Agricultural University

The implementation of Professional Services and efficient provided by Supporting Units The operation of professional Technological and Expertise – based businesses at Bogor Agricultural University The operation of professional Asset - based businesses at Bogor Agricultural University

08


* * * *

* *

* *

* *

* * * * *

* * * *

* * * *

* * *

The establishment of cooperation networks (D4)

Target

The development of Committee on “Business Development and Evaluation”

The Objective Recommendations made by the Committee on the Proposed Development of Business Units Increased the number of Faculty members of Bogor Agricultural University who are recruited as expertise for local and international institutions or organizations

Intensifying the promotion of Faculty members of Bogor Agricultural University serving as expertise for local and international institutions or organizations Strengthen the important role of Bogor Agricultural University in various Development Plan Strengthen the image of Bogor Agricultural University as an Icon for international tropical biology Expanded development periphery To place the alumni as strategic counterparts

Develop collaboration with central and local governments, stateowned enterprises, private companies, nongovernment Organizations, local and international funding organizations international agencies/institutions which

The real contribution of Bogor Agricultural University in various National Development Plan will be increased Bogor Agricultural University will be internationally recognized as a Center for Tropical Biology Improved service capacities Improved participation of alumni in the intellectual and cultural life of Bogor Agricultural University Expanded networks between Bogor Agricultural Universities with central and local governments, stateowned enterprises, private companies, non-government Organizations, local and international funding organizations international

08


*

* * *

* * *

* * * * * * * * *

* * *


Sustainability of university external funding (D3)

Sub Program


Strategic Program

BAB 4

Strategic Pillar

CHAPTER 4

No

61


BAB 4 CHAPTER 4 62

No 5.

Strategic Pillar Achieving Strengthening of the managegood university ment system governance

Strategic Program Organizational Health (E1)

Sub Program

Target

Review the organizational structure on the establishment of SUP, SUA and SUK; as well as the reformulation of their job descriptions, and the establishment of performance evaluation instruments

The revised of the BAU By Laws The segregated of the function of Decision makers Structural Organization for Special Development Programs ( Diploma Programs, the Extension Programs, and Master and Doctoral Programs) will be well managed for their optimal Structural Organization of the Graduate School of Bogor Agricultural University has been formulated Structural Organization of Professional Development Programs has been established The publicized of By laws

Promoting the basic elements of good governance Standardize Audit Systems

Promoting the implementation of Quality Assurance Unit of Bogor Agricultural University Reclassification of responsibility centers

Institutionalized mechanisms to ensure that all units have been audited regularly against all the existing regulations The prefer of external audit Improved the efficiency of education expenditure, caused by the activity of the Quality Assurance Responsibility centers have been classified into four (4) centers

08


* * *

* *

* *

* * * * * *

Centralized financial management

Career Development Plan, especially for human resources of the educational programs

Excellence services for facilities and properties Develop and integrate the information systems and the data communication consistently

Appropriate legal services Define better accountability systems (E2)

Encourage the implementation of performance-based management Preparation of strategic plan

Target One gate policy for financial systems will be implemented Increased the total amount of Non-Tuition (SPP) and non-DIPA funds Open recruitment (vertical and horizontal) and staff promotion will be wellimplemented Comprehensive, centralized and integrated Career and development of Human Resources Development Plan will be well-implemented The establishment of Human Resources Development Plan Policies for Non-Government Civil Servants (PNS) Improved services for facilities and properties The information systems and data communication have been integrated Improve the accessibility to the Information Networks Improved the legal services

08

*

* * *

* * * * * * * * * * * * * * * *

Performance-based management will be wellimplemented The strategic plan for Bogor Agricultural University will be formulated and will be function as the guidelines for the University's operational plan 2008-2013, the Rector's General Policy direction, activities, the University's annual budget and operational units in each year within the period.


* * * *

*


Sub Program


Strategic Program

BAB 4

Strategic Pillar

CHAPTER 4

No

63


BAB 4 CHAPTER 4 64

No

Strategic Pillar

Strategic Program

Sub Program

Target

Promoting working systems and performance based financial budget

The allocated budget available at the RKA of Bogor Agricultural University Well-socialized of work performance The establish of fit and healthy (WTP) status Reports will be consolidated

Defining and socialization of work performance Standardize the accounting systems Improve the financial reports Improve the internal control systems Define better transparency systems (E3)

Policy formulation for the management and transparency of information Finalize the Bogor Agricultural University transition to a wireless campus for better the Information System Management (SIM) Ensuring accessibility to accurate and timely information on Bogor Agricultural University by stakeholders and public at large

The implemented of adaptive monitoring and the transparency evaluation Policy for the management and transparency of information will be formulated All sub-systems services have been well-connected electronically The accuracy and rapidity for on-line services have been improved Improved the accessibility to accurate and timely information on Bogor Agricultural University by stakeholders and public at large

08


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* * * *

* * * *

Chapter 5

Financial Strategy

Strategi Pendanaan

It is expected that the Development Plan of Bogor Agricultural University 2008-2013 will receive funding support from the central government and the public funds. There is, however, an interesting trend to increase community participation in financing higher education through among others, private donation, university industry collaboration, and involvement of national and international funding organizations for strengthening the institutional capacities 1. Government Funds Source of funding supports for the Development Plan of Bogor Agricultural

Dana pengembangan IPB tahun 2008-2013 yang dapat diestimasi terutama yang bersumber dari dana pemerintah dan dana masyarakat. Sumber dana lainnya meliputi bantuan luar negeri dan lembaga-lembaga pendanaan nasional dan internasional tetap diusahakan secara maksimum terutama untuk penguatan investasi institusi. 1. Dana Pemerintah Sumber dana pengembangan IPB tahun 2008-2013 dari dana pemerintah, meliputi:

Strategi Pendanaan

5.1. Sumber Dana dan Kebijakan Penerimaan IPB

Financial Strategy

5.1. Funding Sources and Strategies for University Development Program

BAB 5

Pendanaan untuk pengembangan IPB tahun 2008-2013 mengacu kepada peraturan perundang-undangan yang berlaku, kebijakan pemerintah dalam pembangunan pendidikan tinggi nasional, kebijakan IPB, program-program pengembangan IPB, sasaran yang ingin dicapai, dan implementasi program dalam dimensi ruang dan waktu. Diperkirakan dalam tahun 2008-2013 viabilitas pendanaan IPB masih menjadi kendala. Oleh karena itu, pembiayaan fokus pada penyelenggaraan program-program pengembangan IPB yang memiliki dampak langsung pada pencapaian visi IPB. Hal ini dilakukan melalui penetapan skala prioritas, misalnya dengan berpegang pada tema-tema program tahunan (roadmap), dengan tetap memperhatikan peningkatan kualitas/kinerja yang dihasilkan dan penguatan kapasitas institusi.

CHAPTER 5

The fiscal management policies of financial for the Development Plan of Bogor Agricultural University 2008-2013 will be based on the set of laws, regulations, directives, or guidelines regarding state owned university, government policies for the development of higher education institutions, Bogor Agricultural University Operational Plan, Development Program of Bogor Agricultural University, targets to be achieved, and the evaluation of implementation the previous program during the specified time under review. However, the viability of the financial support for 2008-2013 is still a big question. Realizing these constraints, the utilization of funding will only be focused for the implementation of Bogor Agricultural University' programs which will assist Bogor Agricultural University to achieve its Visions.

65

Strategi Pendanaan Financial Strategy

BAB 5 CHAPTER 5 66

University 2008-2013 are from the government. The government funding sources are: a. The source of fiscal budget for Bogor Agricultural University is from the national budget (APBN) through DIPA (Daftar Isian Pelaksanaan Anggaran or proposal for implementation budget). These grants will be used to cover basic activities of the university, such as the implementation of the basic and main functions of the University, the Regular Development Plan (will be utilized for the development of the undergraduate program), as well as other national level activities such as bursaries for the undergraduate and the graduate students. b. The national budget (APBN) through DIPA, which are administered by the other related Ministries/ Departments. These grants will be utilized to cover the non-regular development programs of Bogor Agricultural University. c. Under the existing law on regional autonomy, local government has stronger capacity to support education sectors including tertiary education. Participative financing structure of the local government budget (APBD) will be utilized to provide scholarship for special students from those respective regional governments.

a. Dana Pemerintah Pusat dari APBN yang dituangkan ke dalam Daftar Isian Pelaksanaan Anggaran (DIPA) IPB untuk membiayai kebutuhan dasar/pembiayaan utilitas, pelaksanaan tugas pokok dan fungsi I P B d a n p e m b i a y a a n penyelenggaraan kebutuhan dasar, serta pembiayaan untuk pengembangan IPB yang sifatnya reguler (untuk pembiayaan kebutuhan minimal peningkatan penyelenggaraan pendidikan terutama untuk mendukung pengembangan pendidikan program sarjana) dan kegiatan yang sifatnya prioritas nasional (untuk pembiayaan beasiswa program sarjana dan pascasarjana); b. Dana Pemerintah Pusat dari APBN yang dituangkan ke dalam DIPA departemen atau instansi pemerintah terkait (non reguler) untuk membiayai program pengembangan melalui pembiaya-an program yang bersifat penugasan khusus c. Dana Pemerintah Daerah dari APBD dalam rangka aktivitas kerjasama untuk pembangunan daerah dan perluasan akses pendidikan ( p end i d i k a n s a r j a na ) m el a l u i program Beasiswa Utusan Daerah (BUD) 2. Dana Masyarakat Sumber penerimaan dana masyarakat untuk pengembangan IPB tahun 20082013, meliputi:


BAB 5

a. Sumbangan Pembinaan Pendidikan (SPP), meliputi SPP program sarjana reguler, program sarjana penyelenggaraan khusus, program sarjana alih jenjang, program sarjana beasiswa utusan daerah (BUD), program pascasarjana reguler, program pascasarjana penyelenggaraan khusus, program pascasarjana manajemen dan bisnis, SPP mahasiswa asing, dan SPP program diploma. b. Non SPP untuk seluruh program (sarjana, pascasarjana, dan diploma), meliputi PPMB, perlengkapan mahasiswa baru, wisuda, dan pengembangan institusi dan fasilitas c. Pendapatan Non Komersial, meliputi beasiswa (seluruh program pendidikan non BPPS), auxiliary enterprise dan usaha lain, uang asrama mahasiswa TPB, deposit asrama, PPKM, dies natalis, dan pendapatan lainnya. d. Dana Kerjasama Penelitian dan Pengabdian kepada Masyarakat yang dikoordinasikan oleh LPPM meliputi hibah bersaing, hibah tim pascasarjana, fundamental, insentif riset dasar dan terapan, insentif peningkatan kapasitas, insentif percepatan difusi IPTEK, RAPID, program KKP3T, dan sumber pembiayaan lainnya. Selain itu, sumber pembiayaan penelitian dan pengabdian kepada masyarakat

CHAPTER 5

2. Public Fund Flows Source of funding supports for the Development Plan of Bogor Agricultural University 2008-2013 are from the Public Funds, those external funds constitute of: a. Tuition Fee (SPP): In light of the spirit in increasing community participation in supporting Bogor Agricultural University, the University shall set its own tuition fees (SPP). The tuition fees will be imposed for the Regular Undergraduate Students, Special Degree Program, program sarjana alih jenjang; funding scheme for Utusan Daerah (BUD), School of the Graduate Studies, the Graduate Studies for Magister Management, foreign students, and the Diploma Program. b. Non -Tuition Fee (Non SPP) for the entire programs (Undergraduates, Graduates, and Diploma Program), including PPMB (The Committee for the Admission of New Incoming new Students ), equipment for students, the administration fee for graduation, funds for the institutional and infrastructure development. c. Non-commercial Income: including scholarships (all funding scheme for Non-BPPS students), auxiliary enterprises and other business Units, rental fee of the dormitories, dormitory deposits, PPKM, Dies Natalis Activities, and other sources income.

67


BAB 5 CHAPTER 5 68

d.

In Indonesia, competitive funds are an important financing mechanism for agricultural R&D, especially in university-led R&D Research Funds for the Research Programs and Community Services. These funds have been coordinated by the Research Center and Community Services (LPPM), those funds are: Competitive Grants, the Graduate Team Grants, Fundamental, Incentive Grants for Basic and Applied Research, Incentive Grants for Capacity Development, Incentive Grants to Expedite the IPTEK Diffusion, RAPID, KKP3T, and other funding sources. In addition, there are other research funds which are coordinated by Faculties, and creative cooperation grants for the respective Faculty' activities. e. Commercial Business: Income generated by this Business Units are dividend and other Production Sharing of the Business owned by the University, or profits based on the share, wholly or partly, as invested by the Bogor Agricultural University, such as PT Bogor Life Science and Technology (PT BLST) and PT Prima Kelola Agribusiness and Agroindustri, and other business the Bogor Agricultural University plan to establish within 2008-2013 period. The ideal format for government recurrent budget should include both operational and maintenance costs,

e.

f.

yang dikoordinasikan oleh fakultasfakultas, dan kerjasama kreatif lainnya. Usaha Komersial, meliputi hasil usaha dalam bentuk pendapatan dividen atau pembagian keuntungan atas badan usaha komersial (perusahaan) yang sahamnya dimiliki IPB secara keseluruhan atau sebagian, diantaranya PT Bogor Life Science and Technology (PT BLST) dan PT Prima Kelola Agribisnis dan Agroindustri, dan perusahaan lain yang didirikan selama tahun 20082013. Pendapatan lain-lain (pendapatan jasa program, jasa bank, donatur dan lain-lain)

Kebijakan penerimaan dana IPB tahun 2008-2013 dengan memperhatikan sifat dan besaran penerimaan IPB tahun 2007 dan perubahan sistem keuangan pemerintah, adalah sebagai berikut: 1. M e n i n g k a t k a n c a p a i a n b e s a r a n penerimaan yang bersumberkan dari DIPA IPB dan DIPA departemen atau instansi pemerintah terkait melalui program-program kompetitif untuk kegiatan riset dan pengembangan institusi. 2. Mengoptimalkan perolehan penerimaan dana masyarakat yang bersumberkan dari SPP dengan tetap memperhatikan bantuan/subsidi bagi mahasiswa terutama mereka yang berada pada tingkat ekonomi menengah ke bawah.


BAB 5

3. Mengoptimalkan penerimaan IPB dari dana masyarakat lainnya melalui program kerjasama dengan berbagai lembaga nasional dan internasional untuk penyelenggaraan kegiatan riset dan pengabdian kepada masyarakat yang bersifat kompetitif atau hibah termasuk dana corporate social responsibility (CSR). 4. Meningkatkan penerimaan dari satuan usaha (usaha penunjang dan usaha komersial di lingkungan IPB) dengan tetap memperhatikan aspek keberlanjutan dan menguntungkan melalui kerjasama pihak ketiga dan atau usaha mandiri. 5. Memperjuangkan penerimaan dana bantuan internasional yang sudah termasuk blue-book Bappenas RI untuk proposal research based university dan pengajuan usulan-usulan baru untuk world class university.

CHAPTER 5

determined by rigorous formula that recognize the past and current performance of the University, and the revised law for Finance. Policies to increase the proportion of the Annual Budget for the Development Plan 2008-2013 are: 1. Increase the total amount of Annual Budget for Bogor Agricultural University from the National Budget (APBN) through DIPA , as well as other competitive funds for research program specified by governmental Ministries/Departments or related institutions. 2. Refine tuition and financial aid strategy to reflect Bogor Agricultural University market position and distinctive value. In order to encourage desirable enhanced community participation, some schemes of cross subsidy should be developed within the University. 3. Establish cooperation networks with local and international funding and research organizations for optimum funding support. Bogor Agricultural University should explore possibilities to tap the available competitive grants for its research and community service programs, as well as the corporate social responsibility. 4. Maximize the income generating from Bogor Agricultural University business units (both the supporting and the commercial business of the university owned by the university or through the joint venture), with respect to its sustainability and profitability.

69


BAB 5 CHAPTER 5 70

5.

Investigate international funding opportunities available at the blue-book BAPPENAS for research based university and the improvement of World Class University.

5.2. Functional and Policies for the Expenditure of the Annual Budget The expenditure for the Development Plan of Bogor Agricultural University 20082013 will be for: (1) In order to significantly contribute to the national competitiveness, therefore, it is important to consistently advocate higher allocation of public resources, and at the same time continuously improve the efficient and effective use of the fund; (2). Strengthening the autonomy status of Bogor Agricultural University in scientific development, as well as the shifting status of the University into the State-owned Legal Entity Universities (BHMN); (3). Daily progress of the operational plan of Bogor Agricultural University; (4). Incentive and disincentive, specifically for: (a). The expansion of access and the improvement of educational quality and student body; (b). Improvement of the qualified research programs and community services; (c). Increment of salary and benefits; (d). Mobilization of resources; (e). Strengthening the management systems of higher education. Policies to improve the efficient and effective use of the Annual Budget allocated for the Development Plan 2008-2013, will be based on its characteristics and the total

5.2. Fungsi dan Kebijakan Pengeluaran Pengeluaran untuk pengembangan IPB dalam kurun waktu tahun 2008 2013 dalam rangka melaksanakan fungsi-fungsi: (1) peningkatan daya saing dalam menghadapi era globalisasi dan akses ilmu pengetahuan baru dalam mengantisipasi problem pengusangan; (2) penguatan otonomi IPB dalam lingkup otonomi keilmuan, kemandirian dan pergeseran peran IPB sebagai perguruan tinggi berstatus BHMN; (3) berjalannya operasional harian IPB, dan (4) pemberian insentif dan disinsentif, terutama bagi: (a) perluasan akses dan peningkatan kualitas pendidikan dan kemahasiswaan, (b) peningkatan kualitas penelitian dan pengabdian kepada masyarakat, (c) peningkatan kesejahteraan, (d) peningkatan kapasitas sumberdaya, (e) penguatan sistem manajemen perguruan tinggi. Kebijakan pengeluaran dana IPB tahun 2008-2013 dengan memperhatikan sifat dan besaran pengeluaran IPB tahun 2007 dan perubahan sistem keuangan pemerintah yang berlaku, adalah sebagai berikut: 1. Pengeluaran untuk kebutuhan dasar IPB untuk pembiayaan utilitas, pelaksanaan tugas pokok dan fungsi IPB dan


4. Memaksimumkan pengeluaran dari sumber bantuan/hibah lembaga donor nasional atau internasional untuk investasi infrastruktur, fasilitas, properti, dan untuk kegiatan program-program riset unggulan dan publikasi internasional.

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pembiayaan penyelenggaraan kerumahtanggaan kampus dan perkantoran (pembiayaan rutin) akan dibiayai dari dana pemerintah (DIPA IPB), dan dana masyarakat sebagai dana suplemen. 2. Pengeluaran untuk program-program pengembangan IPB yang menjadi prioritas terutama investasi infrastruktur, fasilitas dan properti, dan penyelenggaraan riset unggulan internasional secara komplemen akan dibiayai dari dana pemerintah (DIPA IPB) dan dana tambahan non reguler berupa ”pembiayaan khusus ” yang diperoleh secara kompetitif maupun penugasan dari DIPA departemen atau instansi pemerintah terkait maupun instansi pemerintah lainnya. 3. Mengoptimalkan pengeluaran untuk kebutuhan dasar dan pengembangan (investasi) bagi unit kerja yang termasuk katagori ”unit penyelenggaraan khusus”, yaitu Program Pascasarjana Manajemen dan Bisnis (MB) dan Program Diploma.

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amounts of grants received in the previous years, and the revised law for Finance as follows: 1. Basic expenditure of Bogor Agricultural University, especially for its utilities such as the implementation of main activities and function and campus households, whereas offices expenses will be funded by the national budget (APBN), and the supplement funds will be funded by public funds. 2. Expenses for Program Development of Bogor Agricultural University, with specific interest on the investment on infrastructure, facilities and properties, and internationally research program will funded by national budget (APBN Additional competitive DIPA IPB). funding of non-regular budget “special assignment budget” which are specified in the governmental Ministries/ Departments and other national research institutions will also be explored. 3. Improve the efficient and effective use of the fund, especially for Special Educational Program “School of Graduate Studies on Management and Business”, and the “Diploma Program”. 4. Maximize the utilization of available funds received from national and international funding organization for infrastructure, facilities, properties, research programs and international publications.

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5. Advocate higher allocation of public resources for its Bogor Agricultural University operational program activities, institutional management, and fringe benefits for lectures and educational staff.

5. Mengoptimalkan pengeluaran yang bersumberkan dari dana masyarakat untuk kegiatan operasional penyelenggaraan program, manajemen institusi, dan kesejahteraan khususnya bagi dosen dan tenaga kependidikan.

Chapter 6

Monitoring and Evaluation Strategy

Strategi Monitoring dan Evaluasi

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Strategi Monitoring dan Evaluasi Monitoring and Evaluation Strategy

Monitoring and evaluation strategies are planned to find solution for finding problem and becomes base to increase academic and Management System performance of the university, in : (1). Academic Units (Academic Departments and Centers) in its quality control aspects for their academic program activities; (2). The Quality Assurance Units:

Strategi Monitoring dan evaluasi merupakan bagian yang esensial dan tidak dapat dipisahkan dari Rencana strategi IPB Tahun 2008-2013. Monitoring meliputi kegiatan untuk mengamati/meninjau kembali/mempelajari serta mengawasi secara berkesinambungan atau berkala terhadap pelaksanaan program/kegiatan yang sedang berjalan. Kegiatan monitoring dilakukan untuk menemukenali permasalahan, mencari alternatif pemecahan dan menyarankan langkah-langkah penyelesaian sebagai koreksi dini agar pelaksanaan kegiatan berjalan secara efisien, efektif dan tepat waktu. Selain itu kegiatan monitoring untuk mengetahui kesesuian antar rencana yang telah ditetapkan dalam Renstra IPB Tahun 2008-2013 dengan hasil yang dicapai. Evaluasi adalah usaha untuk mengukur dan memberi nilai secara obyektif atas pencapaian hasil-hasil pelaksanaan program/kegiatan yang telah direncanakan dalam Rencana strategi IPB 2008-2013 dan dijabarkan dalam rencana tahunan, serta dilakukan secara sistematis dan obyektif dengan menggunakan metode evaluasi yang relevan. Strategi monitoring dan evaluasi diutamakan pada peningkatan mutu akademik dan sistem manajemen, pada: (1) unit pelaksana akademik (departemen dan pusat) dalam aspek pengawasan kualitas (quality control) pelaksanaan program akademik; (2) unit penjaminan mutu pendidikan ( quality assurance), yakni: Fakultas, Sekolah Pascasarjana dan Program Diploma; (3) unit penjaminan mutu

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Monitoring and evaluation is part of Bogor Agricultural University Strategic Plan 2008-2013, and it is an essential instrument that will determine success or failure of the University. Monitoring process in the University, is the process of doing the systematic collection and analysis of information, continuously or periodically, of the University' operational and work plan progresses. It is aimed at improving the efficiency and effectiveness of the University Work Programs. It is based on targets set and activities planned during the planning phases of work. It helps to keep the work on track, and can let management know when things are going wrong. If done properly, it is an invaluable tool for good management, and it provides a useful base for evaluation. Evaluation is the comparison of actual project impacts against the agreed strategic plans. It looks at what the University set out to do, at what they have accomplished, and how the University accomplished it. Monitoring and evaluation are conduct to control University Work Programs activities based on Bogor Agricultural University Strategic Plan 20082013, to achieve expected goals correctly, correct number, correct cost and correct target.

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Faculties, the Graduate School, the Diploma Program of Bogor Agricultural University; (3). The Quality Assurance Units of Research Programs and Community Services; (4). Administrative Units (Directorates and Offices) and the Supporting Units University Officers and other Supporting Units of Bogor Agricultural University officers are responsible for their professional performance the University's governance structure based on the National Higher Education Institutions Standards as well as the National Accreditation Standards, which covers the quality assurance (education, research, and community services). Assess learning outcomes and use performance indicators to improve educational quality and administrative effectiveness.

penelitian dan pengabdian kepada masyarakat (LPPM); (4) unit pelaksana administrasi (direktorat dan kantor) dan unit penunjang akademik; Acuan utama pengukuran pada standarisasi yang berlaku di IPB, dan mengacu pula pada Standar Nasional Pendidikan Tinggi (SNPT) dan standar akreditasi internasional. Standarisasi tersebut mencakup standarisasi mutu akademik (pendidikan, penelitian dan pengabdian kepada masyarakat), sedangkan monitoring dan evaluasi pada capaian mutu kinerja pada unit-unit pelaksana kegiatan mencakup: keluaran (outputs) , hasil (outcomes/results), manfaat (benefits) dan dampak (impact) dari tiap program/kegiatan.

6.1 Principals Methods for Implementing Monitoring and Evaluation

6.1. Prinsip Pelaksanaan Monitoring dan Evaluasi

Bogor Agricultural University will involve the following principles in implementing the monitoring and evaluation process, the principles are as follows: (1). Establishing indicators of efficiency, effectiveness and impact of the Monitoring and Evaluation; (2). Based on objectivity: to see what the University intend to achieve what difference did it want to make? What impact did it want to make?; (3). Attainable by any qualified, competent, and fully trained person who has the authority and resources to achieve the desired result; (4). Transparency: the University is responsible for establishing a sound business environment so that various funding sources (such as government

Pelaksanaan monitoring dan evaluasi dilakukan berdasarkan prinsip-prinsip sebagai berikut: (1) kejelasan tujuan dan hasil yang dicapai dari monitoring dan evaluasi; (2) pelaksanaan dilakukan secara obyektif; (3) dilakukan oleh petugas yang memahami konsep, teori, proses serta berpengalaman dalam melaksanakan monitoring dan evaluasi agar hasilnya sahih dan handal; (4) pelaksanaan dilakukan secara transparan, sehingga pihak bersangkutan mengetahui hasilnya dan hasilnya dapat dilaporkan kepada stakeholders (pihak berkepentingan/ pihak berkewenangan) melalui berbagai cara; (5) melibatkan berbagai pihak yang dipandang perlu dan berkepentingan secara

The mechanisms of monitoring and evaluation activity is a gradual conduct, it means base on level and position of some one. The evaluation process starts at the academic units, administrative and supporting units as the quality control unit. The evaluation reports then, hierarchically will be reported to their immediate superior, as the Quality

Mekanisme pelaksanaan monitoring dan evaluasi dilakukan mulai dari pelaksana kegiatan akademik, pelaksana kegiatan administrasi dan pelaksana penunjang akademik selaku unit pengendali mutu, selanjutnya hasil monitoring dan evaluasi secara berjenjang dilaporkan ke atas, yaitu ke unit penjaminan mutu, penanggung jawab


6.2. Mekanisme Pelaksanaan Monitoring dan Evaluasi


6.2 The Mechanism Process of Monitoring and Evaluation

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proaktif (partisipatif); (6) pelaksanaannya dapat dipertanggung-jawabkan secara internal maupun eksternal (akuntabel); (7) mencakup seluruh obyek agar dapat menggambarkan secara utuh kondisi dan situasi sasaran monitoring dan evaluasi yang komprehensip; (8) pelaksanaan dilakukan sesuai dengan jadwal yang telah ditetapkan dan pada saat yang tepat agar tidak kehilangan momentum yang sedang terjadi; (9) dilakukan secara berkala dan berkelanjutan; (10) berbasis indikator kinerja dan (11) dilakukan secara efektif dan efisien, artinya target monitoring dan evaluasi dicapai dengan menggunakan sumberdaya yang ketersediaannya terbatas dan sesuai dengan yang direncanakan.

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agencies, donors, students, and bondholders) can confidently provide resources to support Bogor Agricultural University's academic mission; (5) Participatory: as it is a form of internal evaluation, Bogor Agricultural University decide to involve as many people with a direct stake in the work as possible. This may mean project staff and beneficiaries working together on the evaluation. If an outsider is called in, it is to act as a facilitator of the process, not an evaluator; (6). Describe the conditions that exist when performance meets expectations; (7). Be expressed in terms of quantity, quality, time, cost, effect, manner of performance, or method of doing; (8). Will be implemented according to the scheduled dates; and the assessing its progress towards what it wanted to achieve, its impact targets (9). Periodicity and sustainable; (10). Based on the criteria indicators; (11). Establishing indicators of efficiency, effectiveness and impact. It involves establishing and sustaining appropriate legal and institutional arrangements to uphold the rule of law and maintain consistency of public policies and programs.

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Control Units, then to the Quality Assurance. The Quality Assurance, will submit the reports to the Executive Boards (Rector and Vice Rectors), Academic Senate, Council of Professors, and finally to the Board of Trustees. At the conclusion of the evaluation process, specifically for the national level reports, will be submitted to the Minister of National Education of Indonesia, through the Director General of Higher Education.

program lingkup IPB (Rektor dibantu para Wakil Rektor), Senat Akademik dan Dewan Guru Besar, dan MWA, serta selanjutnya untuk program-program lingkup nasional laporan tersebut disampaikan kepada Menteri Pendidikan Nasional atau melalui Direktur Jenderal Pendidikan Tinggi.

MINISTER OF NATIONAL EDUCATION

Consolidator of the Educational National Program

DIRETOR GENERAL OF HIGHER EDUCATION

Administrator for the National Higher Learning Programs

MWA

University’s highest decision making body The highest academic normative

SA

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DGB RECTOR (VICE RECTORS)

Administrator for Operational Plan

PROGRAMS COORDINATOR

QUALITY ASSURANCE UNIT Directorate of Planning and Development

QUALITY MANAGEMENT UNIT

QUALITY CONTROL UNIT

Administers moral and ethical integrity

Monitoring, Evaluation, and Reports

Monitoring and Evaluation Reporting Quality Control and Accreditatiton

Figure 6.1. Mechanism of the Implementation of Monitoring and Evaluation Process


Unit pengendali mutu adalah pelaksanaan kegiatan yang terdiri atas pelaksana kegiatan akademik, yaitu departemen-departemen di bawah koordinasi Fakultas dan pusat-pusat di bawah koordinasi Lembaga Penelitian dan Pengabdian kepada Masyarakat (LPPM), pelaksana kegiatan administrasi, dan pelaksana kegiatan penunjang akademik. 1. Departemen Aktivitas monitoring dan evaluasi yang dilakukan oleh departemen bertujuan untuk mengawasi kualitas (quality control) penyelenggaraan pendidikan sesuai dengan mandat dan tupoksinya untuk menggali data dan informasi yang dijadikan dasar untuk bahan analisis penjaminan mutu pendidikan terutama yang berkaitan dengan hal-hal : (1) aktivitas proses belajar dan mengajar (perkuliahan, praktikum, kerja lapangan dan ujian); serta (2) prestasi mahasiswa dari hasil proses belajar dan mengajar; (3) implementasi kurikulum mayor-minor; (4) identifikasi permasalahan dan upaya pemecahannya dalam kegiatan pendidikan. 2. Pusat Aktivitas monitoring dan evaluasi yang dilakukan oleh pusat bertujuan untuk mengawasi kualitas (quality control) penyelenggaraan penelitian atau pengabdian kepada masyarakat. Menggali data dan informasi yang


The Quality Control Units of Bogor Agricultural University are the Academic Units, namely the Departmental Units which are coordinated by Faculties, as well as Centers which are coordinated by Research Program and Community Services (LPPM), Administrative Units, and the Supporting Academic Units. 1. Departmental Units The monitoring and evaluation process for the Departmental Units is the quality control functions for learning and teaching process. In addition, the monitoring and evaluation process will also appraise the academic activities whether they are aligned with the university' goals as mandated by the Boards and to investigate important data and information as the basic performance indicators of the appraisal for the learning and teaching process, as follows: (1). Learning and teaching activities (Lectures, laboratory works, field works, and examinations); (2). Assessment of the University graduate' performance as resulted by the Learning and Teaching Activities; (3). The implementation of Major-Minor curriculum; and (4). Identify constraints and how to encounter those constraints in implementing both of academic and nonacademic activities. 2. Centers The monitoring and evaluation process

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6.2.1. Monitoring dan Evaluasi oleh Unit Pengendali Mutu

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6.2.1 Monitoring and Evaluation of the Quality Control Unit

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for the Research and Community Services of Bogor Agricultural University is to provide quality assurance that all Centers under the Research and Community Services are implementing research and community services aligned with the university' goals as mandated by the Boards. In addition, the monitoring and evaluation process will also investigate important data for the establishment performance para-meters, the criteria to be evaluated are as follows: (1). The programs of Research and Community Services activities, (2). Work performance of the Research and Community Services activities; (3). Identify problem solving and encounter constraints in implemen-ting both of academic and non-academic activities. 3. Directorates and Offices The monitoring and evaluation process for the Directorates and Offices of Bogor Agricultural University is to provide quality assurance that all Directorates and Offices are aligned with the university' goals as mandated by the Boards, as well as to investigate important data and information for the establishment performance parameters, the criteria for evaluation are as follows: (1). Identify problem solving and encounter constraints in implementing the activities of those Directorates and Offices; (2). To appraise whether their work programs are aligned with the work plan approved by the Boards; (3). To appraise their job performance against

3.

4.

dijadikan dasar untuk bahan analisis penjaminan mutu penelitian dan/atau pengabdian kepada masyarakat terutama yang berkaitan: (1) aktivitas proses penelitian atau pengabdian kepada masyarakat; serta (2) kinerja yang dicapai dari hasil proses kegiatan penelitian atau pengabdian kepada masyarakat; (3) identifikasi permasalahan dan upaya pemecahannya dalam kegiatan penelitian dan pengabdian kepada masyarakat. Direktorat dan Kantor Aktivitas monitoring dan evaluasi yang dilakukan oleh direktorat dan kantor bertujuan untuk menggali data dan informasi terutama yang berkaitan dengan hal-hal: (1) identifikasi permasalahan yang dihadapi dan upaya pemecahan dalam pelaksanaan kegiatan yang berkaitan dengan tupoksinya; (2) kesesuaian pelaksanaan kegiatan dengan rencana (3) kinerja yang dihasilkan (ketercapaian indikator kinerja dibandingkan dengan indikator yang ditetapkan. Unit Kerja Penunjang Akademik Aktivitas monitoring dan evaluasi yang dilakukan oleh Unit Kerja Penunjang Akademik (Perpustakaan, Universty Farm, Unit Pelatihan Bahasa, RSH Pendidikan, Unit Pengelola Asrama, Unit Olah Raga dan Seni, Lab. Kimia Terpadu, Unit Keamanan Kampus dan Poliklinik) bertujuan untuk menggali data dan informasi terutama yang berkaitan

6.2.2. Monitoring dan Evaluasi oleh Unit Penjaminan Mutu

The Quality Assurance Units of Bogor Agricultural University are Faculties (Colleges), School of Graduate Studies, and Research and Community Services (LPPM), and the Diploma Program. 1 Academic units (Faculties) The monitoring and evaluation process of Faculties is the quality control functions

Unit penjamin mutu terdiri atas Fakultas, Sekolah Pascasarjana, Lembaga Penelitian dan Pengabdian kepada Masyarakat (LPPM), dan Program Diploma. 1. Fakultas Aktivitas monitoring dan evaluasi yang dilakukan oleh fakultas bertujuan untuk melakukan penjamin mutu (quality


6.2.2 Monitoring and Evaluation of Quality Assurance Unit

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dengan hal-hal: (1) identifikasi permasalahan yang dihadapi dan upaya pemecahan dalam pelaksanaan kegiatan yang berkaitan dengan tupoksinya; (2) kesesuaian pelaksanaan kegiatan dengan rencana (3) kinerja yang dihasilkan (ketercapaian indikator kinerja dibandingkan dengan indikator yang ditetapkan.

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the existing criteria indicators of job performances. 4. Supporting Academic Units. The monitoring and evaluation process for the Supporting Academic Units of Bogor Agricultural University, consisted of Library, University Farm, Language Development Unit, Teaching Animal Hospital for Veterinary students, Dormitory Management, Sport and Performing Art Unit, Integrated Chemical Laboratory, Security Unit, and Policlinic are to evaluate whether those units are performing their jobs aligned with the standard performance approved by the Boards. The criteria for the evaluation are as follows: (1). Identify problem solving and encounter constraints in implementing the activities of those Directorates and Offices; (2). To appraise whether their work programs are aligned with the work plan approved by the Boards; (3). Their job performance against the existing criteria indicators of job performances.

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2

to appraise whether the learning and teaching process in the Faculties are aligned with the university' goals as mandated by the Boards and to investigate important data and information for monitoring and evaluation process are as follows: (1). Analysis evaluation and monitoring report on learning and teaching activities (Lectures, laboratory works, field works, and examinations) performed by those Academic Units under their coordination; (2). Achievements of the Academic Units on their teaching and learning process against the proposed standard performance indicators; (3). Identify constraints and how to encounter those constraints to improve the performance of both of academic and non-academic activities Postgraduate School The monitoring and evaluation process of School of the Graduate Studies is the quality control functions of the School in appraising whether the learning and teaching process aligned with the university' goals as mandated by the Boards. The evaluation and monitoring process is also to investigate important data for the improvement of standards of quality of learning and teaching process. The criteria for evaluation process are as follows: (1). Analysis evaluation and monitoring report on learning and teaching activities (Lectures, laboratory works, field works, and examinations) performed by the Graduate School; (2).

assurance) pendidikan sesuai dengan mandat dan tupoksinya untuk menggali data dan informasi yang berkaitan dengan hal-hal: (1) Analisis laporan monitoring dan evaluasi departemen di bawah koordinasinya; (2) Identifikasi ketercapaian kinerja pendidikan dibandingkan dengan standar mutu yang ditetapkan; (3) Identifikasi permasalahan penyelenggaraan pendidikan dan upaya pemecahannya. 2. Sekolah Pascasarjana Aktivitas monitoring dan evaluasi yang dilakukan oleh Sekolah Pascasarjana bertujuan untuk melakukan penjamin mutu (quality assurance) pendidikan pascasarjana sesuai dengan mandat dan tupoksinya untuk menggali data dan informasi yang berkaitan dengan hal-hal: (1) analisis laporan monitoring dan evaluasi departemen pengampu pendidikan pascasarjana; (2) Identifikasi ketercapaian kinerja pendidikan pasca sarjana dibandingkan dengan standar mutu yang ditetapkan; (3) Identifikasi permasalahan penyelenggaraan pendidikan pascasarjana dan upaya pemecahannya. 3. Lembaga Penelitian dan Pengabdian kepada Masyarakat (LPPM) Aktivitas monitoring dan evaluasi yang dilakukan oleh LPPM bertujuan untuk melakukan penjamin mutu (quality assurance) penelitian dan pengabdian kepada masyarakat sesuai dengan mandat dan tupoksinya untuk menggali

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4.

data dan informasi yang berkaitan dengan hal-hal: (1) analisis laporan monitoring dan evaluasi pusat di bawah koordinasinya; (2) identifikasi ketercapaian kinerja penelitian dan pengabdian kepada masyarakat dibandingkan dengan standar mutu yang ditetapkan; (3) identifikasi permasalahan penyelenggaraan penelitian dan pengabdian kepada masyarakat serta upaya pemecahannya. Program Diploma Aktivitas monitoring dan evaluasi yang dilakukan oleh Program Diploma bertujuan untuk melakukan penjamin mutu (quality assurance) pendidikan diploma sesuai dengan mandat dan tupoksinya untuk menggali data dan informasi yang berkaitan dengan hal-hal: (1) analisis laporan monitoring dan evaluasi program keahlian di bawah koordinasinya; (2) identifikasi ketercapaian kinerja pendidikan diploma dibandingkan dengan standar mutu yang ditetapkan; (3) identifikasi permasalahan penyelenggaraan pendidikan diploma dan upaya pemecahannya.

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Achievements of the Academic Units on their teaching and learning process against the proposed standard performance indicators; (3). Identify constraints and how to encounter those constraints to improve the performance of the in implementing both of academic and non-academic activities 3. Institute of Research and Community Empowerment An effective performance management process sets the foundation for rewarding excellence of Research and Community Services of IPB (LPPM), in appraising whether the learning and teaching process aligned with the university' goals as mandated by the Boards. The evaluation and monitoring process is also to investigate important data and information for the improvement of standards quality of Research Programs and Community Services of as follows: (1). Analysis evaluation and monitoring report on learning and teaching activities (Lectures, laboratory works, field works, and examinations) performed by the Graduate School; (2). Achievements of the Academic Units on their teaching and learning process against the proposed standard performance indicators; (3). Identify constraints and how to encounter those constraints to improve the performance of the in implementing both of academic and non-academic activities. 4. Diploma Program The monitoring and evaluation process

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for the Diploma Program of Bogor Agricultural University is the quality control functions in appraising whether the learning and teaching process of the Diploma Program is aligned with the university' goals as mandated by the Boards. The evaluation and monitoring process is also to investigate important data and information for the improvement of standards of quality of learning and teaching process. The criteria for evaluation process are as follows: (1). Analysis evaluation and monitoring report on learning and teaching activities (Lectures, laboratory works, field works, and examinations) performed by those Academic Units under their coordination; (2). Achievements of the Academic Units on their teaching and learning process against the proposed standard performance indicators; (3). Identify problem encounter in the implementation of Diploma Program of Bogor Agricultural University and its problem solving. 6.2.3 Monitoring and Evaluation of Executive Boards (Rector)

6.2.3. Monitoring dan Evaluasi oleh Penanggung Jawab Program

The Board of Trustees has assigned responsibility to the Rector of Bogor Agricultural University for the management of the University's business activities. To execute these activities, he is assisted by the Vice Rector for Evaluation and Directorate of Planning and Development to compile, recapitulate, analysis, and keep and store the

Aktivitas monitoring dan evaluasi yang dilakukan oleh Penanggung Jawab Program IPB (Rektor) yang pelaksanaannya dilakukan oleh Wakil Rektor dibantu oleh Direktorat Perencanaan dan Pengembangan dalam mengkompilasi, merekapitulasi, menganalisis dan memelihara data dan informasi (laporan monitoring dan evaluasi

The monitoring and evaluation process by the Academic Senates is to investigate important data and information in the related subjects areas: (1). The analysis of Evaluation and Monitoring Report by Rector of Bogor

Aktivitas monitoring dan evaluasi yang dilakukan oleh Senat Akademik untuk menggali data dan informasi yang berkaitan dengan hal-hal: (1) analisis laporan yang disampaikan Rektor; (2) identifikasi kinerja


6.2.4. Monitoring dan Evaluasi oleh Senat Akademik (SA) dan Dewan Guru Besar (DGB)


6.2.4 Process of Monitoring and Evaluation by Academic Senate and Professorial Committe

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dari unit-unit penjamin mutu dan unit-unit pelaksana kegiatan). Fungsi Kantor Manajemen Mutu dalam memfasilitasi berjalannya penjaminan mutu di lingkup IPB adalah melakukan menetapkan target mutu pelaksanaan program berdasarkan standar mutu/sasaran masing-masing indikator kunci. Aktivitas monitoring dan evaluasi yang dilakukan oleh Penaggung Jawab Program Pengembangan IPB menggali data dan informasi yang berkaitan dengan hal-hal : (1) analisis ketercapaian kinerja program dibandingkan dengan rencana program, indikator kunci (ukuran hasil) dan target yang ditetapkan; dan (2) identifikasi permasalahan dan upaya pemecahannya dalam pelaksanaan program. Laporan hasil monitoring dan evaluasi oleh Rektor IPB yang berkaitan dengan program pengembangan IPB dalam lingkup program pembangunan pendidikan tinggi nasional secara berjenjang dilaporkan ke Direktorat Jenderal Pendidikan Tinggi yang selanjutnya oleh Direktur Jenderal Pendidikan Tinggi dilanjutkan ke Menteri Pendidikan Nasional.

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respective data information (Monitoring and Evaluation Reports from the Control Units and also the Quality Assurance Units). The Quality Assurance Unit Bogor Agricultural University is responsible for the provision of the Performance Indicators to appraise the performance achieved by the all Units in the University. The evaluation and monitoring process is also to investigate important data and information for the improvement of standards of quality of learning and teaching process. The criteria for evaluation process are as follows: (1). To appraise work performance whether they are aligned with Operational Plan as approved by the Board of Trustees, and against the against the proposed standard performance indicators; (2). Identify constraints and how to encounter constraints in implementing both of academic and non-academic activities. At the conclusion of the evaluation process, the evaluation team (The Board of Trustees and The Executive Boards) shall make a written recommendation to the Minister of National Education of Indonesia, through the Director General of Higher Education.

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Agricultural University; (2). Achievements of the Academic Units on their teaching and learning process against the existing standard performance indicators approved by the Board of Trustees; (3). Identify constraints and how to encounter those constraints in implementing both of academic and non-academic activities. The Council of Professors will implement their “Monitoring and Evaluation Process” periodically, at least once a year. On a special case, the Senate Academic together Academic Senates will evaluate and monitor: (1). Moral integrity and the ethic of the university community; and (2). Story scholar value among the faculty member.

dan kesesuaian program akademik dengan kebijakan dasar yang ditetapkan Senat Akademik; (3) identifikasi permasalahan pelaksanaan program akademik dan upaya pemecahannya. Aktivitas monitoring dan evaluasi yang dilakukan oleh Dewan Guru Besar (DGB) dilakukan sekurang-kurangnya 1 (satu) kali dalam setahun. Untuk hal tertentu DGB dapat bersama-sama dengan SA melakukan monitoring dan evaluasi berkaitan dengan hal-hal: (1) integritas moral dan etika sivitas akademika institut; (2) kukuhnya kesujanaan di lingkungan institut.

6.2.5 University Board of Trustees

6.2.5. Monitoring dan Evaluasi oleh Majelis Wali Amanat (MWA)

The Board of Trustees is responsible for examining and evaluating all the University's business activities in its General Assembly Meeting held at least biannually. To assure that the University's assets are protected and that transactions and events are recorded properly, the Boards may call on Board of Auditor (Dewan Audit) to audit the monthly financial statements in accordance with generally accepted auditing standards. In addition, the monitoring and evaluation process by the Board of Trustees will also to investigate important data and information in the related subjects areas: (1). The Analysis of the Rector Reports; (2) Identify the relevance of both academic and nonacademic program with the general policies adopted by the Board of Trustees; (3).

Aktivitas monitoring dan evaluasi yang dilakukan oleh Majelis Wali Amanat (MWA) dilakukan sekurang-kurangnya 2 (dua) kali dalam setahun. Untuk hal tertentu MWA dapat menugaskan Dewan Audit (DA) untuk melakukan monitoring dan evaluasi yang dapat dilakukan secara berkala bulanan. Monitoring dan evaluasi yang dilakukan MWA untuk menggali data dan informasi yang berkaitan dengan hal-hal: (1) analisis laporan yang disampaikan rektor; (2) identifikasi kinerja dan kesesuaian program akademik dan program non akademik dengan kebijakan umum yang ditetapkan MWA; (3) identifikasi permasalahan pelaksanaan program akademik dan non akademik dan upaya pemecahannya. Keseluruhan hasil monitoring dan evaluasi


BAB 6

tahunan yang meliputi pelaksanaan program/kegiatan akademik dan non akademik yang dilakukan Majelis Wali Amanat (MWA), bersama-sama dengan Rektor IPB melaporkan kepada Menteri Pendidikan Nasional.

CHAPTER 6

Identify constraints and how to encounter those constraints to improve the performance of both of academic and non-academic activities. At the conclusion of the evaluation process, the evaluation team (The Board of Trustees and The Executive Boards) shall make a written recommendation to the Minister of National Education of Indonesia, through the Director General of Higher Education.

85

Appendix

KETETAPAN MAJELIS WALI AMANAT IPB NOMOR : 89/MWA-IPB/2008 TENTANG RENCANA STRATEGIS INSTITUT PERTANIAN BOGOR TAHUN 2008-2013 MAJELIS WALI AMANAT INSTITUT PERTANIAN BOGOR Menimbang

:

a. Bahwa untuk pelaksanaan operasional, perencanaan program dan kegiatan, serta pengambilan keputusan bagi semua unsur IPB dalam mewujudkan visi dan misi IPB diperlukan suatu rujukan sebagaimana telah ditetapkan dalam Ketetapan MWA IPB Nomor : 59/MWA-IPB/ 2009 tentang Kebijakan Umum Institut Pertanian Bogor. b. Bahwa dalam merealisasikan kebijakan Umum Institut Pertanian Bogor, sebagaimana dimaksudkan pada butir a tersebut diatas diperlukan tahapan-tahapan perencanaan dalam suatu periode tertentu. c. Bahwa untuk memberikan arah bagi pengembangan Institut Pertanian Bogor selama lima tahun ke depan diperlukan suatu Rencana Strategis yang menggambarkan agenda strategis yang ingin dicapai sesuai dengan visi dan misi Institut Pertanian Bogor. d. Bahwa berdasarkan butir c tersebut diatas, Rektor Institut Pertanian Bogor telah mengajukan usulan Rencana Strategis IPB Tahun 2008-2013 kepada MWA IPB dalam suatu Sidang Paripuma tanggal 31 Oktober 2008 untuk mendapatkan masukan. e. Bahwa dengan memperhatikan butir c dan d tersebut di atas dan mempertimbangkan masukan anggota MWA IPB selanjutnya dipandang perlu untuk menetapkan Rencana Strategis IPB Tahun 20082013, yang penetapannya dilakukan dengan suatu Ketetapan MWA IPB.

Mengingat

: 1. Undang-Undang Republik Indonesia Nomor 20 tahun 2003 tentang Sistem Pendidikan Nasional (Lembaran Negara Republik Indonesia Tahun 2003 Nomor 78 Tambahan Lembaran Negara Republik Indonesia Nomor 4301);

2.

3.

4.

5.

6.

7.

8.

9.

10. 11.

12.

Peraturan Pemerintah Republik Indonesia Nomor 60 Tahun 1999 tentang Pendidikan Tinggi (Lembaran Negara Republik Indonesia Tahun 1999 Nomor 115 Tambahan Lembaran Negara Republik Indonesia Nomor 3859); Peraturan Pemerintah Republik Indonesia Nomor 61 Tahun 1999 tentang Penetapan Perguruan Tinggi Negeri sebagai Badan Hukum (Lembaran Negara Republik Indonesia Tahun 1999 Nomor 116 Tambahan Lembaran Negara Republik Indonesia Nomor 3860); Peraturan Pemerintah Republik Indonesia Nomor 154 Tahun 2000 tentang Penetapan IPB sebagai Badan Hukum Milik Negara (Lembaran Negara Republik Indonesia Tahun 2000 Nomor 272); Keputusan Menteri Pendidikan Nasional Nomor 90/MPN.A4/KP/200 7 tentang Pengangkatan Anggota Majelis Wali Amanat Institut Pertanian Bogor; Keputusan Menteri Pendidikan Nasional Nomor 77 Tahun 2008 tentang Pengangkatan Anggota Majelis Wali Amanat Institut Pertanian Bogor ; Keputusan Menteri Pendidikan Nasional Nomor 154 Tahun 2008 tentang Pengangkatan Anggota Majelis Wali Amanat Institut Pertanian Bogor ; Keputusan Menteri Pendidikan Nasional Nomor 157 Tahun 2008 tentang Pengangkatan Anggota Majelis Wali Amanat Institut Pertanian Bogor; Ketetapan Majelis Wali Amanat IPB Nomor : 05/MWA-IPB/2002 tentang Tata Cara Sidang dan Pengambilan Putusan Majelis Wali Amanat Institut Pertanian Bogor; Ketetapan Majelis Wali Amanat IPB Nomor 17/MWA-IPB/2003 tentang Anggaran Rumah Tangga Institut Pertanian Bogor; Ketetapan Majelis Wali Amanat IPB Nomor 57/MWA-IPB/2007 tentang Pengangkatan Pimpinan Majelis Wali Amanat Institut Pertanian Bogor Periode 2007-2012; Ketetapan Majelis Wali Amanat IPB Nomor 59/MWA-IPB/2007 tentang Kebijakan Umum Institut Pertanian Bogor ;

Memperhatikan : 1. 2. 3. 4.

Hasil Sidang Paripurna Majelis Wali Amanat Institut Pertanian Bogor yang diselenggarakan pada tanggal 12 September 2008 Hasil Sidang Paripurna Majelis Wali Amanat Institut Pertanian Bogor yang diselenggarakan pada tanggal 31 Oktober 2008; Hasil Sidang Paripurna Majelis Wali Amanat Institut Pertanian Bogor yang diselenggarakan pada tanggal 07 November 2008 ; Hasil Sidang Paripurna Majelis Wali Amanat Institut Pertanian Bogor yang diselenggarakan pada tanggal 19 Desember 2008 ; MEMUTUSKAN

Pertama

:

Kedua

:

Ketiga

:

Rencana Strategis Institut Pertanian Bogor Tahun 2008-2013 sebagaimana tercantum dalam Lampiran Ketetapan ini; Rencana Strategis Institut Pertanian Bogor Tahun 2008-2013 sebagaimana dimaksud pada Diktum Pertama ketetapan ini, menjadi rujukan dalam penetapan kebijakan operasional, perencanaan program dan kegiatan, serta pengambilan keputusan bagi semua unsur IPB selama lima tahun ke depan; Ketetapan ini berlaku sejak ditetapkan. Ditetapkan di : Bogor Pada Tanggal : 19 Desember 2008 ------------------------------------------MAJELIS WALI AMANAT INSTITUT PERTANIAN BOGOR

Ketua

Wakil Ketua

Ttd. Prof.Dr. Didik J. Rachbini

Ttd. Dr. Ishartanto

Sekretaris Ttd. Prof.Dr. Tridoyo Kusumastanto

Strategic Plan Bogor Agricultural University

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