Bogor Agricultural University 2008-2013 · established a framework for thinking creatively about...

Strategic PlanBogor Agricultural University

2008-2013

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

IPB

Board : Rektor IPB

Chief : Prof. Dr.Ir. Hermanto Siregar, M.Ec

Secretary : Dr. D. Iwan Riswandi, M.Si

Member : 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

Secretariate : Eko Wahyudi

Ahmad Suganda

Edited by:

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Our collective work has earned therespect and regard of the broader Univer-sityand our colleagues and supporters, and hasestablished a framework for thinkingcreatively about the development of that willoutlive this plan.

Despite the challenging in financialcontext, I believe that Bogor AgriculturalUniversity is in a particularly strong position,in part because the strategic planning processwill serve as a platform for critical decisionmaking in the months and years ahead. Wehave drawn closer together as a communityand are a much stronger institution as we goforward because of this joint exercise. Andsince we have learned a great deal about ourstrengths and weaknesses and haveprioritized our opportunities for movingahead, we are well positioned to make astrong case to potential supporters.

While the current financial environmentwill necessarily affect the pace at which weare able to advance our goals, the planning wehave embarked upon at Bogor AgriculturalUniversity will strengthen us during thisperiod of financial turmoil and will help us toadvance our teaching and research priorities.

We are fortunate that Bogor AgriculturalUniversity is a strong and secure institution.Although we will need to make some harddecisions and difficult tradeoffs in response topressures on our funding sources, we shouldfeel confident that our history of prudentfiscal management makes us well positionedto address the serious fiscal concernsconfronting institutions throughout thecountry and the world. There is little doubt

Bogor Agricultural University (IPB) wasfounded with basic philosophy to develophigher education in agricultural sciences andtechnology. It covers broader aspects oftropical agriculture, not only limited to on-farm activities, but also covers value additionactivities of agribusiness, agro-industry, andagro-services in area of farming, animalhusbandry, fisheries and forestry. The role ofIPB in developing science and technology tomanage and utilize natural resourcessustainably for prosperity of human being isextremely important.

IPB Strategic Plan for 2008-2013 haveidentified five pillars of focus forstrengthening Bogor Agricultural University:1.

2. Improving the research quality andcommunity services

3. Improving the salary and fringe benefits4. Development of capacity building5. Improving of the management system

Nowadays in management systemimprovement we focus our plan into fivestages i.e: excellence in organization,transparency, accountability, accreditation,and performance.

Improving equity access, educationquality and students affair

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FOREWARD FROMTHE DESK OF RECTOR

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come our way.

Our strategic planning process was at itsheart an investment in ourselves and I believethat we could not make any betterinvestment. I hope that in reading thestrategic planning report, and in workingwith me to implement it, you will come tobelieve the same

Sincerely,

Prof. Herry Suhardiyanto, Ph.DRectorBogor Agricultural University

that we will continue to move BogorAgricultural University in new and excitingdirections.

During the first year of my post as Rectorof Bogor Agricultural University, I have cometo appreciate the enormous strengths ofBogor Agricultural University communitythe intelligence, creativity, and generosity ofspirit of the faculty, staf, and students andtheir commitment to the University and itsimportant mission. I am proud to lead suchan inspiring institution, and I believe that ourdedication, unity, and belief in our Institutioncollective power will strengthen us duringthis challenging time and contribute to oursuccess in overcoming any obstacles that may

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TABLE OF CONTENTS

Page

FOREWARD FROM THE DESK OF RECTOR ............................................................... i

6.2. The Mechanism Process of Monitoring and Evaluation ...................................... 75

TABLE OF CONTENTS .................................................................................................... iiiEXECUTIVE SUMMARY ................................................................................................. iv

CHAPTER I INTRODUCTION1.1. Historical Background ............................................................................................. 11.2. Legal Status and Strategic Plan Position ................................................................ 71.3. Mmethods for the Formulation of Strategic Planning .......................................... 81.4. The Organization ...................................................................................................... 10

CHAPTER II SWOT ANALYSIS2.1. Strategic Issues .......................................................................................................... 172.2. SWOT Matrix Analysis ............................................................................................ 19

CHAPTER III DIRECTION AND THE STRATEGIC PLAN3.1. Vision, Mission, Objectives and Quality Statement.............................................. 253.2. The Direction of Bogor Agricultural University 2025 Development Plan .......... 273.3. Strategic Development Plan of Bogor Agricultural University 2008-2013.......... 30

CHAPTER IV POLICY AND STRATEGIC PROGRAM OF IPB 2008 -20134.1. Bogor Agricultural University Strategic Policy 2008 -2013 .................................. 354.2. Strategic Plan of Bogor Agricultural University 2008-2013 ................................. 50

CHAPTER V FINANCIAL STRATEGY5.1. Funding Sources and Strategies for University Development Program ............ 655.2. Functional and Policies for the Expenditure of the Annual Budget .................... 70

CHAPTER VI MONITORING AND EVALUATION STRATEGY6.1. Principals Methods for Implementing Monitoring and Evaluation ................... 74

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Agricultural University's strategic plan, andthe recommendations to consider as theUniversity looks to the future.

It has been abundantly clear that thestrategic plan has been remarkably successfulin taking Bogor Agricultural University tothe “advanced level.” Bogor AgriculturalUniversity has made very substantialprogress with the strategic plan in reachingthe goals of Learning, Discovery, andEngagement – a refreshed progressiveframework for the core purposes andcommitments of a modern research-baseduniversity. More importantly, and perhaps ofmost long-lasting significance and impact,the plan along with the planning process havecreated a change in institutional culture a newpervasive culture of strategic thinking,planning, actions, assessment, andaccountability.

This new culture is marked byinnovation, visionary initiatives, aggressiveresource development, and widespreadconnectivity with Bogor AgriculturalUniversity's constituents. The strategic planhas given the university new energy, a senseof excitement and accomplishment, and asense of pride that have been reverberatingthroughout the University among its internaland external consti tuencies . BogorAgricultural University's strategic planvision has been extraordinarily effective andexciting as the defining banner for theidentity of the strategic plan.

On 19 December 2008, the Board ofTrustees of Bogor Agricultural Universityapproved the Strategic Planning 2008-2013.This Strategic Plan is a “blueprint for action,”defining the vision and goals for the next tenyears. It is the culmination of an intensiveplanning effort involving the faculty, staff,and students of Bogor AgriculturalUniversity, and the communities. ThisStrategic Plan focuses on the unique role ofBogor Agricultural University “to be theWorld Class Research University withtropical agriculture and entrepreneurships asits core competence”. As the first University-wide strategic plan at Bogor AgriculturalUniversity that created an umbrella underwhich unit-level strategic plans weredeveloped and aligned, this plan set thekeynote for strategic actions. Thus, with thisplan, a new era ensued for Bogor AgriculturalUniversity with a common vision andconcerted effort of all units toward the“advanced level.”

This review of the plan was conducted bya Strategic Plan Review Committeeappointed by Rector in July 2008. Thepurpose of this review is to focus on the “bigpicture”providing both a retrospective viewof the effectiveness of the plan, and ap r o s p e c t i v e v i e w o f t h e d e f i n i n gcharacteristics and supportive priorities to beconsidered for the next plan. This executivesummary provides a capsulated view of themost salient aspects of the review of Bogor

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stresses moral and spiritual as well as onrighteousness and human-right principles

To achieve its mission and to realizeBogor Agricultural University's vision,directions to execute these university's visionwere formulated as follows:1. To produce quality graduates who are

competitive and resilient, as well ascompetent in utilizing and developingscience and technology with entrepre-neurships characteristics.

2. To develop friendly scientific andtechnological innovation for theimprovement of national development,which is relevance to the nationalprograms to be an agricultural, as well asto improve the welfare of human beings.

3. To enhance university responsiveness tocontinuous and rapid changes of commu-nity needs and development challenges

4. To establish IPB as a moral force forIndonesian civil society.

The plan is an important milestone in anongoing process of discussion andreassessment of Bogor AgriculturalUniversity's goals and the processes by whichit can achieve them. It provides a newperspective on the University shared future.Planning requires continual evaluation ofw h a t w e h a v e a c c o m p l i s h e d a n dresponsiveness to the needs determined bythe environment around us. Recreatingcommunity and fostering academicexcellence in the context of an increasinglydiverse environment will continue to engageour energies as we prepare for the challengesof the 21 centuryst

This review strongly suggests that futurestrategic planning should position BogorAgricultural University to boldly go beyondfulfilling the core commitments to Indonesia,and further expand its reach nationally andtoward a significant global presence, impact,

f knowledgeand insight of Bogor AgriculturalUniversity through teaching, research,artistic expression, which is relevan

and leadership with the range of greatresponsibilities that come with this stature.The following recommendations (exceptedfrom the full report) attempt to capture thedefining characteristics and supportivepriorities that address the “big picture” asBogor Agricultural University looks to thefuture for renewed strategic planning.

The mission of the Bogor AgriculturalUniversity will be as follows:

1. To offer challenging academic programsand demonstrate a commitment to thedevelopment of both the undergraduatesand graduate students who seeks advancedegree programs that prepare them tomake significant contribution to theirfields, with particular purpose to be acompetitive nation.

2. To expand the boundaries o

ce tothe national needs as an agricultural It isreally required as the trends that the university will becoming more competitive

3. To promote a model for systematicmanagement for higher learninginstitutions and pervasive attention tocompetencies, effectiveness, efficiencies,transparencies, and accountability.

4. To prepare students to assume leadershiproles in society through an education that

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1Pendahuluan

Introduction

1.1 Historical Background

Since itsural higher institutions

take pride to be the vital role in nationbuilding, and the development of agricultureas well. Bogor Agricultural University is oneof the higher institutions to offeragricultural fields in Indonesia. Thismandate, as a vision of the First President ofthe Indonesia, was stated in his address whenhe officiated the “First Laying Stone” for theconstruction of Bogor Agricultural Universitycampus (formerly it was Faculty ofAgriculture and Faculty of VeterinaryMedicine of the University of Indonesia) on1954.

Bogor Agricultural University hasproven history that this agricultural higher

institutions and the developmentof agriculture in broader sense have beenclosely interrelated. Nowadays, the agricultural higher institutions hasaffirmed that this higher institutionplays important role to support the development of agriculture, fisheries, forestry,industry, as well as services in the followingtopics: (1). To develop qualified humanresources; (2). To support the government toachieve food security program; (3). Tosupport the development of agribusiness; (4).To develop scientific and technological innovation for the improvement of national development and the welfare of humanbeings;(5).Topromote nature conservation and environmental management programs. Those five functionsofBogorAgriculturalUniversityisreflected

initiation on 1940, theagriculthave n

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1.1 Latar Belakang

Sejak dikembangkan mulai tahun 1940-an, pendidikan tinggi pertanian Indonesiatelah berperan dalam pengembangansumberdaya manusia dan perkembanganpertanian perkembangan masyarakatIndonesia pada umumnya. Institut PertanianBogor (IPB) adalah salah satu institusi yangmemiliki mandat dalam penyelenggaraanpendidikan tinggi pertanian. Mandat inidicanangkan oleh Presiden Pertama RI ketikameletakkan batu pertama pembangunanKampus IPB (dulu Fakultas Pertanian danFakultas Kedokteran Hewan UniversitasIndonesia) pada tahun 1954.

Sejarah telah menunjukkan adanyaketerkaitan yang erat antara penyeleng-garaan pendidikan tinggi pertanian danperkembangan kegiatan pertanian dalam artiluas. Demikian juga untuk kondisi saat ini,pendidikan tinggi pertanian berperan aktifmendukung pembangunan pertanian,perikanan, kehutanan, perindustrian, danjasa-jasa, terutama dalam: (1) mengembang-kan sumberdaya manusia (SDM) berkualitas,(2) mendukung pencapaian keamanan danketahanan pangan, (3) mendukung perkem-bangan agribisnis, (4) melakukan penemuan,pengembangan dan penerapan ilmupengetahuan, teknologi dan seni (IPTEKS),dan (5) berperan serta dalam menjaga danmemelihara pelestarian fungsi lingkunganhidup. Kelima peran IPB tersebut dapatdiimplementasikan melalui kegiatan pendi-dikan, penelitian dan pengabdian kepadamasyarakat. IPB dalam pembangunan C

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in the Tridarma (three basic services of highereducation): (1). Teaching: (2). Researchprograms; and (3). Community Services. Forthe agricultural development program BogorAgricultural University has played importantrole in producing qualified graduates, as wellas the development of science and technologyto support that program.

Bogor Agricultural University playsimportant role in the production of qualifiedhuman resources, and the development ofscience and technology, and was mandated tobe the pioneer in the agriculturaldevelopment in the broader sense. BogorAgricultural University was establishedbased on the Decree of the Minister of Higher

Institutions and Sciences No. 91 of1963, and was further enacted by thePresident Decree No. 279 of 1965. At thebeginning Bogor Agricultural Universitywas organized into six (6) faculties: (1).Faculty of Agriculture; (2). Faculty ofVeterinary Medicine; (3). Faculty of Fisheries;(4). Faculty of Animal Husbandry; (5). Facultyof Forestry; and (6). Faculty of AgricultureTechnology and Mechanization, (which at theyear of 1968 changed its name into the Facultyof Mechanical and Technology AgriculturalProducts and at the year 1981 until nowbecame the Faculty of AgriculturalTechnology). On 1981, the university hasestablished Faculty of Science andMathematics, which on 1983 its name hasbeen changed into Faculty of Natural sciencesad Mathematics. Further on the year 2000, theuniversity has established Faculty ofEconomics and Management, moreover, after

Education

p e r t a n i a n m e m i l i k i p e r a n d a l a mmenghasilkan SDM dan IPTEKS.

IPB berperan besar dalam menghasilkanSDM, pengembangan IPTEKS dan diberimandat sebagai pelopor pembangunanpertanian dalam arti luas, didirikan padatahun 1963 berdasarkan Keputusan MenteriPerguruan Tinggi dan Ilmu PengetahuanNomor 91 tahun 1963 yang selanjutnyaditetapkan dengan Keputusan PresidenRepublik Indonesia No. 279 tahun 1965. Saatdidirikan IPB terdiri atas enam fakultas,yaitu: (1) Fakultas Pertanian, (2) FakultasKedokteran Hewan, (3) Fakultas Perikanan,(4) Fakultas Peternakan, (5) FakultasKehutanan, dan (6) Fakultas Teknologi danMekanisasi Pertanian (sekarang bernamaFakultas Teknologi Pertanian). Pada tahun1981, IPB membuka Fakultas Sains danMatematika yang selanjutnya pada tahun1983 berubah nama menjadi FakultasMatematika dan Ilmu Pengetahuan Alam.Kemudian pada tahun 2000, IPB membukaFakultas Ekonomi dan Manajemen dansetelah melakukan penataan ulangdepartemen dan program studi, pada tahun2005 IPB membuka Fakultas EkologiManus ia . S ta tus ke lembagaan IPBberdasarkan Peraturan Pemerintah (PP)Nomor 154 tahun 2000 (Lembaran Negara27.2), ditetapkan sebagai perguruan tinggiberstatus Badan Hukum Milik Negara(BHMN). Sejak tahun 1970-an IPB mulaimengembangkan program pendidikannya,selain program sarjana juga mengembangkanprogram Magister dan Doktor. Sejak tahun1978 IPB menyelenggarakan Fakultas NonC

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Gelar Teknologi (FNGT) yang penyeleng-garaannya kemudian diintegrasikan padafakultas terkait pada tahun 1992. Pada tahun2005 dalam rangka menyiapkan IPB sebagaiembrio perguruan tinggi berbasis riset,p r o g r a m d i p l o m a i n i d i p i s a h k a npengelolaannya dari fakultas menjadi unittersendiri di bawah Program Diploma.

Sejalan dengan perkembangan tantanganpembangunan pertanian yang semakinkompleks, IPB memperlebar mandatnya kedalam pengertian pertanian dalam arti luasyaitu pertanian tropika dan biosains sebagaisuatu sistem pengelolaan sumberdaya hayatidan lingkungannya secara berkelanjutanuntuk kesejahteraan manusia. Pertaniand a l a m p e n g e r t i a n i n i m e r u p a k a nkeseluruhan proses aplikasi biosains sebagaikegiatan agribisnis, tidak hanya sub-sistemproduksi ( namun mencakup sub-sistem dari hulu hingga hilir serta sub-sistempendukung. Dalam kaitan tersebut, tujuanpendidikan di IPB rumuskan mengikutitantangan dan ranah kompetensi tersebut.Tujuan pendidikan ini kemudian dijadikansebagai dasar untuk merancang danmerencanakan kegiatan akademik yang lebihantisipatif yang meliputi kegiatan pendi-dikan, penelitian dan pengabdian kepadamasyarakat (tridarma perguruan tinggi).Selain itu, perubahan status IPB menjadi PTBHMN memberikan mandat tambahan, yaituIPB harus dapat melaksanakan kegiatanpembangkitan pendapatan yang perolehandananya digunakan untuk mendukungpeningkatan kualitas dan kuantitas kegiatantridarma perguruan tinggi.

on-farm),

having its reorganization of its departmentsand subjects being offered, on 2005 BogorAgricultural University has establishedFaculty of Human Ecology.

Finally, according to the GovernmentDecree No. 154 of 2000 (Official GazetteNo.27.2) the legal status of Bogor AgriculturalUniversity has been shifted into State-ownedLegal Entity. Since 1970, Bogor AgriculturalUniversity offers and open its door wider, inaddition to the regular undergraduate (S1)Degree Program, this university offers thegraduate level for Masteral and Doctoraldegree programs. On 1978, the universitydeveloped the Non-degree Programs onT e c h n o l o g y ( F N G T ) , a n d f o r t h eimplementation of those programs, they havebeen integrated into its respective faculties on1992. On 2005, in order to maximizeaccessibility to and applicability of advanceknowledge Bogor Agricultural University, aswell as the initiation to develop an embryo ofa research-based university, the managementof the Non-Degree (Program Diploma) wasremoved from the respective faculty into theseparate unit, called as Diploma Program.

In facing the globalization era nowadays,Bogor Agricultural University has embarkedon its ambitious plan to develop as a futuristicuniversity, which would provide better andup-to-date skills and systems for science andtechnology education by taking fulladvantage of the rapid development ininformation technology (IT). BogorAgricultural University looks to the future forrenewed strategic planning with emphasizeson the tropical agriculture and the accelerated

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engagement of bioscience for natureconservation the sustainable development.The agricultural in this mandate means theentire process of the utilization bioscience asthe agribusiness activities, not only the onfarms, but also the up-stream to down-streamprocess with other supporting sub-systems.Accordingly, the education program of BogorAgricultural University will also be adjustedinto that directions. The Strategic Plan ofBogor Agricultural University 2008-2013reaffirms the goals of the previous versionswhile incorporating some editorial changesand placing greater emphasis to acceleratedengagement of bioscience as basic science fornation economic development with focus onentrepreneurships:

The strategic plan adopted by the Board ofTrustees proposed reaffirms the goals of thefollowing priorities: education for citizenship,the use of technology to enhance teaching andlearning, to encourage the integration ofdifferent forms of knowledge, and to stimulatenot only the acquisition but also the creativeand humane use of knowledge. In addition,the shifting of the legal status of BogorAgricultural University to be the State-ownedLegal Entity Universities gave anew mandate for Bogor AgriculturalUniversity to develop and implement acomprehensive financial plan to support theimprovement of both the quality andquantities of Tridarma activities for theUniversity.

“to be the World ClassResearch University with bioscience andentrepreneurships as its core competence”.

(BHMN),

Surat Keputusan Menteri PendidikanNasional No.232/U/2000 mengenai sistempendidikan berbasis kompetensi, danNo.045/U/2002 ditegaskan kembali bahwakompetensi menunjukkan seperangkattindakan cerdas, penuh tanggungjawab yangdimiliki seseorang sebagai syarat untukdianggap mampu oleh masyarakat.Kompetensi merupakan keunggulanfundamental dari seorang individu yangmencerminkan sikap dan kinerja di duniakerja atau pada situasi tertentu. IPBmenterjemahkan kurikulum berbasiskompetensi (KBK) yang bersifat nasionalmenjadi KBK IPB yaitu Kurikulum SistemMayor-Minor. Kurikulum sistem mayor-minor merupakan sistem kurikulum berbasiskompetensi yang dilaksanakan olehdepartemen, yang dirancang untukmemberikan keleluasaan kepada pesertadidik dalam meramu mata kuliah untukmemperluas wawasan dan meningkatanefisiensi penyelenggaraan, serta dapatmeningkatkan mutu dan relevansi programpendidikan. Implementasi kurikulumm a y o r - m i n o r m e m e r l u k a n m a n d a tdepartemen yang mendalam dan spesifikdalam kompetensinya. Mulai tahun 2005 IPBtelah melakukan penataan departemendengan penetapan mandat yang jelaspengembangan keilmuannya. Penataandepartemen ini akan terus disempurnakan,terutama pada kesesuaian mandat dansubstansi kurikulum pada beberapadepartemen. Syarat lain yang diperlukan danjuga telah dibangun oleh IPB adalah jadwal

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terpadu serta kehandalan Sistem InformasiAkademik (SIMAK).

Melalui berbagai upaya yang dilakukansebelumnya, kondisi internal IPB pada akhirtahun 2007 telah menunjukkan indikasiyang mengarah pada embrio perguruantinggi berbasis riset. Hal ini ditandai denganpeningkatan jumlah SDM yang berkualitas,jumlah publikasi ilmiah, jumlah paten,inisiasi pembangkitan pendapatan,kerjasama dengan pemerintah dan industri,penemuan dan aplikasi hasil penelitian IPBseperti varietas baru, vaksin dan benihberbagai komoditas, serta mesin-mesinpertanian. Upaya-upaya yang telahdilakukan IPB bermuara pada terbangunnyasistem jaminan mutu yang baik, tata pamongyang baik, pelaksanaan program-programyang berkualitas dan manajemen usahayang baik. IPB akan terus melakukan upayaperbaikan secara menerus terhadap hasil-hasil yang sudah dicapai, peningkatankinerja dan kesejahteraan dosen dan tenagakependidikan, internasionalisasi IPB,peningkatan kuantitas dan kualitaspenelitian, peningkatan pendapatan nonkonvensional dan peningkatan kualitasfasilitas akademik dan non akademik.

Berbagai capaian di atas merupakansalah satu modal dasar bagi IPB untukmenjadi perguruan tinggi kelas dunia.Untuk memposisikan IPB mengarah padaperguruan tinggi kelas dunia berbasis risetdiperlukan berbagai upaya untuk dapatmemenuhi persyaratan-persyaratan yangmemadai. Berbagai rintisan kerjasamainternasional bidang pendidikan yang telah

According to the decree of the Minister ofNational Education Republic of IndonesiaNo. 232/U/2000 on the Competencies BasedEducation Systems, which was reiterated onthe Decree No 045/U/2002 has stressed todevelop students intellectual capability tobecome responsible cit izens. BogorAgricultural University has translated thisnational Competence Based curriculum

intothe Bogor Agricultural University settingMajor Minor curriculum systems. TheDepartment offers Major Minor Programsdesigned to qualify students for application ineither of two major fields of agriculture, or forpositions where competence in both fields isrequired. However, deeper and specifica s s e s s m e n t w i t h r e g a r d t o t h eimplementation of Major-Minor Programs isreally required. Effective 2005, BogorAgricultural University starts to evaluate andreorganize its departments to appraisewhether the subjects being offered are alignedwith the proposed action plan. Finally, theuniversity uses performance indicators andhas designed the academic InformationSystems (

) to assess learning outcomes toi m p r o v e e d u c a t i o n a l q u a l i t y a n dadministrative effectiveness.

The successful efforts made previously aswell as the internal condition of BogorAgricultural University 2007 have indicatedthat the university has successfully built anembryo to be the Research based University.The increased number of qualified staff,number of scientific publications, patents,

-(KBK Kurikulum Berbasis Kompetensi)

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the initiation of income generating,cooperation networks with the governmentand industries, inventions and the appliedresearch implemented have invented newvariety, vaccines and seedlings ascommodity, and the agricultural machineriesare the indicators of the achievements. At theend, those achievements will encourage theestablishment of the labeling systems,healthy organization, well-implemented ofquality programs and better businessmanagement. To ensure that BogorAgricultural University uses the resources tothe best advantage, the university mustimplement processes for the ongoingimprovement. Bogor Agricultural Universityneeds to be explicit about its goals, improvethe work performance, increase theremuneration and benefits for Facultymembers and educational staff, enhance theinternational academic reputation, improvethe quantity and quality of the researchprograms, increase the income through thenon-conventional funds, and improve thequality of both and academic non-academicfacilities of the university.

Achievements made in the last few yearshave become the foundation for BogorAgricultural University to be the World ClassUniversity. To foster the development of theUniversity's goal to the research baseduniversity steps have to be taken to complywith required qualifications. Internationalcollaboration research for education havebeen established, particularly with the USA,European Economic Communities, EasternEuropean countries, Japan, China, Taiwan,

dilakukan, terutama dengan Amerika, UniEropa, Eropa timur, Jepang, China, Taiwan,d a n A u s t r a l i a , t e r u t a m a d a l a mpengembangan pendidikan pascasarjana. IPBberusaha untuk memperoleh pengakuaninternasional dengan memfokuskan padaakreditasi internasional terutama bagidepertemen, pusat penelitian, dan programstudi pascasarjana unggulan. Disisi lain jugadiupayakan untuk mencapai peringkat topdunia yang pada tahun-tahunmendatang

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1.2. Dasar Hukum dan Posisi RencanaStrategis

(Gambar 1.1).

1. Dasar Hukum

a. Perturan Pemerintah No. 154 tahun2000 pasal 30

b. Peraturan Pemerintah No. 154 tahun2000 pasal 19

c. Ketetapan MWA No. 59/MWA-IPB/2007

2. Posisi Rencana Strategis IPB dan RencanaKerja dan Anggaran Tahunan

Rencana Strategis IPB dan Rencana Kerjadan Anggaran Tahunan IPB merupakansuatu kesatuan

and Austral ia , specif ical ly for thedevelopment of the Graduate School. Thosenetworks and cooperation were establishedto accredit their Graduate Study program, aswell as the Departmental Units, and itsResearch Centers. This cooperation involvesestablishment of scholarships for advancedstudies, enhancement of doctorate levelresearch capabilities, modernization oflaboratory equipment, the holding ofinternational seminars, library expansion,collaborative research, research studentprograms and the undertaking of twinningprograms.

the AnnualBudget Plan are an integrated plan. Thisprogram is presented in the following

1.2 Legal Status and Strategic PlanPosition

Figure

1. Legal Basic:

a. Government Regulations No. 154 of2000 Article No. 30

b. Government Regulations No. 154 of2000 Article No. 19

c. Letter of Decision of Board of TrusteesNo. 59/MWA-IPB/2007

2. The Position of University Strategic Plan,Action Plan and Annual Budget

The Bogor Agricultural UniversityStrategic Plan, Work Plan, and

Figure ( 1.1)

VISIONMISSIONSTRATEGICISSUES

EXPECTEDCONDITION

TO ACHIEVETHE EXPECTED

CONDITIONS

CURRENTCONDITION

Direction ofThe Development

SWOTAnalysis

DevelopmentStrategy Goal

Objectives

- Financial Strategy

- Monitoring

and Evaluation

INDICATORS AND TARGETS

PROGRAM/SUB PROGRAM

The OperationalPlan and

Annual Budget

STRATEGIC PLAN2008-2013

1.3 Metode Penyusunan

Metode penyusunan menunjukkantahapan aktivitas dalam proses penyusunandokumen hingga tahap pengesahan menjadiRencana Strategis IPB Tahun 2008-2013(Keputusan Paripurna MWA), untuk menjadiacuan dalam menyusun Rencana Kerja danAnggaran IPB tahunan. Tahapan yangdilakukan melalui lima tahap yaitu:

1. Tahap Penyusunan Draft-0 (nol). Suatudokumen yang disusun denganmenginventarisasi masukan dari

studi berbagai dokumen yangrelevan, dan menganalisis data daninformasi sekunder yang tersediamenurut sistematika dan strukturpenulisan yang disepakati.

stakeholders,

1.3 Methods for the Formulation ofStrategic Planning

These methods show five steps in theformulation of the strategic plan 2008-2013which will be the basis of directions andguidances in making the yearly operationalplan as well as annual budget plan for BogorAgricultural University. The five steps are asfollows:

1. The formation of Draft-0 (Zero). The draftwas prepared by the Working Group bysoliciting input from the stakeholders/university community, literature reviewsof the related documents systematicanalysis of secondary data andinformation, and was put in the report;

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

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2. Tahap Penyusunan Draft 1 (satu). Suatudokumen yang disusun sebagaipenyempurnaan draft-0, yang disampai-kan pada tahap “konsultasi publik” dantahap sidang pleno Senat Akademik (SA)IPB.

3. Tahap “Konsultasi Publik” draft kepadautama di lingkungan IPB,

khususnya Dekan, Ketua Departemen,Kepala Pusat, Direktur, Kepala Kantor,dan pihak lainnya.

4. Tahap Penyusunan Draft 2 (dua).Dokumen disusun setelah mengakomo-dasikan berbagai masukan anggota SAIPB. Atas dasar persetujuan SA IPB,dokumen ini disampaikan kepada MWAIPB untuk mendapat pengesahan.

5. Tahap Pengesahan Rencana Strategis IPBTahun 2008-2013. Disusun setelahmengakomodasi berbagai saran daninformasi tambahan dari anggota MWAdalam Sidang Paripurna MWA IPB.R e n c a n a s t r a t e g i s y a n g t e l a hdisempurnakan menjadi dokumen resmidan mengikat bagi seluruh stakeholderterkait di IPB.

stakeholder

Catatan : 1. Draft-0 dipersiapkan oleh tim kecil yang

beranggotakan 7 orang (Surat Tugas Wakil

R e k t o r B i d a n g S u m b e r d a y a d a n

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

2. The Formation of 1 Draft (First). The Firstdraft was prepared, as the finalization ofthe draft-0. The First Draft of the StrategicPlan was shared with the universitiesconstituent at large and administrativeofficers to seek input from them, beforearriving at a final draft. The draft then, wassubmitted to the Academic Senate PlenaryMeeting for reviewing.

3. The Public Hearing of the First Draft. Thefirst draft was submitted to the Deans,Haed of the Departments, Head ofCenters, Directors, and other communitymembers of the Bogor AgriculturalUniversity for reviewing. Public hearing isneeded to provide ample opportunities tothe University community at large toparticipate in the process. The Committeedrafted a strategic plan through a processof synthesis as comprehensive as possible.

4. The Formation of the Second Draft. Usingthe input received, coupled with theknowledge and expertise represented bythe Academic Senate, the Second Draftthen was prepared. With the approval ofthe Academic Senate, the “Second Draft”was submitted to the Board of Trustees forreview and approval.

5. Plenary Meeting for the UniversityStrategic Plan Approval. Considering theresult of analyses and studies as well asfeedback from the Board of Trustees intheir Plenary Meeting, then the draft of theuniversity strategic plan 2008-2013 wasendorsed and approved. The strategicplan 2008-2013 become an official

st

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1.4. Organisasi IPB

1. Majelis Wali Amanat,

Berdasarkan Peraturan PemerintahNomor 154 Tahun 2000 tentang PenetapanInstitut Pertanian Bogor sebagai BadanHukum Milik Negara (BHMN) danKetetapan MWA Nomor 17/MWA-IPB/2003tentang Anggaran Rumah Tangga IPB,melalui Ketetapan MWA Nomor 77/MWA-IPB/2008, organisasi IPB terdiri atas organ:(1) penentu yang terdiri atas Majelis WaliAmanat (MWA) dan Senat Akademik, (2)pengelola yaitu Rektor dan Wakil Rektor, (3)Pelaksana akademik terdiri atas fakultas,lembaga penelitian dan pengabdian kepadamasyarakat, departemen dan pusat, (4)Pelaksana administrasi yaitu direktorat dankantor, dan (5) penunjang yang meliputiperpustakaan, bagian/lab, bengkel, rumahsakit hewan, kebun universitas (

, satuan usaha, satuan keamanan danketertiban, dan bentuk lainnya. Strukturorganisasi IPB disajikan pada Gambar 1.2.

merupakan organpenentu tertinggi institut yang berfungsimerepresentasikan kepentingan institut,k e p e n t i n g a n p e m e r i n t a h d a n

universityfarm)

document and the basis for theformulation of the operational plan andRector's General Policy Directions.

According to the Government Act No.154 of 2000 on the Legal Status of BogorAgricultural University as State-owned LegalEntity Universities and the Decisionof Board of Trustees No. 17/MWA IPB/2003on the Bogor Agricultural University's

, as well as the Decision of Board ofTrustees No 77/MWA-IPB/2008, theo r g a n i z a t i o n a l s t r u c t u r e o f B o g o rAgricultural University is as follows: (1). Thehighest body to govern the University are theBoard of Trustees and Academic Senate; (2).Executive Boards are Rector and Vice Rectors;(3). Academic Units are: Faculties, ResearchB u r e a u a n d C o m m u n i t y S e r v i c e s ,D e p a r t m e n t s a n d C e n t e r s ; ( 4 ) .Administrative Units are: Directorates andOffices; and (5) The Supporting Units are:Library, Laboratories, Workshops, AnimalHospital, University Farms, Business Unit,Securities Units, and other units. TheOrganizational structure of Bogor Agricultural University is presented in Figure 1.2

1. s the University'shighest decision making body that

Notes : 1. Draft-0 was prepared by the small group consistedof 7 (seven) (As appointed by the Vice Rector forResources and Development).

2. With reference to Decision Letter of Rector of BogorAgricultural University No. 085/13/PR/2008,dated 18 July 2008, the Strategic Plan 2008-2013Team was formulated. The Team is responsible toprepare the Draft-0 and finalize it up-to theapproval to be the official document.

1.4 The Organization

(BHMN)

ByLaw

.

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kepentingan masyarakat . Untukkelancaran tugas dalam pengawasan,MWA dibantu oleh Dewan Audit yangsecara independen melakukan evaluasihasil evaluasi audit internal dan eksternalatas penyelenggaraan institut untuk danatas nama MWA IPB.

merupakan organnormatif tertinggi institut dalam bidangakademik. IPB membentuk Dewan GuruBesar yang membantu pengembanganbudaya akademik, integritas moral, etikadan kesujanaan di lingkungan IPB.

merupakan representasi IPByang berwenang dan bertanggung jawabdalam penyelenggaraan IPB, dalampelaksanaan tugasnya Rektor dibantuoleh 4 (empat) Wakil Rektor, yaitu WakilR e k t o r B i d a n g A k a d e m i k d a nKemahasiswaan, Wakil Rektor BidangSumberdaya dan Pengembang-an, WakilRektor Bidang Riset dan Kerjasama danWakil Rektor Bidang Bisnis danKomunikasi.

a. Fakultas, organisasi Fakultas terdiriatas Pimpinan Fakultas (Dekan danWakil Dekan), Senat Fakultas,Departemen dan Bagian.

b. Sekolah Pasca Sarjana, berkeduduk-an setingkat Fakultas. OrganisasiSkolah Pasca Sarjana terdiri atasPimpinan (Dekan, Wakil Dekan danSekretaris).

2. Senat Akademik,

3. Pimpinan Institut (Rektor dan WakilRektor),

4. Pelaksana Akademik

r e p r e s e n t t h e g o v e r n m e n t , t h euniversity's community and the public.T o m a n a g e a n d a u d i t i n g t h eimplementation of strategic plan, theoperational plan of the university, theBoard of Trustees will be assisted byBoard of Auditor (Dewan Auditor),which will evaluate independently boththe external and internal audit reportyearly working and budget plans, onbehalf of the Board of Trustees.

2. as the highestacademic normative board in theinstitute, Academic Senate (SA) mean theorgan of Bogor Agricultural Universitythat administers and develop academiclife as well as moral and ethical integritywithin the university community.

3.represent Bogor Agricultural

University toward further fulfillment ofits mission. To execute his duties and hisdaily activities, Rector will be assisted byfour Vice Rectors: a). for Academic andStudent Affairs; b). Vice Rector forResources and Development; c). ViceRector for Research and Collaborations;and d) Vice Rector for Business andCommunication.

4.a. Deanship: The organizat ional

structure of the Faculty is consisted ofDean and Vice Dean, Academic Senateof Faculty, Departments, andFunctional Units.

The Academic Senate,

The Executive Boards (Rector and Vice

Rectors),

Dean of School and Faculty

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c. Program Pascasarjana Manajemendan Bisnis (MB), Program Diploma,dan Program Tingkat PersiapanBersama (TPB). Organisasinyameliputi Direktur dan Asisten/WakilDirektur.

d. Lembaga Penelitian dan Pengab-dianPada Masyarakat (LPPM). dipimpinoleh seorang Kepala yang dibantuoleh Wakil Kepala Bidang Penelitian,Wakil Kepala Bidang Pengabdiankepada Masyarakat dan Sekretaris.Kegiatan LPPM dilaksanakan olehPusat-Pusat.

,

Direktorat dipimpin oleh seorangDirektur yang pelaksanaan tugas sehari-harinya di bawah koordinasi WakilRektor. Kantor dipimpin oleh seorangKepala Kantor dan Sekretariat Insitutdipimpin oleh seorang SekretarisEksekutif yang pelaksanaan tugas sehari-harinya langsung di bawah Rektor.

a. Direktorat di bawah koordinasi WakilRektor Bidang Akademik danKemahasiswaan, terdiri atas (1)Direktorat Pengembangan danPengkajian Akademik, (2) DirektoratAdminis t ras i Pendidikan; (3 )Direktorat Kemahasiswaan, dan, (4)Direktorat Pengembangan Karir danHubungan Alumni;

b. Direktorat di bawah koordinasi WakilRektor Bidang Sumberdaya danPengembangan, terdiri atas (1)

5. Pelaksana Administrasi (Direktorat,Kantor dan Sekretariat Institut)

b. Graduate School, according to theorganizational structure, it is in thesame level as the Faculty. TheOrganizational Structure of theGraduate School are: the ExecutiveBoards that consisted of Dean and ViceDean, and the Secretary.

c. The Graduate School of BusinessManagement, Diploma Program, andthe School of First Common. Itsorganizational structure consisted ofDirector and Assistant/DeputyDirector.

d. D i r e c t o r a t e o f R e s e a r c h a n dCommunity Services (LPPM). ThisDirectorate is headed by the Directorand is assisted by the Deputy Directorfor Research Program, and Deputydirector for Community Service andSecretary.

5.

Directorate is headed by the Director,whose daily activities is coordinated bythe Vice Rector. Office is headed by theDirector, and the Secretary of Institute isheaded by the Executive Secretary, andhis daily activities is directly managed byRector.

a. Vice Rector for Academic and StudentAffairs: assists the Rector incoordinating with (1), Directorate ofE d u c a t i o n A s s e s s m e n t a n dDevelopment; (2). Directorate ofAcademic Administrat ion; (3)

Administrative Units (Directorate,Offices, and the Executive Secretary ofthe Institute)

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D i r e k t o r a t P e r e n c a n a a n d a nPengembangan, (2) DirektoratKeuangan; (3) Direktorat SumberdayaManusia, dan, (4) Direktorat Fasilitasdan Properti;

c. Direktorat di bawah koordinasi WakilRektor Bidang Riset dan Kerjasama,terdiri atas (1) Direktorat Riset danKajian Strategis, dan (2) DirektoratK e r j a s a m a d a n P r o g r a mInternasional;

d. Direktorat di bawah koordinasi WakilRektor Bidang Bisnis dan Komuniksi,terdiri atas (1) Direktorat Bisnis danKemitraan, dan (2) DirektoratKomunikasi dan Sistem Informasi;

e. Kantor dan Sekretariat Institut, terdiria t a s ( 1 ) K a n t o r H u k u m d a nOrganisasi; (2) Kantor ManajemenMutu; (3) Kantor Audit Internal dan(4) Sekretaris Institut.

k

Merupakan satuan kerja yang berfungsimenyediakan sarana kuliah, praktikum,penelitian, pemasaran barang dan jasa,pelayanan rujukan dan/atau kegiatanakademik lainnya. Satuan kerjapenunjang akademik terdiri atas (1)Perpustakaan, (2) (UF),(3) Unit Pelatihan Bahasa, (4) RumahSakit Hewan Pendidikan, (5) AsramaMahasiswa, (6) Unit Olah raga dan Seni,(7) Lab Kimia Terpadu, (8) UnitKeamanan Kampus, dan (9) Poliklinik.

Selain Struktur organisasi utamatersebut, terdapat pelaksana pembangkitan

6. Penunjang Akademi

University Farm

Directorate of Student Affairs; and (4)Directorate of Career Developmentand Alumni Relationship.

b. Vice Rector for Resources andDevelopment. Under his super-visionare: (1). Directorate of Planning andDevelopment; (2). Directorate ofFinance; (3). Directorate of HumanResource; and (4). Directorate ofFacility and Property.

c. Vice Rector for Research andCollaboration is created to stream-linethe research and extension function ofthe University. (1). Directorate ofResearch and Strategic Issues; (2)Directorate of Cooperation andInternational Program.

d. Vice Rector for Business andCommunication: (1). Directorate ofBusiness and Partnership; and (2).Directorate of Communication andInformation System.

e. 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.

The Supporting Units are established tosupport the learning activities of theuniversity. The curricular programs aresupported by the modern facilities andspecialized equipment, laboratories,experimental fields and research,marketing products and services, as wellas the referral services. The supporting

6. Supporting Units.

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pendapatan, yaitu Satuan Usaha Akademik(SUA), Satuan Usaha Penunjang (SUP), danSatuan Usaha Komersial (SUK). Khususuntuk SUK, Rektor IPB selaku pemegangkekuasaan Pengelolaan Aset bertindaksebagai pemegang otoritas RUPS danrepresentasi untuk melakukan perikatandengan pihak lain.

units are: (1). Library; (2). UniversityFarm; (3). Language Development Unit;(4). Teaching Hospital for VeterinaryMedicine Students; (5). Dormitories; (6).Sport and Cultural Halls; (7). IntegratedChemical Laboratories; (8). Security Unit;and (9). Polyclinic.

In addition to the Supporting Units, theuniversity has established BusinessManagement to generate additional incomesfor the university. Those units are, AcademicBusiness Unit, Supporting Business Unit, andCommercial Business Unit. The BogorAgricultural Rector is responsible for leadingthose business units toward furtherfulfillment of its mission, and its achievablegoals. In addition, coordinating Vice Rectorfor Business and Communication, to call aGeneral Meeting for Stakeholders and serveas the primary liaison for the externalrelationships.

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

Direktorat Pengembangan

Karir & Hub. Alumni

Rektor Wakil Rektor Bidang

Akademik & Kemahasiswaan

Wakil Rektor Bidang Sumber-

daya & Pengembangan

Wakil Rektor Bidang Riset &

Kerjasama

Wakil Rektor Bidang Bisnis &

Komunikasi

Direktorat Administrasi

Pendidikan

Direktorat Pengkajian &

Pengembangan Akademik

Direktorat

Kemahasiswaan

Direktorat

Keuangan

Direktorat

Sumberdaya Manusia

Direktorat Fasilitas &

Properti

Dewan Guru

Besar

Senat Akademik

Dewan Audit

LPPM

Kantor Hukum &

Organisasi

Sekretariat

Eksekutif

Kantor Manajemen

Mutu

Kantor Audit

Internal

SPs

Program

MB

Perpustakaan

Program

Pendidikan

TPB

Program

Diploma

Direktorat Perencanaan &

Pengembangan

Direktorat Komunikasi &

Sistem Informasi

University

Farm

Unit Pelatihan

Bahasa

RSH

Pendidikan

Unit Olah

Raga & Seni

Lab. Kimia

Terpadu

Unit Keaman-

an Kampus

Direktorat Kerjasama &

Program Internasional

Direktorat Riset & Kajian

Strategis

Direktorat

Bisnis & Kemitraan

FKHFaperta FapetFPIK FatetaFahutan FEMFMIPA FEMA

PusatDepar-

temen

Depar-

temen

Depar-

temen

Depar-

temen

Depar-

temen

Depar-

temen

Depar-

temen

Depar-

temen

Depar-

temen

Poliklinik

Keterangan :

Garis

Komando

Garis

Koordinasi

Pimpinan Institut Pelaksana Administrasi

Penunjang Akademik

Sekretariat Institut

Pelaksana Akademik

Majelis Wali

Amanat

Asrama

Mahasiswa

Satuan Usaha

Penunjang

Satuan Usaha

Komersial

RUPS

Program

MKDU

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Analisis SWOT

SWOT Analysis

2.1. Isu-Isu Strategis

Isu-isu strategis yang dipertimbangkandalam penyusunan rencana strategis IPBmeliputi:

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, manajemensumberdaya alam dan lingkungan.

2. Kecenderungan persaingan globalpendidikan tinggi yang mengharuskanperguruan tinggi di dalam negeri untukmeningkatkan daya saingnya, baikdalam penyelenggaraan maupun mutululusan yang kompetitif bertarafinternasional.

3. Perubahan regulasi penyelenggaraanpendidikan tinggi yang mengharuskanperguruan tinggi dapat memposisikansebagai institusi penghela kemajuanbangsa yang berorientasi jauh ke depan,dan tidak terperangkap pada aspek solusiyang parsial dan jangka pendek.

4. Belum terbangunnya sinergi kerjasamaantar perguruan tinggi dan denganjejaring mitra strategisnya baik instansipemerintah maupun swasta, sehinggapenyelesaian masalah nasional tidakefisien, tumpang tindih parsial, danberjalan 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 mpenyelenggaraan pendidikan tinggi yangharus mampu menghasilkan lulusanyang kompetitif, bermutu dan kompetenserta penelitian yang bermanfaat bagipengembangan IPTEKS dan sesuaidengan kebutuhan masyarakat.

2.1. Strategic Issues

In meeting the challenge of theglobalization, Bogor Agricultural Universitydevelopment is implemented based on thenew paradigm in which institutionalautonomy and accountability becomesstrategic 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 lDevelopment of Indonesia, particular-lyfor the development in the fields ofeconomic, food, bioenergy, health,natural resources and environmentalmanagement.

2. The future trend of tough competitionamong the institutions, teducation

education

education

hus,those institutions are faced with complexchallenges and only those who perseverewill survive. In order to face thesechallenges, the Indonesian universitiess h o u l d i m p r o v e t h e i r l e a r n i n ginnovations to produce quality graduateswho are competitive and internationallyrecognized.

3. Transformation in regulations for themanagement of higherinstitutions in Indonesia, encourage tochange their education systems. It isexpected that Indonesia will have acompetitive leverage due to the existenceof highly reputable higher educationinstitutions.

4. Strengthening and cultivating newstrategic connection between BogorAgricultural University and otherinstitutions of higher inIndonesia and other networks of both CH

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6. Efektivitas dan efisiensi penyelenggara-an tridharma di IPB yang mengharuskanpengelolaan kegiatan akademik danmanajemen mengacu pada keprimaanoperasi ( ) yaitupemanfaatan investasi sumber daya dansistem pengelolaannya yang transparandan akuntabel.

7. Pengerahan atau mobilisasi ( )sumberdaya yang masih belum optimalyang memerlukan upaya untukmendayagunakan seluas-luasnya dalamatau untuk berbagai kegiatan akademikdan pembangkitan pendapatan yangberkontribusi optimal bagi IPB.

8. Kesejahteraan yang masih kurangmemadai, sementara yangmengarah kapada sangatterbuka lebar, sehingga berakibat padaberkurangnya sumberdaya yangb e r k u a l i t a s b a g ipengembangan IPB.

operational excellence

deployment

external drivenopportunity costs

( b r a i n d r a i n )

government and private institutions. Thenetwork wi l l enable to reduceredundancies in research projects as wellas to expedite the national problemsolving.

5. The optimalization of Bogor AgriculturalUniversity as a leading education centrethat produce qualified graduates, andenhance university responsiveness tocontinuous and rapid changes ofcommunity needs and developmentchallenges. Develop students' intellectualcapability to become responsible citizensand have competitive characteristics.Finally, the University is expected, to beresponsive to the societies needs to designresearch programs towards the discoveryof knowledge and science.

6. F o r e f f e c t i v e a n d e f f i c i e n timplementation of Tridarma at BogorAgricultural University, it is required thatthe university should impose themanagement of the educationalprograms transparant and accountable.

7. The encouragement of resourcesmobilization of Bogor AgriculturalUniversity in meeting the challenge ofglobalization. It is expected that theUniversity will become a competitiveleverage due to the existence of highlyreputable to effectively generate andmanage the University financialresources required to support theacademic activities of Bogor AgriculturalUniversity.

8. Insufficient salaries and benefits formeritorious lectures and other staff,C

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2.2. Matriks Analisis SWOT

Berdasarkan situasi dan kondisi yangada, maka dapat disusun analisis ,

, , and(SWOT) sebagaimana disajikan pada Tabel2.1. Hasil analisis SWOT ini digunakansebagai pertimbangan untuk menetapkanstrategi pengembangan IPB 2025.

Mencermati identifikasi kekuatankelemahan yang

dimiliki IPB serta peluang danancaman ( ) yang dihadapi dalampengembangan IPB, maka perlu diupayakanrumusan strategi pengembangan IPB,melalui: (1) mengembangkan kekuatan

) dan mengoptimalkan peluang, (2) mengembangkan kekuatan

) untuk mengatasi ancaman, (3) meminimalkan kelemahan

StrengthsWeaknesses Opportunities Threats

(strengths), (weaknesses)(opportunities)

threats

(strengths(opportunities)(strengths(threats)

situation have caused the brain drain ofqualified lectures and skilled staff thateffect to the university development.

Based on the current situation andc o n d i t i o n , S t r e n g t h s , W e a k n e s s e s ,Opportunities, and Threats (SWOT) of BogorAgricultural University is formulated and ispresented in Table 2.1 This SWOT analysishas been referred to for dhe DevelopmentPlan of Bogor Agricultural University 2025.

Based on the identified strength,weaknesses of the Bogor AgriculturalUniversity, as well as its opportunities andthreats encountered in the development ofBogor Agricultural University, it is deemednecessary to formalize the developmentstrategy of Bogor Agricultural University, asfollows: (1). The development of strength andoptimalize it opportunities; (2). Thedevelopment of its strength to encounter thethreats; (3). To minimize the weakness for the

whereas the external driven for betteropportunities are open widely. The

2.2 SWOT Matrix Analysis

Table 2.1 Development Plan of Bogor Agricultural University 2025

Code Strength Code Weaknesses

S1 Bogor Agricultural University name

as the only higher learninginstitution in Indonesia with areas of

emphasis and excellence in

agriculture majoring in tropicalagriculture

W1

W2

The average of accumulative total

score of students intake are relativelow

Time span for students to finalize

their study are relatively longerthan expected C

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2A

nal

isis

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S2

S3

S4

S5

S6

S7

S8

S9

The adequacy of experienced

academic and support staff, as wellas its facilities to implement the

multilevel strata teaching and

learning program

High lectures to student ratio 1:21

Established and proven know-how/

expertise in the field of agriculture

Transparent selection of students

based on the principle of merit., to

make Bogor Agricultural Universitythe institution of choice for talented

students who desire to study to takeagricultural and entrepreneurships

education program

Dynamic and progressive student-centered learning communication

that foster student success

Both the existing Research Centersand Community Development

program which are responsive with

the stakeholders demand

Supported by appropriate

Information Technology both

Intranet and Internet

Cooperation networks with

government institutions,international, national and local as

well as non-government institutions.

W3

W4

W5

W6

W7

W8

W9

W10

The competencies of Bogor

Agricultural University graduatesto cope with rapidly changing

environment and the lower

successful number for thegraduates in having job in the

international labor market

Low proportion of Professorholders among academic staff

The professionalism and the

qualification of Bogor AgriculturalUniversity’ Faculty members are

relatively low

Insufficient numbers of books and

international scientific journals

subscribed for the successful oflearning process

Umbrella for research program

related to Bogor AgriculturalUniversity competencies has yet

institutionalized

Lack of synergetic relationshipsbetween research and the

community development

programs

Lack of coordination and

integration between facultymembers as well as departmental

units in implementing research

activities as well as the communitydevelopment programs

Limited budget for research

activities has caused the lack ofresearch habits among the faculty

members

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W11

W12

W13

W14

W15

The number of scientific

publications published by thenational and international

accredited journals are relatively

low

The number of marketable research

products used by companies and

societies are relatively low

The identificatimn of appropriate

level of Bogor Agricultural

University resources for fundingsources required to support the

planned education Merit programfor academic excellence has not

been optimalized

No maximum guarantee for thecontinuues support for the quality

and the maintenance of Bogor

Agricultural University’infrastructures that includes

equipment, cleanliness of its

premises, watep supplies andelectricity connections

Insufficient salaries and benefits

for both faculty and educationalstaff.

Code Oppotunities Code Threaths

O1 The globalization era has given

opportunities for Bogor AgriculturalUniversity to play important role in

local - international development

T1 The impact of globalization in

various sectors has caused thehigher learning institutions to

generate non knowledge and to

improve its competitiveness toenable them to achieve the highest

level locally as well asinternationally


O2

O3

O4

O5

O6

O7

The development of agribusiness

and agroindustry in Indonesia,which are supported by the

abundance of natural resources has

enabled Indonesia to be Theprospective and a promising country

The increasing demand of skilled

labor at the domestic job market,which are related to the various

Bogor Agricultural University’s

competences

The established network to improve

the quality and capability of staff to

access scientific informationsupported by appropriate

Information Technology

The increasing demands of

consultation services offered by

Bogor Agricultural Universityexpertises

The increased request for Bogor

Agricultural University expertiseservices

The status of Bogor Agricultural

University as State- owned legalentity universities, has enabled the

university to improve the academicquality, products and its services, as

well as achieving Bogor Agricultural

goals

T2

T3

T4

T5

T6

T7

The next paradigm in national

development does not put theagriculture as the basic flat form

for its development programs

The growing competition amongpublic universities to recruit

talented prospective students

The decreasing animo ofprospective students to pursue to

the higher learning institutions,

particularly in agricultural fields

Rapidly changing environment

and highly demanding job market,

especially graduates of BogorAgricultural University to get jobs

from the job market

The weakness support of the

support of the agricultural fields in

supporting the national economicdevelopment

The impact of globalization has

triggered tougher competition ininternational job market

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O8 Public perception for Bogor

Agricultural University reputation asone of the leading higher education

institutions in Indonesia

O9 Bogor Agricultural University with

its research and community services

is committed to continue providingthe highest quality teaching

community, and one of the highly

reputable university in the future

Based on the identified strength,weaknesses of the Bogor AgriculturalUniversity, as well as its opportunities andthreats encountered in the development ofBogor Agricultural University, it is deemednecessary to formalize the developmentstrategy of Bogor Agricultural University, asfollows: (1). The development of strength andoptimalize it opportunities; (2). Thedevelopment of its strength to encounter thethreats; (3). To minimize the weakness for theutilization of opportunities; and (4). Minimizethe weaknesses to encounter threats. Matrixof development strategy of BogorAgricultural University is presented in theTable 2.2

Mencermati identifikasi kekuatankelemahan yang

dimiliki IPB serta peluang danancaman ( ) yang dihadapi dalampengembangan IPB, maka perlu diupayakanrumusan strategi pengembangan IPB,melalui: (1) mengembangkan kekuatan

) dan mengoptimalkan peluang, (2) mengembangkan kekuatan

) untuk mengatasi ancaman, (3) meminimalkan kelemahan

untuk memanfaatkan peluangdan meminimalkan

kelemahan untuk menghindariancaman Matrik strategipengembangan IPB tersebut disajikan padaTabel 2.2.

(strengths), (weaknesses)(opportunities)

threats

(strengths(opportunities)(strengths(threats)(weaknesses)( oppor tun i t i e s ) ,

(weaknesses)(threats) .

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Strengths Weakness

S1, S2, S3, S4, S5, S6, S7, S8, S9 W1, W2, W3, W4, W5, W6, W7,

W8, W9, W10, W11, W12, W13,

W14, W15

Opportunities

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

Strategy S-0 Strategy W-O

Improvement access and equitydevelopment of students’

intellectual capability S1, S2, S3, S4,

S5, S6 – O1, O3, O7, O8

Improvement of research quality

and community servicesS7, S8, S9 – 02, S4, O5, O6, O8

Improvement of UniversityResources capacity

W3, W13, W15 – O5, O6

Remuneration and benefits

increment W13, W15 – O4, O8

Threats

T1, T2, T3, T4, T5, T7

Strategy S-T Strategy W2-T

Improvement of resources capacityS9 – T6, T7

Strengthening the managementsystems S2, S4, S5, S9 – T1, T2, T3,

T4, T6

Remuneration and benefits

increment S9 – T5, T6, T7

Remuneration and benefitsincrement W13, W15 – T1, T2,

T5, T6

Strengthening the

management systems

W4, W5, W14 – T3, T4, T6, T7

Table 2.2 Matrix of Development Strategy of Bogor Agricultural University 2025 Basedon the SWOT Analysis

Ch

ap

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3

Arah dan Strategi Pengembangan

Direction and The Strategic Plan

3.1. Visi, Misi dan Tujuan IPB

M

Misi IPB

engacu pada Rencana PembangunanJangka Panjang Departemen PendidikanNasional 2005-2025, Renstra IPB 2020 yangtelah dirumuskan sebelum IPB berstatusBHMN, dan draft Rencana PengembanganIPB 2025 - Senat Akademik IPB, dan tuntutanpembangunan ekonomi dalam mewujudkanindonesia sebagai negara agraris dan bahari,maka visi IPB jangka panjang yang telahdirumuskan mulai tahun 2003 ditetapkansebagai Visi IPB 2025, yaitu ”

”. Berdasarkan visi jangka panjangtersebut maka Rencana Strategi (Renstra) IPB2008-2013 yang merupakan bagian dariRencana Pengembangan IPB 2025 disusunvisi IPB 2008-2013 dengan memberikanpenekanan pada biosains sebagai ilmu dasardan jiwa kewirausahaan, sebagai berikut:

"

".

untuk pengembangan IPB limatahun ke depan (2013) adalah:

1. Menyelenggarakan pendidikan tinggibermutu t inggi dan pembinaankemahasiswaan yang komprehensifdalam rangka meningkatkan daya saingbangsa.

2. Mengembangkan ilmu pengetahuan danteknologi sesuai kebutuhan masyarakat

Menjadikan IPBsebagai perguruan tinggi bertaraf internasionaldalam pengembangan sumberdaya manusia danIPTEKS dengan kompetensi utama di bidangpertanian

Menjadi perguruan tinggi berbasis riset kelasdunia dengan kompetensi utama pertaniantropika dan biosains serta berkarakterkewirausahaan

3.1. Vision, Mission, Objectives andQuality Statement

With reference to the Long-Term StrategicPlan of the Department of National Education2005-2025, as well as Bogor AgriculturalUniversity Strategic Plan 2020 adopted by theBoard of Trustees prior to the shifting of theUniversity legal status of to be the State-owned Legal Entities Universities (BHMN),and complement to the existing draft of theStrategic Plan of Bogor AgriculturalUniversity 2025 approved by the AcademicSenates as well as in respond to the Nation'scommitment for the economic developmentof Indonesia to be community the agriculturaland maritime community, Bogor AgriculturalUniversity decided that the Long-term visionof the University adopted 2003 will becomethe vision of the Bogor AgriculturalUniversity for 2025, which will declares theUniversity to be

Based on the vision ofthose Long-Term Strategic Plan of theDepartment of National Education 2005 -2025, the of Bogor AgriculturalUniversity 2008-2013 as part of the UniversityDevelopment Plan 2025 was formulated. The

of Bogor AgriculturalUniversity 2008-2013 reaffirms the goals of theprevious versions while incorporating someeditorial changes and placing greateremphasis to accelerate engagement of

“a leading higherinstitution of international quality in thedevelopment of science, technology, art andhuman resources with tropical agriculture asits core competence”.

Strategic Plan

Strategic Plan

education

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agraris dan bahari pada masa sekarangdan kecenderungan pada masa yangakan datang yang semakin kompetitif.

3. M e m b a n g u n s i s t e m m a n a j e m e nperguruan tinggi yang berkarakterkewirausahaan, e fekt i f , e f i s ien ,transparan, dan akuntabel.

4. Mendorong terbentuknya masyarakatmadani berdasarkan kebenaran dan hakazasi manusia.

Untuk menyelenggarakan misi danmencapai visi IPB, dirumuskan tujuan yangharus dicapai IPB, yaitu :

1. Menghasilkan lulusan yang bermutuyang mampu mengembangkan danmenerapkan IPTEKS serta mempunyaijiwa kewirausahaan.

2. Memberikan inovasi IPTEKS ramahl i n g k u n g a n u n t u k m e n d u k u n gpembangunan nas iona l mela lu iperwujudan negara agraris dan baharidan memperbaiki kesejahteraan umatmanusia.

3. Menjadikan IPB sebagai lembagapendidikan tinggi yang siap menghadapituntutan masyarakat dan tantanganpembangunan yang berubah dengancepat secara nasional dan global.

4. Menjadikan IPB sebagai kekuatan moraldalam masyarakat madani Indonesia.

bioscience as basic science for nationeconomic development with focus onentrepreneurships:

In view of the above Vision of BogorAgricultural University, the mission of theUniversity will be as follows:

1. To offer challenging academic programsand demonstrate a commitment to thedevelopment of both the undergraduatesand graduate students who seeks advancedegree programs that prepare them tomake significant contribution to theirfields, with particular purpose to be acompetitive nation.

2. To expands the boundaries of knowledgeand insight of Bogor AgriculturalUniversity through teaching, research,artistic expression, which is relevance tothe national needs as an agricultural andmaritime society. It is really required asthe trends that the university willbecoming more competitive

3. To promote a model for systematicmanagement for higherinstitutions and pervasive attention tocompetencies, effectiveness, efficiencies,transparencies, and accountability.

4. To prepare students to take leadershiproles in society through an education thatstresses moral and spiritual as well as onr ighteousness and human-r ightprinciples.

“to be the World Class Research Univer-sity with bioscience and entrepreneurshipsas its core competence”.

education

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3.2. Arah Pengembangan IPB 2025

IPB telah berhasil meletakkan dasar-dasar embrio universitas berbasis riset padamasa transisi BHMN. Pengembangan IPBhingga tahun 2025 ke depan difokuskan pada3(tiga) aspek utama. menindak-lanjuti keberhasilan selama masa transisidengan membangun pondasi-pondasiUniversitas Berbasis Riset (

atau RBU) dan kewirausahaan( . Dengan modal iniditargetkan IPB memiliki daya saing tinggidan berkompetisi secara sehat dengan

Pertama

Research BasedUniversityEnterpreneurial University)

To achieve its mission and to realizeBogor Agricultural University's vision,directions to execute these university's visionwere formulated as follows:

To produce quality graduates who arecompetitive and resilient, as

1.

well ascompetent in utilizing and developings c i e n c e a n d t e c h n o l o g y w i t hentrepreneurships characteristics.To develop friendly scientific andtechnological innovation for theimprovement of national development,which is relevance to the nationalprograms to be an agricultural andmaritime society, as well as to improvethe welfare of human beings.To enhance university responsiveness tocontinuous and rapid changes ofcommunity needs and developmentchallengesTo establish IPB as a moral force forIndonesian civil society.

Bogor Agricultural University hassuccessfully established embryo of researchbased university, during its transition towardfull-pledge BHMN. The Development Plan ofBogor Agricultural University for 2025 will befocused into the three aspects. : Tofollow-up to the achievements made withinthe transition period, Bogor AgriculturalUniversity planned to build the strongfoundations for Bogor AgriculturalUniversity to be a

2.

3.

4.

3.2 The Direction of Bogor AgriculturalUniversity 2025 Development Plan

First

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perguruan-perguruan tinggi lainnya didunia. Upaya ke arah itu perlu dilakukansecara lebih agresif melalui upaya-upayakondusif dan stimulatif. Pengembangan risetbaik berupa hibah-hibah riset atau risetkerjasama yang dikaitkan dengan prosesbelajar mengajar selanjutnya dapatmeningkatkan mutu proses belajar mengajar(PBM), mendorong partisipasi mahasiswadan dosen dalam berbagai paket riset yangmempercepat laju lulusan ( ),publikasi ilmiah, paten, dan produk risetkomersial. Peningkatan laju lulusan,publikasi riset, dan perolehan paten menjadipembangkit citra publik yang memperbesarpeluang komersialisasi produk riset kemasyarakat luas yang berimplikasi balikpada peningkatan kepercayaan publik sertapengembangan usaha-usaha komersial.Perbaikan kepercayaan publik akanmemperbesar berbagai hubungan kemitraanbaik dengan sektor swasta maupunpemerintah yang menjadi kekuatan risetkolaboratif dan konsorsium. Peningkatanproduk riset komersial akan menguatkanusaha-usaha komersial dan memperbaikipendapatan institusi. Pendapatan yang sehatberkelan jutan ini menjadi pemacukesejahteraan pegawai dan dosen, pemasoksarana/prasarana riset serta insentif risetyang diharapkan meningkatkan minat danbudaya, serta pelaku riset yang bermutusehingga menopang siklus pengembanganp r o p o s a l r i s e t u n g g u l a n s e c a r aberkelanjutan.

, membangun kapasitas institusidan tatapamong perguruan tinggi yang baik

annual graduates

Kedua

and entrepreneurships. These foundations willenable Bogor Agricultural University to bemore competitive with other internationaluniversities. An aggressive efforts to achievethe goal should be prepared, by developingmore conducive and stimulative program.The quality of teaching and supervision atBogor Agricultural University is underpinnedby research and scholarship, and theuniversity is committed to optimising thebenefits to students of studying within adynamic research environment. BogorAgricultural University strengths in researchbring particular benefits to teaching - leraningprocess at Bogor Agricultural Universityacross the disciplines, and how best practice inthis area can be shared. The development ofresearch programs, both the research grantsand collaborative research programs willincrease the percentage of the number ofgraduate students, as well as will encouragethe university community to implement theresearch programs. The improved number ofuniversity' research programs will producemore scientific publications, intelectualproperty right (IPR) and patent, and othermarketable research products, which willgenerate revenue to the university, itsdepartments, and its individual inventors. Inaddition, improved research products willincrease the universi ty capacity inestablishing more collaborative networks aswell as revenue generating activities. Thesuccess of the university to increase thequalified graduates, scientific researchpublications, and the IPR and patent enhancethe university public recognition, which willC

HA

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( atau GUG .Pengembangan GUG di IPB dilakukanmelalui penyempurnaan sistem ketata-pamongan yang akan membangun dan

para dan(dalam PT BHMN direpresentasioleh MWA) dan menunjang pengembangan“usaha komersial”. Dengan ketatapamonganini diharapkan kepercayaan dari masyakaratakan meningkat bila IPB cukup sehat dalamempat sistem berikut: (1) audit, (2) akuntansi,(3) keberadaan komite-komite yangindependen (segregasi fungsi dalamorganisasi) dan (4) publikasi laporan (Keaseydan Wright, 1997). Ketatapamongan ini perluditerjemahkan ke dalam praktek manajemenyang baik yang memerlukan bentukorganisasi, kebijakan dan prosedur yang baikdan SDM yang bermutu dan mempunyaiintegritas baik.

, meningkatkan tanggung jawabsosial dan kesejahteraan

, IPB harus dapat berkontribusipada terciptanya dan meningkatnyakesejahteraan sosial di masyarakat luas yangmencakup pemecahan masalah, pencerdasandan pemberdayaan masyarakat, peningkatanpendapatan, dan penyediaan lapangan kerja.Hal ini diharapkan dapat terjadi melaluiproduk lulusan, produk riset, dan produkusaha komersial yang dikembangkan IPBpada kompetensi intinya. Kemampuan IPBberkontribusi terhadap peningkatankesejahteraan masyarakat luas (khususnyapetani) akan berimplikasi balik terhadappeningkatan kepercayaan publik.

good university governance )

trustconfidence stakeholders shareholders

shareholders

(social responsibilityand prosperity)

Ketiga

attract more collaborative research withpartners from private companies as well asthe government institutions, for funding andpublication; improve the quality of humanresources and research infrastructure. Thesuccess of the development Campaign forBogor Agricultural University will be crucialin making a significant contribution to theuniversity's financial sustainability,especially to improve the salary and fringebenefits of its faculty members andeducational staff, which will encourage theuniversity community to be involved inquality research programs.

To develop institutional capacityand . Thedevelopment of good university governancewill convince stakeholders trust andconfidence that the organizational healthy iswell-implemented by Bogor AgriculturalUniversity. The improved trust andconfidence will support the university toestablish more “Business Unit”. Finally,when Bogor Agricultural University carryout the following four systems: (1). Auditing;(2). Accountancy; (3). Segregation oforganizational functions; and (4). Theavailability of information to the generalpublic. Such healthy organizational should betranslated into the healthy managementsystems that requires improved organizational structure, policies, procedure, as wellas the well qualified personnel with integrity.

T o i m p r o v e i t s s o c i a lresponsibility. The enormous breadth anddepth of its research constitutes one of themajor strengths of Bogor Agricultural

Second:

T h i r d :

good university governance

-

all

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3.3. Strategi Pengembangan IPB 2008-2013

(Gambar3.1).

Arah pengembangan IPB 2025 di atas danmengacu pada matrik strategi berdasarkananalisis SWOT pada Bab II perlu menetapkanstrategi pengembangan IPB tahun 2025.Strategi pengembangan IPB 2008-2013 secaraberkelanjutan merupakan tahapan dalamstrategis pencapaian visi IPB 2025

Strategi pengembangan IPB 2008-2013terdiri atas lima pilar, yaitu :

1. Perluasan akses dan peningkatan mutupendidikan dan kemahasiswaan

2. Peningkatan mutu penelitian danpengabdian kepada masyarakat

3. Peningkatan kesejahteraan dosen, tenagakependidikan dan mahasiswa

4. Peningkatan kapasitas sumberdaya5. Penguatan sistem manajemen IPB

Pilar-pilar strategis IPB tahun 2008-2013di atas memiliki keterkaitan yang kuatdengan rencana strategis jangka panjangpembangunan pendidikan tinggi diIndonesia, yakni: (1)

(HELTS) 2003-2010, denganHigher Education Long

Term Strategies

University. Thus, the university is expected tocontribute to generate new knowledge toincrease nation's competitiveness, to educateand empower ment the community, and togenerate employment for income generating.Those contributions, particularly for thecommunity development (farmers), willenhance Bogor Agricultural University toarticulate the university nationally andinternationally recognized excellence inagriculture.

With reference to the Bogor AgriculturalUniversity 2025 Development Plan statedabove and strategic matrix resulted by theSWOT analysis presented at the Chapter II, thedirection of Bogor Agricultural UniversityDevelopment Plan 2025 will be defined. TheStrategic of Development Plan of 2008-2013, isa sustainable process to achieve theDevelopment Plan 2025 TheStrategic Development Plan of BogorAgricultural University is focused into fivePillars as follows:

1. Expanding access, improving educationquality and students affair

2. Improving the research quality andcommunity services

3. Improving the social welfare4. Developing of capacity resources5. Strengthening of the management system

The five central pillars of BogorAgricultural University Strategic Plan 2008-2013 is closely related with the long-term

-

3.3 Strategic Development Plan of BogorAgricultural University 2008-2013

,

(Figure 3.1).

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Pilar strategis untuk memperkuat: (1) dayasaing bangsa, (2) otonomi dan desentralisasi,dan (3) kesehatan organisasi, dan (2) pilarstrategis pembangunan pendidikan tinggiyang tertuang dalam Rencana StrategiDepartemen Pendidikan Nasional 2005-2009(dan draft rumusan rencana stratgispendidikan tinggi tahun 2010-2015), sebagaibagian dari Rencana Kebijakan PembangunanPendidikan Tinggi Jangka PanjangDepartemen Pendidikan Nasional ahun 2005-2025. Pilar strategis pembangunanpendidikan tinggi, yakni: (1) pemerataan danperluasan akses, (2) peningkatan mutu,relevansi dan daya saing, dan (3) penguatantata kelola, akuntabilitas dan pencitraanpublik (Gambar 3.2.)

Development Plan of the Higher Educationsin Indonesia, namely: (1) Higher EducationLong Term Strategies (HELTS) 2003-2010, tostrengthen the (a) National competitiveness;(b), Autonomy and decentralization, and (c)Organizational healthy; and (2). StrategicPillar on the Development of HigherEducation Institution as stipulated in theStrategic Plan of the Department of NationalEducation 2005-2009 (and Draft of theStrategic Plan of the HigherInstitutions 2010-2015), as part of the Policiesof the Long-term Development Plan of Higher

Institutions of the Department ofNational Education 2005 2025. Pillars for theDevelopment of the HigherInstitutions are as follows: (1). Access and

Education

Education

Education-

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

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Strengtheningof the management

systemDeveloping ofcapacity

resources

Improviing thesocial welfare

Improving theresearch qualityand community

services

Expanding access,improving educationquality and students

affair

DEVELOPMENT STRATEGICOF BOGOR AGRICULTURAL UNIVERSITY

2008-2013

SocialResponsibility and

ProsperityGood University

Governance

The Foundation ofRBU and

Entrepreneurships

VISION OFBOGOR AGRICULTURAL

UNIVERSITY 2025

DIRECTION OF DEVELOPMENTOF BOGOR AGRICULTURAL

UNIVERSITY 2025

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 ( ).

Pendekatan yang digunakan adalah

(BSC), dengan empat perspektif kinerja

, yaitu (1) perspektif

pembelajaran dan pengembangan

yang lebih diarahkan pada kekuatan

sumberdaya, (2) perspektif bisnis internal

yang berorientasi pada

pencapaian mutu kinerja program; penidikan,

penelitian, pengabdian kepada masyarakat,

pembangkitan pendapatan, dan kerjasama

performance based management

balanced

scorecard

(performace excellence)

(operational

excellence)

(academic excellence)

Equity, (2). The development of EducationalQuality, relevance, and competitiveness, and(3). Good governance in the managementsystems, accountability, and public recognition .

The first to fourth Pillar of StrategicDevelopment of Bogor AgriculturalUniversity are focused on internal business,whereas the fifth Pillar is the foundation forthe university educational programs. Thosestrategies is reflected in its performance basedangegement. Balance scorecard board (BSC)approaches with four perspectives will beutilized: (1). Learning perspective andoperational excellence will be focused onresource capacity, (2). Internal businessperspective (academic excellence) with its

-(Figure 3.2)

Figure 3.2. The Interrelationships of HELTS, Strategic Pillar of the Development ofHigher Learning Educaiton and Strategic Pillar of Bogor AgriculturalUniversity 2008-2013

Strengthening theAccountability,

and Public Image

Improvement ofQuality, Relevance,and Competitiveness

Access andEquitable

Strengthening of themanagement system

Developing ofcapacity resources

Improving thesocial welfare

Improving the researchquality and community

services

Expanding access,improving education quality

and students affair

Strategic Pillar ofBogor Agricultural University

2008-2013

Strategic PillarDGHE MINEDHELTS

HealthyOrganization

Autonomy andDecentralization

Nation'sCompetitiveness

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kelembagaan, (3) perspektif keuangan yang

menekankan pada kemampuan penggalianan

pengelolaan dana yang efektif, efisien, dan

proporsional , dan (4)

perspektif pencitraan institusi yang lebih

menekankan pada bagaimana membangun

respon positif dari pelanggan

; 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 ki

(prosperity excellence)

(customer

excellence)

nerja yangterukur.

Pilar strategis IPB 2008 2013 di atas,menunjukkan keterkaitan dan aliran aktivitasstrategis yang kinerjanya dapat dievaluasimelalui . Pilar strategis IPB20082013 secara fungsional menunjukkansuatu bangunan strategi yang menjadi acuandan dijabarkan masing-masing padaprogram strategis dan menjadi komitmendalam penyelenggara annya pada masing-masing unit kerja di lingkungan IPB.Bangunan pilar strategis IPB untuk mencapaivisi IPB 2008-2013 ditunjukkan pada

-

Balanced Scorecard

-

Gambar3.3.

o r i e n t a t i o n i n a c h i e v i n g p r o g r a mp e r f o r m a n c e , e d u c a t i o n , r e s e a r c h ,community services, income generating,institutional cooperation, (3). Financialperspective with stresses on fund raisingcapabilities and the establishment of gooduniversity governance reflecting effectiveness, and efficiencies, proportional, (4). Publicrecognition perspective which stresses on theuniversity capability to build positivecustomer excellence, working relationships.parents, government, and the community.Based on the BSC (Balanced Scorecard)approaches, the vision, mission, and strategictargets of the Bogor Agricultural UniversityStrategic Plan 2008-2013 will be put into theRoadmap of Strategic Program of BogorAgricultural University, with its annualoperational programs, as well as its appraisedprogram indicators.

The Diagram shows, the Roadmap ofStrategic Program of Bogor AgriculturalUniversity shows, its direction and the targetsof its annual programs/sub prog rams whichappraisable using . within2008-2013. Steps to implement these annualprogram sub-programs 2008-2013. The Pillarsof Bogor Agricultural University strategicplan 2008-2013 functionally shows a generalset of directions and initiatives that has servedBogor Agricultural University as aneducational and research institution withobjectives as approved by Bogor AgriculturalUniversity Council to provide and promotehigher education. The Pillar of strategic prog-ram to achieve Bogor Agricultural Universitymission 2008-2013 is depicted in

-

-Balanced Scorecard

/

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

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Vision of Bogor Agricultural University2008-2013

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

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

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Kebijakan dan Program StrategisIPB 2008-2013

Policy and Strategic Programof IPB 2008-2013

4.1 Kebijakan Strategis IPB 2008-2013

4.1.1. Perluasan Akses dan PeningkatanKualitas Pendidikan danKemahasiswaan

Pengembangan pilar perluasan aksesdan peningkatan pendidikan dan kemahasis-waan meliputi 4 fokus kebijakan, sebagai-mana diuraikan di bawah ini.

1. Peningkatan Mutu Proses Pendidikan danKemahasiswaan

(1) Memperluas akses dan kesempatanbelajar pada program multistrata(sarjana, magister, doktor maupundiploma), melalui:a. Peningkatan kualitas input (calon

mahasiswa) pada berbagai jalurseleksi masuk IPB dengan promosiyang lebih intensif untuk mening-katkan atau tingkatselektivitas calon mahasiswa.

b. Mengintegrasikan perencanaandan pengelolaan administrasiproses pendidikan multistratauntuk peningkatan efisiensipenggunaan fasilitas pendidikan

c. Peningkatan kualitas dosenbersertifikat dalam proses belajarmengajar

d. Peningkatan kualitas bahan ajard a n i m p l e m e n t a s i m e t o d epembelajaran efektif

e. M e n g e m b a n g k a n c a k u p a nkerjasama dengan institusi mitradalam kegiatan praktek kerja,penelitian dan kegiatan-kegiatany a n g d a p a t m e n d e k a t k a n

competitive rate

4.1 Bogor Agricultural University Stra-tegic Policy 2008-2013

4.1.1. Expanding Access, ImprovingEducation Quality and StudentsAffair

The development of Pillar for qualityeducation for all, as well as the improvementof learning and teaching process and studentbody as proposed by Bogor AgriculturalUniversity, will be translated into fourpolicies as follows:

1. Improvement the Quality of LearningProcess and the Student body

(1) To expand access and opportuni-tiesto pursue their tertiary educations atthe three program levels of BogorAgricultural University i.e Diploma,Sar jana (undergraduate) , andGraduate Programs and strengthenthe academic profile of student body,the University should:a. Raise admission standards for

prospective students to BogorAgricultural University throughdifferent scheme of admission andimprovement of promotion.

eefficiencies in the utilization ofeducational facilities;

c. Improvement of human resourcesdevelopment, especially the certi-fied lectures, through a strategicstaff development program;

b. Integrate the Development Planand the management of thedifferent level of educationalp r o g r a m s , t o e n s u r e t h

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mahasiswa dengan wahanapenerapan keilmuan dan duniakerja

(2) Meningkatkan kualitas dan kuantitasf a s i l i t a s p e n d i d i k a n u n t u kmendukung proses belajar yangefektif dan upaya mencapai RBUsertamelalui perbaikan dan pengem-b a n g a n i n f r a s t r u k t u r y a n gberkualitas, khususnya ruang kelas,teknologi informasi, laboratorium,

perpustakaan,, dan fasilitas lainnya

(3) Mendorong dan memfasilitasidepartemen dalam mengoptimal-kanpemanfaatan seluruh sumber-dayanya untuk peningkatan kualitaskegiatan akademik.

(4) Meningkatkan pembinaan sosialb u d a y a d i A s r a m a T P B ,pengembangan unit-unit kegiatanmahasiswa (kesenian daerah, bahasaasing, paduan suara, olah raga,resimen mahasiswa, dll) dan berbagaikegiatan ekstra-kurikuler maupunk o - k u r i k u l e r y a n g d a p a tm e n i n g k a t k a n k h u s u s n y akemampuan dan jiwakewirausahaan.

(5) Secara terprogram meningkatkankompetensi tambahan di bidangkewirausahaan kepada para lulusanbaru agar lebih siap di pasar kerja danmampu berdiri sendiri dalamberwirausaha.

world class university (WCU)

pilot plant, universityfarm

soft-skill

d. Improvement on the quality ofteaching materials and theimplementation of effectiveteaching methods; and

e. Develop strategic alliances andpartnerships with externalpart ies especial ly for theinternship trainings programsand research activities, as well asother activities to enhance BogorAgricultural University to accessand adapt global knowledge tolocal use, as well as train them tobe qualified and adaptive workforce.

(2) Improve the quantity and quality ofresearch and academic facilities andinfrastructures necessary foreducational excellence of BogorAgricultural University to achieve itsstatus as a Research BasedUniversity as well as the World ClassU n i v e r s i t y , b y r e p a i r a n drehabilitation programs of olderfacilities, such as class-rooms,laboratories, pilot plants, library,university farms, and other facilitiesthat utilizes information technology.

(3) Encourage and assist the universityDepartments to optimize the existingfacilities in their efforts to improvethe academic program activities.

(4) C r e a t e a n d s u p p o r t m o r eopportunit ies for dormitory 'students to participate in theintellectual and cultural life such astradi t ional cul tures , fore ignC

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2. Pemantapan Kurikulum Mayor MinorProgram Sarjana dan Pascasarjana

(1) Mengevaluasi dan mempertajamimplementasi kurikulum mayor-minor pada program sarjana danpascasarjana yang telah diterapkansejak tahun 2005 agar sesuai dengantujuan awal pengembangan sistemmayor-minor, yaitu memberikankompetensi secara lebih luas kepadamahasiswa program sarjana danpascasarjana dan meningkatkanefisiensi proses pendidikan.

(2) P e n g k a j i a n k e b i j a k a n d a nimplementasi klasterisasi minor dan

pada kurikulummayor-minor program sarjana

(3) Mendorong dan memfasilitasikesiapan departemen untukm e m p e r o l e h a k r e d i t a s iinternasional untuk programsarjana dan pascasarjana yang telahmendapatkan nilai akreditasin a s i o n a l A , s e b a g a i u p a y apeningkatan daya saing IPB danproses internasionalisasi.

(4) Mendorong dan memfasilitasidepartemen dalam peningkatankualitas program dengan akreditasinasional B.

3. Peningkatan Intensitas dan EfektifitasPromosi Pendidikan Multistrata

(1) Meningkatkan efektifitas promosiuntuk program Sarjana, Pascasarjanadan Diploma pada peningkatanjumlah dan kualitas pendaftar

supporting courses

languages, choir, sports, studentregiments, etc. as well as both heextra-curricular and curricularactivities. Those activities will assiststudents to acquire soft-skill andentrepreneurships characteristics.

(5) Well-prepared program to developthe competencies new graduateswith focus on entrepreneurships,and to equip them with skills for thesuccessful competition in the labormarkets or to be self-motivated tocreate their own jobs.

Establisment of Major-Minor Curriculumfor Undergraduate and GraduateStudents

(1). Evaluate and develop the Mayor-Minor curriculum which offered byBogor Agricultural University forboth the undergraduate andgraduate students since 2005, toappraise whether those programsare aligned with the proposedprogram. The curriculum to willenable the university to meet thefuture needs and demands,especially the need of a moredynamic management mode in thehigher learning to cope with thedynamic changes and enablestudents to have appropriatecompetencies.

(2). Evaluate policies to implementminor cluster and other supportingcourses for Major-Minor curriculumfor the undergraduate students.

2.

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Melalui pengembangan promosiyang , perbaikan mutupelayanan kepada mahasiswa, danpengembangan, dan peningkatanintensitas cakupan penyebaranmateri promosi ( ),

ke berbagai daerah dansekolah serta publikasi di mediamassa

(2) Memperkuat kerjasama profesionaldi tingkat nasional dan internasionalyang dapat mendorong peningkatankompetensi dan daya serap lulusanmelalui kerjasama penelitian bagimahasiswa, kewirausahaan, praktekkerja, dan magang yang padaakhirnya akan bermuara padapeningkatan kompetensi danpenyerapan lulusan.

4. Peningkatan Mutu Kurikulum danPenyelenggaraan Pendidikan ProgramDiploma

(1) P e n y e m p u r n a a n k u r i k u l u mProgram Diploma untuk memper-kuat kompetensi lulusan yangsesuai dengan kebutuhan duniakerja yang kompetitif.

(2) Peningkatan kerjasama kemitraandengan swasta/pengguna lulusandalam perumusan kompetensi,proses pengajaran, praktek kerja,dan penyerapan lulusan.

(3) Penguatan kompetensi dosen dalampenyelenggaraan pendidikanvokasional

'cost-effective'

promotion kitroadshow

(3). Encourage and assist the academic'departments for the international

, b yencouraging faculty members to be

accreditation, especially for thosewhich have been A-rated byNational Accreditation Board. Theaccreditation will support BogorAgricultural University to be ac o m p e t i t i v e u n i v e r s i t y a n dinternationally recognized.

(4). E n c o u r a g e a n d a s s i s t t h edepartments to improve theireducational program activities, intheir effort to achieve B-rated byBAN.

3. Improve the Intensity and EffectivePromotion for Multilevel EducationalPrograms

(1). Improve the effectiveness of thepromotion program for theUndergraduate, the Graduate andDiploma of Bogor AgriculturalUniversity, by utilizing “costeffective” methods. Moreover,Bogor Agricultural Universityshould improve its external servicefor the prospective students. Finally,the university should improve thedesign and contents the promotionkits, expand its market distribution,and utilize external marketingservices such as planning roadshows outside Bogor, as well asthrough mass media.

(2). Strengthening and expanding then a t i o n a l a n d i n t e r n a t i o n a lc o l l a b o r a t i v e n e t w o r kC

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4.1.2. Peningkatan Kualitas Penelitian danPengabdian kepada Masyarakat

Pengembangan pilar peningkatankualitas penelitian dan pengabdian kepadamasyarakat meliputi 3 fokus kebijakan,sebagaimana diuraikan di bawah ini.

the active members of scientific aswell as professional associations. Byhaving research collaboration, onthe job trainings programs and thecooperation networks, will enableu n i v e r s i t y t o i m p r o v e t h ecompetencies of competitivenessstudents in the labor market,entrepreneurships, field works

4. Improving the Curriculum Quality andthe Implementation of Diploma Program

(1). Standardize the curriculum ofDiploma Program to improve thecompetencies of the new graduatesto be more competitive in the labormarket.

(2) Strengthening and expanding thecooperation network with privatecompanies/prospective employersof the new graduates, particularlyfor the formulation of theircompetencies, learning process, onthe job training programs, and jobavailability.

(3). Strengthening the competencies andthe qualification of the Lecturers forthe implementation of the vocationaleducation programs.

The development of Pillar on ResearchProgram and Community Services of BogorAgricultural University will be focused onthree policies as follows:

4.1.2 Improving the Research Quality andCommunity Services

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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 nKhususnya Penelitian TerobosanBertaraf Internasional

(1). Mengembangkan kualitas penelitidiarahkan pada peningkatankemampuan dosen, peneliti, danmahasiswa untuk melakukankegiatan penelitian, termasuk didalamnya dalam menguasai danm e n g e m b a n g k a n m e t o d o l o g ipenelitian,

(2). Mengembangkan kualitas sumber-daya penelitian diarahkan padapeningkatan dana penelitian untukmeningkatkan jumlah dan kualitaspenelitian serta peningkatan kualitassarana dan prasarana penelitian yangmemenuhi standar internasional,

(3). Meningkatkan kualitas materi danhasil penelitian yang relevan dengankebutuhan untuk pengembanganilmu itu sendiri, untuk pendidikan,untuk kepentingan usaha, sertamasyarakat . Untuk itu perlupengembangan kegiatan penelitianberbasis prioritas, terutama:

a. Penelitian yang secara detail dapatmemberikan solusi terhadappersoalan kedaulatan dank e t a h a n a n p a n g a n , b a i kkelangkaan bahan pangan, krisisagraria, maupun kemiskinanpetani, nelayan, peternak, danmasyarakat sekitar hutan;

b. Penelitian yang terfokus dalamm e n e m u k a n s o l u s i u n t u k

1. Enhance the International AcademicReputation and Accreditation inResearch

(1). To improve the quality of humanresources especially for lecturers,scientists, and students of BogorAgricultural University on desig-ning and implementing researchprograms, specifically on researchmethodology, to enable themimplementing research-basedteaching and learning programs;

(2). To improve the institutionalmanagement of research capacity, topursue collaborative research withpartners in terms of researchprocess, funding and publication. Asoutstanding research and teachingrequire high quality buildings andfacilities, Bogor AgriculturalUniversity with internationalreputation should improve theoverall condition of all researchbuildings and facilities that fit to theinternational standard.

(3). To improve the quality of researchprograms and its products by givingpriority to address the issues of thenation. It is expected that theproposed research projects willcontribute to generate newknowledge to increase nation'scompetitiveness, the improvementof educational systems, and thedevelopment of business, and tom a k e f u r t h e r s i g n i f i c a n tcontributions to community.

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menjawab kebutuhan energiterbarukan berbasis sumberdayaalam;

c. Penelitian yang mengarah kepadaupaya rehabilitasi dan konservasisumberdaya dalam kerangkapembangunan berkelanjutan danberkeadilan

2. Pengelolaan dan Pemanfaatan HasilPenelitian

Pengelolaan dan pemanfaatan hasil risetperlu diikuti dengan pengembangan

untuk mensintesisproduk-produk penelitian sehingga hasilriset memiliki manfaat sosial danekonomi bagi pengembangan pertaniandan masyarakat

(1). M e n i n g k a t k a n k u a l i t a sperlindungan dan dayaguna HKImelalui perlindungan teknis danperlindungan non teknis yangmeliputi hukum dan reputasi.Penetapan bentuk perlindungandilakukan berdasarkan teknologiyang bersangkutan, pasar potensial,dana yang tersedia, serta karakterrejim HKI yang dituju.

(2). Mengembangkan kemitraan dalamkomersialisasi hasil penelitian,melalui pengembangan kerjasamariset dengan swasta melaluimekanisme yang fair dan salingmenguntungkan, serta mendorongpemanfaatan dana

(CSR), menopangsiklus pengembangan proposal riset

knowledge management

Corporate SocialResponsibility

Accordingly, Bogor AgriculturalUniversity should prioritize itsresearch programs on the followingtopics:

a. Topic of researches that addressthe issue on food security, whichinclude the food scarcity,agrarian reforms, povertyamong farmers, fishermen,dairy farmers, and the forestcommunities;

b. Research programs on theutilization natural resources forrenewable sources of energy,this program is to respond theenergy problems; and

c. Research programs on therehabilitation and biodiversityresources conservation, withfocus on the sustainabledevelopment and justice.

The Management and Dissemination ofResearch Products

The management and the utilization ofresearch products will be followed by thedevelopment of

which will synthesize theBogor Agricultural University researchproducts to ensure that the University'sresearch activities are exploited anddisseminated for the benefit of society,particularly the development of tropicalagriculture and human resourcesdevelopment.

(1). Improving the quality and efficiencyof patent and other intelectual

2.

“Knowledge ManagementSystems”,

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unggulan secara berkelanjutan, danpeningkatan citra publik terhadapproduk riset.

(3). Mengembangkan publikasi hasil-h a s i l p e n e l i t i a n , m e l a l u id o k u m e n t a s i d a n p u b l i k a s iinternasional, mendorong paradosen dan penelitinya untuk aktifterlibat dalam berbagai forum ilmiahinternasional, diantaranya seminar,k o n f e r e n s i , , s e r t aketerlibatan dalam keanggotaanorganisasi profesi internasional

(4). M e n g e m b a n g k a n i n s t i t u s ipelayanan dan pendampinganmasyarakat secara terpadu, sebagaipintu bagi masyarakat yangmembutuhkan hasil penelitianmaupun pelayanan konsultasi,melalui

yang didukung fasilitasdatabase dan IT yang canggih sertapenguatan hubungan dengan petanidan nelayan sebagai komitmen IPBd a l a m m e m b a n g u n d a nmense jahterakan masyarakatpertanian tropika.

3. Pengembangan Kelembagaan Penelitianyang Terarah

Kebijakan ini memfokuskan padapengembangan kegiatan penelitian yangbersifat multidisiplin, interdisiplin, dantransdisiplin. Dalam hal kelembagaanpenelitian tersebut, perlu pengembangansistem evaluasi kelembagaan penelitiansecara periodik dikaitkan dengan

w o r k s h o p

tropical agriculture servicesshowroom

property rights, and supports theexploitation of intellectual propertycreated by the Bogor AgriculturalUniversity's researchers for thebenefit of the Indonesian economy,while ensuring that the financialrewards flow back to the University,its departments, and its individualinventors. HKI of Bogor AgriculturalU n i v e r s i t y f i l e s n e w p a t e n tapplication and will assist technicalas well as non-technical support forthe inventors to apply for licensingintellectual property.

(2). Developing relationships withpotential research funders in order tomake greater opportunities availableto researchers. It will provideresources (for example from the JohnFell OUP Fund) to support innovativeprojects and proof-of-concept workthat is at too early a stage to be put toan external sponsor. It will alsoprovide start-up funds for earlycareer researchers.

(3). Improving the dissemination ofresearch products by facilitatinginternational engagement initiated byBogor Agricultural Universityacademic staff , ranging fromconferences and visits to studente x c h a n g e s a n d r e s e a r c hc o l l a b o r a t i o n s , a s w e l l a smemberships of profess ionalassociations, ensuring that anyengagement with external partnersmeets Bogor Agricultural University

perubahan orientasi dan prioritaspenelitian serta dikaitkan denganefisiensi penyelenggaraan penelitian.Selain itu, kelembagaan penelitiandiarahkan pada klasifikasi sebagaiberikut :

a. Kelompok Kerja Peneliti (

b. Pusat penelitian (c. Lembaga Penelitian

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

ResearcherWorking Group)

Research Center)(Research

Institute)

4.1.3. Peningkatan Kesejahteraan

academic objectives.

(4). Developing institutionalization ofintegrated research and communityservices of Bogor AgriculturalUniversity, will encourage thei n s t i t u t i o n a l i z a t i o n r e s e a r c hd e v e l o p - m e n t o f n e w a n di n t e r d i v i s i o n a l r e s e a r c hcollaborations, for example in areass u c h a s e n t e r p r i s e a n d t h eenvironment and bio-medicine.Colleges will also continue to play anactive role in the fostering ofinterdisciplinary research initiatives.

Developing the Research Capacity ofBogor Agricultural University

Development research capacity of BogorAgricultural University is intended forthe development of multidiscipline,interdiscipline, and transdisciplineresearch programs. Within the period2008-2013, Bogor Agricultural Universityshould establish a central izedmechanism and criteria for proposedexternal funding initiatives based on thecost and benefits for Bogor AgriculturalUniversity. At a minimum, the criteriashould include:a. Researchers working group;b. Research centers; andc. Research Institute

The development of Pillar for the socialwelfare will be focused on the three policiesas follows:

3.

4.1.3 Improving the social welfare

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1. Pengembangan Jaminan Sosial (FringeBenefit)

(1). Mengembangkan sistem jaminansosial bagi dosen dan tenagakependidikan mencakup jaminankesehatan dalam bentuk asuransikesehatan, pelayanan poliklinik danambulan, transportasi pulang danpergi menurut rute Bogor-KampusDarmaga, komuter di lingkungankampus darmaga, pelayanan sepedakampus, bantuan uang mukaperumahan, dan tunjangan hariraya.

(2). Meningkatkan standar insentifp e n d i d i k a n , p e n e l i t i a n d a npengabdian kepada masyarakatdiarahkan pada unit biaya per bebanm a s i n g - m a s i n g p r o g r a m /matakuliah khususnya bidangpendidikan, sedangkan untukbidang penelitian dan pengabdianmasyarakat didasarkan padakemampuan dalam membangunrelasi dan jaringan kerjasama yangd a p a t b e r k o n t r i b u s i b a g ipengembangan IPB.

(3). Mengembangkan sistem insentifberbasis kinerja, bagi dosen dalammelaksanakan kegiatan akademiknya berdasarkan pada pencapaianindeks kinerja dosen, sedangkanb a g i t e n a g a k e p e n d i d i k a nberdasarkan pada capaian kinerjabulanan dalam melaksanakan tugasstrategis dan fungsi manajemen IPB.

1. Increase the Fringe Benefits

(1). Develop social security systems forlecturers and staff which will beimplemented in the form of healthinsurance, policlinic and ambulanceservices, daily commuter Bogor-Darmaga Campus, in campustransportation, bicycles for studentsand staff, down payment forhousing scheme, and Idul FitriBonuses.

(2). Implement a comprehensivecompensation strategy that isaffordable within the universityresources. Bogor AgriculuturalUniversity offers a competitive cashcompensation program, especiallythe unit cost in implementingeducation, research and communityservices in ech of their program/subject. Whereas for research andcommunity services, variablecompensation will be given for thosewho have establihed cooperationnetworks which are benficial forBogor Agricultural University.

(3). Develop performance basedinsentive systems for lecturers basedon the criteria indicators. BogorAgricultural University believesstrongly in rewarding performanceWherease for skilled education staff,their evaluation will be based ontheir achievements in implementingtheir strategies and managerial jobsas reported on their monthlyperformance.

2. Fund Raising

(1). Expand the established professionalnetwork for the benefit of BogorAgricultural University, especiallyfor the increment of the communitylwelfare of its staff. It is necessary toevaluate the on-going businesscontracts, as well as to initiate them u t u a l c o o p e r a t i o n w i t hgovernment and private institutionsworking on the same interest withBogor Agrcultural University.Criteria for establishing networksshould be cleary informed inadvance.

(2). Bogor Agricultural Universitybelieves strongly in rewardingperformance. Bogor AgriculturalUniversity offers a competitive cashcompensation program, whichincludes base pay, variablecompensation for all employees,quarterly bonuses, and commissionsfor sales personnel. Professionalreward will be based on theprofessionalism rank, and theirinvolvement and implemention ofthe proposed project. Whereas forinstitutional rewards will based onthe property rights of the intelcetualw o r k s , m a n a g e m e n t f e e ,institutional image, and projectrenewal.

Trust Fund Development

The source of financial budget forstudents support, faculty members and

3.

2. Penggalangan Usaha

(1). Meningkatkan jejaring kerjasamaprofesional untuk memberikanmanfaat sebesar-besarnya bagi IPBdan berdampak pada peningkatankesejahteraan. Evaluasi terhadapkontrak-kontrak yang sudahberjalan dan persiapan kontrakkerjasama profesional yang telahdiinisiasi perlu informasi yang rincidan menerapkan prinsip salingmemperoleh manfaat yang adil bagisemua pihak.

(2). Mengembangkan sistemdalam kerjasama profesionaldiarahkan pada penghargaanprofesi individual dan institusional.Penghargaan profesi individualdidasarkan pada tingkat keilmuan,dan keterlibatan dalam inisiasi danpelaksanaan kerjasama. Sedangkan

institusional terkait denganhak properti atas karya intelektual,

, pencitraan institusi,dan keberlanjutan kerjasama.

3. Penggalangan

Sumber dana untuk beasiswa bagim a h a s i s w a , d o s e n d a n t e n a g akependidikan di antaranya berupa danapemerintah (APBN, APBD dan instansipemerintah lainnya), sponsor dariperusahaan/lembaga swasta di tingkatnasional dan internasional yang tidakmengikat. Upaya penggalangan danadilakukan melalui promosi yang intensif,kerjasama program yang melibatkanm a h a s i s w a , d o s e n d a n t e n a g a

(Fund Raising)

reward

reward

management fee

Trust Fund

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kependidikan, hibah dan pinjamanlunak.

Peningkatan kapasitas sumberdayam e l i p u t i 4 f o k u s k e b i j a k a n y a n gberhubungan dengan kapasitas lembaga,individual SDM, aset maupun

Dalam hal pengelolaan aset, TAPMWA Nomor 59/MWA-IPB/2007 bahkantelah memberikan arahan kebijakan bahwaseluruh aset aset yang dimiliki IPB harusdikelola secara efisien, transparan danakuntable untuk sebesar-besarnya kemajuanpendidikan dan riset maupun kesejahteraanseluruh warga IPB. Fokus kebijakanpeningkatan kapasitas sumberdayadiuraikan sebagai berikut:

1. Pengembangan Jiwa KewirausahaanSivitas Akademika

Pengembangan jiwa kewirausahaansivitas akademika diwujudkan terutamamelalui upaya nyata pengembanganSatuan Usaha Akademik (SUA). SUA

4.1.4. Peningkatan Kapasitas Sumberdaya

tangibleintangible.

educational skilled staff of BogorAgricultural University is from thenational budget through(Daftar Asian Pelaksanaan Anggaran orproposal for implementation budget),and the Local Government Budget

and unbonded sponsored fromcorporations/private institutions locallyand internationally. Efforts will be madeto funding support by intensivepromotion, cooperation networks thatinvolve students, faculty members,skilled educational staff, grants and softloan.

The development of university resourceswill be focused on four policies which willclosely related with capacity resources,personnel management, and the tangible andintangible assets. With regard to the assetmanagement, according to the Board ofTrustees in the Letter Decision No. 59/MWA-IPB/2007, the Board has approved that theBogor Agricultural University's assets areprotected and managed efficiently, to reflecttransparency and accountability, for theimprovement of educational, and researchprograms and the social welfare of the entirestaff of Bogor Agricultural University. Focusof the Capacity Building development ofBogor Agricultural University will explainedas follows:

(APBN) DIPA

(APBD),

4.1.4. Developing of Capacity Resorces

1. Development of Entrepreneurshipsamong University Communities

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diselenggarakan oleh Departemen,Fakultas, Pusat atau Lembaga diluarkegiatan akademik sebagai penerapanbidang IPTEKS untuk melayanikebutuhan masyarakat di luar Institut.SUA diharapkan sebagai cikal bakalberbagai pengembangan berbagaikepakaran dan teknologi, sehinggad i h a r a p k a n j u m l a h S U A y a n gberkembang di lingkungan Institutmendekati jumlah unit kerja yang ada.

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 Pengem-

bangan dan Kajian Bisnis.

3. Penguatan Peran Eksternal

(1) Meningkatkan promosi dosen IPBsebagai pakar tingkat nasionalmaupun internasional,

(2) Memperkuat peran IPB dalampembangunan berbagai bidang,

(3) Memperkuat citra IPB sebagaiuntuk pada tarafinternasional

(4) Mengembangkan unit unggulanbaru (

).

4. Penguatan Jejaring Kerjasama

(1) Meningkatkan peran alumni sertapeningkatan kerjasama denganinstitusi pemerintah (pusat dan

icontropical agriculture

expanded developmentalperiphery

Agricultural University communities innatural economic development withfocus on entrepreneurships through thedevelopment of Academic Business Unit(SUA). These business units areimplemented by academic departments,and Faculties, as the application of“Science and Technology” in extendingtheir services. The achievements made bySUA will be utilized as the embryo forfurther development of other SUA in allFaculty units of Bogor AgriculturalUniversity.

2. Development of Business Units

(1). Improve the professional perfor-mance of the Supporting BusinessUnits;

(2). Develop the technology and expert-

ise based business;(3). Develop Bogor Agricul tural

University's assets based business;and

(4). Establish a Committee on BusinessDevelopment and Evaluation.

3. Strengthening the External FundingSources(1). Encourage and promoting the Bogor

Agricultural University facultymembers to serve as visitingprofessors in Indonesia andoverseas universities and colleges;

(2). Improve the important role of BogorAgricultural University in thevarious development programs;

(3). Enhancing reputation and interna-tionally recognization, by defining C

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d a e r a h ) , l e m b a g a - l e m b a g ainternasional maupun dengandunia usaha (swasta dan BUMN)merupakan prioritas yang akandilaksanakan.

(2) Mengembangkan jejaring kerjasamaluar negeri.

Sejalan dengan tuntutan suatuorganisasi moderen seperti halnya GUG,dalam berbagai skenario baik kemampuandasar pendanaan IPB maupun kondisi krisiskeuangan global dalam hal penguatan sistemmanajemen IPB memfokuskan pada 3 halyang mendasar bagi berlangsungnya suatuGUG yaitu sebagai berikut:

Peningkatan Keprimaan Organisasi danTatakelola

P e n i n g k a t a n e f e k t i v i t a s d a nproduktivitas organisasi IPB melalui: (1)melakukan terhadap strukturorganisasi: optimalisasi peran dan fungsiKomite Pengembangan dan Kajian Bisnissebagai untuk SUP,

4.1.5. Penguatan Sistem Manajemen

1.

leadership

review

financial comptroller

the image of Bogor AgriculturalUniversity as an icon for TropicalAgriculture; and

(4). Expanded developmental Periphery

4. Develop the Cooperation Networks

(1). Strengthening and improving therelationships with alumni byi n c r e a s i n g t h e n u m b e r a n dfrequencies of activities, as well asimproving the cooperation networkswith government institutions(Central and Regional), internationalinstitutions as well as privatecompanies and Stated-own BusinessEnterprises, are priorities programwhich will be implemented; and

(2). Improving the internat ionalcooperation network.

Responding to the paradigm shift, in thecontext of autonomy and decentralization,Bogor Agricultural University shouldconsistently improve its institutional capacityand measure quality toward a participatorystandard. In addition, Bogor AgriculturalUniversity should establish good universitygovernance reflecting transparency,accountability, responsibility, integrity, andfairness. Establish performance evaluationinstrument (Minimum Service Standard andCost 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 dManagementImproving the effectiveness and ize the

the ManagementSystem

4.1.5 Strengthening of

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SUA dan SUK; reformasi tugas pokokd a n f u n g s i ( t u p o k s i ) ; d a npenyempurnaan manual mutu,(2)pengawalan aturan perilaku (perbaikanmanual mutu, penerbitan petunjukteknis dan petunjuk pelaksanaan), (3)p e m a n t a p a n s i s t e m a u d i t , ( 4 )pengawalan implementasi sistemjaminan mutu, (5) reklasifikasi unittanggung jawab (6)pengelolaan keuangan terpusat, (7)kuantitas dan kualitas sumberdayamanusia yang propor-sional, terutamaterselenggaranya rekruitmen terbuka(vertikal dan horizontal) dan pembinaantenaga kependidikan, (8) pelayananfasilitas dan properti yang prima, (9)in tegras i s i s tem informas i dankomunikasi data yang konsisten, dan (10)pelayanan tata hukum yang memadai.

2. Peningkatan Akuntabilitas

Mengoptimalkan tingkat akuntabilitasinstitusi melalui : (1) penerapanmanajemen berbasis kinerja, (2)perencanaan strategis, (3) penerapanperencanaan kerja dan anggaran berbasiskinerja, (4) pengukuran kinerja, (5)penyempurnaan sistem akuntansi, (6)pelaporan keuangan, (7) perbaikansistem pengendalian internal.

3. Peningkatan Transparansi

Mengoptimalkan tingkat transparansiinstitusi melalui: (1) pengelolaan dantransparansi penyebaran informasi, (2)internalisasi sistem informasi manajemenberbasis teknologi informasi, (3)

(responsibility centres),

productivity of Bogor AgriculturalUniversity management by the followingactions: (1). Review the existingorganization structure: optimalize therole of Committee on BusinessDevelopment and Evaluation as

of SUP, SUA, and SUK, andreform the jog descriptions; andstandardize the quality manual;Standardize the Quality Manual; (2).Improvement of the quality of humanr e s o u r c e s a n d i n f r a s t r u c t u r emanagement by planning, integratingaccurately, focusing on the developmentarea by considering the balance of activityand the availability of the requiredresource (Endeavour to optimize theadded value of products havinginternational prospect); (3). Standardizeaudit system; (4). Standardize the qualityassurance; (5). Reclassifying theresponsibilities centers; (6) Centralizefinancial management systems; (7). Thequantity and quality of the humanresources should be proportional, inparticular in implementing openrecruitment (vertical and horizontal), andtheir professional development; (8). Thequality service in its facilities andproperties; (9). The establishment ofintegrated of information systems andconsistent data communication; (10).Appropriate legal services.

Accountability

The establishment of the financial reportcomplying with the a standardaccountancy system, in: (1). The

financialcontroller

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peningkatan kemudahan akses terhadapinformasi kepada dan publik.

Keterkaitan kontribusi program strategisuntuk masing-masing pilar strategispengembangan IPB tahun 2008-2013terhadap rencana strategis pembangunanpendidikan tinggi secara nasional disajikanpada Masing-masing programstrategis tersebut dalam rentang waktuimplementasi tahun 2008-2013 diharapkanakan mewujudkan visi IPB 2013. Strukturdari program strategis di atas dalammencapai visi IPB 2013 disajikan pada

stakeholders

4.2. Program Strategis IPB 2008-2013

Gambar 4.3.

Gambar 4.4.

implementation of performance basedmanagement; (2). Strategic Plan; (3).Encourage staff to prepare workprograms and implement their jobsaccordingly, as well as performancebased annual budget; (4). Measurementof work performance; (5). Standardizeaccounting system; (6). Audit report; (7).Improving the internal control system.

Transparency

To improve the management system ofthe institutional level of the institution,through: (1).transparency in the dissemination ofinformation; (2) . Internalize theI n f o r m a t i o n T e c h n o l o g y b a s e dmanagement of information system; (3).Ensuring access to accurate and timelyinformation to the stakeholders andgeneral public.

The closely connected contribution of thefive respective strategic Pillars of BogorAgricultural University Development Plan2008-2013 for the national development ofhigher education institutions in Indonesia ispresented at the The plan aims tobring together thinking across all areas of theUniversity, within the 2008-2013 period, asthe foundation of the university's vision for2013. The structural and strategic programs toachieve the university's vision for 2013 ispresented at the

3.

4.2 Strategic Plan of Bogor AgriculturalUniversity 2008-2013

Figure 4.3.

Figure 4.4.

The management and the

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Program/sub program strategis IPBtahun 2008-2013 merupakan serangkaianaktivitas yang penyelenggaraannyadilakukan pada tiap tingkat dan unit kerjaIPB. Masing-masing program/sub programsaling terkait satu sama lainnya untukmendukung tercapainya visi IPB 2013.Untuk melihat keterukuran capaian kinerja,berdasarkan manajemen berbasis kinerjadengan pendekatan BSC, tingkat keterkaitanantar program/sub program dalammencapai visi IPB 2013 tersebut, disusundalam suatu peta program strategis IPBtahun 2008-2013 sebagaimana disajikan padaGambar 4.5.

The 2008-2013 strategic plan of BogorAgricultural University aims to bringtogether thinking across all areas of theUniversity, in order to provide an effectiveoverall strategy. It outlines a framework forthe work of Bogor Agricultural Universityover the next five years, setting out from thepremise that the University's work shouldcontinue to be guided by the core values andobjectives articulated in 2008. To appraise thework performance against the performancebased indicators, and to show the integratedlevel of program/sub-programs to achieve2013 Bogor Agricultural University vision,the Roadmap of Strategic Program of BogorAgricultural University was designed. TheRoadmap of Strategic Program of BogorAgricultural University is presented at Figure4.5.

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Figure 4.3. The Contribution of the Strategic Plan of Bogor Agricultural University2008-2013 for the Development of Hihger Education Institutions in Indonesia

E1. Health organizationand management

E2. Improvingaccountability

E3. Improvingtransparency

D1. Development ofEntrepreneurshipsamong universitycommunities

D2. Development ofbusiness units

D3. Strengthening theexternal fundingsources

D4. Develop thecooperationnetworks

C1. Fringe benefitC2. Fund raisingC3. Establishing trust

fund

B1. To improve thequality of researchprograms

B2. To improve theinstitutionalmanagement ofresearch

B3. To improve thequality of researchprograms and itsProducts

A1. Improvement thequality of learningprocess and thestudent body

A2. Define major-minorcurriculum forundergraduate andgraduate students

A3. Improve theintensity andeffective promotionfor multileveleducationalrograms

A4. Improving thecurriculum qualityand theImplementation ofdiploma program

p

Strengthening ofthe Management

System

Developing of

Capasity Resources

Improving the SocialWelfare

Improving the ResearchQuality and Community

Services

Expanding Access,Improving EducationQuality and Students

Affair

Strengthening theManagement,

Accountability,Public Image

The Expansion Accessand Equity of

Education Quality

Improving RelevanteQuality and

Competitiveness

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

To excel institutionalmanagement systems, to be

accountable and transparence

To mobilize the universityresources for maximum

beneficial to the university

To increase the renumerationand benefits for lectures, staff

and students

Encourage innovation onenvironmentally friendly ofscience and technology to

support national development

To produce quality graduates,who are capable to utilize

science and technology andhave entrepreneurships

To be the worldclass research

university withbioscience and

entrepreneurshipsas its core

competence

Improve transparence (E3)

Improve the accountability (E2)

Improve the healthy organization and management (E1)

Improving the cooperation networks (D4)

Strengthening external funding (D3)

Develop business units (D2)

Develop the entrepreneurships of university community(D1)

Establishing trust fund (C3)

Fund raising (C2)

Fringe benefit (C1)

To improve the quality of research programs and itsProducts (B3)

To improve the institutional management of researchcapacity (B2)

To improve the quality of research programs (B1)

Improving the curriculum quality and the implementationof diploma program (A4)

Improve the intensity and effective promotion formultilevel educational programs (A3)

Define major-minor curriculum for undergraduate andgraduate students (A2)

Improvement the quality of learning process and thestudent body (A1)

Vision 2013TargetStrategic Program

Figure 4.5. Strategic Development Program Map of IPB 2008-2013 Based onBalanced Scorecard System

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Expanding Access,Improving Education

Quality and Students Affair

Improving theResearch Quality andCommunity Services

Improving the SocialWelfare

Developing ofCapacity Resources

CUSTOMEREXCELLENCE

PROSPERITYEXCELLENCE

ACADEMICEXCELLENCE

OPERATIONALEXCELLENCE

Strengthening of the Management System

E1 E2 E3

A2

A2.2

C3

B3

A1.6

A3

D2

D3

C1

A4

B1

E3.6

E3.3

A1

B2

C2

D4

D1

Roadmap

stakeholders

Roadmap

program strategis IPBmenunjukkan peta fokus sasaran “tahunan”program/sub program yang bersifatberkesinambungan atau diskret pada tiaptahun selama tahun 2008-2013. Urutanpelaksanaan dari program/sub programstrategis IPB tahun 2008-2013 juga sebagaipenentuan prior i tas t iap tahunnyadihubungkan dengan tingkat kepentingan

dan kemampuan mengopt-imalkan sumberdaya yang dimiliki IPB atausumberdaya eksternal. programstrategis IPB 2008-2013 dipilahmenurut prioritas tahunannya menjadi“ ”, yakni:

. Merupakan prioritasprogram/sub program pada tahun 2008menitikberatkan pada penguatan perandari penyempurnaan organisasi IPBsesuai TAP MWA No.77/MWA IPB/2008.

2. . Merupakan prioritasprogram/sub program pada tahun 2009menitikberatkan pada terciptanyatransparansi dalam kebijak-an danoperasional penyelenggaraan pendidik-an, penelitian, pengabdian kepadamasyarakat, pembangkitan pendapatan,dan sistem manajemen.

3. . Merupakanprioritas program/sub program padatahun 2010 menitikberatkan padaterciptanya akuntabilitas dalam kebijak-an dan operasional penyeleng-garaanpendidikan, penelitian, pengabdiankepada masyarakat, pembangkitanpendapatan, dan sistem manajemen.

(Tabel 4.6),

1. Prima organisasi

Prima transparansi

Prima akuntabilitas

Panca Prima

The Roadmap of Strategic Program ofBogor Agricultural University shows thefocus of the targets of i ts annualprograms/sub-programs within 2008-2013.Steps to implement these annualprogram/sub-programs 2008-2013. Thedevelopment and implementation of specificactions within this plan will be scrutinisedand monitored through the usual processes.

1. Is thepriority of programs/sub-programs for2008. this program will focus onstrengthening and finalizing theorganization structure of BogorAgricultural University as adapted by theBoard of Trustees in its Letter DecisionNo. 77/MWA IPB/2008;

2. . Is thepriority of programs/sub-programs for2009, which focus on the promotion oftransparency for policies of theoperational education, research,community services, fund raising, andmanagement systems;

3. Is thepriority of programs/sub-programs for2010, which focus on promotionaccountability for policies of theeducation programs, researches,community services, fund raising, andmanagement systems;

4. Is thepriority of programs/sub-programs for2011, which focus on the internationallyaccredited of Bogor AgriculturalUniversity' Departments and Superior

Excellence in Organization.

Excellence in Transparency

Excellence in accountability.

Excellence in Accreditation.

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Research Centers (which will improve therank of the Bogor Agricultural Universityto be the World Class University as well asits qualifications as the to be the ResearchBased University). The increased numberof University' Departments and ResearchCenters with international accreditationwill be the superior university for toimplement educational programs,researches, community services, fundraising, and management systems; and

5. Is the priorityof programs/sub-programs for 2012-2013, which focus on its achievement tothe “Research based University withtropical agriculture and bioscience as itscore activity and entrepreneurshipscharacteristics. The achievements will bereflected in its Academic' Departmentsworks, as well as internationallyaccred i ted centers , educa t iona lprograms, researches, communityservices, fund raising, and managementsystems.

Excellence in performance.

3. . Merupakanprioritas program/sub program padatahun 2010 menitikberatkan pada ter-ciptanya akuntabilitas dalam kebijakandan operasional penyelenggaraanpendidikan, penelitian, pengabdiankepada masyarakat, pembangkitanpendapatan, dan sistem manajemen.

4. . Merupakan prioritasprogram/sub program pada tahun 2011menitikberatkan pada tercapainyaakreditasi internasional untuk berbagaidepartemen atau pusat penelitian ung-gulan (dan beriring dengan perbaikanranking sertaterpenuhinya beberapa indikator kinerjaRBU). Peningkatan jumlah departemenatau pusat yang terakreditasi internasio-nal, akan memposisikan IPB sebagaiperguruan tinggi unggulan dalam halpenyelenggaraan pendidikan, peneliti-an, pengabdian kepada masyarakat,pembangkitan pendapatan, dan sistemmanajemen.

5. . Merupakan prioritasprogram/sub program pada tahun 2012-2013 menitikberatkan pada tercapainyaprestasi “

Hal initercermin pada karya-karya berprestasidepartemen dan pusat yang terakredita-si internasional dalam hal penyelengga-raan pendidikan, penelitian, pengabdiankepada masyarakat, pembangkitanpendapatan, dan sistem manajemen.

Prima akuntabilitas

Prima akreditasi

Prima prestasi

world class university

Menjadi perguruan tinggi ber-basis riset kelas dunia dengan kompetensiutama pertanian tropika dan biosains sertaberkarakter kewirausahaan”.

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NoStrategic

PillarStrategicProgram

Sub Program TargetTime Frame (Year)

08 09 10 11 12 13

1. Quality

education for

all, and theimprovement

of educationquality and

student body

Improving the

quality of

educationprocess and

student body(A1)

Expansion of the “Quality

educations for all

programs” at the Multistrata (levels) offers by

BAU

Increased net enrollment

rates, and improved the

quality of learning process,and student outcomes

* * * * * *

Improve the quality and

quantity of infrastructurecapable of supporting the

learning process (Repair

and rehabilitation of olderfacilities that include class

rooms, laboratories,

library, teaching farms,student centers, sport

centers, student banking,and bursa corners

The availability of complete

infrastructure for learningprocess and research

programs which are modern

and efficiencies

* *

Qualified to be appraised as

the Research -BasedUniversity, as well as the

World Class university * * *

Improving quality byfocusing on relevance,

academic atmosphere,

institutionalmanagement,

sustainability, and

efficiency

Effective implementation onthe utilization of

Department’s resources

* * *

Create and support more

opportunities forstudents to participate in

both the extra-curricularand curricular activities,

to develop students to

acquire soft-skill andentrepreneurships

Develop studentsintellectual capability to

become responsiblecitizens

The improved thestudent quality as well as

its activities

* * * *

Develop and support thealumni to be the qualified

entrepreneur

Self-built capacity to developbusinesses * * *

Standardize the

Mayor-Minor

curriculum forthe multistrata

level of educati-on program

(A2)

Evaluation and deepen

the implementation of

mayor-Minor curriculumoffer for the

undergraduate andgraduate programs

The Mayor-Minor

curriculum will be well-

Implemented and assessable

* *

Table 4.6 Roadmap Strategic Program Bogor Agricultural University 2008-2013

Expandingacces,improvingeducationquality andstudents affair

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NoStrategic



08 09 10 11 12 13

Evaluation of the policies

to implement Minor

clusterization and thesupporting course

curriculum for the Mayor-Minor for both the under-

graduate and graduate

study programs

The established policies to

evaluate the implementation

of Minor clusterization andthe supporting course

curriculum for the Mayor-Minor for both the

undergraduate and graduate

study programs

* * * * *

Offering study programs

that internationallyrecognized

Academic’ departmentswith international

accreditations will be

identified

Achieved the internationalaccreditation

* * * * * *

Improving the quality ofprogram with B-rank

accreditation

A-rank accreditation will

be achieved by all

program will* * * * *

Create andimplement

marketing

program thateffectively

promote the

Multi-strataeducation

offered (A3)

Intensify and expand thepromotion program for

effective marketing of the

Undergraduate, theGraduate and Diploma

Programs

Raise admission standardsfor prospective students to

Bogor Agricultural

University * * * * * *

Leverage factors of

alumni to be successful to

obtain jobs in the labormarket

The length of the alumni

who are waiting for jobs in

the labor market has beenreduced

* * * * *

Improving thecurriculum

quality and theimplementation

of Diploma

Program (A4)

Define curriculum forDiploma Program which

are competitive and relateto the most demanding

job market

The relevance of curriculumwith the most demanding job

market have been improved * * * *

Improve the cooperationnetworks with private

companies/prospectiveemployer of alumni

Increased the number ofcompanies open for

internships/field works ofstudents, as well as willing to

recruit them

* * * * *

Improve the Faculty

competencies for

vocational education

The competencies of faculty

members for vocational

education have beenimproved

* * * * *

NoStrategic



08 09 10 11 12 13

2. To excel

research and

communityservice

programs

The develop-

ment of applied

researchinternationally

recognized (B1)

The development of

research quality

Improved the qualification of

researchers in implementing

research programs* * * * *

Improve the researchcapacity of the university

Increased the fundingsources for research

programs* * * * *

Improve the relevance

and the quality of

research material

Increased the number of

priority – based research

programs* * * * *

The manage-

ment and theutilization of

researchproducts (B2)

Improve the patents

quality and intellectualrights


patented research productsas well as copy righted

publications

* * * * *

Develop collaboration

with local and inter-

national agencies/institutions which are

ready to translate theintellectual property into

commercialized ventures


patented research products

and translate thoseintellectual property into

commercialized ventures* * * * * *

Publish the research

reports

The increased number of

articles appear in local and

international journals* * * * *

The development of

institutional services andintegrated community

empowerment

The establishment of the

integrated communityservices * * * *

The develop-

ment of researchorganization for

the directed

researchprograms (B3)

The development of

research organization forthe directed research

programs

Increased the number of the

number of researchorganizations

(institutionalized) of applied

researches

* * *

3. Improvementof salary and

social welfare

Improvement offringe benefits

(C1)

Development of socialwelfare including the

health insurance for

Faculty members and theeducational staff

Substantially increased theavailability of social welfare

for Faculty members and the

Educational staff* *

Increasing the incentivestandard for education

and research andcommunity services

Substantially increased theavailability of incentive for

Faculty members and theEducational staff

* *

Improving theresearch qualityand communityservices

Improving thesocial welfare

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08 09 10 11 12 13

Increasing the

performance based

incentive, as profit fromcommercial business, for

Faculty members and theeducational staff

Substantially increased the

availability of incentive for

Faculty members and theEducational staff based on

their performance indicators

* * * *

Fund raising(C2)

The establishment of theprofessional networks for

the improvement of social

welfare

Substantially increased theincome for Faculty members

and the educational staff * *

The development of

reward system for theestablishment of

professional cooperation

Substantially increased the

income for Faculty membersand the educational staff as

resulted by the professional

networks

* *

Trust fund (C3) Development of fundingsupport for students

(scholarships), faculty

members and educationalskilled staff

Increased the number ofstudents who received

funding support from the

Bogor AgriculturalUniversity

* *

4. The develop-ment of the

Capacity

Building

The develop-ment of entre-

preneurships

character of theuniversity com-

munity (civitas

academika) (D1)

Development ofAcademic Business Units

The operation of AcademicBusiness Units in all Units of

the Bogor Agricultural

University * * * * *

The Develop-ment of

Business Unit

(D2)

The improvement ofprofessionalism of

supporting units

The implementation ofProfessional Services and

efficient provided by

Supporting Units

* * * *

The development of

technological andexpertise based

businesses

The operation of

professional Technologicaland Expertise – based

businesses at Bogor

Agricultural University

* * * *

The development of

Bogor AgriculturalUniversity Asset-based

Business

The operation of

professional Asset - basedbusinesses at Bogor


* * *

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Developing ofcapacityresources

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NoStrategic



08 09 10 11 12 13

The development of

Committee on “Business

Development andEvaluation”

The Objective

Recommendations made by

the Committee on theProposed Development of

Business Units

*

Sustainability of

universityexternal funding

(D3)

Intensifying the

promotion of Facultymembers of Bogor


serving as expertise forlocal and international

institutions or

organizations


Faculty members of BogorAgricultural University who

are recruited as expertise for

local and internationalinstitutions or organizations

* * *

Strengthen the important

role of Bogor AgriculturalUniversity in various

Development Plan

The real contribution of

Bogor AgriculturalUniversity in various

National Development Planwill be increased

* * *

Strengthen the image ofBogor Agricultural

University as an Icon for

international tropicalbiology

Bogor AgriculturalUniversity will be

internationally recognized as

a Center for Tropical Biology* * * *

Expanded developmentperiphery

Improved service capacities* *

The establish-

ment of

cooperationnetworks (D4)

To place the alumni as

strategic counterparts

Improved participation of

alumni in the intellectual and

cultural life of BogorAgricultural University

* * *

Develop collaborationwith central and local

governments, state-

owned enterprises,private companies, non-

government

Organizations, local andinternational funding

organizations

internationalagencies/institutions

which

Expanded networks betweenBogor Agricultural

Universities with central and

local governments, state-owned enterprises, private

companies, non-government

Organizations, local andinternational funding

organizations international

* * *

NoStrategic



08 09 10 11 12 13

5. Achieving

gooduniversity

governance

Organizational

Health (E1)

Review the organizational

structure on theestablishment of SUP,

SUA and SUK; as well as

the reformulation of theirjob descriptions, and the

establishment of

performance evaluationinstruments

The revised of the BAU ByLaws

The segregated of thefunction of Decision

makers

Structural Organization

for Special DevelopmentPrograms ( Diploma

Programs, the ExtensionPrograms, and Master and

Doctoral Programs) will be

well managed for theiroptimal

Structural Organization ofthe Graduate School of

Bogor AgriculturalUniversity has been

formulated

Structural Organization of

Professional Development

Programs has beenestablished

* * *

Promoting the basic

elements of good

governance

The publicized of By laws

* *

Standardize AuditSystems

Institutionalizedmechanisms to ensure that

all units have been auditedregularly against all the

existing regulations

The prefer of external audit

* *

Promoting the

implementation of

Quality Assurance Unit ofBogor Agricultural

University

Improved the efficiency of

education expenditure,

caused by the activity of theQuality Assurance

* * *

Reclassification of

responsibility centers

Responsibility centers have

been classified into four (4)centers

* * *

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Strengtheningof the manage-ment system

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NoStrategic



08 09 10 11 12 13

Centralized financial

managementOne gate policy forfinancial systems will be

implemented

Increased the total amount

of Non-Tuition (SPP) and

non-DIPA funds

*

Career Development Plan,

especially for humanresources of the

educational programs

Open recruitment (verticaland horizontal) and staff

promotion will be well-implemented

Comprehensive,centralized and integrated

Career and development

of Human ResourcesDevelopment Plan will be

well-implemented

The establishment of

Human ResourcesDevelopment Plan Policies

for Non-Government Civil

Servants (PNS)

* * *

Excellence services for

facilities and properties

Improved services for

facilities and properties * * * * * *

Develop and integrate the

information systems andthe data communication

consistently

The information systemsand data communication

have been integrated

Improve the accessibility

to the InformationNetworks

* * * *

Appropriate legal services Improved the legal services * * * * * *Define better

accountabilitysystems (E2)

Encourage the

implementation ofperformance-based

management

Performance-based

management will be well-implemented * * * *

Preparation of strategic

plan

The strategic plan for Bogor

Agricultural University willbe formulated and will be

function as the guidelines for

the University's operationalplan 2008-2013, the Rector's

General Policy direction,

activities, the University'sannual budget and

operational units in each year

within the period.

*

NoStrategic



08 09 10 11 12 13

Promoting working

systems and performance

based financial budget

The allocated budget

available at the RKA of

Bogor AgriculturalUniversity

* * * * *

Defining and socialization

of work performance

Well-socialized of work

performance * * * * *

Standardize the

accounting systems

The establish of fit and

healthy (WTP) status * * *

Improve the financial

reports

Reports will be consolidated* *

Improve the internal

control systems

The implemented of adaptive

monitoring and the

transparency evaluation*

Define bettertransparency

systems (E3)

Policy formulation for themanagement and

transparency of

information

Policy for the managementand transparency of

information will be

formulated

* * * * *

Finalize the Bogor

Agricultural Universitytransition to a wireless

campus for better the

Information SystemManagement (SIM)

All sub-systems serviceshave been well-connected

electronically

The accuracy and rapidity

for on-line services havebeen improved

* * * *

Ensuring accessibility to

accurate and timelyinformation on Bogor

Agricultural Universityby stakeholders and

public at large

Improved the accessibility to

accurate and timelyinformation on Bogor

Agricultural University bystakeholders and public at

large

* * * *

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5Strategi Pendanaan

Financial Strategy

P

5.1. Sumber Dana dan Kebijakan Peneri-maan IPB

endanaan untuk pengembangan IPBtahun 2008-2013 mengacu kepada peraturanperundang-undangan yang berlaku,kebijakan pemerintah dalam pembangunanpendidikan tinggi nasional, kebijakan IPB,program-program pengembangan IPB,sasaran yang ingin dicapai, dan implementasiprogram dalam dimensi ruang dan waktu.Diperkirakan dalam tahun 2008-2013viabilitas pendanaan IPB masih menjadikendala. Oleh karena itu, pembiayaan fokuspada penyelenggaraan program-programpengembangan IPB yang memiliki dampaklangsung pada pencapaian visi IPB. Hal inidilakukan melalui penetapan skala prioritas,misalnya dengan berpegang pada tema-temaprogram tahunan ( ), dengan tetapm e m p e r h a t i k a n p e n i n g k a t a nkualitas/kinerja yang dihasilkan danpenguatan kapasitas institusi.

Dana pengembangan IPB tahun 2008-2013yang dapat diestimasi terutama yangbersumber dari dana pemerintah dan danamasyarakat. Sumber dana lainnya meliputibantuan luar negeri dan lembaga-lembagapendanaan nasional dan internasional tetapdiusahakan secara maksimum terutamauntuk penguatan investasi institusi.

1. Dana Pemerintah

Sumber dana pengembangan IPB tahun2008-2013 dari dana pemerintah,meliputi:

roadmap

T

5.1. Funding Sources and Strategies forUniversity Development Program

he fiscal management policies offinancial for the Development Plan of BogorAgricultural University 2008-2013 will bebased on the set of laws, regulations,directives, or guidelines regarding stateowned university, government policies forthe development of higher educationinstitutions, Bogor Agricultural UniversityOperational Plan, Development Program ofBogor Agricultural University, targets to bea c h i e v e d , a n d t h e e v a l u a t i o n o fimplementation the previous programduring the specified time under review.However, the viability of the financialsupport for 2008-2013 is still a big question.Realizing these constraints, the utilization offunding will only be focused for theimplementation of Bogor AgriculturalUniversity' programs which will assist BogorAgricultural University to achieve its Visions.

It is expected that the Development Planof Bogor Agricultural University 2008-2013will receive funding support from the centralgovernment and the public funds.

strengthening the institutional capacities

1. Government FundsSource of funding supports for theDevelopment Plan of Bogor Agricultural

There is,however, an interesting trend to increasecommunity participation in financing highereducation through among others, privatedonation, university industry collaboration,a n d i n v o l v e m e n t o f n a t i o n a l a n dinternational funding organizations for

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a. Dana Pemerintah Pusat dari APBNyang dituangkan ke dalam DaftarIsian Pelaksanaan Anggaran (DIPA)IPB untuk membiayai kebutuhand a s a r / p e m b i a y a a n u t i l i t a s ,pelaksanaan tugas pokok dan fungsiI P B d a n p e m b i a y a a npenyelenggaraan kebutuhan dasar,serta pembiayaan untuk pengem-bangan IPB yang sifatnya reguler(untuk pembiayaan kebutuhanminimal peningkatan penyeleng-garaan pendidikan terutama untukmendukung pengembangan pendi-dikan program sarjana) dan kegiatanyang sifatnya prioritas nasional(untuk pembiayaan beasiswaprogram sarjana dan pascasarjana);

b. Dana Pemerintah Pusat dari APBNyang dituangkan ke dalam DIPAdepartemen atau instansi pemerintaht e r k a i t ( n o n r e g u l e r ) u n t u kmembiayai program pengembanganmelalui pembiaya-an program yangbersifat penugasan khusus

c. Dana Pemerintah Daerah dari APBDdalam rangka aktivitas kerjasamauntuk pembangunan daerah danp e r l u a s a n a k s e s p e n d i d i k a n(pendidikan sarjana) melaluiprogram Beasiswa Utusan Daerah(BUD)

2. Dana Masyarakat

Sumber penerimaan dana masyarakatuntuk pengembangan IPB tahun 2008-2013, meliputi:

University 2008-2013 are from thegovernment. The government fundingsources are:

a. The source of fiscal budget for BogorAgricultural University is from thenational budget through

(Daftar Isian PelaksanaanA n g g a r a n o r p r o p o s a l f o rimplementation budget). Thesegrants will be used to cover basicactivities of the university, such asthe implementation of the basic andmain functions of the University, theRegular Development Plan (will beutilized for the development of theundergraduate program), as well asother national level activities such asbursaries for the undergraduate andthe graduate students.

b. The national budget through, which are administered by the

o t h e r r e l a t e d M i n i s t r i e s /Departments. These grants will beutilized to cover the non-regulardevelopment programs of BogorAgricultural University.

c. Under the existing law on regionalautonomy, local government hasstronger capacity to supporteducation sectors including tertiaryeducation. Participative financingstructure of the local governmentbudget will be utilized toprovide scholarship for specialstudents from those respectiveregional governments.

(APBN)DIPA

(APBN)DIPA

(APBD)

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a. Sumbangan Pembinaan Pendidikan(SPP), meliputi SPP program sarjanar e g u l e r , p r o g r a m s a r j a n apenyelenggaraan khusus, programsarjana alih jenjang, program sarjanabeasiswa utusan daerah (BUD),program pascasarjana reguler,p r o g r a m p a s c a s a r j a n apenyelenggaraan khusus, programpascasarjana manajemen dan bisnis,SPP mahasiswa asing, dan SPPprogram diploma.

b. Non SPP untuk seluruh program(sarjana, pascasarjana, dan diploma),meliputi PPMB, perlengkapanmahasiswa baru, wisuda, danpengembangan institusi dan fasilitas

c. Pendapatan Non Komersial, meliputib e a s i s w a ( s e l u r u h p r o g r a mpendidikan non BPPS),

dan usaha lain, uangasrama mahasiswa TPB, depositasrama, PPKM, dies natalis, danpendapatan lainnya.

d. Dana Kerjasama Penelitian danPengabdian kepada Masyarakatyang dikoordinasikan oleh LPPMmeliputi hibah bersaing, hibah timpascasarjana, fundamental, insentifriset dasar dan terapan, insentifpeningkatan kapasitas, insentifpercepatan difusi IPTEK, RAPID,program KKP3T, dan sumberpembiayaan lainnya. Selain itu,sumber pembiayaan penelitian danpengabdian kepada masyarakat

auxiliaryenterprise

2. Public Fund Flows

Source of funding supports for theDevelopment Plan of Bogor AgriculturalUniversity 2008-2013 are from the PublicFunds, those external funds constitute of:

a. Tuition Fee (SPP): In light of the spiriti n i n c r e a s i n g c o m m u n i t yparticipation in supporting BogorA g r i c u l t u r a l U n i v e r s i t y , t h eUniversity shall set its own tuitionfees (SPP). The tuition fees will bei m p o s e d f o r t h e R e g u l a rUndergraduate Students, SpecialDegree Program, program sarjanaalih jenjang; funding scheme forUtusan Daerah (BUD), School of theGraduate Studies, the GraduateStudies for Magister Management,foreign students, and the DiplomaProgram.

b. Non -Tuition Fee (Non SPP) for theentire programs (Undergraduates,Graduates, and Diploma Program),including PPMB (

), equipment for newstudents, the administration fee forgraduation, funds for the institutionaland infrastructure development.

c. Non-commercial Income: includingscholarships (all funding scheme forNon-BPPS students), auxiliaryenterprises and other business Units,rental fee of the dormitories,dormitory deposits, PPKM, DiesNatalis Activities, and other sourcesincome.

The Committee forthe Admission of New IncomingStudents

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yang dikoordinasikan oleh fakultas-fakultas, dan kerjasama kreatiflainnya.

e. Usaha Komersial, meliputi hasilusaha dalam bentuk pendapatandividen atau pembagian keuntunganatas badan usaha komersia l(perusahaan) yang sahamnyadimiliki IPB secara keseluruhan atausebagian, diantaranya PT Bogor LifeScience and Technology (PT BLST)dan PT Prima Kelola Agribisnis danAgroindustri, dan perusahaan lainyang didirikan selama tahun 2008-2013.

f. Pendapatan lain-lain (pendapatanjasa program, jasa bank, donatur danlain-lain)

Kebijakan penerimaan dana IPB tahun2008-2013 dengan memperhatikan sifat danbesaran penerimaan IPB tahun 2007 danperubahan sistem keuangan pemerintah,adalah sebagai berikut:

1. Meningkatkan capa ian besaranpenerimaan yang bersumberkan dariDIPA IPB dan DIPA departemen atauinstansi pemerintah terkait melaluiprogram-program kompetitif untukkegiatan riset dan pengembanganinstitusi.

2. Mengoptimalkan perolehan penerimaandana masyarakat yang bersumberkandari SPP dengan tetap memperhatikanbantuan/subsidi bagi mahasiswaterutama mereka yang berada padatingkat ekonomi menengah ke bawah.

d. In Indonesia, competitive funds arean important financing mechanismfor agricultural R&D, especially inuniversity-led R&D Research Fundsfor the Research Programs andCommunity Services. These fundshave been coordinated by theResearch Center and CommunityServices ), those funds are:Competitive Grants, the GraduateTeam Grants, , IncentiveGrants for Basic and AppliedResearch, Incentive Grants forCapacity Development, IncentiveGrants to Expedite the IPTEKDiffusion, RAPID, KKP3T, and otherfunding sources. In addition, there areother research funds which arecoordinated by Faculties, and creativecooperation grants for the respectiveFaculty' activities.

e. Commercial Business: Incomegenerated by this Business Units aredividend and other ProductionSharing of the Business owned by theUniversity, or profits based on theshare, wholly or partly, as investedby the Bogor Agricultural University,such as PT Bogor Life Science andTechnology (PT BLST) and PT PrimaK e l o l a A g r i b u s i n e s s a n dAgroindustri, and other business theBogor Agricultural University plan toestablish within 2008-2013 period.

The ideal format for governmentrecurrent budget should include bothoperational and maintenance costs,

(LPPM

Fundamental

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3. Mengoptimalkan penerimaan IPB daridana masyarakat lainnya melaluiprogram kerjasama dengan berbagailembaga nasional dan internasionaluntuk penyelenggaraan kegiatan risetdan pengabdian kepada masyarakatyang bersifat kompetitif atau hibahtermasuk dana

(CSR).

4. Meningkatkan penerimaan dari satuanusaha (usaha penunjang dan usahakomersial di lingkungan IPB) dengant e t a p m e m p e r h a t i k a n a s p e kkeberlanjutan dan menguntungkanmelalui kerjasama pihak ketiga dan atauusaha mandiri.

5. Memperjuangkan penerimaan danabantuan internasional yang sudahtermasuk Bappenas RI untukproposal danpengajuan usulan-usulan baru untuk

.

corporate soc ia lresponsibility

blue-bookresearch based university

world class university

determined by rigorous formula thatrecognize the past and current performanceof the University, and the revised law forFinance. Policies to increase the proportion ofthe Annual Budget for the Development Plan2008-2013 are:

1. Increase the total amount of AnnualBudget for Bogor Agricultural Universityfrom the National Budget ( )through , as well as othercompetitive funds for research programs p e c i f i e d b y g o v e r n m e n t a lMinistries/Departments or relatedinstitutions.

2. Refine tuition and financial aid strategyto reflect Bogor Agricultural Universitymarket position and distinctive value. Inorder to encourage desirable enhancedcommunity participation, some schemesof cross subsidy should be developedwithin the University.

3. Establish cooperation networks withlocal and international funding andresearch organizations for optimumfunding support. Bogor AgriculturalUniversity should explore possibilities totap the available competitive grants forits research and community serviceprograms, as well as the

.

4. Maximize the income generating fromBogor Agricultural University businessunits (both the supporting and thecommercial business of the universityowned by the university or through thejoint venture), with respect to itssustainability and profitability.

APBNDIPA

corporate socialresponsibility

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5.2. Fungsi dan Kebijakan Pengeluaran

Pengeluaran untuk pengembangan IPBdalam kurun waktu tahun 2008 2013 dalamrangka melaksanakan fungsi-fungsi: (1)peningkatan daya saing dalam menghadapiera globalisasi dan akses ilmu pengetahuanbaru dalam mengantisipasi problempengusangan; (2) penguatan otonomi IPBdalam lingkup otonomi kei lmuan,kemandirian dan pergeseran peran IPBsebagai perguruan tinggi berstatus BHMN;(3) berjalannya operasional harian IPB, dan(4) pemberian insentif dan disinsentif,terutama bagi: (a) perluasan akses danpeningkatan kualitas pendidikan dankemahasiswaan, (b) peningkatan kualitaspeneli t ian dan pengabdian kepadamasyarakat, (c) peningkatan kesejahteraan,(d) peningkatan kapasitas sumberdaya, (e)penguatan sistem manajemen perguruantinggi.

Kebijakan pengeluaran dana IPB tahun2008-2013 dengan memperhatikan sifat danbesaran pengeluaran IPB tahun 2007 danperubahan sistem keuangan pemerintahyang berlaku, adalah sebagai berikut:

1. Pengeluaran untuk kebutuhan dasar IPBuntuk pembiayaan utilitas, pelaksanaantugas pokok dan fungsi IPB dan

5. Investigate international fundingopportunities available at the blue-bookBAPPENAS for research based universityand the improvement of World ClassUniversity.

The expenditure for the DevelopmentPlan of Bogor Agricultural University 2008-2013 will be for:

Policies toallocated

for the Development Plan 2008-2013, will bebased on its characteristics and the total

5.2. Functional and Policies for theExpenditure of the Annual Budget

(1) In order to significantlycontribute to the national competitiveness,therefore, it is important to consistentlyadvocate higher allocation of publicresources, and at the same time continuouslyimprove the efficient and effective use of thefund; (2). Strengthening the autonomy statusof Bogor Agricultural University in scientificdevelopment, as well as the shifting status ofthe University into the State-owned LegalEntity Universities ( ); (3). Dailyprogress of the operational plan of BogorAgricultural University; (4). Incentive anddisincentive, specifically for: (a). Theexpansion of access and the improvement ofeducational quality and student body; (b).Improvement of the qualified researchprograms and community services; (c).Increment of salary and benefits; (d).Mobilization of resources; (e). Strengtheningthe management systems of higher education.

improve the efficient andeffective use of the Annual Budget

BHMN

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p e m b i a y a a n p e n y e l e n g g a r a a nk e r u m a h t a n g g a a n k a m p u s d a nperkantoran (pembiayaan rutin) akandibiayai dari dana pemerintah (DIPAIPB), dan dana masyarakat sebagai danasuplemen.

2. Pengeluaran untuk program-programpengembangan IPB yang menjadip r i o r i t a s t e r u t a m a i n v e s t a s iinfrastruktur, fasilitas dan properti, danpenyelenggaraan riset unggulaninternasional secara komplemen akandibiayai dari dana pemerintah (DIPAIPB) dan dana tambahan non regulerberupa ”pembiayaan khusus yangdiperoleh secara kompetitif maupunpenugasan dari DIPA departemen atauinstansi pemerintah terkait maupuninstansi pemerintah lainnya.

3. Mengoptimalkan pengeluaran untukkebutuhan dasar dan pengembangan(investasi) bagi unit kerja yang termasukkatagori ”unit penyelenggaraan khusus”,yaitu Program Pascasarjana Manajemendan Bisnis (MB) dan Program Diploma.

4. Memaksimumkan pengeluaran darisumber bantuan/hibah lembaga donornasional atau internasional untukinvestasi infrastruktur, fasilitas, properti,dan untuk kegiatan program-programr i s e t u n g g u l a n d a n p u b l i k a s iinternasional.

”

amounts of grants received in the previousyears, and the revised law for Finance asfollows:

1. Basic expenditure of Bogor AgriculturalUniversity, especially for its utilities suchas the implementation of main activitiesand function and campus households,whereas offices expenses will be fundedby the national budget and thesupplement funds will be funded bypublic funds.

2. Expenses for Program Development ofBogor Agricultural University, withspecific interest on the investment oninfrastructure, facilities and properties,and internationally research programwill funded by national budget

Additional competitivefunding of non-regular budget “specialassignment budget” which are specifiedin the governmental Ministries/Departments and other national researchinstitutions will also be explored.

3. Improve the efficient and effective use ofthe fund, especially for SpecialEducational Program “School ofGraduate Studies on Management andBusiness”, and the “Diploma Program”.

4. Maximize the utilization of availablefunds received from national andinternational funding organization forinfrastructure, facilities, properties,research programs and internationalpublications.

(APBN),

(APBNDIPA IPB).

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5. Mengoptimalkan pengeluaran yangbersumberkan dari dana masyarakatuntuk kegiatan operasional penyeleng-garaan program, manajemen institusi,dan kesejahteraan khususnya bagi dosendan tenaga kependidikan.

5. ABogor Agricultural

Univers i ty

dvocate higher allocation of publicresources for its

operat ional programactivities, institutional management, andfringe benefits for lectures andeducational staff.

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6

Strategi Monitoring dan Evaluasi

Monitoring and Evaluation Strategy

Strategi Monitoring dan evaluasimerupakan bagian yang esensial dan tidakdapat dipisahkan dari Rencana strategi IPBTahun 2008-2013. Monitoring meliputikegiatan untuk mengamati/meninjaukembali/mempelajari serta mengawasisecara berkesinambungan atau berkalaterhadap pelaksanaan program/kegiatanyang sedang berjalan. Kegiatan monitoringdilakukan untuk menemukenali permasa-lahan, mencari alternatif pemecahan danmenyarankan langkah-langkah penyelesaiansebagai agar pelaksanaan kegiatanberjalan secara efisien, efektif dan tepatwaktu. Selain itu kegiatan monitoring untukmengetahui kesesuian antar rencana yangtelah ditetapkan dalam Renstra IPB Tahun2008-2013 dengan hasil yang dicapai.Evaluasi adalah usaha untuk mengukur danmemberi nilai secara obyektif ataspencapaian hasi l -hasi l pelaksanaanprogram/kegiatan yang telah direncanakandalam Rencana strategi IPB 2008-2013 dandijabarkan dalam rencana tahunan, sertadilakukan secara sistematis dan obyektifdengan menggunakan metode evaluasi yangrelevan.

Strategi monitoring dan evaluasidiutamakan pada peningkatan mutuakademik dan sistem manajemen, pada: (1)unit pelaksana akademik (departemen danpusat) dalam aspek pengawasan kualitas

pelaksanaan programakademik; (2) unit penjaminan mutupendidikan ( yakni:Fakultas, Sekolah Pascasarjana dan ProgramDiploma; (3) unit penjaminan mutu

koreksi dini

(quality control)

quality assurance),

Monitoring and evaluation is part ofBogor Agricultural University Strategic Plan2008-2013, and it is an essential instrumentthat will determine success or failure of theUniversity. Monitoring process in theUniversity, is the process of doing thesystematic collection and analysis ofinformation, continuously or periodically, ofthe University' operational and work planprogresses. It is aimed at improving theefficiency and effectiveness of the UniversityWork Programs. It is based on targets set andactivities planned during the planning phasesof work. It helps to keep the work on track,and can let management know when thingsare going wrong. If done properly, it is aninvaluable tool for good management, and itprovides a useful base for evaluation.Evaluation is the comparison of actual projectimpacts against the agreed strategic plans. Itlooks at what the University set out to do, atwhat they have accomplished, and how theUniversity accomplished it. Monitoring andevaluation are conduct to control UniversityWork Programs activities based on BogorAgricultural University Strategic Plan 2008-2013, to achieve expected goals correctly,correct number, correct cost and correcttarget.

Monitoring and evaluation strategies areplanned to find solution for finding problemand becomes base to increase academic andManagement System performance of theuniversity, in : (1). Academic Units (AcademicDepartments and Centers) in its qualitycontrol aspects for their academic programactivities; (2). The Quality Assurance Units: C

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penel i t ian dan pengabdian kepadamasyarakat (LPPM); (4) unit pelaksanaadministrasi (direktorat dan kantor) dan unitpenunjang akademik; Acuan utamapengukuran pada standarisasi yang berlakudi IPB, dan mengacu pula pada StandarNasional Pendidikan Tinggi (SNPT) danstandar akreditasi internasional. Standarisasitersebut mencakup standarisasi mutuakademik (pendidikan, penelitian danpengabdian kepada masyarakat), sedangkanmonitoring dan evaluasi pada capaian mutukinerja pada unit-unit pelaksana kegiatanmencakup: keluaran , hasil( , manfaat dandampak dari tiap program/kegiatan.

Pelaksanaan monitoring dan evaluasidilakukan berdasarkan prinsip-prinsipsebagai berikut: (1) kejelasan tujuan dan hasilyang dicapai dari monitoring dan evaluasi;(2) pelaksanaan dilakukan secara obyektif; (3)dilakukan oleh petugas yang memahamikonsep, teori, proses serta berpengalamandalam melaksanakan monitoring danevaluasi agar hasilnya sahih dan handal; (4)pelaksanaan dilakukan secara transparan,sehingga pihak bersangkutan mengetahuihasilnya dan hasilnya dapat dilaporkankepada (pihak berkepentingan/pihak berkewenangan) melalui berbagai cara;(5) melibatkan berbagai pihak yangdipandang perlu dan berkepentingan secara

(outputs)outcomes/results) (benefits)

(impact)

stakeholders

6.1. Prinsip Pelaksanaan Monitoring danEvaluasi

Faculties, the Graduate School, the DiplomaProgram of Bogor Agricultural University;(3). The Quality Assurance Units of ResearchPrograms and Community Services; (4).Administrative Units (Directorates andOffices) and the Supporting Units UniversityOfficers and other Supporting Units of BogorAgricultural University officers arer e s p o n s i b l e f o r t h e i r p r o f e s s i o n a lperformance the University's governancestructure based on the National HigherEducation Institutions Standards as well asthe National Accreditation Standards, whichcovers the quality assurance (education,research, and community services). Assesslearning outcomes and use performanceindicators to improve educational quality andadministrative effectiveness.

Bogor Agricultural University willinvolve the following principles inimplementing the monitoring and evaluationprocess, the principles are as follows: (1).Establishing indicators of efficiency,effectiveness and impact of the Monitoringand Evaluation; (2). Based on objectivity: tosee what the University intend to achievewhat difference did it want to make? Whatimpact did it want to make?; (3). Attainable byany qualified, competent, and fully trainedperson who has the authority and resources toachieve the desired result; (4). Transparency:the University is responsible for establishing asound business environment so that variousfunding sources (such as government

6.1 Principals Methods for ImplementingMonitoring and Evaluation

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proaktif (partisipatif); (6) pelaksanaannyadapat dipertanggung-jawabkan secarainternal maupun eksternal (akuntabel); (7)mencakup seluruh obyek agar dapatmenggambarkan secara utuh kondisi dansituasi sasaran monitoring dan evaluasi yangkomprehensip; (8) pelaksanaan dilakukansesuai dengan jadwal yang telah ditetapkandan pada saat yang tepat agar tidakkehilangan momentum yang sedang terjadi;( 9 ) d i l a k u k a n s e c a r a b e r k a l a d a nberkelanjutan; (10) berbasis indikator kinerjadan (11) dilakukan secara efektif dan efisien,artinya target monitoring dan evaluasidicapai dengan menggunakan sumberdayayang ketersediaannya terbatas dan sesuaidengan yang direncanakan.

Mekanisme pelaksanaan monitoring danevaluasi dilakukan mulai dari pelaksanakegiatan akademik, pelaksana kegiatanadministrasi dan pelaksana penunjangakademik selaku unit pengendali mutu,selanjutnya hasil monitoring dan evaluasisecara berjenjang dilaporkan ke atas, yaitu keunit penjaminan mutu, penanggung jawab

6.2. Mekanisme Pelaksanaan Monitoringdan Evaluasi

agencies, donors, students, and bondholders)can confidently provide resources to supportBogor Agricultural University's academicmission; (5) Participatory: as it is a form ofinternal evaluation, Bogor AgriculturalUniversity decide to involve as many peoplewith a direct stake in the work as possible.This may mean project staff and beneficiariesworking together on the evaluation. If anoutsider is called in, it is to act as a facilitator ofthe process, not an evaluator; (6). Describe theconditions that exist when performancemeets expectations; (7). Be expressed in termsof quantity, quality, time, cost, effect, mannerof performance, or method of doing; (8). Willbe implemented according to the scheduleddates; and the assessing its progress towardswhat it wanted to achieve, its impact targets(9). Periodicity and sustainable; (10). Based onthe criteria indicators; (11). Establishingindicators of efficiency, effectiveness andimpact. It involves establishing andsustaining appropriate legal and institutionalarrangements to uphold the rule of law andmaintain consistency of public policies andprograms.

The mechanisms of monitoring andevaluation activity is a gradual conduct, itmeans base on level and position of some one.The evaluation process starts at the academicunits, administrative and supporting units asthe quality control unit.

6.2 The Mechanism Process of Monitoringand Evaluation

The evaluationreports then, hierarchically will be reported totheir immediate superior, as the Quality

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program lingkup IPB (Rektor dibantu paraWakil Rektor), Senat Akademik dan DewanGuru Besar, dan MWA, serta selanjutnyauntuk program-program lingkup nasionallaporan tersebut disampaikan kepadaMenteri Pendidikan Nasional atau melaluiDirektur Jenderal Pendidikan Tinggi.

Control Units, then to the Quality Assurance.The Quality Assurance, will submit thereports to the Executive Boards (Rector andVice Rectors), Academic Senate, Council ofProfessors, and finally to the Board ofTrustees. At the conclusion of the evaluationprocess, specifically for the national levelreports, will be submitted to the Minister ofNational Education of Indonesia, through theDirector General of Higher Education.

DGB

Monitoring and Evaluation

Reporting

Quality Control and Accreditatiton

MINISTER OF

NATIONAL

EDUCATION

DIRETOR GENERAL OF

HIGHER EDUCATION

RECTOR

(VICE RECTORS)

QUALITY

MANAGEMENT UNIT

QUALITY

ASSURANCE UNIT

Directorate of Planning

and Development

QUALITY CONTROL UNIT

Consolidator of the Educational National Program

Administrator for the National Higher Learning Programs

University’s highest decision making body

The highest academic normative

Administrator for Operational Plan

PROGRAMS COORDINATOR

Monitoring, Evaluation, and Reports

Administers moral and ethical integrity

SA

MWA

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

6.2.1. Monitoring dan Evaluasi oleh UnitPengendali Mutu

U n i t p e n g e n d a l i m u t u a d a l a hpelaksanaan kegiatan yang terdiri ataspelaksana kegiatan akademik, yaitud e p a r t e m e n - d e p a r t e m e n d i b a w a hkoordinasi Fakultas dan pusat-pusat dibawah koordinasi Lembaga Penelitian danPengabdian kepada Masyarakat (LPPM),pelaksana kegiatan administrasi, danpelaksana kegiatan penunjang akademik.

1. Departemen

Aktivitas monitoring dan evaluasi yangdilakukan oleh departemen bertujuanuntuk mengawasi kualitas

penyelenggaraan pendidikansesuai dengan mandat dan tupoksinyauntuk menggali data dan informasi yangdijadikan dasar untuk bahan analisispenjaminan mutu pendidikan terutamayang berkaitan dengan hal-hal : (1)aktivitas proses belajar dan mengajar(perkuliahan, praktikum, kerja lapangandan ujian); serta (2) prestasi mahasiswadari hasil proses belajar dan mengajar; (3)implementasi kurikulum mayor-minor;(4) identifikasi permasalahan dan upayap e m e c a h a n n y a d a l a m k e g i a t a npendidikan.

2. PusatAktivitas monitoring dan evaluasi yangdilakukan oleh pusat bertujuan untukmengawasi kualitaspenyelenggaraan penelitian ataupengabdian kepada masyarakat .Menggali data dan informasi yang

(qualitycontrol)

(quality control)

6.2.1 Monitoring and Evaluation of theQuality Control Unit

LPPM

The Quality Control Units of BogorAgricultural University are the AcademicUnits, namely the Departmental Units whichare coordinated by Faculties, as well asCenters which are coordinated by ResearchProgram and Community Services ( ),Administrative Units, and the SupportingAcademic Units.

1. Departmental Units

The monitoring and evaluation processfor the Departmental Units is the qualitycontrol functions for learning andteaching process. In addition, themonitoring and evaluation process willalso appraise the academic activitieswhether they are aligned with theuniversity' goals as mandated by theBoards and to investigate important dataand information as the basic performanceindicators of the appraisal for the learningand teaching process, as follows: (1).Learning and teaching activities(Lectures, laboratory works, field works,and examinations); (2). Assessment of theUniversity graduate' performance asresulted by the Learning and TeachingActivities; (3). The implementation ofMajor-Minor curriculum; and (4).Identify constraints and how toe n c o u n t e r t h o s e c o n s t r a i n t s i nimplementing both of academic and non-academic activities.

2. Centers

The monitoring and evaluation process CH

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dijadikan dasar untuk bahan analisispenjaminan mutu penelitian dan/ataupengabdian kepada masyarakatterutama yang berkaitan: (1) aktivitasproses penelitian atau pengabdiankepada masyarakat; serta (2) kinerjayang dicapai dari hasil proses kegiatanpenelitian atau pengabdian kepadamasyarakat; (3) identifikasi permasa-lahan dan upaya pemecahannya dalamkegiatan penelitian dan pengabdiankepada masyarakat.

3. Direktorat dan Kantor

Aktivitas monitoring dan evaluasi yangdilakukan oleh direktorat dan kantorbertujuan untuk menggali data daninformasi terutama yang berkaitandengan hal-hal : (1) ident i f ikasipermasalahan yang dihadapi dan upayapemecahan dalam pelaksanaan kegiatanyang berkaitan dengan tupoksinya; (2)kesesuaian pelaksanaan kegiatan denganrencana (3) kinerja yang dihasilkan(ke tercapa ian indikator k iner jadibandingkan dengan indikator yangditetapkan.

4. Unit Kerja Penunjang Akademik

Aktivitas monitoring dan evaluasi yangdilakukan oleh Unit Kerja PenunjangAkademik (Perpustakaan,

Unit Pelatihan Bahasa, RSHPendidikan, Unit Pengelola Asrama, UnitOlah Raga dan Seni, Lab. Kimia Terpadu,Unit Keamanan Kampus dan Poliklinik)bertujuan untuk menggali data daninformasi terutama yang berkaitan

UniverstyFarm,

for the Research and CommunityServices of Bogor Agricultural Universityis to provide quality assurance that allCenters under the Research andCommunity Services are implementingresearch and community services alignedwith the university' goals as mandated bythe Boards. In addition, the monitoringand evaluation process will alsoinvestigate important data for theestablishment performance para-meters,the criteria to be evaluated are as follows:(1). The programs of Research andCommunity Services activities, (2). Workperformance of the Research andCommunity Services activities; (3).Identify problem solving and encounterconstraints in implemen-ting both ofacademic and non-academic activities.

3. Directorates and Offices

The monitoring and evaluation processfor the Directorates and Offices of BogorAgricultural University is to providequality assurance that all Directoratesand Offices are aligned with theuniversity' goals as mandated by theBoards, as well as to investigateimportant data and information for theestablishment performance parameters,the criteria for evaluation are as follows:(1). Identify problem solving andencounter constraints in implementingthe activities of those Directorates andOffices; (2). To appraise whether theirwork programs are aligned with the workplan approved by the Boards; (3). Toappraise their job performance againstC

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dengan hal-hal : (1) ident i f ikasipermasalahan yang dihadapi dan upayapemecahan dalam pelaksanaan kegiatanyang berkaitan dengan tupoksinya; (2)kesesuaian pelaksanaan kegiatan denganrencana (3) kinerja yang dihasilkan(ke tercapa ian indikator k iner jadibandingkan dengan indikator yangditetapkan.

Unit penjamin mutu terdiri atas Fakultas,Sekolah Pascasarjana, Lembaga Penelitiandan Pengabdian kepada Masyarakat (LPPM),dan Program Diploma.

1. Fakultas

Aktivitas monitoring dan evaluasi yangdilakukan oleh fakultas bertujuan untukmelakukan penjamin mutu

6.2.2. Monitoring dan Evaluasi oleh UnitPenjaminan Mutu

(quality

the existing ndicators of jobperformances.

4. Supporting Academic Units.

The monitoring and evaluation processfor the Supporting Academic Units ofBogor Agricultural University, consistedof Library, University Farm, LanguageDevelopment Unit, Teaching AnimalHospital for Veterinary students,Dormitory Management, Sport andPerforming Art Unit, IntegratedChemical Laboratory, Security Unit, andPoliclinic are to evaluate whether thoseunits are performing their jobs alignedwith the standard performance approvedby the Boards. The criteria for theevaluation are as follows: (1). Identifyproblem solving and encounterconstraints in implementing the activitiesof those Directorates and Offices; (2). Toappraise whether their work programsare aligned with the work plan approvedby the Boards; (3). Their job performanceagainst the existing criteria indicators ofjob performances.

The Quality Assurance Units of BogorAgricultural University are Faculties(Colleges), School of Graduate Studies, andResearch and Community Services (LPPM),and the Diploma Program.

1 Academic units (Faculties)

The monitoring and evaluation process ofFaculties is the quality control functions

criteria i

6.2.2 Monitoring and Evaluation ofQuality Assurance Unit

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assurance)

(quality assurance)

(qualityassurance)

pendidikan sesuai denganmandat dan tupoksinya untuk menggalidata dan informasi yang berkaitandengan hal-hal: (1) Analisis laporanmonitoring dan evaluasi departemen dibawah koordinasinya; (2) Identifikasiketercapaian kinerja pendidikandibandingkan dengan standar mutu yangditetapkan; (3) Identifikasi permasalahanpenyelenggaraan pendidikan dan upayapemecahannya.

2. Sekolah Pascasarjana

Aktivitas monitoring dan evaluasi yangdilakukan oleh Sekolah Pascasarjanabertujuan untuk melakukan penjaminmutu pendidikanpascasarjana sesuai dengan mandat dantupoksinya untuk menggali data daninformasi yang berkaitan dengan hal-hal:(1) analisis laporan monitoring danevaluasi departemen pengampupendidikan pascasarjana; (2) Identifikasiketercapaian kinerja pendidikan pascasarjana dibandingkan dengan standarmutu yang ditetapkan; (3) Identifikasip e r m a s a l a h a n p e n y e l e n g g a r a a npendidikan pascasarjana dan upayapemecahannya.

3. Lembaga Penelitian dan Pengabdiankepada Masyarakat (LPPM)

Aktivitas monitoring dan evaluasi yangdilakukan oleh LPPM bertujuan untukmelakukan penjamin mutu

penelitian dan pengabdiankepada masyarakat sesuai denganmandat dan tupoksinya untuk menggali

to appraise whether the learning andteaching process in the Faculties arealigned with the university' goals asmandated by the Boards and toinvest igate important data andinformation for monitoring andevaluation process are as follows: (1).Analysis evaluation and monitoringreport on learning and teaching activities(Lectures, laboratory works, field works,and examinations) performed by thoseA c a d e m i c U n i t s u n d e r t h e i rcoordination; (2). Achievements of theAcademic Units on their teaching andlearning process against the proposedstandard performance indicators; (3).Identify constraints and how toencounter those constraints to improvethe performance of both of academic andnon-academic activities

2 Postgraduate School

The monitoring and evaluation process ofSchool of the Graduate Studies is thequality control functions of the School inappraising whether the learning andteaching process aligned with theuniversity' goals as mandated by theBoards. The evaluation and monitoringprocess is also to investigate importantdata for the improvement of standards ofquality of learning and teaching process.The criteria for evaluation process are asfollows: (1). Analysis evaluation andmonitoring report on learning andteaching activities (Lectures, laboratoryworks, field works, and examinations)performed by the Graduate School; (2).C

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data dan informasi yang berkaitandengan hal-hal: (1) analisis laporanmonitoring dan evaluasi pusat di bawahk o o r d i n a s i n y a ; ( 2 ) i d e n t i f i k a s iketercapaian kinerja penelitian danpengabdian kepada masyarakatdibandingkan dengan standar mutuyang ditetapkan; (3) identifikasipermasalahan penyelenggaraan peneliti-an dan pengabdian kepada masyarakatserta upaya pemecahannya.

4. Program Diploma

Aktivitas monitoring dan evaluasi yangdilakukan oleh Program Diplomabertujuan untuk melakukan penjaminmutu pendidikandiploma sesuai dengan mandat dantupoksinya untuk menggali data daninformasi yang berkaitan dengan hal-hal:(1) analisis laporan monitoring danevaluasi program keahlian di bawahk o o r d i n a s i n y a ; ( 2 ) i d e n t i f i k a s iketercapaian kinerja pendidikan diplomadibandingkan dengan standar mutuyang ditetapkan; (3) identifikasip e r m a s a l a h a n p e n y e l e n g g a r a a npendidikan diploma dan upayapemecahannya.

(quality assurance)

Achievements of the Academic Units ontheir teaching and learning processaga ins t the proposed s tandardperformance indicators; (3). Identifyconstraints and how to encounter thoseconstraints to improve the performanceof the in implementing both of academicand non-academic activities

3. Institute of Research and CommunityEmpowerment

An effective performance managementprocess sets the foundation for rewardingexcellence of Research and CommunityServices of IPB (LPPM), in appraisingwhether the learning and teachingprocess aligned with the university' goalsas mandated by the Boards. Theevaluation and monitoring process is alsoto investigate important data andinformation for the improvement ofstandards quality of Research Programsand Community Services of as follows:(1). Analysis evaluation and monitoringreport on learning and teaching activities(Lectures, laboratory works, field works,and examinations) performed by theGraduate School; (2). Achievements of theAcademic Units on their teaching andlearning process against the proposedstandard performance indicators; (3).Identify constraints and how to encounterthose constraints to improve theperformance of the in implementing bothof academic and non-academic activities.

4. Diploma Program

The monitoring and evaluation process CH

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6.2.3. Monitoring dan Evaluasi olehPenanggung Jawab Program

Aktivitas monitoring dan evaluasi yangdilakukan oleh Penanggung Jawab ProgramIPB (Rektor) yang pelaksanaannya dilakukanoleh Wakil Rektor dibantu oleh DirektoratPerencanaan dan Pengembangan dalamm e n g k o m p i l a s i , m e r e k a p i t u l a s i ,menganalisis dan memelihara data daninformasi (laporan monitoring dan evaluasi

for the Diploma Program of BogorAgricultural University is the qualitycontrol functions in appraising whetherthe learning and teaching process of theDiploma Program is aligned with theuniversity' goals as mandated by theBoards. The evaluation and monitoringprocess is also to investigate importantd a t a a n d i n f o r m a t i o n f o r t h eimprovement of standards of quality oflearning and teaching process. Thecriteria for evaluation process are asfollows: (1). Analysis evaluation andmonitoring report on learning andteaching activities (Lectures, laboratoryworks, field works, and examinations)performed by those Academic Unitsu n d e r t h e i r c o o r d i n a t i o n ; ( 2 ) .Achievements of the Academic Units ontheir teaching and learning processaga ins t the proposed s tandardperformance indicators; (3). Identifyp r o b l e m e n c o u n t e r i n t h eimplementation of Diploma Program ofBogor Agricultural University and itsproblem solving.

The Board of Trustees has assignedresponsibility to the Rector of BogorAgricultural University for the managementof the University's business activities. Toexecute these activities, he is assisted by theVice Rector for Evaluation and Directorate ofPlanning and Development to compile,recapitulate, analysis, and keep and store the

6.2.3 Monitoring and Evaluation ofExecutive Boards (Rector)

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dari unit-unit penjamin mutu dan unit-unitpelaksana kegiatan). Fungsi KantorManajemen Mutu dalam memfasilitasiberjalannya penjaminan mutu di lingkup IPBadalah melakukan menetapkan target mutupelaksanaan program berdasarkan standarmutu/sasaran masing-masing indikatorkunci. Aktivitas monitoring dan evaluasiyang dilakukan oleh Penaggung JawabProgram Pengembangan IPB menggali datadan informasi yang berkaitan dengan hal-hal: (1) analisis ketercapaian kinerja programdibandingkan dengan rencana program,indikator kunci (ukuran hasil) dan targetyang ditetapkan; dan (2) identifikasipermasalahan dan upaya pemecahannyadalam pelaksanaan program.

Laporan hasil monitoring dan evaluasioleh Rektor IPB yang berkaitan denganprogram pengembangan IPB dalam lingkupprogram pembangunan pendidikan tingginasional secara berjenjang dilaporkan keDirektorat Jenderal Pendidikan Tinggi yangselanjutnya oleh Direktur JenderalPendidikan Tinggi dilanjutkan ke MenteriPendidikan Nasional.

Aktivitas monitoring dan evaluasi yangdilakukan oleh Senat Akademik untukmenggali data dan informasi yang berkaitandengan hal-hal: (1) analisis laporan yangdisampaikan Rektor; (2) identifikasi kinerja

6.2.4. Monitoring dan Evaluasi oleh SenatAkademik (SA) dan Dewan GuruBesar (DGB)

respective data information (Monitoring andEvaluation Reports from the Control Unitsand also the Quality Assurance Units). TheQuality Assurance Unit Bogor AgriculturalUniversity is responsible for the provision ofthe Performance Indicators to appraise theperformance achieved by the all Units in theUniversity. The evaluation and monitoringprocess is also to investigate important dataand information for the improvement ofstandards of quality of learning and teachingprocess. The criteria for evaluation processare as follows: (1). To appraise workperformance whether they are aligned withOperational Plan as approved by the Board ofTrustees, and against the against theproposed standard performance indicators;(2). Identify constraints and how toencounter constraints in implementing bothof academic and non-academic activities.

At the conclusion of the evaluationprocess, the evaluation team (The Board ofTrustees and The Executive Boards) shallmake a written recommendation to theMinister of National Education of Indonesia,through the Director General of HigherEducation.

The monitoring and evaluation processby the Academic Senates is to investigateimportant data and information in the relatedsubjects areas: (1). The analysis of Evaluationand Monitoring Report by Rector of Bogor

6.2.4 Process of Monitoring and Evaluationby Academic Senate and ProfessorialCommitte

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dan kesesuaian program akademik dengankebijakan dasar yang ditetapkan SenatAkademik; (3) identifikasi permasalahanpelaksanaan program akademik dan upayapemecahannya. Aktivitas monitoring danevaluasi yang dilakukan oleh Dewan GuruBesar (DGB) dilakukan sekurang-kurangnya1 (satu) kali dalam setahun. Untuk haltertentu DGB dapat bersama-sama denganSA melakukan monitoring dan evaluasiberkaitan dengan hal-hal: (1) integritas moraldan etika sivitas akademika institut; (2)kukuhnya kesujanaan di lingkungan institut.

Aktivitas monitoring dan evaluasi yangdilakukan oleh Majelis Wali Amanat (MWA)dilakukan sekurang-kurangnya 2 (dua) kalidalam setahun. Untuk hal tertentu MWAdapat menugaskan Dewan Audit (DA) untukmelakukan monitoring dan evaluasi yangdapat dilakukan secara berkala bulanan.Monitoring dan evaluasi yang dilakukanMWA untuk menggali data dan informasiyang berkaitan dengan hal-hal: (1) analisislaporan yang disampaikan rektor; (2)identifikasi kinerja dan kesesuaian programakademik dan program non akademikdengan kebijakan umum yang ditetapkanMWA; (3) identifikasi permasalahanpelaksanaan program akademik dan nonakademik dan upaya pemecahannya.Keseluruhan hasil monitoring dan evaluasi

6.2.5. Monitoring dan Evaluasi olehMajelis Wali Amanat (MWA)

Agricultural University; (2). Achievementsof the Academic Units on their teaching andlearning process against the existingstandard performance indicators approvedby the Board of Trustees; (3). Identifyconstraints and how to encounter thoseconstraints in implementing both ofacademic and non-academic activities. TheCouncil of Professors will implement their“Monitoring and Evaluation Process”periodically, at least once a year. On aspecial case, the Senate Academic togetherAcademic Senates will evaluate andmonitor: (1). Moral integrity and the ethic ofthe university community

The Board of Trustees is responsiblefor examining and evaluating all theUniversity's business activities in itsGeneral Assembly Meeting held at least bi-annually. To assure that the University'sassets are protected and that transactionsand events are recorded properly, theBoards may call on Board of Auditor(Dewan Audit) to audit the monthlyfinancial statements in accordance withgenerally accepted auditing standards. Inaddition, the monitoring and evaluationprocess by the Board of Trustees will also toinvestigate important data and informationin the related subjects areas: (1). TheAnalysis of the Rector Reports; (2) Identifythe relevance of both academic and non-academic program with the general policiesadopted by the Board of Trustees; (3).

6.2.5 University Board of Trustees

; and (2). Storyscholar value among the faculty member.

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Identify constraints and how to encounterthose constraints to improve the performanceof both of academic and non-academicactivities. At the conclusion of the evaluationprocess, the evaluation team (The Board ofTrustees and The Executive Boards) shallmake a written recommendation to theMinister of National Education of Indonesia,through the Director General of HigherEducation.

tahunan yang meliputi pelaksanaanprogram/kegiatan akademik dan nonakademik yang dilakukan Majelis WaliAmanat (MWA), bersama-sama denganRektor IPB melaporkan kepada MenteriPendidikan Nasional.

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Appendix

KETETAPANMAJELIS WALI AMANAT IPBNOMOR : 89/MWA-IPB/2008

TENTANGRENCANA STRATEGIS INSTITUT PERTANIAN BOGOR TAHUN 2008-2013

MAJELIS WALI AMANAT INSTITUT PERTANIAN BOGOR

Menimbang : a. Bahwa untuk pelaksanaan operasional, perencanaan program dankegiatan, serta pengambilan keputusan bagi semua unsur IPB dalammewujudkan visi dan misi IPB diperlukan suatu rujukan sebagaimanatelah 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 diperlukantahapan-tahapan perencanaan dalam suatu periode tertentu.

c. Bahwa untuk memberikan arah bagi pengembangan Institut PertanianBogor selama lima tahun ke depan diperlukan suatu Rencana Strategisyang menggambarkan agenda strategis yang ingin dicapai sesuaidengan visi dan misi Institut Pertanian Bogor.

d. Bahwa berdasarkan butir c tersebut diatas, Rektor Institut PertanianBogor telah mengajukan usulan Rencana Strategis IPB Tahun 2008-2013kepada MWA IPB dalam suatu Sidang Paripuma tanggal 31 Oktober2008 untuk mendapatkan masukan.

e. Bahwa dengan memperhatikan butir c dan d tersebut di atas danmempertimbangkan masukan anggota MWA IPB selanjutnyadipandang perlu untuk menetapkan Rencana Strategis IPB Tahun 2008-2013, yang penetapannya dilakukan dengan suatu Ketetapan MWA IPB.

Mengingat : 1. Undang-Undang Republik Indonesia Nomor 20 tahun 2003 tentangSistem Pendidikan Nasional (Lembaran Negara Republik IndonesiaTahun 2003 Nomor 78 Tambahan Lembaran Negara Republik IndonesiaNomor 4301);

2. Peraturan Pemerintah Republik Indonesia Nomor 60 Tahun 1999tentang Pendidikan Tinggi (Lembaran Negara Republik IndonesiaTahun 1999 Nomor 115 Tambahan Lembaran Negara RepublikIndonesia Nomor 3859);

3. Peraturan Pemerintah Republik Indonesia Nomor 61 Tahun 1999tentang Penetapan Perguruan Tinggi Negeri sebagai Badan Hukum(Lembaran Negara Republik Indonesia Tahun 1999 Nomor 116Tambahan Lembaran Negara Republik Indonesia Nomor 3860);

4. Peraturan Pemerintah Republik Indonesia Nomor 154 Tahun 2000tentang Penetapan IPB sebagai Badan Hukum Milik Negara (LembaranNegara Republik Indonesia Tahun 2000 Nomor 272);

5. K e p u t u s a n M e n t e r i P e n d i d i k a n N a s i o n a l N o m o r90/MPN.A4/KP/200 7 tentang Pengangkatan Anggota Majelis WaliAmanat Institut Pertanian Bogor;

6. Keputusan Menteri Pendidikan Nasional Nomor 77 Tahun 2008tentang Pengangkatan Anggota Majelis Wali Amanat InstitutPertanian Bogor ;

7. Keputusan Menteri Pendidikan Nasional Nomor 154 Tahun 2008tentang Pengangkatan Anggota Majelis Wali Amanat InstitutPertanian Bogor ;

8. Keputusan Menteri Pendidikan Nasional Nomor 157 Tahun 2008tentang Pengangkatan Anggota Majelis Wali Amanat InstitutPertanian Bogor;

9. Ketetapan Majelis Wali Amanat IPB Nomor : 05/MWA-IPB/2002tentang Tata Cara Sidang dan Pengambilan Putusan Majelis WaliAmanat Institut Pertanian Bogor;

10. Ketetapan Majelis Wali Amanat IPB Nomor 17/MWA-IPB/2003tentang Anggaran Rumah Tangga Institut Pertanian Bogor;

11. Ketetapan Majelis Wali Amanat IPB Nomor 57/MWA-IPB/2007tentang Pengangkatan Pimpinan Majelis Wali Amanat InstitutPertanian Bogor Periode 2007-2012;

12. Ketetapan Majelis Wali Amanat IPB Nomor 59/MWA-IPB/2007tentang Kebijakan Umum Institut Pertanian Bogor ;

Memperhatikan : 1. Hasil Sidang Paripurna Majelis Wali Amanat Institut Pertanian Bogoryang diselenggarakan pada tanggal 12 September 2008

2. Hasil Sidang Paripurna Majelis Wali Amanat Institut Pertanian Bogoryang diselenggarakan pada tanggal 31 Oktober 2008;

3. Hasil Sidang Paripurna Majelis Wali Amanat Institut Pertanian Bogoryang diselenggarakan pada tanggal 07 November 2008 ;

4. Hasil Sidang Paripurna Majelis Wali Amanat Institut Pertanian Bogoryang diselenggarakan pada tanggal 19 Desember 2008 ;

MEMUTUSKAN

Pertama : Rencana Strategis Institut Pertanian Bogor Tahun 2008-2013 sebagaimanatercantum dalam Lampiran Ketetapan ini;

Kedua : Rencana Strategis Institut Pertanian Bogor Tahun 2008-2013 sebagaimanadimaksud pada Diktum Pertama ketetapan ini, menjadi rujukan dalampenetapan kebijakan operasional, perencanaan program dan kegiatan, sertapengambilan keputusan bagi semua unsur IPB selama lima tahun ke depan;

Ketiga : Ketetapan ini berlaku sejak ditetapkan.

Ditetapkan di : Bogor

Pada Tanggal : 19 Desember 2008

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MAJELIS WALI AMANAT INSTITUT PERTANIAN BOGOR

Ketua Wakil Ketua Sekretaris

Ttd. Ttd. Ttd.

Prof.Dr. Didik J. Rachbini Dr. Ishartanto Prof.Dr. Tridoyo Kusumastanto

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