Chapter 7rhiza/arsip/inherent/draft/TRANSITION... · Web viewTable of Contents

Table of Contents

Chapter 1. Introduction 11.1. Identification and Scope of Problem 1

1.2. Transformation by and for Participation 2

1.3. Transition Programs 2

Chapter 2. Education 52.1. Problem Identification and Formulation 5

2.2. Implementation Strategy 6

2.3. Programs 7

2.4. Implementation Schedule 12

Chapter 3. Research and Services 133.1. Problem Identification and Formulation 133.2. Implementation Strategy 143.3. Programs 14


Chapter 4. University Management and Organization Culture 204.1. Problem Identification and Formulation 204.2. Implementation Strategy 224.3. Programs 24


Chapter 5. Quality Assurance 325.1. Problem Identification and Formulation 325.2. Implementation Strategy 335.3. Programs 34


Chapter 6. Human Resources 386.1. Problem Identification and Formulation 386.2. Implementation Strategy 396.3. Programs 39


Chapter 7. Finance 457.1. Problem Identification and Formulation 457.2. Implementation Strategy 467.3. Programs 47


Chapter 8. Facilities 588.1. Problem Identification and Formulation 588.2. Implementation Strategy 598.3. Programs 608.4. Implementation Schedule 65

Appendix : University Constitution (Anggaran Dasar)

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Chapter 1

Introduction

1.1 Identification and Scope of Problem

The transition plan presented in this book is derived from the University Strategic Plan 2006–2010 that is designated to guide the programs required by Unhas during transition period in order to be capable of being fully legal autonomy statutory (BHP) at the end of the transition period. The university strategic plan that is formulated based on the rigorous and comprehensive analysis of self evaluation indicates that the main problem faced by Unhas as a BHP is how to sustain its existence in a certain scale, or in a more appropriate word, how to maintain or even to improve the quality of the implementation of the university missions in accordance with continuous changes in its strategic environment. To overcome such continuous changing in its strategic environment, Unhas has to improve its self-organizing capacity. It is believed that with this capacity, Unhas will be able to adjust itself towards dynamic environment in terms of ability to make self adjustment of its institutional capacity management to support the implementation of its missions.

It is widely accepted that the self-organizing capacity is heavily dependent on the existence of organization units in which every unit has kemandirian (self reliance) in implementing its function as well as the same perception and equal comprehension towards the university identity (vision, mission, value and objective of the organization) at all levels of academic society within Unhas. The self-organizing capacity is also reflected by an organization culture supported by awareness that changes and renewals are the essence of universe.

Based on the above arguments, it is believed that the participation of organizational units and all academic society within Unhas is a success key to achieve the autonomy statutory (Unhas-BHP). This is indeed in line with the most ancient academic tradition i.e., Academic Freedom and Academic Tenure. In other word, by encouraging and developing participation, in addition to academic tradition, Unhas will be capable of improving the quality of Unhas sustainability in responding its environment that is continuously changing. More precisely, the future of Unhas sustainability will be determined by the participation quality of academic society in particular and Unhas stakeholders in general.

The objective condition faced by Unhas as a state university is obviously different from that as a legal autonomy statutory (BHP). Consequently, the current university governance (organization structure and management) will also be different from the future as a BHP. Therefore, the critical point faced by Unhas is on how to reform the university governance that meet the Unhas environment as well as in accordance with the BHP requirement during transition period.

1.2 Transformation by and for Participation

It has been described in the previous section that the main problem faced by Unhas during transition period is on how to design and implement the process of the BHP transformation to achieve the Unhas condition as a legal autonomy statutory having a reliable self-organizing capacity and meet with the BHP principal requirements such as not-profit organization, autonomy, accountable, transparent, quality assurance, excellent services, access and equity, social responsibility, and widely involving all stakeholders such that the implementation of education will be the responsibility of all stakeholders that will assure the sustainability of the university. The result of self

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evaluation analysis that has been summarized in the university corporate plan also indicates that there are two success keys in order to succeed in transforming Unhas into BHP i.e., attractiveness and participation.

Unhas is fully aware that attractiveness will assure not only to obtain high quality of incoming students but also to maintain or even to attain high qualified academic and administrative staff as well as to acquire partnerships in implementing education, research, and service activities. By improving attractiveness, it is expected that Unhas will be capable of maintaining or even increasing the institutional capacity that will assure the sustainability of Unhas in implementing its mission.

Meanwhile, it is also widely accepted that the participation of all Unhas academic society will guarantee the implementation quality of the university missions since the participation itself can be considered as a channel to share the innovative ideas and opinions of all Unhas academic society that is required to maintain and even to improve the actualization of the format of Unhas mission implementation. Besides, participation will also involve all working units and even all academic society to perform their task and function in accordance with their competence. Participation is a prominent element that will either directly or indirectly improve the self reliance of every working unit and even each individual of academic society as important element of academic tradition i.e., academic freedom. Unhas is fully aware that such self reliance, as described previously, will improve Unhas self organizing capacity.

Based on the above arguments, the implementation strategy chosen in formulating the programs in the transition plan is heavily referring to those two success key i.e., attractiveness and participation. Consequently, all programs designed in the transition plan will be directed to improve Unhas attractiveness and to encourage participation of all Unhas academic society including its stakeholders. In fact, all Unhas academic society should definitely involve in deciding their own future.

A great intensive participation from Unhas academic society and even its stakeholders will make the transition process becoming a “great party” involving every individual and unit of Unhas academic society naturally rather than mechanistic process that is merely based on a clumsy blueprint. Basically, the transition plan merely covers the programs that will be implemented during that party. More exactly, the transition plan should be positioned as an agenda in the party towards Unhas-BHP.

1.3 Transition Programs

In line with the problems identified in the self evaluation and reformulated in the university strategic plan, there are several programs that can be classified into 3 (three) main agendas i.e., restructuring university governance, adjusting mission implementation, and enhancing institutional capacity.

Basically, restructuring the university governance also covers the two other agendas. For that reason, the description on this agenda is limited to the two main subjects i.e., (1) reinventing and empowering the organization structure and management as well as the leadership required during transition period (detail in chapter 4), and (2) reinventing and initiating the growth and development of quality culture in Unhas environment (detail in chapter 5),. The main target of this agenda is the availability of a suitable and reliable organization structure capable of performing the university governance in accordance with the principals of university legal autonomy statutory (PT-BHP). The formulation process of policy and decision making that always relies on transparency, accountability, and continuous quality improvement can be achieved through these programs. By restructuring the university governance, it is expected that

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the Unhas attractiveness can in overall be improved, as well as the quality of participation of all Unhas academic society and its stakeholders. Unhas is fully aware that attractiveness and participation quality are the success keys in order to be sustained or even improved in achieving the academic excellent after being Unhas-BHP.

As described in the self evaluation that Unhas requires to enhance and reshape the prevailing missions in accordance with the dynamic strategic environments. The enhancement of Unhas missions is then formulated in the university strategic plan to guide and direct all programs that will be implemented during transition period. As stated in the strategic planning, the mission of Unhas will be functioning as knowledge server and communiversity.

As a knowledge server Unhas has a responsibility to keep, produce, conserve, transform, develop and apply the knowledge for the benefit of human kind. As a communiversity means that Unhas will be the centre of culture development that embedded with the society. Having a role as a knowledge server, in the future Unhas will be more concentrate on the development of knowledge rather than transferring the knowledge itself.

Consequently, Unhas has formulated the second agenda covering adjustment programs required to implement the university missions in accordance with the spirit era. Therefore the implementation strategy taken by Unhas to achieve those roles is to develop a suitable learning environment that will lead to improve Unhas attractiveness not only for the students but also society at large. In addition to that, the activities of teaching, research, and community services will be implemented in integrative manner. The implementation of these two programs will be monitored and evaluated periodically through quality assurance unit that will be established during transition period. With these 2 implementation strategies, it is expected that Unhas will be able to perform its missions more effectively. Detailed description on the implementation of the university missions is presented in chapter 2 (Education) and 3 (Research and Services).

The second agenda can only be achieved if the institutional capacity meets the requirements to perform academic activities under Unhas-BHP. For that reason, Unhas needs to adjust and enhance the institutional capacity through the third agenda covering programs that will be implemented during transition period. The programs covered in the third agenda is as follows: (1) adjustment and enhancement of human resource, (2) improvement of financial management, and (3) improvement of asset management (facilities).

As described in the self evaluation, the current condition of human resource management (HRM) at Unhas is characterized by the absence of strategic policy and systematic operative function, from planning through development and retirement. HRM has not fully been integrated with the strategy and the strategic needs of the organization. As a result, HRM policies are not coherent both across policy areas and across hierarchies, either for academic staff or for supporting personnel. This gave rise to the imbalance distribution of teaching staff along faculties, departments and laboratories. In addition, the weakness in human resource planning has given unorganized career and educational plans for both academic staff and administrative supporting personnel. For that reason, the implementation strategy chosen by Unhas during transition period is on how to maintain or even attract either academic or administrative staff to improve their quality performance continuously under Unhas-BHP. The target of the programs related to human resource management to be achieved

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during transition period is the availability of a reliable system to perform human resource management to support the implementation of the university mission under Unhas-BHP.

The problem faced by Unhas in financial matters is how to increase the expenditures as a direct consequence of the need to improve the academic quality to obtain more funding from government on one side, and the need to increase incomes from non tuition fee as the income from government may decrease couple with the difficulty to increase tuition fee, on the other side. The implementation strategy for these problems is how to implement a good accounting system, including transparency and accountability. Transparency and accountability in finance will not only lead to efficient and effective use of fund, but also will increase Unhas attractiveness to potential stakeholders (funding agency, industries, local governments, and others) to provide financial aid for the university. Therefore, an important program in finance is introduction of performance-based budgeting, couple with improvement of financial management system. In addition, Unhas will also increase non-tuition fee income, promote non-conventional fund and establish university venture.

Although the capacity of facilities owned by Unhas is in moderate condition, the absence of good asset management system has led to in-efficient and in-effective usage, including the use of physical assets to generate incomes. With such moderate condition, the facilities also need to be adjusted and improved to meet the learning approach in education. These problems could be solved by implementation of university total asset management system, improvement of ICT facilities to support e-learning and ICT-based supporting system, and adjustment and improvement of facilities to support the new mission of the universities.

Unhas is fully aware the above three programs are considered as an important prerequisite to be implemented during transition period to support the implementation of the university missions more effectively. Detailed description of each program is presented in chapter 6, 7, and 8.

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Chapter 2

E d u c a t i o n

2.1 Problem Identification and Formulation

1. Issues Identified in the SE

For many years, Unhas has been used to enjoying a privilege being attributed as the biggest and famous university in the region of eastern Indonesia. However, this prestigious position is recently being argued, particularly during the last several years when the resources required to perform educational process is becoming limited. Insufficient funding, large number of student body, and old fashion of facilities are just a few examples of major problems faced by Unhas. Logically speaking, the quality of education is dependent of three main aspects i.e., input (quality of incoming students), process (teaching and learning process), and output (the relevancy of graduates with societies). The following paragraphs summarize the issues identified in the revised self evaluation related to educational process.

Until recently the quality of incoming students is considered to be relatively low compared to established universities in Java. This is primarily due to the fact that Unhas students are mostly from high schools of eastern Indonesia, South Sulawesi in particular. This unfavourable image is indicative of low attractiveness and locality of Unhas that should be improved in order to be able to be attributed as a national university.

In terms of teaching and learning process, the academic performance of Unhas has shown a significant improvement during the last 5 years. However, the average GPA that is higher than 3.0 does not reflect the quality of the graduates as reflected by low competitiveness level of the graduates in seeking their first jobs. This is particularly true since there is no standardized assessment established at the university level. There has also been a substantial reduction in the length of study but in average it is still longer than the designed curriculum, i.e., 58 months in contrast to the ideal number of 48 months. In overall, several performance indicators identified in the SE Report such as longer SKRIPSI duration, conventional teaching method, lack of ICT in teaching and learning process, lack of resource sharing, high student to lecturer ratio indicate that teaching and learning process should urgently be improved.

In terms of relevancy, it has been identified that Unhas graduates have low employability. The main reason behind this unfavourable situation is that the study program/curriculum implementation does not link and match with dynamic job market requirements, as well as low English proficiency and ICT skills.

2. Strategic Issues

Rapid changing in job market requirement due to a significant shifting from resource based economy to knowledge based economy will create new variety type of job that needs a more knowledge content rather than competency.

Knowledge (science and technology) is easily obsolete resulting competency become no longer effective to response the rapid changing in science and technology.

Society demand towards high quality of higher education institutions and 3-D learning will be more competitive. Such demand should be responded by higher

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education institutions by offering new alternative education format like e-learning. In addition to that, shifting in knowledge paradigm (from reductionistict-deterministic to holistic-synergetic) has also forced any higher education institutions to introduce multi-, inter- or trans-discipline approaches (integrative learning).

3. Problem Formulation

As described in the Self Evaluation Report, the main issues faced by Unhas during transition period are the transformation process from instructional-based teaching into learning approach, and the integrations among teaching, research, and community services as a consequence of the resharpening of Unhas mission. Unhas considers that the need to transform teaching into learning approaches is urgently required due to the fact that rapid development in science and technology has caused a certain competence becoming quickly obsolete. It has also shifted a resource-based economy into knowledge-based economy resulting in a more complex in the future job market requirements. Under such circumstance, a traditional teaching approach will be no longer effective to equip graduates with an adequate capacity to respond the strategic environments. Therefore, the main problem faced by Unhas related to education is on how to provide a suitable learning environment capable of developing student learning capabilities optimally as well as strengthening graduates with professional competencies, that ultimately can improve the attractiveness of Unhas. Consequently, the quality of new students should also be improved. Such approach can only be achieved if teaching and learning process is shifted from traditional instructional-based teaching into student-based learning.

2.2 Implementation Strategy

As stated in the strategic planning, the mission of Unhas will be functioning as knowledge server and communiversity. As a knowledge server Unhas has a responsibility to keep, produce, conserve, transform, develop and apply the knowledge for the benefit of human kind. As a communiversity means that Unhas will be the centre of culture development that embedded with the society. Having a role as a knowledge server, in the future Unhas will be more concentrate on the development of knowledge rather than transferring the knowledge itself. Therefore the implementation strategy taken by Unhas to achieve those roles is to develop a suitable learning environment that will lead to improve Unhas attractiveness not only for the students but also society at large. In addition to that, the activities of teaching, research, and community services will be implemented in integrative manner. With these 2 implementation strategies, it is expected that Unhas will be able to its missions more effectively.

To implement Unhas missions as knowledge server and communiversity, several policy and strategies have been formulated as follows:

a. To stimulate the establishment of knowledge society as well as research community within Unhas, the development focus of academic program will be based on peer interest groups. The main function of peer interest group is to keep, produce, conserve, transform, develop and apply their specific interest of knowledge in responding to the society needs.

b. As stated in the Unhas strategic planning, one of the main goals is to produce high quality graduates having characteristic of reality weaver. Consequently, all Unhas students should experience at least three modes of learning development

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i.e., personal identity, learning capability and academic competence that will be accommodated in the curriculum.

c. A significant shifting from teaching approach to learning approach will be gradually implemented to establish learning society within Unhas. The Information and Communication Technology (ICT) will be widely and intensively applied in teaching and learning process.

d. To speed up the establishment of learning society within Unhas, knowledge management will be applied. The role of current library will be extended from traditional library into knowledge management centre to support Unhas learning society. Knowledge management will be incorporated into the university management and academic programs. The current university information centre (PIU), library and centre for intellectual right property will play an important role in adopting the knowledge management into the university management.

e. To enhance student-centred learning society, Unhas will commit to improve the role of library as well as language centre as an important support to establish such society. Both current library and language centre will be upgraded and equipped with sufficient ICT facilities to meet the standard of modern library and language centre. In relation to the development of ICT based campus, textbook and journal materials will be mostly in the form digital format and can easily be accessed by Unhas academic community through LAN or internet. The future role of the language centre will more be focused on the improvement of English skills for Unhas academic society as well as providing services for community demands on a certain language skills.

f. Unhas will no longer strictly hold the knowledge development priority (PIP) i.e., focusing on marine sciences and technology at the university level rather encouraging the peer interest groups to dig and develop their niches that link and match with society needs. Consequently, all peer interest groups subject to formulate their research road maps to achieve their niches.

g. To achieve a conducive academic atmosphere, the number of student body should be adjusted such that meet with the physical campus space and facilities.

h. The selection criteria of undergraduate admission will also be tighter to improve the quality of new undergraduate students.

2.3 Programs

1. Transformation of teaching into learning approach

Program Description

Learning approach is a set of educational method in which each student will experience a healthy and conducive learning environment such that each student will have a capability to develop his/her talent in accordance with his/her academic field. Under such approach, it is expected that graduate will not only have professional skills but will also have learning capacity to respond the strategic environment that will lead to improve the attractiveness of Unhas towards students.

Target

At the end of the transition period, (1) learning approach will be mostly applied in Unhas academic society, (2) a conducive learning environment has been developed,

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and (3) capable of producing graduates with high professional skills as well as learning capacity.

Mechanism

As set of program will be implemented during transition period to achieve the targets as follows;

1. Upgrading staff capability in learning approach will be prioritized during early stage of transition period. Several upgrading and enhancement programs such as staff development and workshop will be carried out under merit system. In addition to that, teaching grants will also be launched to accelerate the development of learning process. A pilot project of learning approach will be developed and implemented at several study programs to stimulate and spped up the achievement of critical mass of the expected learning environment.

2. Unhas is fully aware that Unhas graduate profiles that has been formulated will sufficiently equip the fresh graduates in seeking or even creating job markets. In order to be able to produce such graduates meet with those profiles, a set of transition plans has been formulated as follows: (a) Restructuring and developing the curriculum of study programs designated to produce Unhas graduates that match the intended profiles, (b) Integrating curriculum, extra and intra curriculum during teaching and learning process, (c) Improving teaching and learning process with focusing on learning approach along with its supporting facilities, (d) Improving efficiency and productivity, and work ethos of the academic staff by introducing an appropriate merit system, and (e) Developing a QA system for monitoring and evaluation of the curriculum implementation (detailed description in Chapter 5).

3. The existing study programs will be comprehensively reviewed in terms of relevancy with societal needs and global trends. New study programs that link and match with job market demands will be developed and more prioritized. Some study programs that are lack of link and match with job market needs will be merged with others. Therefore the existing of study programs is on-and-off and judged based on the society demands. However, several study programs that are considered to be strategic and important such as basic sciences, Bugis-Makassar study program, and other maritime related study programs will be kept exist and improved.

4. As described previously, the existing of study programs is “on-off” and judged based on the society demands. For this reason, the performances of study programs will be comprehensively reviewed and evaluated periodically. The process of reviewing and evaluation of study program performance will be conducted based on the considerations as follows: (a) The demand level of incoming students towards the study program as reflected by the number of high school students choosing the respective study program (b) The availability of qualified staff and peer interest group to implement the curriculum of the study program, (c) The availability of education facilities to support the implementation of curriculum of the study program, (d) The demand level of society towards the graduates of the study program. In the case of a certain study program is terminated, the respective department, faculty or university will manage and relocate the resources including academic staff.

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5. The prevailing peer interest groups will be reviewed, evaluated, and restructured. A set of criteria and regulation regarding the peer interest group will be developed in the early transition period. Maping of academic staff competencies will be carried out and used as the basis of establishing the interest peer group. These interest peer groups then function as the basic building unit of study program that will be the front line of academic activities i.e., teaching and research activities.

6. Efficiency and productivity will be the main basis in managing the departments and faculties. Consequently, the prevailing departments and faculties will be restructured in accordance with the characteristics and natures of study programs. Since the department functions as a resource management, all similar academic programs such S1, S2, S3 and diploma will be fully managed by the respective department or faculty.

7. In responding the society needs, the new study program will be established based on the considerations as follows: (a) The high job market demand of graduates from certain disciplines such as information and communication technology, medical technology, nano-technology, biotechnology, knowledge management, etc, (b) Unavailability of certain disciplines that related to the natural resources of the region of eastern Indonesia such mineral science and engineering, mining engineering and technology, material science and engineering, chemical engineering, industrial engineering, etc, and (c) Last but not least, the availability of peer interest group and education facilities to implement the curriculum of the new study programs will also be the main consideration.

8. The quality of incoming students will be one of the main development focuses of Unhas during transition period. A set of criterion has been developed as follows:

a. For S-1 undergraduate student, there has been 4 types of student admission recognized by Unhas i.e., (1) national admission examination for public universities (SPMB), (2) university admission based on the academic track record during high school (JPPB), (3) university partnership with local governments (KEMITRAAN, just recently this system is renamed to become a non-subsidized program) particularly in the region of eastern Indonesia, and (4) university admission based on student achievement particularly in sports and arts (TALENTA) at a national level. During transition period, these 4 schemes of admission procedures will be periodically reviewed and evaluated to improve the quality of incoming students. High quality of incoming students will be of main consideration during admission process to meet the minimum requirement of Unhas as a leading university.

b. In addition to academic potency, TOEFL and TPA scores will be used as the main criteria for S2 and S3 new student admission. The TOEFL and TPA scores of incoming students will gradually be increased into the minimum score of 500 for both TOEFL and TPA scores.

c. Unhas is fully aware of the issues of access and equity, particularly students coming from economically disadvantage families and remote areas. Unhas will widely open to those students to be admitted to

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Unhas as far as their academic potency meet the minimum academic requirement. Scholarship and financial aid scheme will be available to assist them to complete their study on time.

d. After being BHP, Unhas wishes to be attributed as a national university. For this reason, the geographical student population should be more distributed nationally. Intensive promotion will be carried out during transition period to attract the new students particularly those from outside of the Eastern part of Indonesia.

2. Utilization of e-learning

Program Description

The utilization of e-learning within Unhas academic society is not only as a logical consequence of Unhas mission as knowledge server and communiversity, but also to support the development of learning environment and to provide society demand on 3-D learning. Under such approach, it is expected that Unhas will be more attractive to the society, at large.

Target

The main targets of the utilization of e-learning are to enhance the development of learning approach and to provide society with 3-D learning.

Mechanism

Unhas is fully aware that establishing learning society is a success key to produce high quality graduates. It is widely accepted that e-learning has been one of the most effective mean to establish learning society. Several programs will be implemented during transition period to develop e-learning as follows;

1. To enhance student-cantered learning society, Unhas will commit to improve the role of library as well as language centre as an important support to establish such society. Both current library and language centre will be upgraded and equipped with sufficient ICT facilities to meet the standard of modern library and language centre. In relation to the development of ICT based campus, textbook and journal materials will be mostly in the form digital format and can easily be accessed by Unhas academic community through LAN or internet. The future role of the language centre will more be focused on the improvement of English skills for Unhas academic society as well as providing services for community demands on a certain language skills. With such programs, it is expected that Unhas will be able to support a virtual learning community.

2. To speed up the establishment of learning society within Unhas, the role of current library will be extended from traditional library into knowledge management centre to support the development of e-learning. Knowledge management will be incorporated into the university management and academic programs. The current university information centre (PIU), library and centre for intellectual right property will play an important role in adopting the knowledge management into the university management.

3. Upgrading staff capability in e-learning skills will be implemented within the early stage of transition period. Teaching grants will be introduced to accelerate the development of courses utilizing ICT.

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4. The role of current P3AI (Pusat Pelatihan dan Pengembangan Aktivitas Instruksional) will be enhanced through restructuring its organization as well as staff development towards e-learning to support the development of learning society.

3. Development of integrative approaches

Program Description

Unhas has particular opportunities to build on its culture of fostering interdisciplinary collaboration, while retaining the positive qualities of disciplinary teaching, training, and research. By nature, the problems faced by the society are complex and cannot be solved merely by mono discipline. Therefore, Unhas will develop integrative approach in learning process across the curricula as well as developing multi, trans- or cross-discipline study programs, including the implementation of New Sciences. With this approach, it is expected that the attractiveness of Unhas will be significantly improved.

Target

The main target to be achieved during transition period is to equip graduates with integrative and holistic insight (outlook) in addition to their professional skills. Such overview is necessary to be possessed by the graduates to respond the strategic environment.

Mechanism

The development of integrative approach will be carried out in the early stage of transition period and embedded with program 3.3.1, i.e. transformation of teaching into learning approach. Three programs will be implemented as follows;

1. As stated in the Unhas strategic planning, one of the main goals is to produce high quality graduates having characteristic of reality weaver. Consequently, all Unhas students should experience at least three modes of learning development i.e., personal identity, learning capability and academic competence that will be accommodated in the curriculum. For that reason, the implementation of curriculum will be designed such that it will cover the integration of curricula, extra-curricula, co-curricula and intra-curriculum during teaching and learning process.

2. In responding with holistic overview, Unhas will develop new study programs such as multi, trans- or cross-discipline study programs, including the implementation of New Sciences.

3. There has been an accelerated integration of knowledge across the sciences, social sciences, and humanities, in fields ranging from the biosciences to cultural studies. The mode of research that permits this integration of knowledge can be characterized, to a substantial degree, as multidisciplinary and interdisciplinary. Important new understandings of the nature of research reveal that interdisciplinarity and integration were key factors in the major discoveries in the biomedical sciences in the twentieth century—and institutional nourishment of both factors was the constant. For that reason, Unhas will also integrate teaching and research activities through the utilization of peer interest group.

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2.4. Implementation Schedule

Programs/ActivitiesTransition Year

1-st 2-nd 3-rd 4-th 5-th1 2 1 2 1 2 1 2 1 2

1. Transformation of teaching into learning approach1.1 Staff upgrading towards learning approach

1.2 Curriculum Development

1.3 Integrative curriculum implementation

1.4 Learning facility upgrading

1.5 Development of resouces sharing policy

1.6 Development academic quality standard policy

1.7 Implementation of learning approach

1.8 Monitoring and evaluation

2. Utilazation of e-learning2.1 Staff upgrading towards e-learning

2.2 Upgrading of e-learning facilities and infrastructure2.3 Restructuring the existing related learning

institution2.4 Empowering the new related learning institution


3. Development of integrative approach3.1 Integration of co-, intra- and extra curricula

3.2 Development of teaching and research integration

3.3 Development of multydicipline study programs


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Chapter 3Research and Services


During the process of self evaluation, there are some issues related to research and service program that have been identified, as follows:

First, the research quantity. Even though the total number of research projects, either competitive or highly competitive projects, won by Unhas staff is the highest among the universities in the eastern Indonesia, the achievement is still far behind if it is compared to that achieved by the main universities, such as UI, ITB, IPB, UGM. In addition, such quantity is moderately low compared to the number of academic staff. This is reflected by the ratio between the number of staff involved and the total number of university staff. From self evaluation report, it is identified that one of the contributing factors to such phenomenon is high teaching load.

Second, research quality. One indicator to evaluate research quality is by judging the number of publication produced from the research project published nationally in the accredited journal or in international journal. Quality is also can be seen from the number of patent and intellectual property rights produced from the research activities. Based on these categories, it seems that the quality of research produced is not very convincing.

Third, research relevancy. Number of research outputs, which is applicable at the community level, is very limited. An example is that most of strategic-economic commodities produced in number South Sulawesi or in other provinces of Eastern Indonesia has low knowledge and technological contents. This phenomenon indicates that regardless of high of research and services conducted by Unhas’ staff, especially those funded through national competition, the results of those research can not directly be implemented to solve the problem of faced by the community. This fact may also relate to a different priority between national and regional levels.

Another important issue relating to relevancy is implementation of university scientific frameworks (PIP) i.e., developing marine science and technology. The self evaluation report shows that the rate of research and services activities as well as scientific publication related to the PIP has been in a low portion. This is primarily due to the fact that by nature this PIP is not suitable with the discipline characteristics of most faculties, departments and study programs within Unhas. This is also may related to that most of the reseacrh programs funded by the govenrnment/third party does not support this PIP.

Forth, organization and management of research and service institutions. Actually, the research and service activities at Unhas are supposed to be performed under the coordination of Research Institute (LP, Lembaga Penelitian) or Service Institute (LPM, Lembaga Pengabdian Pada Masyarakat). However, many activities, especially activities conducted by the units outside those two institutions are not well recorded. The self evaluation report indicates that both institutes fail to coordinate, record and monitor most of the research and service activities conducted by other units, especially activities performed at the faculties/department, School of Graduate Studies (PPS), and other research center within university. As a consequence, some negative impacts are emerging. First, the exact number of research and services conducted by the units outside the LP is unknown. Second, the quality of research and service delivered by those units are also difficult to monitor. Third, implementation of research and service

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at community level is difficult to asses. Forth, the focus of research and service activities is difficult to judge. And more importantly, income generated from unrecorded partnership programs is difficult to calculate. Moreover, over lapping research activities between one units with others or between research institute and service institute in terms of research activities or area of research, due to poor recording, is very likely to happen. This situation is very unhealthy when dealing with the outside parties for funding.

On the other hand, Unhas also needs to pay attention on some strategic issues. First, knowledge paradigm is shifting from reductionist-deterministic to holistic-synergetic. This change tends to catalyse the fusion of knowledge requiring an introduction of multi-, inter- or trans-discipline approaches which is required to solve more complex problems faced by the society. Second, rapid development in science and technology has shifted the economic paradigm from the resource-based economy to knowledge-based economy, requiring the university to enhance its role in empowering the local products with technology. Furthermore, rapid development of ICT will possibly place Unhas under a critical situation since one of the core business of Unhas is to produce graduates based on a certain competence. With rapid changes happening, the competency becomes easily out of date. This change brings the needs to provide continuous education or 3-D learning centre not only for its graduates but also for the wider community to enable them to continuously up date their knowledge and professional skills.

Based on the facts above, it can be summarized that the main problem faced by Unhas in terms of research and service is related to the capacity of its staff as well as and institutional management of research and service institutes. It seems that performance of Unhas’ staff in conducting research and service program is under their potential capacity. This is based on the fact that the percentage of Unhas staff holding Ph.D and Master degree is above standard set nationally. Many factors could contribute to this under capacity. It is probably related to lack of research facilities either at the research centre or at the faculties and department levels. This is also may related to management practiced at research and service institutes. As a consequence, attractiveness of Unhas for other collaborative programs is not quite high. As a result, income generated from collaborative research and service programs, which is recorded at university, is not very significant. With this situation, Unhas is facing difficulties in implementing its mission on research and service and in improving its capacity to provide better research and service programs.


Based on the issue identified and problem formulation, the implementation strategy that will be adopted during the transition period is to improve attractiveness of Unhas in research and service programs through intensification of collaborative programs and through improvement of management performance of the research and service institutes. By improving attractiveness and management performance, it is expected that income generated will increase substantially compared to the current level which is then can be further utilized to improve the quality research and service programs to offer.

3.3 Programs

The programs during the transition period are designed to enhance capacity of the institute through the enhancement of research capacity of the staff and the institution as well as to improve attractiveness of Unhas through intensification of collaborative

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programs with the third party and through establishment of 3-D learning centre to serve the needs of community for various knowledge and professional skills.

1. Enhancement of the staff capacity

Program Description

Unhas is fully aware that staff research capabilities will be the main capital to speed up the university in achieving its mission in research and services. For this reason, the improvement of research capacity of the staff will be the main program to be prioritized during the early stage of transition period.

Target

The target of this program is to enhance the capacity of staff in preparing and implementing research program. Therefore, at the end of the transition period, most of the staff will have the capability to materialize their research skill capacity in producing excellent quality research.

Mechanism

The programs that will be implemented during transition period to achieve the targets are as follows:

Improving and upgrading staff research capacity through regular trainings and workshop. Programs may cover such materials as preparation and writing good research proposal, research methodology, methods of publication, etc.

Supporting for attending scientific meeting, seminar, or congress regionally, nationally, or internationally as well as facilitating research publications at the accredited journals, especially publication in the international journals.

Improving motivation of young staff in conducting research and service activities by providing sufficient amount of competitive internal research grants. Provision of this type of funding will create a healthy competition climate among the staff, especially young staff, in producing sound research and service proposal/programs.

Giving a high priority to the staff conducting research or other scientific activities directed as an initial preparation to develop research partnership and or community development.

Promoting incentives and rewards to the staff, departments, or faculties producing a high quality research that leads to scientific patent or intellectual right property awards.

Improving and upgrading research laboratory facilities and developing a good laboratory management as well as standardizing all laboratories within Unhas to create good environment for staff in conducting research activities. Improvement of research facilities at the research centre will be also prioritised during this transition period.

Assigning a professor as the head of laboratory who is responsible not only in developing knowledge in his/her respective field but more importantly in supervising and upgrading the research skills of younger staff in his/her laboratory.

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Developing a resource sharing system enabling all Unhas academic society to access the laboratories within Unhas and to exchange knowledge and research experience among the staff from different disciplines.

Introducing a merit system to promote staff research productivity.

2. Enhancement of the institutional governance of research and service

Program Description

Effectiveness and efficiency of research and service programs produced depend on the good governance practiced.

Target

At the end of the transition period, institutional governance of research and service institutes will be much better than that of the current condition so that university mission in research and service can be coducted it more efficiently and effectively.

Mechanism


Restructuring the organization of research and services by merging the two institution under one center, i.e. Research and Service Center, including reorganization of all functional units formerly exists in both institution to optimize their function (Details of restructurization program will be discussed under restructrization of organization of university)

Imposing a better management system within the research and service centre to enables the center to optimally perform its function in coordinating, recording, monitoring, and assessing all research and service activities conducted throughout the university.

Developing a cross disciplinary research policy. This policy is intended to support implementation of interdisciplinary program either in research or services.

Issuing a fair regulation and policy to accommodate all interests related to collaborative research and service programs.

Intensifying research and service partnerships with local, national and international partners focusing on the availability of natural resources and culture uniqueness.

Encouraging and coordinating peer interest groups in research and service activities.

Enhancing the role and function of the patent and intellectual right property unit to commercialize the patents produced produced by Unhas’ staff.

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3. Improve relevancy between research, services and community needs

The engagement of higher education institutions with the regional territory they occupy is a logical outcome for the following reasons. First, the core business of higher education institution is knowledge creation and transfer. Second, learning is an implicit part of interconnections between higher education institutions and the space they occupy that are significant for generating competitive economic outcomes.

Target

At the end of the transition the number of readily applicable research programs will increase significantly compared to the current level. Also the number of collaborative programs in research and service will be higher than that at the current time.

Mechanism


Based on the research substances, research will be classified into 3 main categories. First category is a research for knowledge enhancement that should be embedded in education process either undergraduate or graduate programs. The second category is a research for strengthening the education institution that is expected to enhance teaching and learning process. The third category is a research for the purpose of communiversity. The last category is designated, as Unhas responsibility towards the region development, particularly in the region of eastern Indonesia.

Unhas will develop a set of research quality standard applied for the three broad research categories as described in the above paragraph. The research standard set up will cover the quality of research facilities, capacity of researcher, the process of research and the result of research.

During transition period, all peer interest groups/ laboratories, study programs, departments, or faculties should formulate their research road maps to achieve their niches. The road map research should be focused on inventarisation and management of natural resources to enhance its competitiveness in the national and international market. It also should pay attention on the identification and revitalization social capital and multiculturalism potential of South Sulawesi and Eastern Indonesia and on the actualization of maritime culture. The road map must become a guidance for the staff in conducting research either individual or research related to students.

Research or service program for community development will be funded either by Unhas or other institutions as a partner. The research or service development proposed by the departments or faculties will be evaluated by the university research and service centre to identify the feasibility of the proposed research or service. The centre will have a responsibility to seek a suitable partner to fund the research proposed by the departments or faculties by considering the following aspects: (a) in line with Unhas’s vision and missions, (b) the result will give a significant contribution to the society and Unhas, and (c) improving Unhas image. Therefore, the research result should give a benefit to both Unhas and partner.

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Expertise consultation services will be developed and professionally managed to give more benefit to the society. This will be carried out during transition plan through the following stages:

i. Mapping the expertise of Unhas academic staff,

ii. Enhancing staff expertise through staff development particularly in a specific expertise,

iii. Developing marketing strategy to improve the expertise consultation services,

iv. Establishing a unit to manage the expertise consultation services professionally.

The university will facilitate the established departments or faculties within Unhas to develop incubators as an initial capital to generate additional incomes and to give a good experience to the students in enhancing their professional skills. Unhas also will establish cooperation with local, regional, and national institution/agency in developing industrial incubators. The incubators are intended to utilize available local resources in one particular region with technology developed by Unhas.

Unhas should conduct a more thorough study on the regional autonomy issue and provide strategy to respond it by developing a conceptual framework for a more substantial regional autonomy development.

4. Establishment of 3-D learning centre

Program Description

In responding to the development of knowledge society, Unhas will provide 3D (life-long, life-wide and life deep) learning center covering a variety professional skill development. This center is dedicated to give response on rapid change of science and technology. The establishment of this center will give opportunity for Unhas to give fast response to the needs of the community and give chance for Unhas to fully participate in the economic development either locally, regionally, nationally or globally. In the near future, the demand for education and additional knowledge through this type of approach will increase dramatically and will become a big complementary to formal in-class education. High rate in knowledge and technology innovation increase the need of community to acquire new knowledge every time. Education will become long-live need.

Target

At the end of the transition period Unhas will have a reliable 3-D learning center that can serve the needs of wider community for new knowledge and professional skills in various field.

Mechanism

Establishment of 3-D center at the Universisity will be conducted through the following steps;

Enhancing utilization of the existing system for serving the center. In the early stage of transition period, the existing GDLN system will be utilized as an initial capital to develop an advanced e- learning system. For this reason, Unhas will equip and improve the current GDLN with technology-enhanced learning and technology-delivered learning of system in managing global

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distance learning (GDLN). In relation to that the ICT system in Unhas will be enhanced.

Conducting regular training for staff to improve their capability in managing the e-learning system.

Determining the types of programs to be offered, including designing and providing modules, and managing all resources for conducting such programs as distance learning, e-learning, short-term training, credit earning etc.

Enhancing cooperation and partnership with other institutions either regionally, nationally, or internationally in offering various programs related to 3-D learning.

3.4 Implementation Schedule


1-st 2-nd 3-rd 4-th 5-th1 2 1 2 1 2 1 2 1 2

Enhancement of staff capacity

Enhancement of the institutional governance of research and serviceImprove relevancy between research, services and community needsEstablishment of 3-D learning centre

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Chapter 4

University Management and Organization Culture


Organization structuire is a key factor determining sustainability of the organization existence, because its role as an interface between organinization and its external environment. There are two main factors that should be taken into account when composing an organization structure. Firstly, organization identity. In this point, the organization must be built in such way to guarantee the achievement of vision and implementation of mission, which is in line with organization values hold. In other word, the structure should be a result of organization culture expression. Secondly, the spirit of epoch (zeitgeist). In this term, organization structure should be developed in such way to support implementation of mission which in accoradance with the spirit of epoch.

In the mean time and even more importantly in the future, the dynamics of internal and external environment are growing fast, therefore to guarantee sustainability of the organization existence, organization structure and governance suystem should be complemented with a mechanism in order to detect and to adapt to those changes. If the environmental change are not coupled by the adjustment of organization structure, it will cause quality decrease between those two, which is in turn will end on the decreased quality of that organization structure existence and it could even contribute to the extinction of that organization.

The structure of organization should be able to channel the aspirations of its constituents. In the context of university environment, organization structure should be able to accomodate the aspirations of its civitas academica and the existing organization units. A good organization will provide not only a room for its constituents to conduct an articulation according to their own way, but also to support its constituents to do innovation creatively. In this context, such articulation should be still in the corridor of mission implementation and vission achievement of the organization. In other word, organization structure and management must be able to maintain or even to increase participation quality of its constituents. This condition is becoming specially more important for university organization, because it open a wider opportunity for the implementation of the academic freedom, one of the main university traditions. In conclusion, organization structure (management and leadership) must be able to trigger the civitas academica to do creation and innovation in terms of university tri dharma and its implementation.

In a shell nut, organization structure should support the organization for being adaptive and creative. In this context, adaptation to the external environment is not such a simple adaptation as adaptation to the environmental changes, but also adaptation to the dynamics of the internal environment. In such way organization will be truly playing an interface role between organization and its environment. With such condition, mission of the organization can be optimally implemented for the sake of environmental renewal. This is what we mean as an adaptive creative process to support a co-evolution process toward a better quality of technostructure. And this could be in the form of learning organization, which is definitely suitable for implementation of university mission as a communiversity.

It is important to underline that the structure organization in this context includes not only a physical structure but also a decision making structure. A good organization

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should have a mechanism to enable the decision making process can be accomplished flexibly, especially at the time when organization is facing an extraordinary problem that needs an immediate decision.

The problem faced by Unhas is that organization culture as a legal entity is not yet established. Organization and management practiced so far have led Unhas to be a ‘bureaucratic university’. Maintenance learning style has just become an habitual. So that it is very difficult to find someone who is eager to do a creative innovation, because that is not a media for self actualization and more importantly it does not gain any support from university administrators. With such condition, participation, as a materialization of the academic freedom, is hard to be optimally articulated.

Organization and management structure of Unhas are simply to implement university missions like business as usual and are not designed for changing or renewal. It is predictable, therefore, that after practicing it for quite long time, the needs for renewal and changes have been being ignored. And even, some of civitas academia assumes that changes and renewal have potency to spoil the university missions that have been very well implemented. Actually, this is not just a problem in Unhas. The same phenomenon is also happening in many well-known universities around the world. National commission on the academic presidency in the US reported that governance structure in many colleges and universities is not sufficient.

As discuss earlier, one of the requirement to be met by a good organization structure is that structure should be built from the culture of the organization itself, so that organization management process does not become on alien for its constituents. This precondition shows that relatively long process is necessitated to build organization structure and culture simultaneously. By the same token, iterative process are required. Development of organization structure is conducted not only for mission implementation but also for supporting accomplishment of the new organization culture. That culture itself needs an adjustment of structure. For this process, a strong leader having a prime quality is indispensable. An alternative, if this typical leader is hard to find, is by forming a cohesive team. In an organization placing participation as a priority, the existence of a leader who is able to maintain and develop visional field within his internal organization becomes prominently important. The existence of this field is important to ensure that all activities of organization units will always be within the corridor of mission achievement without having a tight control, which is in many situation will become an hindrance for creativity and innovation.

Actually, there is an interaction between organization structure and quality of leadership. A solid organization structure, in which the command lines, function and responsibility are based on a well defined Standard Operating Procedure (SOP), will guarantee the mission implementation. The problem is that this organization is difficult to articulate for changing or renewal. In contrast, a flexible organization structure in terms of having autonomous working units has a capacity to adapt to the dynamic of its strategic environment. The drawback, however, lies on the attempts to control the freedom itself. Rigid rules in one hierarchies structures will freeze creativity of organization units. Without any agreed direction, however, anarchy will emerge which is in turn will impose problem for mission implementation of the organization. To overcome that problem, a leader should have a sufficient concepts and competence.

The above discussion has brought us to a conclusion that there are at least three main issues that need to be addressed in composing unhas’s organization and management during the transition period 2006-2010. First, to formulate organization and management of Unhas-BHP, which in one hand it should be not only in line with

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management principles of PT-BHP but also capable of accommodating aspiration of academic society. On the other hand, that structure should be relatively flexible, so that it will be able to maintain its international connectivity with its changing strategic environment. In short, the form of unhas organization should be a learning organization, an organization which is always able to adjust both its structure and identity as a learning outcomes derived from interaction with its environment. Second, to develop organization culture to support an operation of corporate university or entrepreneurship university which gives a priority on the continuity of its social responsibility as an agent of changes and as an actualization of its society culture. Third, the existence of management and leadership system that is capable of maintaining visional field of the organization. This type of leadership provide sufficient room for innovation and creativity of academic society but still within the corridor of mission implementation and visional achievement.

From the earlier discussion, it is clear that those three issues are inter-related each other. Ability to solve one issue will affect the success in handling the others and vise versa. Therefore, a simultaneous implementation strategy is required.


The organization structure at the levels of operational academic and auxiliary academic units has to be adjusted in accordance with the base principles of PT-BHP in order to speed up the achievement of quality culture and academic excellence. Organization format suitable for PT-BHP is a learning organization because this organization has capability to adapt to its strategic environmental changes. The intended adaptation not merely on the adjustment due to the environmental pressure, but it is also to accommodate the shifting of aspirations of civitas academica. Therefore, that adaptation is an adaptive creative process enabling the organization to optimally implement its mission. Considering that organization is inseparable from its environment, the adaptive creative process is basically an attempt to conduct co-evolution to achieve a better technostructure. This also means that learning organization is fit with Unhas mission as communiversity.

The main element of learning organization is self-organizing capacity. This capacity is very much dependent on the existence of the unit of organization having autonomy and competence in implementation of its mission. Beside that, a strong visional field for the civitas academica is required to function as a guidance for those autonomous units. And more importantly is the awareness of the leader or the members of those autonomous units to keep changing.

Bearing in mind that Unhas culture supporting such organization is not established yet, development of organization structure should be established gradually in accordance with development steps of organization culture. Both issues will influence each other in terms of either supporting or preventing each other

The choose of an implementation strategy is carried out by analyzing the strength of Unhas that can be utilized. As explain in the SE report, since the last current years, spirit and competence in the planning sector has developed fast enough within the leader level and departments. This is indicated by the number of departments and ISS that have won CBF, which reach approximately 90% of all departments and all ISS. This is becoming a basic capital that can be used to develop organization culture placing participation in the first position. In other word, involvement of departments and the smallest work unit in planning and development of Unhas should be an appropriate strategy. Beside that, this involvement is in proportion to the academic tradition, i.e academic freedom.

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The key word is “participation for transformation”. The transformation itself is directed to develop Unhas that give priority for practicing the participation. In other word, implementation strategy hold could be summarized into one sentence: transformation by and for participation. This sentence is expected to become a jargon which is becoming the spirit for the whole transformation process of Unhas to be PT-BHP. Several issues to be considered in implementing the intended culture and organization structure are:

True faculty participation in the design and implementation of transformation process is necessary, because the transformation of faculty culture is the biggest challenge of all. To maintain participation and to continuously develop it, organization created must be more flat and support development of the unit of organization and independent groups in terms of having autonomy and competence in their respective field.

Faculty governance should become a true participant in the academic decision process rather than simply a watchdog of the administration or defender of the status quo. Faculty members also need to accept and acknowledge the strong leadership, whether from chairs, deans, or rector, to be flourish in their institution during a time of change.

The election of the leaders should be based on the criteria of having broad vision and view with participative nuance. The rector must play a critical role as leader, educator, and evangelist in designing, implementing, and selling the transformation process to the university community, particularly to the faculty.

Unhas identity must be disseminated and developed through participation, so that at the end of the transition period, Unhas will be having an identity derived from development and agreement from all civitas academica. The future form of Unhas is better to be determined by the Unhas’ civitas academica themselves. Dissemination and involvement of all Unhas academic society will be more intensified during the preparation and process of restructuring of the university organization.

The involvement of external groups is not only very helpful, but also probably necessary to provide credibility to the process and assist in putting controversial issues on the table (e.g., tenure reform).

Structure and organization culture to be built should be directed toward Unhas attractiveness for quality human resources from outside Unhas, either as academic or administrative staff ( at the level of echelon 1 and 2).

Improvement of trust from the government, locally or nationally, because the actual meaning of university autonomy is dependent on that trust such as by participating in accreditation process performed by the government and other national or international institution. Autonomy is not the destination, but just as a media to build the institutional self reliance. In the long run, institutional autonomy depends primarily on the amount of trust that exist between government and institution of HE.

There are three important tradition that should be preserved and maintained in the process of change: academic freedom, academic tenure, and institutional autonomy.

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4.3 Program

Based on identification and problem formulation formulated previously, there are three programs which require to be given high priority in the transition period, that is: (i) establishment of organization structure, (ii) management and leadership, and (iii) development of organization culture.

1. Establishment of Organization Structure

Shared governance model still have much to recommend: a tradition of public oversight and trusteeship, shared collegial internal governance of academic matter, and experienced administrative leadership, is formatted in the form of a learning organization.

As discuss earlier, the success of the operation of learning organization is mainly determined by the existence of autonomous work units in terms of having self reliance and competence in executing its function. Therefore, the first task to be performed during the transition period is to empower all organization units within Unhas, starting from faculties, departments, and ISS so that those units have self reliance in implementing their function. To improve more the flexibility of the organization, Peer Interest Groups, an academic group built according to similarity in disciplines or issues to be solved, should be established. This unit is the smallest element within the academic governance which is responsible for the quality of education, research and service implementation. The existence of strong peer interest group will shift the function of faculty toward the quality assurance and permit the management to design and to implement a tridarma format, which is suitable with the community needs.

Organization structure should clearly express the mission of organization. Therefore, knowledge management should be put in the first place. While most past and current universities have nearly no organization unit dedicated for knowledge management, Unhas-BHP should give it a high priority, because knowledge management is the core business university and it is part of its mission (as a knowledge server). This management must be supported by utilization of Information and Communication Technology (ICT). Moreover, even though the format learning organization is very much suitable with mission implementation as communiversity, but considering the most possible form of communiverity in the near future is in form of 3-D learning, therefore existence of a unit to handle that function is required in Unhas organization.

Some of basic rules related to Board of Trustee (Majelis Wali Amanat – MWA), Board of Audit, Rector, and Academic Senate have been written in the RUU-BHP. However some additional regulations are still essential to accommodate specific characteristics of Unhas. Those rules are:

Regulation to guarantee that MWA function is truly as “trustees” and not as “governors” This regulation is essential to prevent the MWA becoming government body while rector is simply as employee of the MWA. In this sense, Rector is seen as principal administrator carrying out MWA policies rather than the leader of the institution. It is also important to decide the number of MWA, not too small to prevent individual interest to occur, but also not too large to avoid management problem to arise. Such regulation is vital to emphasize role and function of MWA that should be focused on the development of policy and not on the management issue. The role of MWA is to provide strategic, supportive, and critical stewardship for their institution. Its

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function is also to prevent over intervention from the government on the implementation policy of higher education.

Regulation to ensure that Academic Senate could should function as the highest governance academic institution with clear function and authoritiy. Therefore, its position should be strictly separated from rector. Membership of Senate is selected at the faculty level. Members of senate represent academic staff in the faculty. As a consequence, professors are not automatically eligible as senate members.

Regulation to assure that the function of Board of Audit is as financial auditor as well as for performance audit. Board of Audit should be in the first place to guarantee accountability and transparency of the mission implementation in Unhas.

Detailed rules for appointment, termination, responsibility and authority of Rector.

Detailed rules for appointment, termination, responsibility and authority of Vice Rectors.

Detailed rules for appointment, termination, responsibility and authority of Deans and Department Heads

Detailed rules for appointment, and termination of Administrative Officers (Bureau Heads, Division Heads, etc)

Detailed rules for election of members of Senate Faculty, and other normative bodies

Rules of meeting in Academic Senate, Faculty Senate and other normative bodies to guarantee coordination and participation in decision making process.

Other important rules in the university governance (including resource sharing)

Completion of “Code of Conducts” for student, academic staff, and professors.

Part of regulation substance will be accommodated on the university constitution (Anggaran Dasar – AD) and the other part will be formulated in the bylaw (Anggaran Rumah Tangga - ART) that will be accomplished during the transition period. By this approach, adjustment on the university governance can be conducted more smoothly.

Mechanism

The stage of restructuring is considered to be the most crucial stage during transition period since it will affect many stakeholders and shareholders. The restructuring process will be implemented during the first two years of the transition period as depicted in Table 2-1. Unhas organization will be restructured by considering several aspects as follows:

During the transition period, this university will continuously seek and develop academic milieu suitable to represent the new status of Unhas.

The future Unhas organization will be more focused on the development of organization culture towards learning organization.

The dissemination and involvement of all Unhas academic society will be more intensified during the preparation and process of restructuring of the university organization.

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The top university management structures such as board of trustee, board of audit, and university senate should be occupied by the correct and high quality persons through tight and transparent selection. These positions should be in place during the first year of transition period. After all top positions are established, the positions of middle and low university management structures such vice rectors, deans, and head departments should be established at the end of second year or early third year of transition period at the latest.

The most challenging aspect of being an institution with legal entity is the staff status. By rules, the status of government official should be converted into a university staff status. It should be put on the top priority that forced retirement will not be applied in any way, unless a severe ethic or criminal violations or any other justified reasoning. A carefully implementation strategy will be developed after Unhas BHP legal status is issued. The status transformation is expected to be effective at the end of the transition time (akan dibahas lebih jauh pada bab tentang Human Resource Management.

Like other well established universities, Unhas has been long aware of the implementation of ICT to speed up the quality of learning and university management. For this reason, well master plan of ICT implementation in Unhas will be developed. At least, at the early second year of transition period, the development of ICT will be commenced and expected to be completely finished in the fifth year of transition period.

As stated previously, the front line of academic activities will be Peer Interest Groups. These groups will be the key units in serving the teaching and learning process and used as the main basis of the study program establishment. Therefore these peer interest groups will be established as soon as all positions of the university management structures have been in place i.e., at the end of the second year of transition period.

As the new organization structure is available, a wide range of SOPs (Standard Operation Procedures) will be developed. All aspects related to the university life will be covered in these SOPs. It is expected that all required SOPs will be completed by the third year term of the transition period. This means the university with its supporting SOPs will have a two year spare time before becoming a full university BHP.

Figure 2.1 describes the expected organization structure of Unhas after being legal entity. The function of each unit within the organization is described as follows:

Rector as the university top management will be supported by two vice rectors (Vice Rector for Knowledge Server and Vice Rector for Communiversity) and one University Secretary.

The University Secretary will function to manage all supporting units needed for the effective implementation of knowledge server and communiversity. Under this secretary will be placed several directors responsible for human resources planning and development, finance, and infrastructure and assets. Student Dormitory and Housing Unit will be placed under the Director of Infrastructure and Assets.

Faculties will be directly under the coordination of Rector, while Graduate School will be under the coordination of the Vice Rector for Knowledge Server. The Graduate School will serve as a quality assurance towards any faculty conducting graduate programs instead of directly involved in education process.

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Related supporting units will also be available under this management, such as student identity development, learning capacity development, as well as student and alumni affairs.

As consequence of university mission as a communiversity, the research and community service activities will be merged as one directorate i.e., directorate of research and community services which is directly under the supervision of Vice Rector for Communiversity. Several units will also be available under this management such as continuing education, external collaboration, and ventures.

It is also realized the importance of having supporting offices which are directly responsible to the university top management. Those offices are Office for Quality Assurance and Internal Audit, Office for BHP Implementation, Office for Knowledge Management.

Target

Transformation effort should be emphasize on the establishment of organization structure. This is could be accomplished at the first year of Unhas-BHP. With the existence of organization structure, transformation process can be better implemented.

In general, the target of this agenda is the establishment of learning organization in which the academic performance profoundly relies on the existence of self-supporting units directed by a strong visionary field of the organization i.e., generated by “Unhas Image 2010”.

Peer interest groups have been established. It is expected that all faculties have already had their own peer interest groups.

Salient rules have been formulated in the first year.

New organization structure has been established, as well as the members for main institution (MWA, Senate academic, Rectorate, and Board of Audit)

Bylaw has been formulated (third year).

2. Management and Leadership

The scope of both current and future university governance will not only related to internal affairs such as academic management but also extended to wider aspects such as staff prosperity, social, political and economic matters. Accordingly, rector will not only function as academic leader but as CEO of large company as well due to the fact that rector has to manage variety issues as mentioned before.

In addition to that, there is even a more fundamental shift that is changing the nature of leadership. We are moving from an industrial society geared to the production of things as its primary activity to a knowledge society, in which products of the human mind are the keys to new wealth. This shift also calls for an entirely different style of leadership. There are at least seven domains might be (re) considered in the implications of knowledge leadership. i.e., Knowledge Leadership is a matter of context, competence, culture, communities, conversations and common language, communications, and coaching.

The extension of the scope of university governance will require a higher quality of leadership. This is a challenge for Unhas including other majority of higher education institutions since most of them has not possessed a suitable system

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dedicated to prepare a such high quality leader. In fact, there has been lack of training or workshop including dynamic discussion group to develop team working skills required to create and improve expertise group.

Unhas, like other public university, seems to face challenge in this regard since there are strong pressures to seek leaders who will preserve the status quo, who will not rock the boat. Stated simply, that current environment for leadership on most public campuses today neither tolerates nor supports strong, visionary leadership. The appointment of leader is usually based on seniority rank rather than on capability, although such tradition has been slightly changing during the last several years. Managerial capability almost is never considered as a primary criterion. This is may be a primary reason why the performance of organization management can not reach the optimal result.

During transition period, Unhas-BHP requires a leader rather than a manager since it is widely accepted that a leader will bring changes while a manager simply just executes the programs within the approved policies and directions. In other word, management is about keeping stability and leadership is about encouraging change.

Unhas, like other public university, seem to face challenge in this regard since there are strong pressures to seek leaders who will preserve the status quo, who will not rock the boat. Stated simply, that current environment for leadership on most public campuses today neither tolerates nor supports strong, visionary leadership. The university management should support the establishment of knowledge culture that is directed toward creative culture.

Based on the above description, the programs will be carried out during transition period is as follows:

Preparing and arrange criterion of rector as well as for other senior staffs, including its procedure of recruitment. Those required at the rector levels are the persons having capacity as a leader who have vision and broad insight. His main responsibilities are to maintain organizational visional field within academic society and responsible to detect when a renewal needed. In addition, other duty is to maintain interaction between participation and the needs in order to guide activities of academic society. In the lower level, those required managers are persons who have well managerial skills due to their responsibilities to ensure that implementation of mission organization is in line with SOP. In short words, if the managers’ function is to run organization based on the SOP, the responsibility of univerity’s leaders is to detect and evaluate when the SOP should be revised or even totally changed.

Regulations are required to manage organization placing merit system and guarantee transparency. Those rules should be fit on management principles of PT BHP such as non-profit orientation, autonomy, accountability, transparency, quality assurance, prime services, non-discrimination, diversity, and involvement of stakeholders. So that, education implementation would become a collective responsibility of each party involved to ensure sustainability of that university.

SOP that put speed and accuracy as primary consideration.

Workshop or team building training for senior staffs projected for structural position or even for those who are already in that position but they have not been exposed to such training. This type of training is capable of lifting individual capacity to work in a team as has been approved in many occasions.

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Quality will be placed on the top priority in fulfilling any top structural positions including the second echelon. This policy will be implemented by opening opportunities for external parties who have relevant competence to become a top university leaders and managers (rector, dean, and any other higher rank). Selection criteria and mechanism imposed in this process will assure transparency and non-discriminative.

Target

Workshop and training for dean and vice rector will be completed by the end of the second year of the transition period.

Workshop on team building for vice dean, head department, and director or chief of bureau by the second year of the transition period.

Training and for Pelatihan / pendidikan penjenjangan untuk pejabat / calon pejabat struktural.

Policy and regulations along with TUPOKSI for each organization unit are in place.

Management information system supported with ICT for mission implementation and institutional capacity management such as HRM, asset and facilities as well as finance has been completely constructed and operated (details are presented on chapters 6,7, and 8).

3. Development of Organization Culture

As discuss in the strategic plan of unhas BHP 2006-2010, the basic values of Unhas, i.e., integrated (holistic insight), assimilative (mutual beneficent) and synergistic (sharing to live together) are corresponding to the concept developed in the new paradigm for higher education which become the main base for the formulation of basic principles of PT-BHP management. Therefore, efforts for direct promulgation and enrichment of Unhas identity will build organization culture required in management of PT-BHP.

Basically, development of new culture for organization requires long time effort. Even the long life of an organization will be filled with development process or more precisely with enrichment of the culture itself. Therefore, during the transition period 2006-2010, activities for culture organization development will be focused on the most relevant matters related to Unhas sustainability as PT-BHP.

Adaptive, participative, and quality culture will be given a priority. Adaptive culture enables academic society of unhas to understand the message brought by the spirit of epoch and establishes an adaptation for development of new behavior and attitudes. Such adaptation will guarantee interconnectivity of Unhas with its strategic environment. Participative culture will support the involvement of all academic society in each mission implementation, including in making a decision according to their level of authority. Development of this culture is very strategic because it will support academic freedom as one of academic tradition. Quality culture will push every academic society to continuously improve quality of its performance. The ending of this culture is that implementation performance of unhas mission will improve continuously from time to time which is in turn will enhance unhas attractiveness.

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In addition, it is also important to inculcate mindset of all academic society to start looking at unhas as one entity and not as a blend of faculties. Such mindset is important not only in improving efficiency and effectiveness of resource utilization but also in establishing a foundation required for knowledge development in the future which tends to be holistic integrative.

Mind set directed to appreciate application of technology, especially ICT, in the process of mission implementation and university management, is as an unsubtitute one and it should be given a priority during development culture organization of Unhas in the transition period. This mind set will encourage e-learning, and virtual academic community tol grow fast. Similarly, MIS will also be based on ICT. The latter will support the speed and accuracy of decision making process as a characteristic the success in the mean time as well as in the future.

Mechanism

Dissemination process of Unhas identity are accomplihed through various ways, such as discussion, brochure, and completion of code of conducts for students, academic and administration staff, as well as professors. In addition, university culture can be developed by implementation of some academic ritual and ceremony. Rituals are a sort of expressive activities that being done contistently and periodically. With this kind of ceremony, we can inculcate some core values to all academic and adminitration staffs. If needed, a special organization unit can be created to facilitate the development of new organization culture.

It is important to underline that the intended dissemination should not be consediered as one way process rather than putting the participation of all civitas academica as a front line. Therefore, crystallization and enrichment processes occurred is a truly implementation of basic value hold or agreed before hand to be developed by the majority of civitas academica.

Culture orientation toward continuous quality improvement should be encouraged, for example through provision of rewards to dedicated staff or to whom with outstanding achievement. However, criteria and process in the provision of the awards should be based on the clear and transparent regulation or rules, so that award achievement will become an expectation for the civitas academica. In addition, SOP provision must be based mainly on the quality issue. With such SOP, every decision making should be based on the quality consideration. Attempts in disseminating this culture will be discussed in detail in Chapter 5.

Target

Unhas identity has been understood and accepted by the majority of civitas academica which is characterized by that every decision making at each level / organization unit will be based on that identity.

Improvement of civitas academica participation as marked by the increased number of decision making at the smallest level of work units.

Quality culture has been growing, as it is indicated by increased number of decision making based on the quality consideration. This target will be discussed in detail in Chapter 5.

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Office for QA and Internal

Audit

Board of Audit

Faculty SenatesFaculties

Directorate of Continuing Education

Office for BHP Implementation

Office for Knowledge

Management

Board of Trustees

Rector

Directorate of Student

Personality Development

Directorate of Learning Capacity

Development

Academic Senate

Directorate of Student Affairs and

Alumni

Vice Rector for Communiversity

Vice Rector for Knowledge Server

Directorate of Research and Community

Services

Directorate of External

Collaboration and Cooperation

Directorate of Ventures

Directorate of Graduate

Schools

Directorate of Human

Resource Development

Directorate of Finance

Directorate of Asset

Management

University Secretary

Note: Terms for Communiversity and Knowledge Server attached to the Vice Rectors represent the functions. The actual terms will be redefined.

Figure 4.1. Expected organization structure of Unhas-BHP


Table 4.1. Schedule of the restructuring process of Unhas organization

No Programs / ActivitiesTransition Year

1-st 2-nd 3-rd 4-th 5-th1 2 1 2 1 2 1 2 1 2

1 Establishment of Academic Senate

2 Establishment of MWA

3 Establishment of Board of Audit

4 Rector Election Process

5 Recstructuring the University Organization

6 Establishment of University Internal Ragulation (ART)

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Chapter 5Quality Assurance


1. Issues Identified in the SE

The main issue faced by Unhas in transforming into legal entity is that the governance system under BHP status will be totally different from that of the traditional public universities which fully comply with PP 60 Year 1989. The organization structure at the levels of operational academic and auxiliary academic units has to be adjusted in accordance with the new paradigm of higher education i.e., effectiveness, efficiency, and accountability to speed up the achievement of quality culture and academic excellence.

Although all units in Unhas have been provided with a guideline for their own functions and responsibilities, some shortcomings does still exist. Among others, overlapping-functions, delegation of authority, and coordination are the dominant factors that have resulted in inefficiency and ineffectiveness. As a state university where its organization structure is very much depending upon the government policy, it provides not enough rooms for innovation. Example to this phenomenon is that it is not an easy business to apply punishment to any personal for any misconduct. The other fact is the university management personals at all levels university, faculty, and department are not prepared or equipped with relevant training specifically on the university management subjects.

Moreover, several limitation to speed up the achievement of quality culture and academic excellence by all levels of civitas academica as follows, similar to other public institutions, discipline and work quality seem to be a luxurious thing and the work ethos is not convincing enough to transform this university into a high quality and respected university. In addition, decision making process is not common to occur in the low level organization structure. As a result, almost all cases or problems are brought to the university level.

Furthermore, organization structure of Unhas actually does not clearly separate between academic structure and administrative structure, especially at the top management of either university or faculty level. This is very clear where the chairman of university senate or faculty senate is hold by the rector or the dean. This structure leads to that the academic structure has relatively less authority than that of the administrative structure or campus bureaucrats. As a result, campus atmosphere is more bureaucratic look condition rather than academic condition. Therefore it is not surprising if academic atmosphere is not yet well developed and level of participation of the academic staff is not as expected.

The above conditions have led this university governance to become sluggish in responding any changing in its environmental settings. The following paragraphs summarize the issues identified in the revised self evaluation related to quality assurance.

The organization structure of Unhas is still in mechanistic nuance and does not provide enough room for the existence of creativity and innovation of organization.

The quality culture that takes the quality, efficiency and effectiveness still need an improvement and have to bring into the top priorities as a fundamental change.

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The quality policies of teaching, learning, research, community services, administrative and financial services are not developed and documented. In the other word, Standard Operating Procedure (SOP) regarding those aspects also not developed.

The goal of improving quality as a must is not pursue vigorously, as it should be. In the some faculty level effort to achieving that goal may become personalized and not institutional.

The ICT has not been fully utilized to support decision making process at all management levels. As a consequence, decision process takes longer time than expected.

2. Strategic Issues

Unhas considers that the need to transform mindset towards quality oriented in all aspects is urgently required due to the fact that a quality assurance is a must to transform this university into a high quality and respected university and also to respond the society and stakeholders need. Quality assurance will give Unhas stakeholders’confidence about the management of quality and the outcomes achieved. These qualities are essential to achieve the vision, missions, and strategic goals of Unhas. Quality in the context of Unhas BHP will be defined as a judgment about the level of goal achievement and the value and worth of that achievement. It is also a judgment about the degree to which activities or outputs have desirable characteristics, according to some norm or against particular specified criteria or objectives. It will be a tool to enhance the effectiveness of its core activities of learning, teaching, research performance, community services and effective administrative and financial management. Other quality assurance-related strategic issues that will be faced by the university when become BHP are accountability and transparancy in the academic, finance and administrative system. It is still required for strategic planning, human resource and financial management as well as quality assurance processes.

3. Problem formulation

As described in the Self Evaluation Report, the main issues faced by Unhas in term of quality assurance during transition period are transform mindset towards quality oriented in all aspects. It is urgently required due to the fact that a quality assurance is a must to transform this university into a high quality and respected university and also to respond the society and stakeholders need. Unfortunately in Unhas there is no system that will give Unhas stakeholders’ confidence about the management of quality and the outcomes achieved. In the other word, the decision making based on quality is still not fully implemented.


Since the year of 2000 Unhas has been aware of the importance roles of the Quality Assurance [QA] System. A series of workshops on QA has been conducted to promote the awareness of quality assurance within Unhas academic society. It is expected that the QA system will be able to identify and trace any possible deviations that may decrease the quality of education. For this reason, in addition to QA system that functions as internal review, Unhas also requires reliable external review such as the National Accreditation Board (BAN), professional organization or any other quality assurance agencies that perform such assessment process.

Based on the problem identification and formulation, Unhas will be made the quality assurance policy for quality assurance and continuous improvement as well as its

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principles, features, structures and standards. The Unhas wishes to assure quality learning, teaching, research, research training and service delivery through a regular review and improvement process. Therefore, in addition to integrate all works of staff active in teaching, research and administration, and to have the responsibility for implementing quality assurance by ensuring quality principles adhered to. Unhas also will evaluates its achievements against appropriate national and international benchmarks. In conclusion, Unhas will be made a system to bring the quality culture approach into the top priorities as a fundamental change. In order to achieve our commitment to become highly respected university, several implementation strategies have been formulated as follow,

The increments of relevancy, competency, and performance of all units within the organization environment that is expected to improve the quality and efficiency of outputs in carrying out the university missions

Promoting and facilitating the university efforts to improve the performance quality of unit to achieve more advanced academic units in accordance with university scientific development priority, rapid development in science, technology and arts, and more importantly the society needs.

The dissemination of fundamental principles and new values of Unhas as a legal entity to all academic society and stakeholders as well as implementing them consistently and consequently.

Monitoring and evaluating the implementation of academic and financial activities.

The dissemination of quality oriented culture to the all civitas academica (academic society) and users as well as implementing them consistently and consequently.

5.3 Programs

The main program to be implemented the strategy is the establishment of effective and efficient university governance capable of supporting the implementation of university as a high quality and respected university. The program will be developed and formulated as follows;

1. Establishment of QAIA (Quality Assurance and Internal Audit) unit.

This plan will be given a high priority and will be established at the early stage of the transition period. In general, the target of this plan is the establishment of the organization that will be make the Unhas more effective and efficient to improve a better quality of academic atmosphere as a healthy and conducive environment to improve the quality and benefit of academic activities. The QAIA will be working based on an inputs, processes and outputs model. The inputs-processes-output model will be positioned within the Unhas’s strategic planning, human resources and financial management, with a comprehensive review system in place to guarantee all elements to be monitored. The University will be devoted to a systematic review and improvement of all of its activities, as an integral part of its strategic planning, human resource and financial management as well as quality assurance processes.

Target

At the first year of the transition period, the QAIA unit have to establish. The QAIA unit will be supported with hiqh qualified staff and it will be worked based on SOP (Standard operating procedure).

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Mechanism

The main plan will be established during transition period to achieve the targets as follows:

Appointing a director which is directly controlled by the Rector. Establishment of structure organization that will be run all activities within

QAIA unit. Integrating all of SOP in teaching, learning, research, community services

and administrative and financial services for implementing quality assurance.

Providing an annual meeting (twice a year) that will be conducted between QAIA with stakeholders and users for developing quality assurance policies related to the quality of graduates. Their inputs will be considered as a feedback for quality enhancement for any academic activities.

2. Producing the SOP (Standard Operating Procedure)

Soon after the QAIA is established, the quality policies of teaching, learning, research, community services and administrative and financial services will be developed and documented based on Standard Operating Procedure (SOP) during the transition period.

Target

The main targets in the first year are producing academic SOP, following administrative SOP. Unhas have already decided to transform teaching into learning approaches.

Mechanism

Several programs will be implemented during transition period to produce SOP with guideline as follows;

Applying the system of strategic and adaptive university management planning.

The QAIA of Unhas will propose a policy framework for quality assurance and will approve by academic senate at university level such as: principles for quality management; the roles of academic senate, the faculties and departments for quality assurance and an academic senate committee for quality assurance and keep under review university codes of practice for assuring the quality of the university's teaching and learning activities as well as research and community services. This committee will also monitor and evaluate the activities in the faculties and departments level .

SOP of academic has to made in the first year of transition period. It must be based at least three modes of learning development i.e., personal identity, learning capability and academic competence that will be accommodated in the curriculum.

SOP of the administrative and finance will be produced and developed in the second year of transition period. It must be based on the three principles i.e., efficient, efficiency and economy proportional to the budget priority.

SOP of Human resources will be created in the end year of transition period. It must be based on enhances discipline of staff; increases proportional competitive attitude among the staff toward work ethos improvement; improves efficiency of budget use, motivates staff to consistently improve their performance to achieve quality culture.

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3. Promoting continuous improvement of quality culture

To assure that the quality assurance of university can be profiled and evaluated anytime needed, the well SOP regarding teaching, learning, research, community services and administrative, finance and human resources development will be disseminated during the transition period.

Target

The main target to achieve quality culture during transition period is to evaluating the number of units in Unhas that already performed the quality assurance criteria based on SOP.

Mechanism

Several programs will be implemented as follows:

Involving stakeholders in the workshop, internship, job training, consultancy, joint seminar, and tracer study related to quality assurance in order to get a feedback.

Monitoring and evaluating the number of units that already performed the quality assurance criteria based on SOP every six months

Monitoring and evaluating the quality of learning process focusing on the transformation from teacher-centered approach into student-centered learning

Evaluating the improvement of administrative staff quality. Monitoring and evaluating partnership programs with local governments

and private institutions such industries, business society, etc. Monitoring and evaluating the availability and quality of learning facilities.

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The establishment of QAIA will be scheduled in parallel with restructuring the university organization, i.e., in the year two of the transition period. Detailed scheduled of the establishment of QAIA is presented in the following table.

Table 5.1. Implementation schedule of the establishment of QAIA

No Programs/ActivitiesTransition Year

1-st 2-nd 3-rd 4-th 5-th1 2 1 2 1 2 1 2 1 2

1 The establishment and development of QAIA organization

Appointing a director

Establishment of structure organization Integrating all of SOP in teaching, learning, research, community services and administrative and financial services

Providing an annual meeting with stakeholders

2 Producing the SOP (Standard Operating System)

Applying the system of strategic and adaptive university management planning.

Proposing a policy framework

Producing a SOP of academic

Producing a SOP of administrative and finance

Producing a SOP of Human resources

3 Promoting continous improvement of quality culture

Involving stakeholders in the workshop etc

Monitoring and evaluating the number of units that already performed the quality assurance criteria based on SOP

Monitoring and evaluating the quality of learning process Evaluating the improvement of administrative staff quality Monitoring and evaluating partnership programs with local governments and private institutions

Monitoring and evaluating the availability and quality of learning facilities

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Chapter 6

Human Resource

6.1 Problem identification and formulation

Unhas’ organizational performance in achieving its mission characterizes the current capacity of human resources, both academic and administrative staff. Unhas has been sustaining and developing to a certain degree supported by its human resource capacity, regardless of some embodied constraints. The current student to lecturer ratio (1 to 17) as the parameter of learning and teaching effectiveness is necessary to be revised during the transition period. It is expected to be 1:10 at the end of this period (2010). The transformation in human resource quality is directed to support the shifting in teaching mode i.e. from teaching to learning approach. In addition, human resource capacity needs to be transformed into supporting 3D learning (life-long, life-wide and life-deep), in the framework of knowledge server and communiversity missions. Staff development in research capability is of strategically important in order to build a research university. During the transition period, the improvement of staff utilization is important. The underutilization of human resource capacity in the previous time is partly due to the absence of human resource capacity mapping and inventory.

The status of human resource management at Unhas is characterized by the absence of strategic policy and systematic operative function, from planning through development and retirement. HRM has not fully integrated with the strategy and the strategic needs of the organization. Human resource policies are not coherent both across policy areas and across hierarchies, either for academic staff or for supporting personnel. This gave rise to the imbalance distribution of teaching staff along faculties, departments and laboratories. In addition, the weakness in human resource planning giving the effect of unorganized career and educational plans for both academic staff and administrative support personnel.

Human resource policy and practices at Unhas, does not have internal fit or consistency among various HRM practices. This is characterized, among others, by the non-appearance of horizontal linkage or coordination among the various HRM practices within the organization in order to achieve its objectives. The vertical linkage such as to the university’s strategy is also very crucial to the organizational performance as knowledge server. The horizontal and internal linkage in the notion of internal fit as mentioned above can also be perceived as human resource alignment. It means integrating decisions about people with decisions about the organizational performance. By integrating HRM into the university organization planning process, it will emphasize human resources (HR) activities in support to the achievement of broad mission and goals. The lack of integration leads to a weak relationship between human resources and management. All units in organization have no capability to ensure that the management of HR contributes to mission accomplishment and that the managers are accountable for their HRM decisions. Human resource department office should be more consultative and involved in day-to-day line management activities. To do so, HR needs to build its own internal competencies to deal with organizational issues, educate itself on organizational mission and goals, and find ways to offer creative and innovative solutions to overall organizational issues.

The establishment of human resource management as mentioned above is presumably capable of solving the prominent personnel problems required by Unhas-BHP in the future. The first problem to be addressed is the discrepancy between the available

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human resource capacity and changing in Unhas missions. In this respect, the adjustment of human resource capacity to the new mission is necessary during the transition period. Secondly, the alteration in human resource development and planning is important in order to generate more productive and efficient personnel utilization and deployment. Thirdly, the current Unhas attractiveness for either high school graduates or prospective employees is moderately low. Accordingly, it is important to improve the attractiveness continuously, which can be initiated within the transition period.

6.2 Implementation strategy

The strategy of implementation in HRM would appropriately espouse two major conceptual approaches, namely the resource-based and behavioural views. The first view assumes that organizational productivity determine by the allocation of resources, organizational culture and achieving core competencies. In this respect, the resources could be utilized as a basis to design a new staff appraisal system in order to build personnel core competencies. In turn, human resource capacity and competence give rise to the university’s high productivity and sustainability. The behavioural view (strongly associated with contingency theory) assumes that organizational effectiveness and productivity relies upon the control of employee attitudes and behaviours. Cultural dimension, which includes norms and ritual is also contributes to employee attitudes and behaviours to meet the new missions.

In order to achieve the over-all strategic planning set by the Unhas-BHP, human resource management needs to response to the organizational insistence of effectiveness, high productivity and its sustainability in line with the new missions. In this respect, human resource organizational and institutional reform is necessary to be performed. Such reform and development is especially focusing on the improvement of Unhas attractiveness in order to maintain its sustainability and growth.

6.3 Programs:

The strategy mentioned above will be implementing into the following four programs:

a) Human resource capacity mapping and skills inventory

b) Recruitment, deployment and career system

c) Capacity development in support to learning approach

d) Establish Handbook and Manuals for Academic and Administrative Support Personnel

1. Human resource capacity mapping and skills inventory

Program description

Capacity mapping and skills inventory is a database containing the list of personnel data regarding their skills, personal capacity, working experiences and performance. The availability of this database will help managers at all levels and departments to find out the right person for the right job and proper personnel planning. Therefore, the deployment and utilization of human resources will be improving in the near future to avoid underutilization.

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Target

At the end of the first year within the transition period, the computerized database will be available and can be used for human resource planning in the second year, especially at the central office.

Mechanism

The conventional, but still applicable, way to construct the database of skills inventory and capacity mapping is job analysis. This activity will be integrated with the development of human resource database and information system. Various mechanism and method of job analysis is available in the personnel technical manual possessed by human resource management consultant. Accordingly, the document will be written in cooperation with human resource management specialist through training and workshop.

2. Recruitment, deployment and career system

Program Description

They will be fresh S2 or S3 holders and those of current prospective employed staff at other universities, either Public or Private under a better payment system of Unhas BHP scheme. As educational institution, Unhas will be maintaining a professional human resource system, characterized by transparency, objectivity, and impersonality in procurement of both academic and administrative staff. Unhas BHP organizational size will be smaller than the current one with flatter and simpler structure. The number of position at all levels is reduced to meet more effective and efficient human resource utilization, which in turn lowering the financial burden. This system is expected to create wider opportunity of potential applicants to work with Unhas. The vacancy of any positions for academic and administrative staff will be announced publicly on the press, locally and nationally to improve the possibility of encountering high quality applicants. The following figure illustrates the source of employees and their career within Unhas BHP.

Target

At the end of transition period, a permanent recruitment and selection system and procedure will have been establishing. This will ensure the effectiveness of recruitment and deployment in more professional manner. Hence, Unhas is expected to have greater possibility to hire highly capable and professional applicants.

Mechanism

This program can be implemented through the following activities:

a) New recruit of fresh S2 will be assigned as Instructor under contractual basis for the first two years. The maximum age is 35 and have TOEFL score of 500 (with writing test) or 5 of IELTS is required. Vacancy will be published on the press.

b) New recruits are possible to extend the contract for another two years based on satisfactory performance.

c) For those who intend to work with Unhas BHP is compulsory to obtain S3 degree, then to be appointed as Assistant Professor.

d) The new recruits of employed academic staff from other academic institutions with S2 and S3 degree holders will be deployed and appointed under contractual basis for two years. The academic rank will be adjusted to

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one level higher than the existing one, include the salary. The requirement is similar to the new recruit of fresh S2 holders.

e) For those who make satisfactory performance within the first two years of work are possible to extend the contract for another two years.

f) For those of S3 degree holders who intend to work permanently with Unhas BHP should have satisfactory performance within at least four years of appointment. The mechanism of recruitment within Unhas BHP is depicted in the following figure.

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Figure 1.2. Unhas approach for continuous quality improvement

RETIREMENT BHP CAREER EXT. SOURCE

PNS TRACK BHP TRACK NEW RECRUIT

2006

2008

2009

2010

2007

December 2005

g) Within Unhas BHP the academic staff will be will be developed follow through a career path from Instructor as the initial position to Assistant Professor, Associate Professor, Professor, and Senior Professor. The following table illustrates the career path of academic staff within Unhas BHP. In addition, for those who expounding high class of performance either academically or administratively are possible to be assigned in managerial academic positions, such as Department Head, Laboratory Head or Dean of Faculty.

The adjustment of Academic Position and Academic Rank within Unhas BHP

Rank Position Academic Rank

IV/e Senior Professor

IV/c- IV/d Professor

IV/a – IV/b Associate Professor

III/c – III/d Assistant Professor

III/a – III/b Instructor

h) Retirement and Recruitment Plan of academic staff during the transition period

RANKYear

Total2006 2007 2008 2009 2010

Instructor 0 0 0 0 0 Asst. Professor 0 2 2 0 0 4Assoc. Professor 9 18 33 25 23 108Professor 10 8 7 10 6 41Total retired 19 28 42 35 29 153Number hired 10 20 34 27 21 112

Note: There is no recruitment of administrative staff during transition period.

i) For administrative staff, will be some different forms of training other than Adum, Spama, Spamen, which is more focusing on technical and vocational range of capabilities, include ICT, Performance Based Budgeting and other managerial practices.

j) The similar scheme will be applied to various operational staff, such as technician, analyst, librarian, computer operator and programmer.

k) The stages of change from PNS to BHP system in five years period are as follows:

Socialization of Unhas BHP Employment System/Scheme

Performance Appraisal to all current Academic and Administrative Staffs

Performance Classification into Best – Moderate – Poor performers

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December 2005

Offering the Best Performers for changing their status to BHP employment

Transferring the Best Performance to BHP status

Increase the performance of the Moderate Performers by training

Performance appraisal for those in No.6

Transferring the better performers in no.7 to BHP status

Keep the rest to PNS retirement without any structural positions

Keep the Poor Performers to PNS retirement without any structural positions

All employees (academic and administrative staffs) are eligible of being transferred to Unhas BHP only after fulfilling the early retirement requirement from PNS and have satisfactory performance during their career.

3. Capacity development in support to learning approach

Program description

Shifting in learning approach, from conventional teaching to learning approach will not effective without the shift in the capacity of human resource, especially among the teaching staff (lecturers). In this respect, capacity development is creating significant change in attitude and teaching method of academic staff in line with the new approach.

Target

At the end of the transition period all academic staff will be acquaintance with the new learning approach and has capability to shift their mode of teaching from conventional teaching to learning. In addition, they are expected to be aware and conscious of the principle of 3D (life-long, life-wide and life-deep) in learning.

Mechanism

The objective of this program can be obtained by following through some seminars and workshops sessions during the transition period. In doing so, Unhas require to employ a personnel specialist as technical assistant.

4. Establish Handbook and Manuals

Program description

Personnel handbook and manuals are the set of standard operating procedure to the operative function of human resource management. This comprise of personnel planning (from hiring to retirement), procedure of job analysis, job design, performance evaluation, training and development.

Target

At the end of the third year during the transition period, Unhas will possess a standardized procedure and manual in the application of human resource management operative function. This is a set of norms and code of conduct in order to establish new organizational culture within Unhas BHP. Performance appraisal

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will become a prominent tool in creating the new expected organizational culture leads to the increase in over-all performance.

Mechanism

The establishment of the handbook requires human resource management specialist as technical assistant. Even though such book is widely used in private sector, it is not customary in the public one, including Unhas. Accordingly, some human resource personnel and staff of require intensive training in this matter. In addition, an outside assistance delivered by a human resource specialist is also necessary. Some seminars and workshops will also necessary to be administered.



1-st 2-nd 3-rd 4-th 5-th1 2 1 2 1 2 1 2 1 2

Human resource capacity mapping and skills inventory

Recruitment, deployment and career system

Capacity development in support to learning approach

Establish handbook and manuals

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Chapter 7

F i n a n c e


1. Finance Condition and its management

The major source Unhas income for the last several years are from the government in the form of DIP and DIK; only about 34% are from community in the form of DIKS. Although Unhas has a big potency to generate money from partnership researches and services as well as utilization of assets, most of DIKS income are from tuition fee. The income from partnership research accounted only 0.2 % of total income. Such low figure is brought about by the fact that many partnership research are not recorded at the university level and the assets has not been managed to generate income, despite high value of Unhas assets (human, physical, and technology).

Several efforts have been made to increase Unhas income, including efforts to generate money from non conventional income such as non restricted grant, endowment, new student admission partnership, student deposits and others. The pilot project of such non conventional income in the last three years look promising and can become good source of income when Unhas become BHP.

The use of line-item and incremental budgeting system, instead of performance budgeting apparently not longer suitable, as the system cannot be used to measure and control the performance of each unit. With the current budgeting system, the university allocated 70% of DIKS to faculties and the rest 30% along with the DIP and DIK stays at the university. Such method of partition is not in line with good governance.

ICT application to support the university financial system has not been in place, except for the staff monthly salary. As a result, reporting flow takes longer time than expected. In addition, some unit submit the financial report late such that the university account balance will be difficult to be profiled anytime needed.

2. Strategic Issues

Although the government funding scheme for BHP-university has not been regulated, it is most likely that the social responsibility of university will guaranty the provision of fund from government for BHP-university. The scheme of fund is most likely calculated based on quality and performance of output instead of the number of student (input performance). Which such scheme, the university need to enhance the output performance to obtained a big amount of fund from the government.

In the next 5–10 years, it is estimated that Unhas will still become a preference of most high school graduate of eastern Indonesia. Although the purchasing power, including for education purpose, in this region is low the increasing trend of high-income families to send their children overseas for higher education and the opening of Indonesian branches of some overseas universities may imply that the tuition fee can be set based on quality of service offered, providing that unhas maintain its social responsibility by offering some financial aids for disadvantage students.

Eastern Indonesia hold a great potency in natural resources, but management of natural resources is merely in the form of exploration and exploitation. The

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knowledge content of this operation can be increased by mean of partnership in research. In addition, the existence of many companies, middle and large scale companies in particular, is considered to be a special challenge for higher education institutions, especially in research activities.

The attainment of knowledge-based society characterized by the continuous learning of each society member will become a good market for training (3-D learning) from which additional income trough service unit can be generated. Similarly, the implementation of autonomy at a local government requires a significant improvement of human resource quality that can be carried out through well-planned and structured trainings.

Other finance-related strategic issues that will be faced by the university when become BHP are change in the state university funding system from allocation to competition, restructuring of the government funding which is directed to block grant system, restructuring of the employee system where the civil servant status will be reevaluated, and higher education institution is still required not to lessen its social responsibility including access and equity assurance for those who meets the academic quality requirement (p.19).


Based on such facts and issues, the following are the identified problem that will be faced by the university when it become BHP and need to be addressed during the implementation period

There will be an increase expenditure as direct consequence of increase in performance.

The increase in expenditure cannot rely merely on tuition fee.

Many partnership researches were not recorded at the university level.

The line-item and incremental budgeting system will no longer suitable. Similarly the allocation of 70:30 to units and administrative of DIKS will no longer applicable.

There will an increasing demand for transparent and accountable financial management system especially for the stakeholders and community who will become the major source of fund.

In summary, the problem in finance is how to increase the capacity of Unhas in generating fund and improve its management to support the shift in university missions.


Based on the identified problem discussed earlier, the implementation strategy will be improvement of financial management system including transparency and accountability. Improvement of financial management system will, not only increase the capacity of Unhas to increase the income, but also will increase the efficiency and affectivity of budget utilization. In the future, the university income will mostly come from stakeholders (local government, alumnus, parents, industries, and others) instead of subsidy from central government. An important factor to increase attractiveness of Unhas to stakeholders to generate fund is “trust”. Trust can be build upon transparent and accountable use of budget.

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Another strategy is intensifying the income from current sources and exploring new sources of income. As the contribution of government subsidy into total university income may decrease, there is a need to intensify the income from stakeholders along with ektensification of income.

7.3 Program

Based on the strategies discussed in the previous sections, five (5) program in finance will be proposed to be implemented during the transition period, i.e.

1. Improvement of Finance Management System. 2. Implementation of Performance Based Costing. 3. Intensification of Non tuition fee Income.4. Promotion of Non Conventional Fund.5. Establishment of Ventura

1. Improvement of Finance Management SystemThe financial transparency and accounting will be improved by introducing better systems in three aspects of financial management as follows: (1) financial statement and accountancy, (2) financial auditing, and (3) financial information system

Financial Statement and Accountancy

During transition period, the university will intensively promote and facilitate all units in order to be more creative and innovative in developing their additional incomes under the condition that learning process has been carried out effectively and efficiently. All additional incomes generated by units will be centrally managed through a single university account so that cash in and out flows can be easily monitored and managed.

Budget allocation to all units will be based on the performance based costing and the availability of the budget. Every expenditure of the unit should be based on the three principles i.e., efficient, efficiency and economy proportional to the budget priority. All cash in flow and out flow should accountable.

The accountancy standard applied to record the transaction will be referred to the Indonesia regulation on Financial Accounting Standard Statement (Pernyataan Standar Akuntansi Keuangan or PSAK), especially PSAK Number 45 concerning Financial Report for Non-Profit Organization (Pelaporan Keuangan Organisasi Nirlaba). Every unit will subject to publish regular financial statement reported and submitted to the rector that will then be used to prepare the whole university financial report. The rector will have an obligatory to annual financial report submitted to the board of trustees (MWA). The board of audit is then requested by MWA to evaluate the financial report submitted by the rector.

Financial Audit

To assure that any financial report prepared by the unit has been in accordance with financial regulation, Unhas will establish a financial editor embedded with the QAIA (see Unhas BHP organization structure). This unit has a full responsibility to guide and control the financial cash flow in accordance with university financial management. This unit will prepare a financial audit at least twice a year and submitted to the rector. As a legal entity, Unhas will subject to be audited by

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external auditors such BPKP and BPK. The QAIA will also have the right to make financial investigation to all units under the order of rector.

Financial Information System

To assure that the university financial status can be profiled anytime needed, a computerized system will be built soon after the new organization set up is established. It may require a technical assistance to build such system. This system is expected to promote transparencies and accountability.

2. Implementation of Performance Based Budgeting

The budgeting policy will be based on performance based costing in which the budget of each unit’s expenditure will be judged based on their performances. The budget allocation will be in the form of block grant and allocated based on the annual proposed budget of each unit. The performance based costing should consider 3 (three) main aspects as follows: proposed program or activity, analysis of standardized budget, and standardized unit cost. Under normal condition, the standardized unit cost will be reviewed and evaluated monthly. All proposed budget will be firstly approved by senate faculty and then comprehensively reviewed and evaluated by QA unit. The QA unit makes a recommendation to the Rector to make a decision. As described previously that peer interest group will be in the front line in serving the academic activities. Therefore, the university will allocate a fix amount of annual budget to each peer interest group and additional incentives calculated progressively to those who show a good performance. Several stages will be follow to implement performance based costing as follow:

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Building university community commitment.

The first stage is the university management will build a commitment of the university community to move to performance based costing. This will be carried out through intensive dissemination to all university management units and followed by the university senate approval. Along with the dissemination, a policy study is performed to measure the community commitment in the application of performance based budgeting.

Capacity building on performance based budgeting.

Since the personnel engaged in financial activity have sufficient knowledge on financial system, an activity to boost their capacity for performance based budgeting will only be in the form of workshop or in-house training.

Establishment of standardized unit cost for academic program.

A university team will be established to identify all parameters required for standardized unit cost. This team will be assisted by experts to carry out their task. A set of standardized form to be used in conjunction with the computerize finance system will be developed by this team.

Development of computer software for performance-based costing.

A computer software will be developed to support the implementation of the performance based budgeting system. As mentioned above, the standardized unit cost will play major role in this system. The software will be developed in conjunction with software development in resource management system including total management system, financial management, and human resource management system. The system should, at least, be able to profile university balance and cash flow in real time, efficiency and effectiveness of the budget allocated in term of the performance achieved by any unit, budget required for any incremental performance promises, and annual budget plan. These profiles will have several layers of restricted accessibility.

Pilot project and evaluation at selected work units (1-2 work units).

It is realized that the system developed will not be in one shot. For that reason, the system will be tested at limited work units as a pilot project. This pilot project will be continuously improved until the system is believed to be working properly and applied to all units in this university.

Program wide implementation.

Once the system is proven to be reliable, it will be implemented widely across all units in this university. It is anticipated that this stage will be achieved the the first year.

3. Intensification of Non Tuition Fee Income

In term of non tuition fee income, there are two activities by which te university can generate fund i.e. activities related to communiversity roles, and activities related to operation of supporting facilities. Although the potential income from these sources is high, they have not been become major income of the university.

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Fund Generated from Communiversity Role

Communiversity related program that can generate fund are classified to three main categories, i.e.:

Staff Secondment

Staff secondment involves employment of university staff by other institutions, either private or government. Staff secondment can generate a good amount of money. For the last three years, the university has been implementing the regulation on the employment of university staff by other institution. Such regulation is important, not only to generate additional income to the university, but also to make a better bargaining position for the respected staffs as well as to protect the right of the staff. In the previous years, before the implementation of this regulation, the staff employed by other institution is usually underpaid. Staff employed by other institution can be either part time or full time. For a full time basis the staff secondment will be restricted to a maximum of three years.

About Rp 300 million annually have been generated from this program since its implementation. It is expected that the money generated from this program on the first year of transition period will be in the amount of 1 billion rupiah. The figure is expected to increase by 30% annually.

Contract Research

The university has long history in serving the community in conducting research in the form of contract research. The contracted research was made with national government, local government as well as with the private institution and was performed through the research canters. Although many researches have been performed by several research canters in the university, the money generated from this research was sufficient only to fund the operational activities of the centre. There is only a very small amount went to the university to fund academic activities. The reason for this is because the operation of many research centres were not well managed and the orientation of many research contracts were mainly for community services, such that the contract value only sufficient to cover the operational cost of the research. Better management within the research centre will be imposed during the transformation period toward BHP. At the same time, the value of contracted research will be following the standard rate, especially those in the category of remuneration of experts. Accordingly, the university will restructure the research centers such that it will become part of the profit centers of the university. Regulation concerning the contracted research as well as management of research centre will also be issued.

For the last several years the value of contract research by a number of research centers is estimated at 20 billion rupiah. The amount of contract recorded in LP in 2004 was 5.5 billion (table 4.3. SER). As has been mentioned in SER, many partnership research activities both in centers within LP and faculties were not recorded. It is believed that the value of un-recorded partnership research at each center in LP could reach up to 2 billion/year on the average. With 9 centers under the LP along with 12 faculties across the university the total value of partnership research is at least 20 billion rupiah. By imposing scenario mentioned earlier the figure is expected to increase annually and can reach up to Rp 35 billion by the end of transition period (Table 7.1).

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Continuing Education

Continuing Education is expected to play a dominant role in generating funds to the university as has been experienced by a number of world-class universities. The activities in continuing education involve distance learning, short-term training, credit earning, including English teaching. In the near future, the demand for education and additional knowledge through this type of approach will increase dramatically and will become a big complementary to formal in-class education. High rate in knowledge and technology innovation increase the need of community, either those in the active-working or retiring people, to acquire new knowledge every time. Education will become long-live need. Continuing Education program will be provided to meet this demand, and to generate additional income to the university.

Several research centers under LPM and faculties have provided training in various aspect for many years. However, as in the case of research contract, such training has not provided significant income to the university.

The university plans to establish Continuing Education Program under one entity or center, by which the center not only providing modules and managing the resource persons (trainer), but also providing and managing all supporting facilities such as accommodation facilities, ticketing and traveling services, conference and function room, as well as class room.

Initial arrangement for credit earning and course sharing has been made with the universities within East Indonesia University Consortium and some private universities in Makassar. This arrangement will soon be implemented during the transition era. Credit earning program will also be expanded to overseas universities and some universities in Java.

The income generated from these activities is estimated at Rp 20 billion at the first year and may reach up to Rp 40 billion at the end of transition period. The estimated value is calculated based on the contract value made by centers in average of 2 billion/center/year. With 7 centers under the LPPM and 12 faculties in the university such figure is a very realistic estimate. The amount of can tract value made by LPM in 2003 was 7.3 B which is mostly in the form of training. Having a high potency of Unhas service-resources couple with increasing demand for training, the increase of 100% in 5 years is an optimistic estimate.

The communiversity activities, including incubator and technological innovation will contribute Rp 78.5 billion or 16.4 % of total university revenue at the end of transition period (table 7.1).

Fund Generated from Operation of supporting Facilities

The activities related to academic support is classified into this category. Although the activities in this category are to support the academic activities, some amount of money can be generated from it. Operations of supporting facilities that can generate funds include:

1. University workshop

2. Services and trades include bookstores, cafeterias and restaurants, photocopying services, printing and binding services, banks and automatic teller machines, telecommunication shops, barbershops, and others.

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3. Integrated conference facilities includes: guest house, travel agent, function rooms, catering, event organizer, etc.

4. Sport and recreation facilities include: swimming pool, lake, jogging track, tennis court, and other sport recreation facilities

5. Housing and building include; housing, guesthouses, dormitories, conference rooms, and class rooms.

The income generated from these activities will be in the amount of Rp 6.9 billion at the end transition period, or 1.4% of total revenue. (Table 7.1.)

4. Promotion of Non Conventional Fund.

Under autonomy statutory, Unhas is fully aware that the non-conventional fund will be considered to give a significant contribution to the university revenue. Several non conventional fund look promising include non restricted fund from local governments and industries , student deposit, alumni endowment, partnership in student admission, and others. In 2004, the the provincial government of South Sulawesi provided 1.4 billion rupiah grant to university to construct its art, science and technology building. About 2 billion rupiah has been put into 2006 provincial annual budget as grant for the Unhas. Such as source of fund, which is categorized under “un-restricted fund” will be expanded to industries and district governments within Sulawesi such that by the end of transition period, about 5 billion rupiah is expected to be obtained from these sources.

In term of partnership in admission, about 7 billion rupiah is generated in 2005. This type of income source will be expanded such that in year 5 of transition period about 12 billion rupiah can be generated.

A set of strategies has been formulated to establish income from this schemes are;

Unhas alumni association will be empowered to give donations.

Students’ parent association will also be empowered to generate more donations.

The donation or grant from local government and industries will also be intensified.

Partnership in student admission will be expanded.

5. Establishment of Ventures

Plan for Venture Activities

During the initial phase of transition period, the business activities of university venture will be limited to only marketing the product of technological innovation, utilizing the university physical assets, and tendering the contract research that legally may not be operated by the university research centers. The business activities will be expanded to other university related activities as the demand for more funds are needed and the venture has sufficient assets and experience to run wide-broad activities.

As has been discussed earlier, many potential technological innovation invented from university are not marketed commercially. One of the main reasons for this is because the university staff usually does not have business and entrepreneurship behavior and mind set. Therefore, in order this technological innovation to generate

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fund, it has to be marketed by professional business people, not by the academician or the researchers. Some potential technological innovations to be marketed by venture are:

Agricultural and Food Product: instant food, chemical-free produce, diary product, new variety, disease-free clone, etc

Machine and Equipment: agricultural equipments, electronics, etc., and

Medicine and Hospital equipments: New drug and medicine, hospital equipments, etc

Nonetheless, it is realized that it cannot be expected too much from this type of business activities during the transition period, but it will play an important role in the future of business of the venture. To the best estimate, during transition period, only 1.5 B to 15 B can be generated from these activities annually.

The university owns many assets which initially provided for academic activities but are not utilized optimally. To name some of these, the university has agricultural land, forest, fish pond, and ranch in the total area of more than 1,000 ha. Although those land are provided for education and research, some agricultural and forest products can be produced commercially, such as cocoa, food crops, timber and other forest products, cattle and beef, fish, shrimp, crab, etc. It is expected that about 1–3 billion rupiah can be generated from this business activities during the transition period annually.

With the implementation of Government Decree No. 80/2003, many consultancy services including applied research will undergo bidding process. The regulation does not permit the non profit institute to attend the bidding and procurement. This justifies the need to establish an independent institution that allows the university to give service to community. In executing such contract research and consultancy services, the venture will establish close link to the research centers of the universities. It expected that the venture can gain profit in amount of 3–10 billion annually from this type of business activities.

Venture Organization

The organization of the venture will be in the form of Holding Company that consists of several companies. At the initial phase, these company will include Agricultural and to operate and market the agricultural product, Trading Company to market the technological innovation product, Consultancy Company for contract research and consultancy, and service company to operate supporting facilities commercially.

The holding company is an independent body of the university that responsible to Vice Rector for Communiversity as depicted in Figure 1. Actually the independency of venture will be much better if responsible directly to Board of Trustees. However, as the board of trustees does not work daily, there will be a difficulty of the venture to get advice and command frequently as well as to solve the problem as it rises. In addition, some of the assets to be used by the venture are belong to the university.

Although the venture will be responsible to the vice rector for communiversity affairs, the operation of venture should be fully independent. Such independency is important such that the venture is managed professionally and to prevent conflict of value and norms as well as for a clear separation of ownership. To guaranty the independency of the venture, all staff of the company will be recruited professionally. The chance for non-university staff to be employed by the venture

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therefore is high, and in fact it is encouraged. However University staff who meet professional requirement to be employed by the venture should be released from all university duties, and so will not receive any salary from the university.

7.4 Financial Plan

Based on programs on finance discussed in Section 7.3, unhas financial plan during the transition period is illustrated in the following scenarios.

1. Income Structure

Several assumptions have been made to formulate income structure of Unhas during transition period as follows;

There has been a shifting in government funding mechanism from allocation into a block grant.

The government funding will be in form of block grant and calculated based on the number of graduates instead of student population.

Tuition fee for undergraduate will only increase from Rp 1 M/year in the first year to Rp 1.5 M/year in the 5th year, and it is mostly due to inflation. Financial aid will be provided to economically-disadvantage students.

Non government funding generated from tuition fees, communiversity activities, operation of supporting facilities, endowment and commercial ventures will increase annually. By the end of transition period, it is estimated that additional revenues generated from non government funding will be as follows:

i. Communiversity activities in the form of staff secondment, research collaboration, continuing education, and technological innovation will generate income of Rp. 78.5 billion or 16.4 % of the total income.

ii. The operation of supporting facilities such as canteen, sport facilities, bookstore, publisher, building functions, workshop, dormitory, teaching hospital, farm and ranch utilization, and staff housing will contribute to about 1.4% of the total income.

iii. The income from tuition fees will slightly decrease from 34% to about 32.9% (graduate and under graduate), and from 7.4% to 6.3% for undergraduate.

iv. The commercial venture in the form of agricultural and forestry, trading, consultancies and services will give a contribution to about 5.8% of the total budget.

v. Endowment fund is expected to reach up to 4.8%

vi. Government block grant is expected about 38.6%.

The utilization of ICT in university management will improve efficiency and productivity. As a result, the number of administrative staff will gradually decrease. The number of graduates will be the same as the number of incoming students. The salary of both academic and administrative staff will increase gradually.

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The academic staff to student ratio will be maintained to 1 : 10 for science faculties and 1 : 15 for social faculties. Under these ratios, the number of academic staff will slightly decrease from 1790 to 1700.

The final target of funding composition will be 38.6% from government and 62.4% from non government sources of funding.

The detail of income structure during transition period is presented in Table 7.1.

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Table 7.1 Income Structure during the Transition Period (in million rupiah)

2. Expenditure Structure

Following the modified mission of the university and the commitment to improve the performance in performing the mission, there will be some substantial changes in the structure of university expenditure. Some of these changes are as follows:

Additional expenditure will be allocated as block grant for each “peer interest group” in the amount of Rp 50 million/group/year at first year and Rp 65 million/group/year at end of transition period. It is estimated that there will be four peer groups in average for each study program at the end of transition period that will receive the total amount of Rp 20 billion.

Expenditure for knowledge server operation will increase substantially from Rp 31 billion in the first year to Rp 75 billion at the end of transition period. This expenditure will consist of operation and maintenance of classes and laboratories, consumable material for laboratories and classes, and new investment for class facilities.

There will be a big jump in the expenditure for communiversity activities at the first year of transition period. This is because all revenue and expenditure for communiversity activities will starting to be recorded at university level, which was not usually done. The expenditure is estimated 80% of the revenues from communiversity activities.

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A TUITION FEES (x Rp 1000,-) % (x Rp 1000,-) % (x Rp 1000,-) % (x Rp 1000,-) % (x Rp 1000,-) %1 Undergraduate 19,000,000 7.4 21,175,000 7.1 25,350,000 7.1 27,650,000 6.6 30,000,000 6.3 2 Master Program 12,000,000 4.6 14,950,000 5.0 20,300,000 5.7 21,000,000 5.0 24,000,000 5.0 3 Doctoral Program 3,150,000 1.2 4,000,000 1.3 4,500,000 1.3 4,500,000 1.1 5,000,000 1.0 4 D-3 Partnership program 6,900,000 2.7 9,600,000 3.2 11,250,000 3.1 12,500,000 3.0 15,000,000 3.1 5 Undergraduate (Extention Class) 22,000,000 8.5 27,075,000 9.0 36,000,000 10.0 42,000,000 10.0 48,000,000 10.0 6 Master Prog (Executive Class) 24,750,000 9.6 26,600,000 8.9 30,000,000 8.4 33,000,000 7.8 36,000,000 7.5

SUB-TOTAL 87,800,000 34.0 103,400,000 34.5 127,400,000 35.5 140,650,000 33.4 158,000,000 32.9 B ENDOWMENT FUND & Financ MNGT

1 Unristricted Grant 2,000,000 0.8 2,500,000 0.8 3,000,000 0.8 4,000,000 0.9 5,000,000 1.0 2 Sharing 500,000 0.2 600,000 0.2 700,000 0.2 800,000 0.2 1,000,000 0.2 3 Student Deposit 50,000 0.0 60,000 0.0 70,000 0.0 100,000 0.0 150,000 0.0 4 Partnership Fund 7,000,000 2.7 8,000,000 2.7 9,000,000 2.5 10,000,000 2.4 12,000,000 2.5 5 Alumny Endowment 1,000,000 0.4 2,000,000 0.7 3,000,000 0.8 4,000,000 0.9 5,000,000 1.0

SUB-TOTAL 10,550,000 4.1 13,160,000 4.4 15,770,000 4.4 18,900,000 4.5 23,150,000 4.8 C COMMUNIVERSITY

1 Staff Secondman 1,000,000 0.4 1,300,000 0.4 1,700,000 0.5 2,200,000 0.5 3,000,000 0.6 2 Contract Research 20,000,000 7.7 22,500,000 7.5 25,000,000 7.0 30,000,000 7.1 35,000,000 7.3 3 Continuing Education 20,000,000 7.7 25,000,000 8.3 30,000,000 8.4 35,000,000 8.3 40,000,000 8.3 4 Incubator and Tech Innovation - - 25,000 0.0 50,000 0.0 100,000 0.0 250,000 0.1 5 Patent / Intelectual Prop Right - - - - 100,000 0.0 150,000 0.0 250,000 0.1

SUB-TOTAL 41,000,000 15.9 48,825,000 16.3 56,850,000 15.8 67,450,000 16.0 78,500,000 16.4 D SUPPORTING FACILITIES

1 Workshop 100,000 0.0 250,000 0.1 500,000 0.1 750,000 0.2 1,500,000 0.3 2 Services and Trade 50,000 0.0 100,000 0.0 150,000 0.0 250,000 0.1 400,000 0.1 4 Integrated Conference Facilities 100,000 0.0 500,000 0.2 750,000 0.2 1,000,000 0.2 1,500,000 0.3 5 Sport and Recreation Facilities 100,000 0.0 200,000 0.1 500,000 0.1 750,000 0.2 1,000,000 0.2 6 Building and Function 500,000 0.2 1,000,000 0.3 1,500,000 0.4 2,000,000 0.5 2,500,000 0.5

SUB-TOTAL 850,000 0.3 2,050,000 0.7 3,400,000 0.9 4,750,000 1.1 6,900,000 1.4 E COMMERCIAL VENTURES

1 Agriculture and Plantation - - - 100,000 0.0 1,500,000 0.4 3,000,000 0.6 2 Trading - - - 500,000 0.1 1,000,000 0.2 5,000,000 1.0 3 Consultancy - - - 3,000,000 0.8 7,000,000 1.7 10,000,000 2.1 4 Services - - - 2,000,000 0.6 5,000,000 1.2 10,000,000 2.1

SUB-TOTAL - - - 5,600,000 1.6 14,500,000 3.4 28,000,000 5.8 F GOVERNMENT GRANTS

1 Government Grant 98,000,000 38.0 110,000,000 36.7 125,000,000 34.8 150,000,000 35.6 160,000,000 33.4 2 DGHI Compettive Grant 20,000,000 7.7 22,500,000 7.5 25,000,000 7.0 25,000,000 5.9 25,000,000 5.2

SUB-TOTAL 118,000,000 45.7 132,500,000 44.2 150,000,000 41.8 175,000,000 41.5 185,000,000 38.6 258,200,000 100 299,935,000 100 359,020,000 100 421,250,000 100 479,550,000 100 TOTAL REVENUE

COMPONENTSNO YEAR I YEAR IIPROJECTION OF CASH IN FLOW

YEAR III YEAR IV YEAR V

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There will be also additional fund for university venture in the amount of Rp 3.9 billion in the third year and Rp 14 billion in the 5th year

As a part of asset utilization program and to accomplish a community friendly campus and campus friendly community, additional amount of expenditure will be allocated for renovation and maintenance of infrastructure.

The detail of expenditure structure during transition period is presented in the following in Table 7.2.

Table 7.2 Expenditure Structure during the Transition Period (in million rupiah)

No Description Year1 2 3 4 5

1 Salary Lecturer and Instructor 50,490,000 60,228,000 71,884,800 85,898,880 103,078,656 Administrative Staff 13,875,000 16,200,000 17,280,000 17,496,000 20,217,600 Temporary Employes 35,100,000 40,365,000 46,419,750 53,382,713 61,390,119

2 Infrastructures Reinnovation 13,900,000 18,000,000 20,000,000 22,000,000 25,000,000 Maintenance 12,000,000 12,500,000 13,500,000 15,000,000 16,000,000 New Procurement 20,000,000 20,000,000 21,000,000 21,000,000 22,000,000

3 Vechicles Maintenance 1,000,000 1,200,000 1,400,000 1,600,000 1,800,000 New Procurement 1,000,000 1,000,000 2,000,000 4,000,000 4,000,000

4 Block Grant Peer Intrest Group 5,200,000 7,150,000 11,440,000 15,600,000 20,280,000 Institutional Matching Fund 1,600,000 1,800,000 2,000,000 2,000,000 2,000,000

5 Knowledge Server Operation 31,500,000 42,000,000 53,000,000 64,000,000 75,000,000 6 Communiversity Operation 32,800,000 39,060,000 45,480,000 53,960,000 62,800,000 7 Operation of Venture - - 3,920,000 8,700,000 14,000,000 8 Official Trips 4,000,000 4,500,000 5,000,000 6,000,000 6,500,000 9 Office Supplies 2,400,000 2,700,000 2,950,000 3,300,000 3,500,000 10 Utilities 3,500,000 4,000,000 5,000,000 5,500,000 5,700,000 11 Office Inventories 11,000,000 12,000,000 13,000,000 15,000,000 16,000,000 12 Other Expenditure 9,000,000 6,000,000 3,000,000 - -

Total Expenditure 248,365,000 288,703,000 338,274,550 394,437,593 459,266,375

3. Revenue and Expenditure

The summary of revenue and expenditure is presented in Table 7.3. The table shows that there will be shortage of fund at the first and second year of Rp 10 billion and Rp. 3 billion respectively. This shortage of fund will be covered from loan or through partnership with third parties in providing supporting facilities that can generate income.

Table 7.3. Summary of revenue and expenditure during the transition periodYear 1 2 3 4 5

Revenue 258,200,000 299,935,000 359,020,000 421,250,000 479,550,000 Expenditure 268,365,000 303,703,000 352,274,550 409,887,593 482,866,375 Balance -10,165,000 -3,768,000 6,745,450 11,362,408 -3,316,375Cumulated balance -10,165,000 -13,933,000 -7,187,550 4,174,858 858,482


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The programs will be implemented under the following schedule (Table 8.4):

Table 8.4. The implementation schedule of programs in finance

No Program / ActivitiesTransition Year

1-st 2-nd 3-rd 4-th 5-th1 2 1 2 1 2 1 2 1 2

1 Improvement of Finance Management System 1.1. Financial Statement and Accountancy 1.2. Financial Audit 1.3. Financial Information System 1.4. Monitoring and Evaluation

2 Implementation of Performance Based Budgeting 2.1. Building university community commitment. 2.2. Capacity building on performance based budgeting. 2.3. Establishment of standardized unit cost for academic program. 2.4. Development of computer software for performance-based costing. 2.5. Pilot Project and evaluation at selected work unit 2.5. Program wide implementation. 2.6. Monitoring and Evaluation

3 Intensification of Non Tuitiion Fee Income 3.1. Generation of fund from Communiversity activity 3.2. Generation of fund from Operation of supporting facilities 3.3. Monitoring and evaluation

4 Promotion of non-conventional Fund 4.1. Encouraging donation from industries and local government 4.2. Expanding partnership in student admission 4.3. Empowering Unhas alumni association to give donations. 4.4. Empowering Students’ parent association to generate more donations. 4.5. Monitoring and evaluation

5 Establishment of university Venture 5.1. Establishment of university Venture 5.2. Operation of university venture 5.3. Monitoring and Evaluation

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Chapter 8

F a c i l i t i e s

8.1 Problem Identification & Formulation1. Facilities: Capacity and its Management

In spite of huge amount of facilities owned by Unhas, the main facilities including the space and laboratory equipment are insufficient and outdated, especially to support learning approach. The utilization rate of the buildings, however, is not so intensive at some faculties or departments. As a result, the classroom utilization rate, for example, is very low on the average, only around 57%. Teaching equipment is relatively in a better shape . Although it is not widely spread, head projectors, LCD, computer desktops, and notebooks can be found at some study programs to support their teaching activities.

Unhas also has some off campus facilities, i.e. shipping dock, experimental farm, ranch, marine station, fish pond (brackish water), teaching forest, and some bare lands. However most of the lands located outside of Makassar area are not well maintained even some are illegally occupied and managed by other parties. These lands are known to be potentially productive and can be treated as one of the income sources of Unhas. They can also be converted as a field laboratory.

Unhas library has 17,000 m2 in four storey-building and offer varieties of services. However, the collection of text books and scientific journals are in sufficient. An attempt to improve this condition has been carried out by subscribing electronic journals through several virtual libraries around the world since 2003. Unfortunately due to low band width capacity and slow connectivity, not so many staff and students utilize this facility.

In term of ICT facilities, Unhas has setup three modes of WAN (Wide Area Network) connections within the campus, namely connection via underground coaxial cable (backbone WAN), radio (wireless) connection and the one using DSL modem connected to PABX cable system.. For internet access, the ratio of internet bandwidth 317 bps per student is considered to be very small compared to the ratio of internet bandwidth of international developed universities or even UGM and ITS.

Up to now, Unhas does not provide maintenance cost for the building. The building is only repaired when it seriously broken with the cost for repairing could be up to 30-40% of the new building costs. Moreover, although it is realized that educational supporting facilities are insufficient due to the lack of fund available, a systematic effort to capitalize the available assets, which their value has reached up to Rp. 800 billions, to generate additional income has never been prioritized. These phenomena are just indications of miss management of asset, particularly those related to in availability of qualitative management data to base informed acquisition decisions.

The only asset management function exist in the university is asset inventory. In fact, the information available in asset inventory is incomplete, inaccurate and not easily accessible. Therefore there is no reliable information to plan and control the assets for the purposes of reducing demand for new assets, asset maintenance, sources of income, decreasing operational cost, maximizing service potential, and minimizing losses due to ineffective assets. In addition the asset inventory is not directly connected to Unhas financial system that will automatically depreciate the assets according to their initial values by which the management and related parties can monitor the values of their assets anytime.

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2. Strategic Issues

The rapid development in science and technology has caused the current science and technology easily becoming out of date. This phenomenon has a significant implication to the pattern of human life in general, and to the education system in particular. Conventional education system that based on teaching approach will be no longer competing against the rapid development of science and technology. This is primarily because the conventional approach won’t be effective to produce graduates equipped with high adaptability skills to respond the rapid development in science and technology. For this reason, transforming teaching approach into learning approach become necessary to provide student with not only learning materials but also the techniques or methods of learning, unlearning and relearning. Adjustment of learning facilities is needed accordingly.

The rapid development in science and technology, especially Information and Communication Technology (ICT) has also changed our ways to save, access, distribute, analyze and represent scientific data and information. The ICT is against the traditional system of higher education as well as catalyzes the transformation of higher education system. Distance learning or online learning, for example, will be projected as a promising alternative learning mode comparable of campus-based higher education. Traditional campus-based higher education institutions should take this opportunity into account, especially in terms of providing facilities for distance and e-learning.


Based on condition of facilities owned by Unhas and the strategic issues, the following are the formulation of the problem related to facilities.

The facilities owned by Unhas are in moderate condition such that is not longer suitable to support for changing education approach from teaching to learning.

There is no good asset management system in place such that the assets and facilities cannot be utilized efficiently and effectively. In addition the asset has not been utilized to generate fund.

The ICT facilities is not sufficient, particularly to support for e-learning and ICT-baseed decision.


To support a shifting in learning mode from lecturer-centered approach into student centered learning and to develop student capacity to weave reality Unhas need to provide a good campus environment that provides opportunity to get learning experience required to develop individual identity, learning capacity, and professional competence. In addition, a healthy and conducive academic atmosphere is needed enabled academic and administrative staff to improve the performances and contributions. To achieve this condition, campus need to be equipped with adequate infrastructures and facilities which is well manage to have their maximum utilization and efficiency. .

Hence, the implementation strategy is providing sufficient facilities and management system to support the establishment of a healthy and conducive learning environment.

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8.3 Program

Based on the problems formulated and strategy of implementation, the following are programs proposed:

Implementation of University Total Asset Management System

Improvement of ICT facilities to support for e-learning and management decision

Improvement and adjustment of facilities.

1. Implementation of University Total Asset Management System

Unhas property value in the form of land and buildings together with other equipments is approximately Rp 800 Billions. This value is definitely huge, and therefore it is important to identify, manage and control those assets with a proper management system to guarantee that the available assets are used properly to support Unhas’s missions.

The management system chosen has to be directly related with this university financial system, which guarantees that all assets are well managed and accountable. Assets management must be equipped with an adequate information management system to make it effective in supporting the university missions. This system should be built parallel with the assets valuation activities intended to validate the early findings during the Self Evaluation Report construction.

To attain the purpose, strategic assets management should:

be understood by the policy maker

be considered in decision making process

be integrated with Unhas overall management

be reviewable at any time

be able to value the assets at anytime

be supported with a computerized system incorporated with university information system

It is realized that constructing an asset management system is a very tough job. For that reason, this activity may require tremendous efforts and time consuming. It is anticipated that the system will be effective by the third year of transition period. The development and implementation of the system will follow the following stages:

Development of Asset Management Scheme and ProceduresAsset management scheme and procedure will be developed by a team leaded by a hired technical expert. The procedures include asset strategy, asset planning, asset registration, depreciation, increment value, procurement procedures, and others.

Asset registration system will at least cover the following attributes:

Asset Profile, Assets information: name, code, status, category, manufacturer, service, and after sale service.

Asset Work Order Management, Information related to its function and its operation, including: location, priority, initial price, operational cost, possible problem and solution.

Asset Preventive Management, Information regarding the effective life, process and maintenance schedule.

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Vendor Directory, Information about address and contact person of manufacturer and supplier to anticipate for any problem emerging.

Collaboration Management, Discussion and consultation forum for users to share information, find solution regarding asset management issues, including asset utilization.

User Management, Users’ right in accessing and editing asset registration

Security, Availability of protection system to control users’ access into database to guarantee the security of data

Projected Maintenance Cost, From data recorded in the assets registration system, the management will be able to know all transactions related to the assets such as mutation, depreciation calculation, determination of assets to be repaired, sold, trashed, erased, or renewed. Therefore, the management can estimate the annual maintenance budget needed in order to have available assets in a good condition as required by Unhas.

As asset registration system is always directly connected to Unhas financial system, depreciation of all assets must be calculated according to their initial values. Therefore, the management and related parties can monitor the values of their assets anytime. For asset with unknown initial value, the estimated values will be used.

Maintenance cost must be provided on regular basis and it should be in line with Unhas financial planning. Up to now, Unhas does not provide maintenance cost for the building. The building is only repaired when it seriously broken with the cost for repairing could be up to 30-40% of the new building costs. Similarly, there is no system in place to estimate the maintenance costs for other asset type such as machinery and equipment; an in-depth analysis will be performed towards the existing related assets to generate an appropriate model. This model construction will be conducted during the asset valuation activities.

The value of assets can be increased by good maintenance and repairing, specifically for land. The land’s value can definitely be categorized as a non depreciated item, even its value will increase over time. Improved value of land is affected by its surrounding conditions such as road condition, changes of land usage, factory or real state. However it is also possible that the value of land in a short time could decrease due to the location of the existing land will be used for public interest such as for road enlargement, cemetery complex or under disputed condition. Considering the changes of the land value at any time, the management system has to monitor the land price change and keep renewing the land value data at least periodically.

Development of Information system in Asset Management

The system is developed based on the procedure and scheme developed stage 1. The system will be customized from available application system such as Pinnacle to handle the asset management system, oracle to handle financial aspects, archibus to handle space management, and syllabus plus to handle time-table and allocation of room (note: this information system model for asset management is referred from Tasmania University). The system will at least have features on reporting, providing registrar of all assets, calculating depreciation, manage and control maintenance, record all creditors, financial accounting on assets, creation of maintenance purchase

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order, identify ownership of space, identify time-table conflict, highlight room availability, and creation of lifecycle cost plans.

Initial Asset Registration

After the system is ready, then next step in implementing total asset management system is recording all data assets in Registration Assets System. This is important to get information about the conditions of all assets. Data regarding physical, condition, history, supplier and manufacturer must be well recorded in detail so that management process can be effective and efficient. With good assets registration system, Unhas will be able to plan and control its assets for the purposes of sources of income, decreasing operational cost, and minimizing losses due to ineffective assets.

Implementation of total asset management

The toatal asset management will be fully implemented at the end of year 3 when all required instruments are available.

2. Improvement of ICT facilities

Unhas is fully aware that management information system is a success key in managing high quality university. With rapid development in science and technology, the utilization of ICT in the management information system is therefore unavoidable. For this reason, Unhas has upgraded the status of management information system (formerly UPT KOMPUTER) into university information center (PIU) since the last several years, as explained in the Self Evaluation Report. Consequently, the function of PIU will be wider than merely managing the academic data. This also reflects the commitment of the university management regarding the important role of ICT in enhancing the university management.

There will be three main functions carried out by management information system (PIU) enabled to support the university effectively in achieving its vision and mission i.e.; (1) the first function will be served to support the university management in managing data, personnel, academic maters, financial management and accountancy, and asset management, etc; (2) the second function will be designated to support and enhance student centered learning (SCL) system that is the main agenda during transition state; and (3) the third function will be developed to support the utilization of knowledge management in the university management.

The entire ICT system owned by the University Information Center (PIU = Pusat Informasi Universitas) are in moderate state to support the above mention function. The ICT only need to improve the local connection network and server capacity such that it covers entire work unit with-in the university. The Local Area Network available now can only reach the faculty level. In addition the used ICT-based resource management is only applied for salary report and accounting; no ICT-based information system in place for asset, human resource and finance management.

University Information Center (PIU), since 2002 has granted from TPSDP to establish a reliable Wide Area Network (WAN) and Local Area (LAN) system. However, such networking system is limited to reach only up to the faculty level, and not to the department. In addition, and the Information system being developed is for academic purpose only. Therefore to utilize that system in order to achieve effective management for human resource, financial and asset management up to the unit level, it is important to develop information system to support those activities.

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In order the management information system functions properly, a set of strategies have been formulated as follows;

The university will fully commit and prioritize the development of reliable management information system.

The university will regularly upgrade the ICT infrastructures and facilities as well as staff capabilities to meet the standard requirement of ICT based campus

The university will continually improve the awareness of Unhas academic society towards the strategic roles of ICT in enhancing learning society.

To achieve that strategic goal, a stage development has been formulated to establish reliable management information system during transition state as follows;

Academic data will be fully digitized and managed centrally by the University Information Center (PIU). This program will be the first priority to be carried out in the early stage of transition period. The prevailing academic database system developed under TPSDP project will be further enhanced to meet with the rapid development of information and computer technology. The physical LAN infrastructure within Unhas will also be improved as well as the internet bandwidth capacity to enhance the speed of internet connection. In accordance with the future organization structure of Unhas, the process of academic data input will be fully the responsibility of the departments. Unhas will also issue a policy and regulation regarding the utilization of ICT in managing the academic data.

As soon as the computerized academic data management has established, a similar database system will be developed and implemented to manage human resource management, financial management, and assets management. This program will be conducted at the middle year of transition period. It is expected that all university management decision will be judged based on the comprehensive data provided by PIU.

As described previously, the shifting in teaching mode from lecturer-centered into student-centered will be the main priority to be implemented in the early stage of transition period. In this case, PIU will play an important role in supporting that program. The university ICT infrastructures and facilities will be gradually upgraded to meet the standard requirement of ICT based campus. The academic and administrative staff capacity will be improved to manage and implement the student-centered learning. It is expected that all lecture materials will be in the form of digital format and can be readily accessed by Unhas academic community.

3. Maintenance and Adjustment of Facilities

With the number of students up to 33,000 with 38 hours a week for student contact, the range of occupancy rate for the classroom is between 12.33% and 98%, averaging 57.07%. Even, occupation rate for general lectures (MKU) is only 35.59%. This means that Unhas does not need to build new classrooms rather than optimizing the use of the existing rooms. In addition, the classroom size and chair arrangement need to be adjusted to support for learning method. MKU as facilitator for inter- faculties and departments interactions should be revitalized in order to avoid using laboratory as classroom for lecturing which could interfere the

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laboratory activities as happened for example in the faculties of Engineering and Faculty of Agriculture and Forestry. Facilities for MKU also can be operated to serve continuing education programs. Renovation and new investment should only be directed to build facilities that can guarantee the improvement of academic activity efficiency.

In term of staff’s room availability, as mentioned in the Self Evaluation Report, there has been a tremendous complain from the academic staff since not enough rooms available that can be occupied as an office to perform their daily work conveniently. To deal with this situation, the first step that should be done is to rearrange the existing spaces using rooms profile obtained during the Self Evaluation process. The next step will be assessing the additional new spaces needed. This second step should take the human resource development plan into account.

For laboratory equipments, new investment may be required. The estimate budget needed for this investment could be referred to the estimate used by TPSDP and DUE Like which “predict” that minimum requirement for engineering and natural science study program approximately as much as Rp. 3,000,000,000 and Rp 600,000,000 for social study program. With this prediction, this means Unhas with its 37 science study programs and 17 social study programs requires about Rp. 111,000,000,000.- and Rp. 10,200,000,000.-, respectively. The procurement of new laboratory equipments will be spread into five years, approximately 20 –30 billion rupiah each year (Table 7.2.).

Maintenance of facilities is intended to become a regular practices to preserve the assets’ quality value. Maintenance cost is assumed based on the asset depreciation value. For Unhas building for example, the maintenance cost required should be around 2 – 2.5% of the current building cost. The maintenance includes replacement of lights, key, tap, water pipe, leaking roof, painting, decayed wood, and other routine repairs. It means that the minimum maintenance cost required for an “A” grade quality building which having average building cost Rp 2.000.000,- /m2 is Rp. 40.000–50.000 /m2. So that the maintenance cost for the whole floor in Unhas Tamalanrea of 260,000 m2 is Rp. 10,400,000,000.- to Rp 13,000,000,000.- per year (Table 7.2).

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8.4 Implementation Schedule.

The detailed implementation schedule to meet the expected condition of facilities and its management is presented in the following table.

Table 8.1. Implementation schedule for implementation of asset management system and improvement and adjustment of facilities

No Program / ActivitiesTransition Year

1-st 2-nd 3-rd 4-th 5-th1 2 1 2 1 2 1 2 1 2

1 Implementation of University Total Asset Management System 1.1. Developmemnt of Asset Management Scheme and Procedures 1.2. Development of Information system in Asset Management 1.3. Initial Asset Registration 1.4. Implementation of total asset management system 1.5. Monitoring and Evaluation

2 Improvement of ICT facilities and programs 2.1. Improvenet of local connection network and server capacities 2.2. Development of ICT-based resource management system 2.3. Provision of e-learning facilities 2.4. Monitoring and Evaluation

3 Maintenance and Adjustment of facilities 3.1. Adjustment Classroom 3.2. Renovation of staff room 3.3. Provision of laboratory equipments 3.4. Facility maintenance 3.5. Monitoring and E valuation

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ANGGARAN DASARUNHAS - BHP

BAB I

KETENTUAN UMUM

Pasal 1

Dalam Anggaran Dasar ini yang dimaksud dengan;

1. Universitas adalah Universitas Hasanuddin sebagai Badan Hukum yang berfungsi memberikan pelayanan pendidikan tinggi.

2. Menteri adalah Menteri Pendidikan Nasional yang bertanggung jawab atas penyelenggaraan pendidikan tinggi.

3. Menteri Keuangan adalah menteri yang bertanggungjawab di bidang keuangan yang memiliki kewenangan dalam setiap pemisahan harta kekayaan negara untuk ditempatkan sebagai kekayaan awal maupun pembiayaan lainnya sesuai dengan peraturan perundang-undangan yang berlaku.

4. Majelis Wali Amanat adalah organ tertinggi universitas yang berkedudukan untuk mewakili kepentingan pemerintah (pendiri), Universitas, dan kepentingan masyarakat.

5. Dewan Audit adalah organ Universitas yang independen yang berfungsi mewakili Majelis Wali Amanat dalam melaksanakan evaluasi hasil audit internal dan eksternal atas penyelenggaraan pendidikan.

6. Senat Akademik merupakan organ Universitas yang berfungsi mewakili komunitas akademik dalam merumuskan dan mengawasi penerapan norma akademik perguruan tinggi.

7. Rektor adalah Rektor Universitas Hasanuddin yang merupakan pejabat struktural tertinggi yang berwenang dan bertanggungjawab kepada Majelis Wali Amanat dalam penyelenggaraan pendidikan tinggi di Universitas.

8. Dekan adalah Dekan Fakultas yang berwenang dan bertanggungjawab kepada Rektor dalam penyelenggaraan pendidikan difakultasnya.

9. Kelompok Minat adalah satuan akademik yang terdiri atas dosen yang memliki keahlian dan/atau minat yang sama yang secara bersama melakukan kegiatan tri dharma pada lingkup minat dan/atau disiplin ilmu masing-masing.

BAB. II

IDENTITAS(VISI, MISI, ASAS, FUNGSI, DAN TUJUAN)

Pasal 2

1. Visi Universitas adalah Pusat Pengembangan Budaya Bahari

2. Misi Universitas adalah :

a. Menyelenggarakan penelitian untuk pengembangan dan pengelolaan seni, ilmu pengetahuan dan teknologi;

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b. Menyediakan ruang dan komunitas pembelajaran yang kondusif untuk memfasilitasi mahasiswa dalam upaya mereka mencari dan memperkaya identitas, meningkatkan kapasitas belajar serta meningkatkan kompetentsi dan keterampilan profesional.

c. Mengaktualisasikan dan merevitalisasi nilai-nilai budaya bahari secara berkesinambungan agar senantiasa sesuai dengan spirit zaman dan mampu memberikan kontribusi terhadap pembangunan budaya bangsa.

d. Menjaga agar teknostruktur masyarakat lokal dan nasional senantiasa terkait dengan teknolstruktur masyarakat global.

3. Penyelenggaraan universitas mengacu kepada nilai-nilai dasar :

a. Integratif (holistik)

b. Asimilatif (kebermanfatan bersama)

c. Sinergetis (kebersamaan).

Pasal 3

1. Universitas bersifat nirlaba dalam menyelenggarakan pendidikan, penelitian, dan pengabdian pada masyarakat.

2. Universitas menetapkan sistem multi kampus yang mencakup pengelolaan kampus Unhas Tamalanrea dan Baraya di Makassar, dan Kampus Unhas di Kabupaten Gowa secara terpadu.

3. Universitas memiliki lambang, himne, mars, bendera, dan stempel sebagai atribut lembaga yang arti, bentuk, dan penggunaannya diatur lebih lanjut dalam Anggaran Rumah Tangga.

4. Universitas berhak memberikan berbagai gelar/sebutan akademik, profesi dan vokasi kepada peserta didik serta penghargaan kepada anggota masyarakat yang memenuhi syarat sesuai ketentuan yang berlaku.

Pasal 4Universitas bertujuan ;a. Berperan sebagai pusat pengasuhan/pelayanan ilmu pengetahuan, teknologi, dan seni

untuk melayani kebutuhan seluruh sivitas akademika dan kebutuhan masyarakat dalam kerangka peningkatan kualitas hidup.

b. Menghasilkan karya-karya penelitian yang unggul, khususnya yang berkaitan dengan pemanfaatan sumberdaya kelautan serta pengembangan, aktualisasi, dan revitalisasi budaya bahari Indonesia agar senantiasa sesuai dengan tuntutan zaman;

c. Mewujudkan kampus sebagai komunitas akademik yang handal dan mendukung sepenuhnya proses pembelajaran berbasis learning yang diarahkan untuk meningkatkan kualitas luaran yang memiliki kemampuan sebagai perajut realitas yang tangguh.

d. Mendorong dan memfasilitasi pengembangan dan transformasi teknostruktur masyarakat lokal dan nasional agar senantiasa terkait dengan teknostruktur global.

e. Menyediakan pelayanan yang prima guna mendukung pembelajaran tiga dimensi (life-long, life wide, dan life-deep learning).

f. Menyiapkan dasar yang kuat di bidang sarana dan prasarana serta atmosfir akademik untuk mendukung pengembangan Unhas sebagai universitas penelitian.

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BAB III

NAMA, TEMPAT KEDUDUKAN DAN PENDIRI

Pasal 5

1. Universitas bernama Universitas Hasanuddin sebagai Badan Hukum Pendidikan Tinggi.

2. Universitas berkedudukan di Makassar.

Pasal 6

Universitas didirikan oleh pemerintah berdasarkan peraturan perundang-undangan yang berlaku untuk jangka waktu yang tidak ditentukan.

BAB IV

POKOK-POKOK ORGANISASI

Pasal 7

1. Universitas terdiri atas unsur-unsur Majelis Wali Amanat, Dewan Audit, Senat Akademik, Rektor, Tenaga Akademik, Tenaga Administrasi, Pustakawan, Teknisi, Unsur Pelaksana Akademik, Unsur Pelaksana Administrasi, Unsur Pelaksana Program, dan unsur penunjang lainnya.

2. Unsur pelaksana akademik terdiri dari fakultas, jurusan, program studi, program pascasarjana, lembaga, dan bentuk lain yang dipandang perlu.

3. Unsur pelaksana administrasi terdiri atas Direktur, Bagian, dan bentuk lain yang dipandang perlu.

4. Unsur pelaksana program terdiri atas Badan Kemahasiswaan dan Alumni, Badan Jaminan mutu dan audit internal, Badan Implementasi BHP, Badan Pusat bahasa, dan Komisi Etik.

5. Unsur penunjang terdiri atas perpustakaan, laboratorium, workshop, bengkel, kebun percobaan, tambak, hutan pendidikan, pusat komputer, inkubator Industri, dan bentuk lain yang dipandang perlu.

6. Kelengkapan organisasi Universitas yang belum diatur dalam Anggaran Dasar ini akan diatur lebih lanjut dalam Anggaran Rumah Tangga atau keputusan Rektor.

7. Kelompok minat dapat berada di bawah jurusan, fakultas atau universitas, tergantung pada lingkup dan disiplin ilmunya.

BAB V

MAJELIS WALI AMANAT

Pasal 8

1. Majelis Wali Amanat terdiri atas unsur:

a. Menteri

b. Rektor;

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c. Wakil Senat Akademik sebanyak 4 (empat) orang;

d. Unsur karyawan 1 (satu) orang;

e. Wakil orang tua / wali mahasiswa 1 (satu) orang;

f. Wakil alumni 1 (satu) orang;

g. Unsur masyarakat sebanyak 5 (tujuh) orang,

h. Unsur pemerintah daerah 3 (tiga) orang;

i. Wakil mahasiswa 1 (satu) orang.

2. Jumlah anggota yang mewakili Rektor dan wakil Senat Akademik dan karyawan sebanyak-banyaknya 1/3 (satu pertiga) dari jumlah anggota Majelis Wali Amanat.

3. Majelis Wali Amanat dipimpin oleh seorang ketua, dibantu oleh seorang sekertaris yang berasal dari dan dipilih oleh anggota, diangkat dan diberhentikan oleh menteri untuk masa jabatan 2,5 (dua setengah) tahun, dan dapat dipilih kembali untuk 1 (satu) kali masa jabatan berikutnya.

4. Rektor, wakil senat akademik dan wakil karyawan tidak dapat dipilih menjadi Ketua atau sekretaris Majelis Wali Amanat.

5. Anggota Majelis Wali Amanat yang berasal dari unsur Senat Akademik, karyawan,orang tua / wali mahasiswa, alumni, masyarakat dan pemerintah daerah dipilih oleh Senat Akademik;

6. Anggota Majelis Wali Amanat diangkat dan diberhentikan oleh menteri untuk masa jabatan 5 (lima) tahun, dan dapat diangkat kembali untuk 1 (satu) kali masa jabatan berikutnya.

7. Anggota Majelis Wali Amanat dari unsur Senat Akademik, karyawan, wakil orang tua / wali mahasiswa, alumni, masyarakat, pemerintah daerah dan wakil mahasiswa harus memenuhi kriteria utama pada komitmen, kemampuan, integritas, prestasi, wawasan dan minat terhadap pengembangan universitas.

8. Anggota Majelis Wali Amanat dinyatakan berhenti karena masa jabatannya berakhir, meninggal dunia, mengundurkan diri, atau berhalangan tetap minimal selama 1 (satu) tahun, atau karena melakukan pelanggaran hukum.

9. Ketua dan sekretaris Majelis Wali Amanat tidak boleh memangku jabatan rangkap sebagai pimpinan dan/atau jabatan struktural penting pada universitas/perguruan tinggi lain, instansi pemerintah, dan jabatan lainnya yang dapat menimbulkan pertentangan kepentingan dengan kepentingan universitas;

10. Ketua Majelis Wali Amanat harus berwarganegara Indonesia

11. Tata cara pemilihan, pengusulan, pengangkatan dan/atau pemberhentian ketua, sekretaris, dan anggota Majelis Wali Amanat, serta rapat-rapatnya diatur lebih lanjut dalam Anggaran Rumah Tangga.

12. Karyawan universitas yang terpilih/diangkat menjadi anggota Majelis Wali Amanat harus mengundurkan diri dari jabatan struktural.

13. Anggota Majelis Wali Amanat yang berasal dari unsur mahasiswa :

a. Keanggotaannya bersifat fakultatif.

b. Jika dijatuhi sanksi akademik (drop out, dipecat, diskorsing), atau telah menyelesaikan studi, masa jabatannya sebagai anggota Majelis Wali Amanat

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otomatis berakhir terhitung sejak saat berlakunya hal tersebut, dan tidak dapat diganti sampai masa jabatan anggota Majelis Wali Amanat berakhir.

Pasal 9

1. Majelis Wali Amanat bertugas dan berwenang;

a. menetapkan kebijakan umum universitas;

b. mengesahkan rencana strategis dan rencana kerja serta anggaran tahunan universitas;

c. mengangkat dan memberhentikan Rektor, Ketua dan anggota Dewan Audit,

d. mengesahkan pimpinan dan keanggotaan Senat Akademik;

e. Melaksanakan pengawasan umum atas pengelolaan universitas;

f. Melakukan evaluasi tahunan atas kinerja universitas;

g. Mengevaluasi laporan pertanggungjawaban tahunan Rektor, Dewan Audit, serta Senat Akademik;

h. Mengusahakan pemenuhan kebutuhan pembiayaan universitas melalui usaha-usaha tertentu sesuai dengan peraturan perundangan yang berlaku;

i. Menyelesaikan persoalan universitas termasuk masalah keuangan yang tidak bisa diselesaikan oleh organ-organ lain universitas sesuai dengan kewenangan masing-masing;

2. Dalam rangka melaksanakan tugas dan wewenang dimaksud dalam ayat (1) di atas, Majelis Wali Amanat ;

a. menetapkan Anggaran Rumah Tangga yang disusun dan diusulkan oleh rektor;

b. menetapkan ketentuan-ketentuan tentang prinsip-prinsip kehati-hatian, transpa-ransi, akuntabel dalam pengelolaan universitas;

c. menunjuk dan mengangkat auditor eksternal yang independen dan profesional.

3. Tata cara penunjukan dan pengangkatan auditor eksternal diatur lebih lanjut dalam Anggaran Rumah Tangga.

4. Anggaran Majelis Wali Amanat diatur secara khusus di dalam dan dibebankan pada anggaran universitas.

5. Perubahan Anggaran Dasar universitas dilakukan oleh menteri, sedangkan perubahan dan atau penggantian Anggaran Rumah Tangga ditetapkan oleh Majelis Wali Amanat atas usul Rektor.

Pasal 10

1. Majelis Wali Amanat wajib menyelenggarakan sidang sekurang-kurangnya 1 (satu) kali dalam 1(satu) tahun, kecuali hal-hal yang sangat mendesak yang memerlukan penyelesaian atau keputusan yang segera.

2. Pengambilan keputusan oleh MWA dilakukan secara musyawarah mufakat atau pemungutan suara;

3. Pengambilan keputusan oleh MWA yang harus dilakukan dengan pemungutan suara adalah pemilihan Rektor, perubahan Anggaran Dasar, perubahan Anggaran Rumah Tangga, penggabungan universitas, akuisisi universitas, dan pembubaran universitas.

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4. Pengambilan keputusan oleh MWA selain sebagaimana dimaksudkan pada ayat (4) dilakukan secara musyawarah mufakat, dan apabila mufakat tidak tercapai dilakukan dengan pemungutan suara;

5. Setiap anggota Majelis Wali Amanat memiliki hak suara yang sama, kecuali dalam hal pemilihan Rektor, unsur pendiri memiliki hak suara 35% (tiga puluh lima) persen, dan sisanya 65 % (enam puluh lima) persen adalah hak suara anggota lainnya.

6. Tata cara, mekanisme pelaksanaan rapat, pemilihan, pengambilan keputusan yang sah dalam persidangan Mejelis Wali Amanat diatur lebih lanjut dalam Anggaran Rumah Tangga.

BAB VI

DEWAN AUDIT

Pasal 11

1. Dewan Audit adalah organ Universitas yang melakukan evaluasi atas penyelenggaraan universitas;

2. Dewan Audit terdiri atas unsur:

a. Wakil Majelis Wali Amanat sebanyak 1 (satu) orang

b. Wakil Senat Akademik sebanyak 1 (satu)orang

c. Unsur profesional yang kriterianya ditetapkan dalam Anggaran Rumah Tangga sebanyak 3 (orang);

3. Anggota Dewan Audit berjumlah 5 (lima) orang yang diangkat dan diberhentikan oleh MWA;

4. Dewan audit dipimpin oleh seorang ketua dibantu seorang sekretaris yang dipilih dari dan oleh para anggota Dewan Audit;

5. Anggota Dewan Audit berhenti atau diberhentikan karena berakhir masa jabatannya, meninggal dunia, mengundurkan diri, berhalangan tetap paling kurang selama 6 (enam) bulan, atau melanggar hukum.

Pasal 12

1. Dewan Audit bertugas dan berwenang untuk :

a. menetapkan kebijakan audit internal dan eksternal atas Universitas dalam bidang non akademik;

b. mengevaluasi hasil audit internal dan eksternal atas Universitas;

c. mengambil kesimpulan atas hasil evaluasi dan mengajukan pertimbangan serta saran kepada Majelis Wali Amanat.

2. Dewan audit dapat menugaskan auditor independen untuk melaksanakan tugas audit internal dan/atau eksternal atas beban pembiayaan universitas.

3. Anggaran yang diperlukan untuk pelaksanaan tugas Dewan Audit dibebankan pada anggaran universitas.

4. Tata cara penyelenggaraan tugas Dewan Audit termasuk rapat dan pengambilan keputusan yang sah diatur lebih lanjut dalam Anggaran Rumah Tangga.

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BAB VII

SENAT AKADEMIK

Pasal 13

1. Senat Akademik bertindak untuk dan atas nama Majelis Wali Amanat merumuskan norma dan ketentuan akademik tentang kurikulum, proses pembelajaran, penelitian dan pengabdian kepada masyarakat, serta mengawasi penerapan norma dan ketentuan tersebut oleh Rektor.

2. Senat akademik terdiri atas :

a. Pimpinan Perguruan Tinggi (Rektor, Wakil Rektor, Sekretaris Universitas dan Dekan Fakultas);

b. Wakil Dosen sebanyak 3 (tiga) orang per fakultas.

3. Jumlah anggota yang berasal dari pimpinan Universitas sebanyak-banyaknya 1/3 dari seluruh jumlah anggota senat;

4. Anggota sebagaimana dimaksud pada ayat(2) huruf b dipilih melalui pemungutan suara di fakultas;

5. Senat Akademik dipimpin oleh seorang Ketua, dibantu seorang Sekretaris yang berasal dari dan dipilih oleh anggota;

6. Pimpinan dan keanggotaan Senat Akademik disahkan oleh Majelis Wali Amanat untuk masa jabatan 4 (empat) tahun

7. Rektor, Wakil Rektor, Sekretaris Universitas dan Dekan Fakultas tidak dapat dipilih menjadi Ketua dan Sekretaris Senat Akademik.

8. Anggota Senat Akademik pada saat pembentukan pertama kalinya hanya terdiri atas wakil dosen sebagaimana dimaksudkan pada ayat (2) huruf b dan Dekan fakultas;

9. Dalam melaksanakan tugas dan wewenangnya, Senat Akademik dapat membentuk komisi-komisi, panitia atau bentuk lain sesuai kebutuhan.

10. Komisi dipimpin oleh seorang Ketua dan seorang Sekretaris yang berasal dari dan dipilih oleh anggota komisi, diangkat dan diberhentikan oleh Ketua Senat Akademik.

11. Tata cara pemilihan wakil dosen, Ketua dan Sekretaris Senat Akademik serta pembentukan komisi-komisi berikut tugas, wewenang, tata kerja, dan susunan anggota-anggotanya diatur lebih lanjut dalam Anggaran Rumah Tangga.

Pasal 14

1. Senat Akademik bertugas dan berwenang :

a. merumuskan dan mengawasi penerapan norma dan ketentuan akademik Universitas;

b. mengusulkan pemberian sanksi terhadap pelanggaran norma akademik kepada Rektor;

c. merumuskan kebijakan kurikulum dan proses pembelajaran serta mengawasi pelaksanaannya;

d. merumuskan kebijakan penelitian dan pengabdian kepada masyarakat serta mengawasi pelaksanaannya;

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e. merumuskan tolok ukur keberhasilan penyelenggaraan pendidikan tinggi yang mengacu kepada standar nasional pendidikan, dan mengawasi pencapaiannya;

f. merumuskan kode etik sivitas akademika dan mengawasi pelaksanaanya;

g. merumuskan peraturan pelaksanaan kebebasan akademik, kebebasan mimbar akademik, otonomi keilmuan, pemberian atau pencabutan gelar dan penghargaan akademik serta mengawasi pelaksanaannya;

h. merumuskan kebijakan penjaminan mutu akademik Universitasdan mengawasi pelaksanaannya;

i. merumuskan kebijakan penilaian kinerja dosen dan mengawasi pelaksanaanya;

j. merumuskan tata tertib akademik dan mengawasi pelaksanaannya;

k. memberi masukan kepada Majelis Wali Amanat tentang rencana strategis, serta rencana kerja dan anggaran tahunan yang telah disusun oleh Rektor;

l. memberikan pertimbangan kepada Majelis Wali Amanat berdasarkan penilaiannya atas kinerja Rektor dalam bidang akademik;

m. memberikan pertimbangan kepada Rektor atas usul pembukaan dan penutupan Fakultas, Jurusan, Program Studi, Lembaga dan unit-unit akademik lainnya.

2. Anggaran Operasional Senat Akademik dibebankan kepada anggaran Universitas.

Pasal 15

1. Senat Akademik menyelenggarakan rapat sekurang-kurangnya 1 (satu) kali dalam 3 (tiga) bulan.

2. Anggota Senat Akademik dinyatakan berhenti jika masa jabatannya berakhir, mengundurkan diri, meninggal dunia atau berhalangan tetap.

3. Tata cara, bentuk dan jenisnya serta pengambilan keputusan yang sah dalam rapat-rapat Senat Akademik diatur lebih lanjut dalam Anggaran Rumah Tangga.

BAB VIII

PIMPINAN UNIVERSITAS

Pasal 16

1. Pimpinan Universitas terdiri dari Rektor dan dibantu oleh beberapa orang Wakil Rektor, seorang Sekretaris Universitas, dan Kepala Perpustakaan.

2. Bidang tugas utama di bawah koordinator Wakil-wakil Rektor adalah urusan-urusan di bidang pelayanan pengetahuan dan komuniversitas, dan Sekretaris Universitas di bidang administrasi umum dan keuangan.

3. Rektor, Wakil Rektor dan sekretaris Universitas harus memenuhi persyaratan utama sebagai berikut :

a. berkewarganegaraan Indonesia;

b. sehat jasmani dan rohani;

c. berpendidikan serendah-rendahnya S2;

d. memiliki integritas, komitmen, disiplin, dan kepemimpinan yang tinggi;

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e. memiliki jiwa kewirausahaan;

f. berwawasan luas mengenai pendidikan tinggi.

Pasal 17

1. Rektor dipilih, diangkat dan diberhentikan oleh Majelis Wali Amanat atas dasar suara terbanyak.

2. Rektor diangkat untuk masa jabatan 5 (lima) tahun dan dapat diangkat kembali untuk 1 (satu) kali masa jabatan berikutnya.

3. Pemilihan Rektor dilaksanakan paling lambat 3 (tiga) bulan sebelum masa jabatan Rektor berakhir.

4. Sekretaris Universitas dan Wakil Rektor diangkat paling lambat 1 (satu) bulan setelah pelantikan Rektor oleh Rektor.

5. Sekretaris Universitas dan Wakil Rektor mengikuti masa jabatan Rektor, dan dapat diangkat kembali untuk 1 (satu) kali masa jabatan berikutnya.

6. Tugas dan wewenang Sekretaris Universitas, Wakil Rektor diatus lebih lanjut dalam Anggaran Rumah Tangga.

Pasal 18

1. Tata cara pemilihan Rektor dapat dilakukan melalui pembentukan panitia oleh Majelis Wali Amanat yang bertugas menyeleksi bakal calon Rektor melalui mekanisme kompetisi terbuka, debat terbuka, baik yang berasal dari dalam maupun luar Universitas.

2. Majelis Wali Amanat dapat meminta pertimbangan kepada Senat Akademik terhadap bakal calon Rektor sebelum dilaksanakan pemilihan.

3. Pemilihan Rektor dilakukan dalam suatu rapat terbuka Majelis Wali Amanat yang dipimpin oleh Ketua Majelis Wali Amanat.

4. Calon Rektor yang memperoleh suara terbanyak diangkat sebagai Rektor melalui keputusan Majelis Wali Amanat.

5. Rektor, Wakil Rektor dan Sekretaris Universitas dinyatakan berhenti jika masa jabatannya berakhir, mengundurkan diri, meninggal dunia atau berhalangan tetap.

Pasal 19

1. Tugaas dan wewenang Rektor adalah

a. menyusun rencana strategis universitas untuk ditetapkan oleh Majelis Wali Amanat;

b. menyusun rencana kerja dan anggara tahunan universitas sesuai dengan rencana strategis universitas sebagaimana dimaksid pada huruf a untuk ditetapkan oleh MWA;

c. menyelenggarakan pendidikan sesuai rencana kerja dan anggaran tahunan universitas sebagaimana dimaksud pada huruf b;

d. menyelenggarakan penelitian dan pengabdian kepada masyarakat sesuai rencana kerja dan anggaran tahunan universitas sebagaimana dimaksud pada huruf b;

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e. mengangkat dan memberhentikan semua pejabat struktural di bawah pimpinan Rektor serta semua karyawan universitas sesuai dengan Anggaran Dasar dan Anggaran Rumah Tangga universitas serta peraturan perundangan-undangan yang berlaku;

f. melaksanakan fungsi-fungsi manajemen universitas;

g. membina dan mengembangkan hubungan dengan lingkungan universitas dan masyarakat pada umumnya;

h. melaporkan secara berkala kepada Majelis Wali Amanat tentang pelaksanaan rencana strategis, dan rencan kerja dan anggaran tahunan univerasitas.

2. Kewenangan Rektor untuk menyelenggarakan, mengelola dan melaksanakan Tri Dharma Perguruan Tinggi yang rincian pelaksanaannya diatur dalam ART.

3. Rektor dapat mendelegasikan tugas dan wewenangnya sebagaimana dimaksud dalam ayat (1) di atas kepada Dekan Fakultas atau pimpinan unit lainnya, sesuai dengan tingkat dan bidang tugasnya.

4. Pendelegasian sebagaimana dimaksud dalam ayat (2) diatur lebih lanjut dalam Anggaran Rumah Tangga.

Pasal 20

1. Rektor mewakili universitas di dalam dan di luar pengadilan untuk kepentingan dan tujuan universitas, atau menunjuk kuasa untuk itu.

2. Rektor tidak berhak mewakili universitas, jika :

a. terjadi perkara di depan pengadilan antara universitas dengan Rektor;

b. Rektor mempunyai kepentingan yang bertentangan dengan kepentingan universitas.

3. Dalam hal terjadi keadaan sebagaimana dimaksud dalam ayat (2) huruf a, dan b di atas, Majelis Wali Amanat dapat menunjuk seseorang untuk mewakili kepentingan universitas.

4. Apabila Rektor berhalangan tidak tetap, Rektor dapat menunjuk salah seorang Wakil Rektor sebagai pelaksana harian tugas-tugas administratif Rektor.

Pasal 21

Rektor, Wakil Rektor dan Sekretaris Universitas dilarang merangkap jabatan sebagai :

a. pimpinan dan jabatan struktural lain pada perguruan tinggi lain;

b. jabatan struktural dan fungsional lain pada lembaga pemerintahan, Dewan Perwakilan Rakyat/Daerah, Dewan Perwakilan Daerah, pimpinan badan usaha di dalam maupun di luar lingkungan Universitas;

c. jabatan lain yang dapat menimbulkan pertentangan kepentingan dengan kepentingan Universitas.

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BAB IX

UNSUR PELAKSANA AKADEMIK

Pasal 22

1. Fakultas sebagai unsur Universitas mengkoordinasikan pelaksanaan kegiatan akademik dalam satu atau beberapa perangkat cabang ilmu pengetahuan, teknologi, seni dan budaya.

2. Fakultas dipimpin oleh Dekan dan dibantu oleh seorang Sekretaris Fakultas, diangkat dan diberhentikan oleh Rektor untuk masa jabatan 4 (empat) tahun, dan dapat diangkat kembali untuk 1 (satu) kali masa jabatan berikutnya.

3. Kegiatan administrasi akademik fakultas dilaksanakan oleh Jurusan/Bagian, sebagai unsur pelaksana akademik dalam satu cabang ilmu pengetahuan, teknologi, seni dan budaya.

4. Jurusan dipimpin oleh seorang Ketua Jurusan dan dibantu oleh seorang Sekretaris Jurusan, yang diangkat dan diberhentikan oleh Rektor berdasarkan hasil pemilihan jurusan atau bagian untuk masa jabatan 3 (tiga) tahun, dan dapat diangkat kembali berdasarkan hasil pemilihan untuk 1 (satu) kali masa jabatan berikutnya.

5. Penyelenggaraan pendidikan di Jurusan terdiri atas Program Studi dan program pengkhususan sesuai dengan kemampuan dan kebutuhan, dipimpin oleh seorang Ketua dan bila perlu dapat dibantu oleh seorang Sekretaris Program Studi, yang diangkat dan diberhentikan oleh Rektor atas usul Dekan untuk masa jabatan 3 (tiga) tahun, dan dapat diangkat kembali untuk 1 (satu) kali masa jabatan berikutnya.

BAB X

UNSUR PENUNJANG

Pasal 23

1. Laboratorium, studio, worshop, dan unsur penunjang pendidikan lainnya adalah sarana penunjang dan pengembang jurusan/bagian dalam satu atau sebagian pendidikan disiplin ilmu pengetahuan, teknologi, dan/atau kesenian tertentu.

2. Laboratorium, studio, workshop, dan unsur penunjang pendidikan lainnya dipimpin oleh seorang Kepala yang dipilih dan diangkat serta diberhentikan oleh Rektor atas usul Dekan, diantara tenaga pengajar yang keahliannya telah memenuhi persyaratan untuk masa jabatan 5 (lima) tahun, dapat dipilih kembali untuk 1 (satu) kali masa jabatan berikutnya.

BAB XI

L E M B A G A

Pasal 24

1. Lembaga adalah unsur pelaksana di lingkungan Universitas yang mengkoordinasi-kan, memantau dan menilai pengembangan pendidikan, penelitian dan pengabdian kepada masyarakat.

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2. Lembaga dipimpin oleh seorang Ketua dibantu oleh seorang Sekretaris, yang diangkat dan diberhentikan oleh Rektor untuk masa jabatan 4 (empat) tahun dan dapat diangkat kembali untuk 1 (satu) kali masa jabatan berikutnya.

3. Kegiatan lembaga dilaksanakan di Pusat-pusat yang dipimpin oleh seorang Kepala Pusat yang diangkat dan diberhentikan oleh Rektor atas usul Ketua Lembaga untuk masa jabatan 4 (empat) tahun dan dapat diangkat kembali untuk 1 (satu) kali masa jabatan berikutnya.

BAB XII

UNIT USAHA

Pasal 25

1. Unit usaha Universitas adalah usaha yang dilakukan oleh Universitas untuk menghasilkan dana penunjang bagi penyelenggaraan Tri Dharma Perguruan Tinggi.

2. Pengelolaan unit usaha Universitas dilakukan secara terpisah dari kegiatan akademik.

3. Hasil usaha Universitas bukan obyek pajak.

Pasal 26

1. Pengelola unit usaha Universitas diangkat dan diberhentikan oleh Rektor untuk masa jabatan tertentu.

2. Setiap tahun Pengelola unit usaha Universitas wajib menyusun :

a. Rencana Kerja dan Anggaran Tahunan untuk mendapat persetujuan Rektor;

b. Laporan tahunan yang terdiri atas laporan keuangan dan kegiatan usaha yang dipertanggung-jawabkan kepada Rektor.

BAB XIII

PERENCANAAN

Pasal 27

1. Perencanaan universitas disusun dalam bentuk Rencana Strategis serta Rencana Kerja dan Anggaran Tahunan.

2. Rencana Strategis adalah strategi yang dipilih untuk mencapai tujuan, serta program-program yang berjangka waktu 5 (lima) tahunan.

3. Untuk melaksanakan strategi tersebut sekurang-kurangnya mencakup:

a. Evaluasi pelaksanaan Rencana Strategis sebelumnya;

b. Evaluasi kekuatan, kelemahan, kesempatan, dan ancaman yang ada saat itu;

c. Asumsi-asumsi yang dipakai dalam menyusun Rencana Strategis;

d. Penetapan sasaran, strategi, kebijakan dan program kerja, serta indikator kinerja.

4. Rencana Strategis disusun oleh Rektor setelah memperoleh masukan dari Senat Akademik, dan diajukan kepada Majelis Wali Amanat untuk dibahas dan kemudian disahkan.

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Pasal 28

1. Rencana Kerja merupakan penjabaran Rencana Strategis ke dalam rencana kerja tahunan dan anggaran pengeluaran dan pendapatan tahunan.

2. Rencana Kinerja Universitas diajukan kepada Majelis Wali Amanat selambat-lambatnya 60 (enam puluh) hari sebelum tahun anggaran di mulai.

3. Rencana Kinerja sebagaimana dimaksud dalam ayat (2), disahkan oleh Majelis Wali Amanat selambat-lambatnya 30 (tiga puluh) hari sebelum tahun anggaran berjalan.

4. Dalam hal Rencana Kinerja Universitas belum disahkan oleh Majelis Wali Amanat sebagaimana dimaksud dalam ayat (3), maka Rencana Kinerja Universitas tahun sebelumnya dapat dilaksanakan sambil menunggu pengesahan Rencana Kinerja yang diusulkan.

BAB XIV

PENGELOLAAN DAN AKUNTABILITAS

Pasal 29

1. Tahun Anggaran Universitas berlaku mulai tanggal 1 Januari sampai dengan tanggal 31 Desember tahun berjalan.

2. Tata Cara pengelolaan keuangan Universitas diatur oleh dan disesuaikan dengan kebutuhan Universitas dengan memperhatikan efisiensi, otonomi, dan akuntabilitas.

Pasal 30

1. Dalam waktu 5 (lima) bulan setelah tahun buku ditutup, Rektor bersama Majelis Wali Amanat wajib menyampaikan laporan tahunan dan laporan akademik kepada Menteri.

2. Laporan Keuangan sebagaimana dimaksud dalam ayat (1) diperiksa oleh pengawas fungsional.

3. Laporan Keuangan Tahunan dan Laporan Akademik Tahunan sebagaimana dimaksud dalam ayat (1), setelah mendapat pengesahan dari Menteri, menjadi informasi publik.

Pasal 31

1. Laporan Keuangan Tahunan dan Laporan Akademik Tahunan ditanda-tangani oleh semua Pimpinan Universitas dan disampaikan kepada Majelis Wali Amanat.

2. Dalam hal terdapat anggota Pimpinan Universitas tidak menandatangani Laporan Keuangan Tahunan dan Laporan Akademik Tahunan sebagaimana dimaksud dalam ayat (1) harus disebutkan alasannya secara tertulis.

Pasal 32

Laporan Keuangan Tahunan disusun sesuai dengan Standar Akuntansi Keuangan yang berlaku.

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BAB XV

KEKAYAAN DAN PENDANAAN

Pasal 33

i. Kekayaan awal berasal dari kekayaan negara yang dipisahkan oleh Menteri Keuangan menjadi kekayaan awal universitas.

j. Besarnya kekayaan awal sebagaimana dimaksud dalam ayat (1) adalah seluruh kekayaan negara yang kini telah dimanfaatkan oleh universitas untuk penyeleng-garaan pendidikan tinggi.

k. Besarnya nilai kekayaan awal sebagaimana dimaksud dalam ayat (2) di atas, ditetapkan oleh Menteri Keuangan berdasarkan perhitungan yang dilakukan bersama dengan Menteri.

l. Kekayaan negara berupa tanah sebagaimana dimaksud dalam ayat (1), dimanfaatkan sepenuhnya untuk kepentingan universitas yang tidak dapat dipindahtangankan.

m. Pemanfaatan kekayaan negara berupa tanah yang mengikut-sertakan pihak ketiga, terlebih dahulu harus mendapat persetujuan prinsip dari Menteri Keuangan.

n. Pemanfaatan kekayaan negara berupa tanah sebagaimana dimaksud dalam ayat (4) dan ayat (5), merupakan pendapatan universitas dan dipergunakan sepenuhnya untuk penyelenggaraan pendidikan.

Pasal 34

1. Hak kekayaan intelektual terdiri atas hak paten, hak cipta, dan bentuk-bentuk hak kekayaan intelektual lainnya yang sepenuhnya atau sebagian dimiliki oleh universitas.

2. Tata cara perolehan, penggunaan, dan pengelolaan hak kekayaan intelektual universitas diatur lebih lanjut dalam keputusan Majelis Wali Amanat dengan berpedoman pada ketentuan peraturan perundang-undangan yang berlaku.

Pasal 35

1. Pembiayaan untuk pengelolaan dan pengembangan universitas berasal dari :

a. pemerintah;

b. pemerintah daerah;

c. Masyarakat;

d. Usaha dan tabungan universitas;

e. Pihak luar negeri yang tidak mengikat.

2. Dana dari Pemerintah sebagaimana dimaksud dalam ayat (1) huruf a, berasal dari Anggaran Pendapatan dan Belanja Negara (APBN).

3. Universitas mengalokasikan anggaran yang berasal dari masyarakat dan atau usaha dan tabungan Universitas sebagai pendamping dana yang diperoleh dari Pemerintah.

4. Penerimaan universitas sebagaimana dimaksud dalam ayat (1) huruf b, dan huruf c, merupakan Penerimaan Negara Bukan Pajak (PNBP).

Appendix - 14

December 2005

BAB XVI

PENGAWASAN

Pasal 36

1. Pengawasan atas penyelenggaraan universitas dilakukan oleh Menteri yang mendelegasikan wewenang ini kepada Majelis Wali Amanat.

2. Pemeriksaan internal atas pengelolaan keuangan universitas dilakukan oleh tenaga audit internal universitas.

BAB XVII

KETENAGA KERJAAN

Pasal 37

1. Dosen merupakan pegawai universitas yang pengangkatan dan pemberhentian, kedudukan, hak, serta kewajibannya ditetapkan berdasarkan perjanjian kerja sesuai dengan peraturan perundang-undangan mengenai tenaga dosen di universitas.

2. Tenaga administrasi, pustakawan dan teknisi merupakan pegawai Universitas, yang pengangkatan dan pemberhentian, kedudukan, hak serta kewajibannya ditetapkan berdasarkan perjanjian kerja sesuai dengan ketentuan peraturan perundang-undangan mengenai ketenagakerjaan.

3. Dosen, tenaga administrasi, pustakawan dan teknisi yang saat ini berstatus sebagai Pegawai Negeri Sipil, secara bertahap dialihkan statusnya menjadi pegawai universitas.

4. Pengalihan status Pegawai Negeri Sipil menjadi pegawai universitas sebagaimana dimaksud dalam ayat (3) dilaksanakan selambat-lambatnya dalam jangka waktu 10 (sepuluh) tahun setelah universitas disahkan sebagai Badan Hukum Pendidikan.

BAB XVIII

KETENTUAN PERALIHAN

Pasal 38

1. Selambat-lambatnya dalam waktu 1 (satu) tahun terhitung sejak ditetapkan-nya Anggaran Dasar ini dalam bentuk Peraturan Pemerintah, Rektor yang lama segera berkonsultasi dengan pendiri untuk membentuk struktur organi-sasi BHP Universitas.

2. Masa peralihan penyelenggaraan universitas dari status Perguruan Tinggi Negeri menjadi Badan Hukum Pendidikan paling lama 5 (lima) tahun.

BAB XIX

KETENTUAN PENUTUP

Pasal 39

1. Semua peraturan universitas yang ada pada saat berlakunya Anggaran Dasar ini dinyatakan tetap berlaku sepanjang tidak bertentangan dan belum diganti dengan yang baru.

2. Hal-hal yang belum diatur dalam Anggaran Dasar ini akan diatur lebih lanjut dalam Anggaran Rumah Tangga

Appendix - 15

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