Book II: Transition Plan
PROGRAM I
IMPROVING ACADEMIC MANAGEMENT IN SUPPORTING ITB
TOWARDS A RESEARCH UNIVERSITY
A. BACK GROUND
The ITB’s main commitment towards a research university in 2010 as addressed in its Strategic Plan 2006-2010 requires not only preparation in resources and programs, but more importantly in the cultivation of research culture among both staff and students. This reflects that ITB has to perform enormous yet comprehensive preparations and actions to set up all necessary changes in planning, organizing and managing designs to transform the existing academic and non-academic practices into that suitable for supporting research university. Basically, a research university differs from a teaching university in many aspects, among others (1) achievements and performance of all academic activities should be measured by indicators related to research outputs of both staff and students, (2) international and national publications as well as citations should be employed to gauge the research activities, (3) improvement of teaching materials and knowledge delivery should be optimally enriched by the research results, etc.
The SER reveals that the existing condition of academic management set up is far from adequate to support such targeted future. Some initial capacity and academic outputs of ITB indicated an optimistic picture growing to be a research university in the future. However, enormous hard works in many aspects of academic as well as non-academic improvements have to be accomplished before ITB could really prepare to enter the new era of academic life as a research university. To ensure a sustainable progress in the future, the central management system should undertake a step-by-step preparation to establish the operational scheme in running the academic process and a proper group division of related units to the institute's integrated management system. Consequently, the transformation agenda for improving academic management system should be carefully designed and placed in line with the institution's transformation programs contained by the overall planning progress of BHMN status.
B. RATIONALE
During the early stage of the academic development process towards a research university, ITB requires an accurate mapping of strengths and weaknesses on the current academic condition before a clear course of development can be defined. Based on the SWOT analysis described in Appendix IV, two major issues were identified, i.e. the first was to enhance ITB's international recognition and linkages with overseas academic community through a variety yet effective strategies; the second was to conduct a transformation agenda to the overall teaching and learning processes, to cultivate internal academic environment suitable for a research university life. The prior strategy is a mere effort to ensure high academic standing of ITB at the international level. This is one of the most important indicators for a plausible research university. The later approach is intended to promote academic cultural changes into a more suitable condition for a research university.
C. OBJECTIVES and OUTCOMES
The objectives of this program are:
1. To prepare ITB in entering its development stage towards a research based university as stated in the ITB Strategic Plan 2006 – 2010.
2. To establish the academic management system in relation with the two major issues as described in the Rationale. The overall targets will be achieved through two main activities, such as (1) establishing international student management system towards globalization of ITB to support ITB as a research university (2) improving academic management that support active learning.
Particular targeted outputs from the proposed program are as follows,
§ Improving the quality of ISO (International Student Office – ITB) in providing services and expanding its coverage of activity.
§ Increasing international network through international alumni, future scientific research programs, academic staff’s exchange, and other academic programs.
§ Joint activities with the alumni’s institution, in regional and international seminars or conferences that will increase the role of ITB in regional and international levels, in the area of research and education.
§ Developing a management system that can support improved teaching method into Active Learning and applying the method to selected subjects in ITB.
The outcomes of this program are:
1. International recognition toward ITB resulting in a stronger international network.
2. Shifting the quality of education towards international standards.
3. More effective revenue generating from international tuition fee.
4. Shifting the academic environment from Teaching and Learning (T&L) to Research and Learning (R&L)
D. MECHANISM & DESIGN
Concerning the two major issues derived from the program umbrella, the first activity will be stressed on improving administrative preparation system for incoming overseas students such as on line registration system, immigration information, promotion website and other related information. The established MIS system will be integrated with the central academic server (MIS Academic). Preparation language courses and cultural programs for international students will also be proposed. By and large, empowerment of the ISO will become the main concern of the activity. Additionally, the second issue will be handled through a systematic improvement of Active Learning educational method. The existing management system for example will be evaluated and transformed to prepare active learning services, self access learning, fast student-staff communication/ interaction, scoring as well as evaluation and assessment systems.
At the early stage of the transformation, the system will emphasize on several selected essential aspects, such as preparing the software and SOP for scoring system suitable for active learning, preparing SOP for lecturers and students to conduct active learning, empowering management of students counselling unit to promote students motivation in anticipating active learning. Guidelines for empowering the research division (KK) in the development of materials and methodology for active learning will also be explored.
E. RESOURCES REQUIRED
F. SCHEDULES
G. INDICATORS
H. SUSTAINABILITY
Once the International Students Office is established with complete SOP, the office should be running by itself, requiring only maintenance. The establishment of the office will give income to the ITB, so that it is profit center, not a cost center. Therefore, sustainability is guaranteed.
Once the method of Active Learning is established, the activity only requires disseminating to other staff. The budget for this the implementation of this active learning course will be funded by ITB's RKA.
I. PIC (Person in Charge): Ichsan Setyaputra
J. MONEV TEAM: T.A. Fauzi Soelaiman, Enny Ratnaningsih.
PROGRAM II
DEVELOPMENT OF MANAGEMENT SYSTEM TO SUPPORT ITB INTEGRATED MANAGEMENT
A. BACK GROUND
As a reasonably large institution with a quite complex business processes, all micro managements in ITB should be able to handle strategic issues of ITB in an integrated way. Integrating management is required in order to run modern management in ITB. At this point, both macro and micro managements in ITB has not shown the strong capability to integrate its planning - executing - and monitoring-evaluation loop completely. As a result, dissonance towards system and process implementation have occurred in almost all management aspects in ITB and have caused delay in many business processes as well as less support from the community to accept the new concepts, guidelines, or regulations.
The SER points to these following aspects as causes for such conditions:
§ Fast changing of direction that was not followed by regulations supporting the changes;
§ Disparity among units in system development as well as in managing capacity;
§ Lack of synergy among working units in solving problems that requires intensive coordination
§ Lack of a comprehensive and reliable cost structure to support the advanced changes of academic plan of ITB towards a research university;
§ Limited ability to quickly adapt the Annual Budget Plan with changes in funding;
§ Insufficiency of competent human resources, particularly non-academic staffs, to support the implementation of new system/new regulations of ITB BHMN;
§ Delay in business process due to less well developed system.
Consequently, all supporting units, as micro managements, at ITB should improve its own management system capacity in order to function well by itself and in order to tackle strategic issues of ITB integrated with other micro managements in ITB.
From various micro managements, planning and executing management systems are given the priority to be enhanced within the IMHERE funding scheme. The capacity of the financial management system should cover not only to support ITB business process in SAK, but also to support revenue generating activities carried out by SKD, and SUK. In order to enlarge the management coverage to SUK and SKD, the system of such management should also be empowered significantly.
B. RATIONALE
The improvement of management system is required for ITB to undertake Integrated Management with Shared Authorization and Responsibility (IMSAR) as a way to carry out the whole management process at ITB. To do so, disparity among management capacity should be diminished and each management should have the same pace and phase in developing its management system. The improvement is necessary in order to manage the business process in synergy and in efficient and effective ways so as to achieve the ITB's Vision and Mission.
An ineffective current human resource management system (HRMS) that has been analysed as root of problem has to be improved by producing new HRM System. Furthermore, development of management systems in Planning and other Executing managements such as Financial, Procurement, Asset, and Security managements are urgently needed. Without such stages of development, the integration could not be done.
C. OBJECTIVES & OUTCOMES
The objectives of this program are:
1. To improve management system of Planning, Human Resource, Financial, Asset, Procurement, Security to achieve more effective and efficient managements characterized by better achievements of General and Key Performance Indicators of the management.
2. To diminish the gap in management system development capacity among working units that enabling to manage ITB in better synergy.
The outcomes of this program are:
1. To gain credibility and trust from the community about ITB management capacity
2. To exhibit the characteristic of ITB integrated managements such as (a) Speed and duration in program execution; (b) Efficient and effective use of resources, (c) Timely efficient distribution and collection of information, (d) Smooth delegation processes, (e) High people satisfaction and contribution, (f) System based operations, (g) Everybody knows the rights, responsibilities, and the limit of authority, (h) dynamic organizations that adaptable to demand of changes.
3. ITB is able to plan its business according to its needs in achieving ITB vision and mission characterized by ability to complete the loop of PDCA in both micro and macro managements.
4. To gain credibility and trust about ITB as high quality higher education institution.
D. MECHANISM & DESIGN
In terms of human resources, the development of new system that is more suitable to support ITB current and future operations will be carried out. The establishment of the policy in implementing of new HRM will be accompanied by the feasibility study of its implementation in converting PNS status to ITB employees.
The management of financial, planning, procurement, asset, and security systems should be developed so that it can function well integratedly. The mechanism develops comprehensive regulation, system and procedures to conduct the management function accordingly. The development of management systems include (1) development of Financial Management in supporting the implementation of Single Account and Performance Budget Funding (2) development of Planning Management through establishing comprehensive cost structure to support Integrated, Accountable and Auditable Work Plan and Budget, (3) development of Procurement Management System that could support accountable utilization of non-government fundings in procurement, (4) development of Asset Management System in supporting reliable operation and maintenance as well as in obtaining reliable asset data and values; (5) development of Security Management System in enhancing community awareness towards security and improving capacity in securing ITB assets.
Once the intact policy, regulation, guidelines, and sop of each management are established, the socialization will be carried out prior to test the developed systems. The process of integrating management systems within ITB-BHMN will be started once the policy, regulation, guidelines, and SOP are available through mapping of Regulations, Guidelines, and SOPs.
As outlined in the following diagram, the mechanism and design can be resumed as follows:
1. Establishing new HRMS & the policy for implementing new HRMS
2. Feasibility study of implementation of new HRMS
3. Establishing Regulations, Guidelines, and SOPs of developed management systems.
4. Integrating micro managements
E. RESOURCES REQUIRED
G. SCHEDULES
G. INDICATORS
H. SUSTAINABILITY
The management with good system, equipped with general and specific Key Performance Indicator (KPI) will be sustained by itself. The improvement of the management system capacity will establish a comprehensive management system enabling ITB to manage its activities efficiently and effectively and achieve its management objectives. With good management system, the business process could be better managed. This will directly and indirectly contribute to ITB sustainability. The integrating managements will add significantly to the sustainability of the managements since it will produce the capacity of ITB in performing good planning that could support ITB's needs in achieving its vision and mission. In the long run such behaviour will cultivate trust and credibility of ITB as qualified higher education institution.
I. CIC (Coordinator in Charge): Mary Handoko / Director of Finance
J. PIC (Person in Charge):
Activity 1: Suharto / Head of Employment Bureau
Activity 2: Nia Pontoh / Head of PODC
Activity 3: Mary Handoko / Director of Finance
Activity 4: Triyogo / Head of Planning Bureau
Activity 5: Rustandi / Head of Asset Bureau
Activity 6: Muh. Abduh / Head of Logistic TIU
Activity 7: Hery Dalyari / Head of Security
Activity 8: Triyogo / Head of Planning Bureau
K. MONEV Team:
CMT (Coordinator Monev Team): Anggraini Barlian
MT Activity 1: Andi Isra Mahyuddin
MT Activity 2: Ismunandar
MT Activity 3: I.G.B. Ngurah Makertihartha
MT Activity 4: Kusnandar
MT Activity 5: Indra Noviandri
MT Activity 6: Abdul Waris
MT Activity 7: Nugroho Soelami
MT Activity 8: Anggraini Barlian
PROGRAM III
DEVELOPMENT OF MIIS (MANAGEMENT OF INTEGRATED INFORMATION SYSTEM)
A. BACK GROUND
According to SER, the lack of integrated system of planning-executing-monitoring & evaluating management as well as the lack of synergy among working units has been identified in the current management of ITB. This is caused by, among others; insufficiency of accurate, reliable and comprehensive data to support the decision making process and lacking of regulation supporting fast and secure access of data & information. Although ITB has currently implemented some Information Systems (IS), i.e.: the SiX (Academic), SISPRAN (Planning), SISKEU (Finance), SIDSDM (HR) and SIMA (Assets); the business process in the ITB management is still considered sluggish, due to lacking and/or insufficient support from some other required information systems in Human Resources, Asset, Research & Community Services, Quality Assurance and Internal Control, Student Affairs, Logistics, and Security.