UNIVERSITAS AIRLANGGA STRATEGIC PLAN Board of Trustees Plenary Meeting 22 December 2015

Transcription

1 UNIVERSITAS AIRLANGGA STRATEGIC PLAN Board of Trustees Plenary Meeting 22 December 2015

2 Content INTRODUCTION VISION & MISSION INTERNAL-EXTERNAL ANALYSIS STRATEGIC PLAN MAIN PERFORMANCE INDICATORS ANF STRATEGIC INITIATIVE

3 INTRODUCTION

4 INTRODUCTION Govt Regulation Number 30 in 2014 Universitas Airlangga as PTN - BH Continous Improvement Top 500 World Class University Strategic Plan

5 VISION Vision To become an independent, innovative, and leading university at national and international level as well as the pioneer for the development of science, technology, and humanity based on religious morality.

6 MISSION a. Organizing and developing academic education, professional education, and/or vocational education with world class excellence based on nationalism and religious morality; b. Carrying out basic research, applied research, and innovative policy research with world-class excellence based on nationalism and religious morality to support the development of education and to conduct community service; c. Devoting its expertise in the field of science, technology, and humanity to the society; d. Managing the university independently with good governance through institutional development oriented towards quality and ability to compete at international level.

7 VALUES Excellence with Morality Based on morality Excellence Strong academic culture Target-oriented

8 INTERNAL AND EXTERNAL ANALYSIS

9 SWOC - Strengths STRENGTHS S1. Strong brand equity and A accreditation ( BAN PT) S2. Excellence in Health and Life Science WEAKNESSES OPPORTUNITIES S3. Having excellent and strategic facilities (UA Hospital, Infection Hospital, Veterinary Hospital, Dental and Oral Hospital, ITD and BSL-3) managed by Airlangga Health Science Institute - AHSI S4. Implementing good university governance (ISO-IWA, MBNQA and WTP certification) CHALLENGES

10 SWOC - Weaknesses W1. High dependency from Tuition Fee and Governmental Fund. W2. Low link and match between research result and industry WEAKNESSES OPPORTUNITIES W3. Diverse programs, departments and faculties W4. Low number of Scopus-indexed scientific publications W5. Low number of professors and lecturers with Doctoral Degree CHALLENGES

11 SWOC - Opportunities O1. Stable Economic Growth with increasing middle class community O2. Demographic Bonus for productive age population until 2040 OPPORTUNITIES O3. Increasing interest to continue studies to Master s and Doctoral Degrees CHALLENGES O4. Increasing demand on innovations in the industrial sector

12 SWOC - Challenges C1. PTN-BH supporting regulation dynamics C2. Limited fiscal capacity C3. Intense competition from other universities C4. Universities from abroad may operate in Indonesia CHALLENGES

13 KEY SUCCESS FACTORS UNIVERSITAS AIRLANGGA 1. Academic reputation 40% 2. Employer reputation 10% 3. Student-to-faculty ratio 20% 4. Citations per faculty 20% 5. International faculty ratio 5% 6. International student ratio 5% University Branding

14 STRATEGY MAPS UNIVERSITAS AIRLANGGA STRATEGIC PLAN Stakeholder Internal Business Process Growth and Learning On time study completion Employer Alumni Improving Human Capital Readiness Human Capital Strategic Plan & Implementation Research Program & Institutional Accreditation Publications & Citations 1. Inputs quality 2. Curriculum quality 3. Learning-Teaching Process 4. Facility Quality Readiness Index 1. Research Quality 2.Key Scientist Quality and Quantity 3. Research Publication 4. Research Facility < 500 University Branding Improving Information Capital Readiness ICT Strategic Plan & Implementation Community Service % realization of social impact programs 1. Community Service Quality(great impact) 2. Key Facilitator Quantity 3. Research Center Quantity Business Improving Organizational Capital Readiness: Academic Culture University-Stakeholders Synergy index Fee on Revenue (Rp) 1. Strategic Business Units 2. Professonal Management 3. Alumni Management 4. Principal fund Financial Financial Adequacy and Independence Improvement Income Proportion Improvement

15 Academic Excellence Stakeholder Internal Business Process Growth and Learning On time study completion Employer Alumni Improving Human Capital Readiness Human Capital Strategic Plan & Implementation Research Program & Institutional Accreditation Publications & Citations 1. Inputs quality 2. Curriculum quality 3. Learning-Teaching Process 4. Facility Quality Readiness Index 1. Research Quality 2.Key Scientist Quality and Quantity 3. Research Publication 4. Research Facility < 500 University Branding Improving Information Capital Readiness ICT Strategic Plan & Implementation Community Service % realization of social impact programs 1. Community Service Quality(great impact) 2. Key Facilitator Quantity 3. Research Center Quantity Business Improving Organizational Capital Readiness: Academic Culture University-Stakeholders Synergy index Fee on Revenue (Rp) 1. Strategic Business Units 2. Professonal Management 3. Alumni Management 4. Principal fund Financial Financial Adequacy and Independence Improvement Income Proportion Improvement

16 Research Excellence Stakeholder Internal Business Process Growth and Learning On time study completion Employer Alumni Improving Human Capital Readiness Human Capital Strategic Plan & Implementation Research Program & Institutional Accreditation Publications & Citations 1. Inputs quality 2. Curriculum quality 3. Learning-Teaching Process 4. Facility Quality Readiness Index 1. Research Quality 2.Key Scientist Quality and Quantity 3. Research Publication 4. Research Facility < 500 University Branding Improving Information Capital Readiness ICT Strategic Plan & Implementation Community Service % realization of social impact programs 1. Community Service Quality(great impact) 2. Key Facilitator Quantity 3. Research Center Quantity Business Improving Organizational Capital Readiness: Academic Culture University-Stakeholders Synergy index Fee on Revenue (Rp) 1. Strategic Business Units 2. Professonal Management 3. Alumni Management 4. Principal fund Financial Financial Adequacy and Independence Improvement Income Proportion Improvement

17 Community Service Excellence Stakeholder Internal Business Process Growth and Learning On time study completion Employer Alumni Improving Human Capital Readiness Human Capital Strategic Plan & Implementation Research Program & Institutional Accreditation Publications & Citations 1. Inputs quality 2. Curriculum quality 3. Learning-Teaching Process 4. Facility Quality Readiness Index 1. Research Quality 2.Key Scientist Quality and Quantity 3. Research Publication 4. Research Facility < 500 University Branding Improving Information Capital Readiness ICT Strategic Plan & Implementation Community Service % realization of social impact programs 1. Community Service Quality(great impact) 2. Key Facilitator Quantity 3. Research Center Quantity Business Improving Organizational Capital Readiness: Academic Culture University-Stakeholders Synergy index Fee on Revenue (Rp) 1. Strategic Business Units 2. Professonal Management 3. Alumni Management 4. Principal fund Financial Financial Adequacy and Independence Improvement Income Proportion Improvement

18 University Holding Excellence Stakeholder Internal Business Process Growth and Learning On time study completion Employer Alumni Improving Human Capital Readiness Human Capital Strategic Plan & Implementation Research Program & Institutional Accreditation Publications & Citations 1. Inputs quality 2. Curriculum quality 3. Learning-Teaching Process 4. Facility Quality Readiness Index 1. Research Quality 2.Key Scientist Quality and Quantity 3. Research Publication 4. Research Facility < 500 University Branding Improving Information Capital Readiness ICT Strategic Plan & Implementation Community Service % realization of social impact programs 1. Community Service Quality(great impact) 2. Key Facilitator Quantity 3. Research Center Quantity Business Improving Organizational Capital Readiness: Academic Culture University-Stakeholders Synergy index Fee on Revenue (Rp) 1. Strategic Business Units 2. Professonal Management 3. Alumni Management 4. Principal fund Financial Financial Adequacy and Independence Improvement Income Proportion Improvement

19 Strategic Target Unit Target 2020 Initiative Financial Independence Improvement Income Proportion Improvement (Tuition, Govt, and UNAIR Businesses) 40:35:25 Improving income proportion from academic and non-academic Revenue Generating Units (RGUs) Improving assets utilization Improving efficiency of organizational management cost Improving Academic Business Government (ABG) funding synergy Improvement Improving Academic Excellence Improving Research Excellence Improving Community Service Excellence Improving University Holding Excellence index (academic and employers based on QS survey) Program and Institutional Accreditation Publications and Citations Quantity Research Result Mass Production % program with high social impact realization Contribute to income of UNAIR Alumni engagement 85 Program(A = D3: 50%; S1: 100%; S2: 75%; S3: 75%; International: 31 program) Institution A 828 (Scopus) 85% citations per faculty 20 researches manufactured 50 local 35 regional 15 national 25% 50% Developing Airlangga Connection based on integrated database Improving scientific research exposure in national mass media (TV, radio, newspaper and magazine) Managing SBUs professionality Conducting University Branding activities Increasing the number of admitted students from East Java and International Developing competitive advantage based curriculum Increasing the number of programs with A-level and international accreditation Increasing the numbers of double degree programs with partner universities Conducting One Doctor One Scopus Article program Giving appreciation to key scientists of UNAIR Improving research collaborations with high impact researchers Increasing the number of UNAIR journals accredited by DIKTI and indexed by Scopus Increasing the number of researches in line with UNAIR competitive advantages Updating and upgrading the research facilities to world class level Increasing the number of UNAIR research mass production Developing strategic themes in line with UNAIR competitive advantages Improving community service with local, regional and national impact (50:35:15) Facilitating key facilitators as ambassadors of UNAIR Developing relevant RGUs Managing RGUs professionally Managing efficient and profitable RGUs Improving and managing the principal fund Improving Human, Information and Organizational Capital Readiness Readiness Index: Human capital Information capital Organizational capital 90% 90% 90% Formulating and implementing Human Cap StratPlan Formulating and implementing Information Cap StratPlan Formulating and implementing Organization Cap StratPlan

20 Financial Adequacy and Independence Budget Mapping of Universities in Indonesia Students 2015 Budget Headcount cost/ (rupiah) Student (rupiah) UI ,9 T UGM ,2 T Unair ,021 T UB ,1 T To be competitive, UNAIR needs to add headcount/student : 2020: (UGM + UB)/2: ,- UNAIR income in 2020: Rp. 1,684 T 2015 Proportion 2020 Proportion Education service(spp) % % Government fund(boptn and % % BPPTN) UNAIR Businesses % % Data

21 Index Academic Employer QS University Ranking is based on surveys on global academic peers and employers

22 Program Accreditation Accreditation Percentage Institution (Universitas Airlangga) A A Program BAN-PT (A Accreditation): D3: 28% S1: 70% S2: 41% S3: 15% International: D3: 50% S1: 100% S2: 75% S3: 75% 6 programs 31 programs (5 programs added every year) Note: Doctoral program (S3) is assumed to grow fast because students are obliged to make international publications Data

23 Improving Research Excellence Journal Ranking in Scopus Q1 International Journal Q2 International Journal Q3 International Journal Q4 International Journal Total Data

24 Community Service Excellence Community service with impacts at level: Local (city/regency) > 80% 50% - Regional (province) 15-18% 35% - National (Indonesia) < 2% 15% Total 699

25 University Holding Income (billions of rupiah) SBUs (unit) Average per SBUs (billions of rupiah) Note: There are 2 new SBUs every year

26 Alumni Management Comprehensive alumni database UNAIR Alumni involved in UNAIR events UNAIR Alumni contribute to UNAIR funding % 20% 30% 40% 50% 60% 3% 6% 9% 12% 15% 20% 1% 2% 3% 4% 5% 6% Note: Every year>7,000 students are graduated, estimated > 150 thousand alumni UNAIR making contribution in society

27 Human Capital Strategic Plan S3 / Doctoral Degree % 30% 37% 41% 44% 47% 50% Professor % 11% 12% 14% 16% 18% 20% Total Active Lecturer (PNS) 1,542 1,619 1,700 1,785 1,874 1,968 Lecturer/Student Ratio Exacta 1:14 1:10 Social 1:63.5 1:30 Note: Every year, the number of active lecturers (PNS) grows 5% Data S3 Data GB

28 Lecturer-Staff Ratio Lecturer 56% 57% 58% 59% 60% Staff 44% 43% 42% 41% 40%

29 Information Capital Strategic Plan Academic Information System (Cybercampus) S2 partly S3 not yet 100% 100% 100% 100% 100% Financial Information System 100% 100% 100% 100% 100% 100% Human Resources Information System Facility, Infrastructure and Environmental Information System Procurement Information System Airlangga Integrated Management System (AIMS) 50% 60% 70% 80% 90% 100% 50% 60% 70% 80% 90% 100% 100% 100% 100% 100% 100% 100% 50% 60% 70% 80% 90% 100%

30 Organizational Capital Strategic Plan Organizational Values Based on morality 100% 100% 100% 100% 100% Excellence in teaching 50% 60% 70% 80% 90% Excellence in research 50% 60% 70% 80% 90% Excellence in community services 50% 60% 70% 80% 90% Excellence in holding university 50% 60% 70% 80% 90% Strong academic culture 50% 60% 70% 80% 90% Target-oriented (performance-based management) 50% 60% 70% 80% 90%

31 Events and Budgeting Formulation of Universitas Airlangga Allocation Rupiah % Rupiah % Education 623,471,603, ,589,805, Research 64,014,087, ,766,098, Community Service 7,732,268, ,063,275, Salary, Allowance and IPK PNS Lecturer Salary (APBN) 103,504,831, ,316,043, PNS Staff Salary (APBN) 77,978,301, ,342,829, PNS Lecturer Professional and Honorary Allowance (APBN) 77,504,400, ,798,100, Non PNS Lecturer Salary (BOPTN) 3,824,704, ,572,221, Non PNS Staff Salary (BOPTN) 9,401,192, ,366,775, RSUA Non PNS Staff Salary (BOPTN) ,784,290, Non PNS Lecturer Salary (PNBP) 2,990,216, ,597, Non PNS Staff Salary (PNBP) 29,221,524, ,533,947, Non-structural Allowance (PNBP) 471,840, ,160, PNS Lecturer IPK (PNBP) 30,880,848, ,962,463, PNS Staff IPK (PNBP) 24,392,558, ,079,720, Non PNS Lecturer IPK (PNBP) 722,305, ,369,374, Non PNS Staff IPK (PNBP) 14,844,456, ,157,722, TOTAL 1,070,955,135, ,162,114,424,

32 Events and Budgeting Formulation of Universitas Airlangga Allocation Education APBN DAMAS APBN DAMAS 9.25% 24.77% 7.91% 25.14% Research 2.40% 3.87% 4.98% 4.20% Community Service 0.26% 0.50% 0.57% 1.07% Development 11.15% 15.89% 11.42% 10.06% Management 27.16% 9.63% 27.04% 7.62%

33 THANK YOU