Managing Universities in the 21 st century Chan Basaruddin Komisi PHK – DPT – DIKTI

Talking heads Global trend in Higher Education University as knowledge enterprise University autonomy and legal entity Key functional areas HEIs within Indonesian context Issues

Quote of the day “In the early twenty-first century, people will be able to study what they want, when they want, where they want, and in the language they prefer, electronically.“ Peter Knight, July 1994

University of 21 st century No longer monopoly as knowledge sources or providers – Internet plays that roles too Students are treated as prime customers – Tension between massification and quality Faculty members are not a permanent and life time status – Tenure-ship is the past; constant updating Public funding will not be sufficient – Should diversify its income

Programmes Postgraduate studies First degree Continuing education

Changing education and training needs higher skill levels flexibility to adapt to change need for continuing education learning to learn and unlearn continuously

New pedagogical approaches focus on learning tailored to needs of individuals rather than teaching new and varied modalities for learning: interactive & collaborative learning reliance on advanced education technology in appropriate ways representation of knowledge and concept in multiple ways teacher as guide and facilitator

University as a Knowledge Enterprise What How High Low High Low Enterprise Bureaucratic Anarchy

University as a Knowledge Enterprise System and procedures are important but must not kill academic creativity – The right balance should be exercised Management is becoming a core function – Should be performed by professional, competence and dedicated staff – Shall not be mixed with academic function Cannot afford it of being inefficient

University Autonomy and Legal Entity Autonomy covers not only academic function, but most importantly on managing and setting direction for development OECD look into the following matters: – Establishing/closing programs – Hire/fire staff – Setting fee – Manage revenue Autonomy should be matched with accountability

University Autonomy and Legal Entity Autonomy require a proper governance system – University should be able to act before law  should be a legal entity – The governance shall stands on two strands: academic (Senate) and non-academic (BoT) UU-BHP is for supporting this autonomy – To promote good university governance

Badan Hukum Pendidikan Jakarta, 29 July Pemerintah RI PTN BADAN HUKUM Pemerintah RI Yayasan BADAN HUKUM PTN PTS BHPP BHPM BADAN HUKUM BHPM

Struktur BHP Jakarta, 29 July REPRESENTASI PENDIDIK (SENAT PERGURUAN TINGGI) REPRESENTASI PEMANGKU KEPENTINGAN (MAJELIS WALI AMANAT) PENGELOLA (REKTOR/DIREKTUR) AUDIT NON AKADEMIK

Representasi Pemangku Kepentingan Jakarta, 29 July DEPARTEMEN PENDIDIKAN NASIONAL REPRESENTASI PEMANGKU KEPENTINGAN (MAJELIS WALI AMANAT) BHPP STAKEHOLDERS INTERNAL TUGAS: KEBIJAKAN UMUM STAKEHOLDERS EKSTERNAL

Senat perguruan tinggi Jakarta, 29 July ORGAN REPRESENTASI PENDIDIK GURU BESAR, DIPILIH OLEH DAN DARI GURU BESAR REKTOR/DIREKTUR DOSEN, DIPILIH OLEH DAN DARI DOSEN KEANGGOTAAN Ketua dipilih oleh dan dari anggota TUGAS: PENGAWASAN KEBIJAKAN AKADEMIK Keanggotaan: proporsional (24:2) Profesor Dosen

Sumber pendanaan BHP Jakarta, 29 July DIREKTORAT JENDERAL PENDIDIKAN TINGGI BHPP BISNIS DAN INDUSTRI MAHASISWA PEMERINTAH DAERAH

TANGGUNG JAWAB SOSIAL Jakarta, 29 July POPULASI MAHASISWA ≥ 20% KELOMPOK MASYARAKAT EKONOMI LEMAH BEASISWA, BANTUAN KELOMPOK MASYARAKAT EKONOMI LEMAH

TAHAP PErsiapAN (3-4-6 tahun) Jakarta, 29 July SEKKAB, MENPAN, MENKEU, BPN, BKN, MENHUKAM PERATURAN PEMERINTAH (Anggaran Dasar) BADAN HUKUM PENDIDIKAN PEMERINTAH DIREKTORAT JENDERAL PENDIDIKAN TINGGI / MENDIKNAS 1.RENCANA PERALIHAN 2.RENCANA STRATEGIS 3.DRAFT ANGGARAN DASAR REVISI ANGGARAN RUMAH TANGGA

Governance Governance: The manner in which boards or their like direct an organizationboards – It describes the process of decision-making and the process by which decisions are implemented (or not implemented). Good governance accomplishes this in a manner essentially free of abuse and corruption, and with due regard for the rule of law. corruptionrule of law

Basic principles of Univ. Governance* 1.Not everything is improved by making it more democratic 2.There are basic differences between the rights of citizenship in a nation and the rights that are attained by joining a voluntary organization. 3.Rights and responsibilities in universities should reflect the length of commitment to the institution. 4.In a university, those with knowledge are entitled to a greater say 5.In a university, the quality of decision is improved by consciously preventing conflict of interest 6.University governance should improve the capacity for teaching and research 7.To function well, a hierarchical system of governance requires explicit mechanism of consultation and accountability *Henry Rosovsky

Key functional areas Management of academic programs – Education, research and services are the key functions Management of resources – Faculties and staff – Financial resources – Facilities and infrastructures – Information (and knowledge) Management of quality – IQA is becoming an urgent issues  trademark for survival (enterprise) Institutional advancement – Attract funding from various resources (outside tuition and fees)

Management of academic programs Education programs requires a full-spectrum of management function: – Development of study programs, curriculum; who and how – Students recruitment: quality and fairness – T&L processes are the core activities in a university; academic records, course offering, are few examples; dedicated and competence staff should be employed to manage these tasks – Alumni are invaluable assets; they should be managed too Research and services – How this activity is developed and managed – How to avoid too many switching gears for staff ICT facilitated system is a must

Management of resources Should adopt a corporate management system  optimal and frugal Resources should become assets, not liability Rector/Director has a full control over them This shall cover: Faculties and staff: merit system Financial resources: accountable Facilities and infrastructures : service level Information (and knowledge): accesible ICT facilitated

Management of Quality System Is not something that can be added on after the fact Must be rigorously planned, monitor and constantly checked  CQI – Assurance  embedded within functions – Control  independent to internal structure Cultural aspect seems to be the hardest part

Institutional Advancement Government funding is by far sufficient to support quality education; Yet students share should not dominate the scene Must devise special function to attract funding from different sources: – Research grant: industry, international agencies – Philanthropy: require trust – Alumni: win-win

HEI’s in Indonesian context We recognize five types of HEIs: University, Institute, Sekolah Tinggi, Polytechnics and Academy – Mission and mandate differentiation should be recognized too There are disparities in terms of stage of development – Some with barely minimum resources

Issues on HEI managements in Indonesia One-size-fits all approach: from organization to governance and appointment of leadership Rigid financial regime but lack of accountable system Staff and faculties are civil servant (PTN) – Not based on merit Sustainability is always a huge questions – No enough money allocated to running cost and maintenance

Managing a university is very much like herding cats END NOTE TERIMA KASIH