Bagaimana IT Del Mampu Menguasai Kecakapan 4.

Satryo Soemantri Brodjonegoro

9/11/2018 Kuliah Umum IT Del 1

 Bagian Pertama

9/11/2018 Kuliah Umum IT Del 2

 Universities’ unique combination of autonomy
and decentralization creates exactly the
modern type of institution which is able to
innovate – in a far more effective way than
either government bureaucracy or corporate
hierarchy.

Dr. Michal Stevenson, President of Simon Fraser University, Canada

9/11/2018 Kuliah Umum IT Del 3

 University

• Most complex institution in modern society;

• Far more complex than most corporations or
governments;
• Comprised of many activities, some non-profit,
some publicly regulated, some operating in
intensely competitive marketplaces;
• Teach students, conduct research for various
clients, engage in economic development,
stimulate social change;
• Loosely coupled, adaptive system
9/11/2018 Kuliah Umum IT Del 4
 University (continued)

• Highly adaptable knowledge conglomerate;

• Provide faculty member with freedom,
encouragement, and incentives to move forward
their personal goals in highly flexible ways;
• Loose federation of faculty entrepreneurs who
drive the evolution of the university to fulfill their
individual goals

9/11/2018 Kuliah Umum IT Del 5

 Traditional Models of University System
• The Anglo-Saxon model
• The Continental model
• The Nordic countries model
• The Central and Eastern European/transition country model

9/11/2018 Kuliah Umum IT Del 6

 The Anglo-Saxon model
• The Anglo-Saxon model can be described as a large scale, market-
driven, diversified and hierarchical system where competition
between institutions is general. This has been most characteristic to
the university system in the United States and the UK.
• The legal and financial autonomy is what distinguishes the Anglo-
Saxon universities from the European ones. The UK system is quite
different system from the other European countries; it is based on
quasi-market where higher education institutions sell their services to
the state and consumers.

9/11/2018 Kuliah Umum IT Del 7

 The Continental model
• The Continental model includes the distinct and different Humboldtian and
the Napoleonic models. The most important principles of the Humboldtian
model are the freedom of research and teaching; inseparability of them
and the priority of Bildung over professional training. The academic
freedom of university professors is greater than in the Anglo-Saxon model.
In the Napoleonic model the societal relationship of universities is close
and the important task of higher education institutions has been training of
state civil servants. In the EUEREK project Germany and France, historically
significant exemplars of Humboldtian and Napoleonic models, were not
represented but the Spanish model can be nominated as Napoleonic
model. In the traditional Spanish model the state regulation has been rigid,
system was formally homogenous, study programmes were identical and
strong professional orientation was characteristic.

9/11/2018 Kuliah Umum IT Del 8

 The Nordic Model
• In the Nordic countries the higher education sector has been
surrendered almost entirely into the hands of the state and it has
been publicly funded. The institutions have been at least formally
homogenous and equal and there has been no educational market. A
centralized administration and a state management have guaranteed
limitations in competition. An important principle has been to keep
degree education free of charge because it is believed that equal
opportunities increase well-being.

9/11/2018 Kuliah Umum IT Del 9

 The Central and Eastern European/transition
country model

• In the Central and Eastern European/transition country model until

1980s higher education was most of all the training of highly qualified
work force. The system was quite elitist labour market-led polytechnic
system. HEIs were strongly controlled by the state and the system was
centralized and ideological. Private universities did not exist. Poland,
Russia and Moldova go to this category although there are also many
significant differences between the higher education systems in these
countries. These countries can be also defined as transition countries.

9/11/2018 Kuliah Umum IT Del 10

 Development Trends
• Entrepreneurial University
– University as a knowledge enterprise
– more responsive to social and economic demands
– to make the country more economically competitive and to create well-being
• Globalization/Internationalization
– HE as the service under GATTS
• Adopt corporate-like governance & management model
– Move away from discipline-based to thematic-based compartmentalization

9/11/2018 Kuliah Umum IT Del 11

 Four models of Governance
• Unicameral
• Bicameral
• Tri-Cameral
• Hybrid

9/11/2018 Kuliah Umum IT Del 12

 Unicameral Governance
• Governed by a single governing body responsible for both
administrative and academic matters
• One body governs the institution’s administrative and academic
duties.
• It is usually called the Governing Council

9/11/2018 Kuliah Umum IT Del 13

 Bicameral Governance
• Governed by two legislative bodies:
– i) a governing board (of trustees) and
– ii) a senate or a university/educational council
• The governing board usually appoints the president/Rector and is
responsible for the administrative and financial elements of the university
(areas of property, revenue, expenditure, business, and other matters
within the context of process and duties accorded it),
• The academic senate or a university/education council with responsibility
(in some cases on a purely advisory nature but often with specific duties
assigned under the charter) for academic matters of an
educational/academic nature that affects the university or college as a
whole.

9/11/2018 Kuliah Umum IT Del 14

 Tri-cameral Governance
• The Corporate Charter delegates authority over institutional decision
making to three legislative bodies:
– (a) a governing board [of trustees] which usually appoints the president and is
responsible for the administrative and financial elements of the university,
– (b) an academic senate with responsibility (in some cases on a purely advisory
nature but often with specific duties assigned under the charter) for academic
matters, and
– (c) a university or educational council
• Discusses any matter related to the well-being of the University
• Oversees the election of the Chancellor and the Rectors
• Frames bylaws for the election of the Chancellor, University Councillors and Trustees.

9/11/2018 Kuliah Umum IT Del 15

 Hybrid Governance
• Hybrid Governance is a new structure in governance
where the president and faculty (with some student
representation) take on leading roles in university
governance (Shale, 2002). It consists of a Board or
Academic Council or Faculty Council established by
Academic Council. It exists today in higher education
because of trends in universities and colleges to
reflect a growing convergence between conventional
and distance learning modes or technology modes

9/11/2018 Kuliah Umum IT Del 16

 From Engwall’s presentation

State France Market

Germany USA
Scandinavia
The Netherlands

UK

Italy

9/11/2018 Profession Kuliah Umum IT Del 17

 Emerging trends in Univ Governance

• Most university adopts the bicameral system

• The Board (of Trustees)
• Central role in the strategic planning process
• Fewer members, many externals
• The Senate
•less central inside the planning process
• It represents the needs of research and teaching
• However, it appoints the Board
•Integration among research and teaching structures
•The Rector  power for strategy implementation
9/11/2018 Kuliah Umum IT Del 18
 Interests of the State – what it must do

• Set national targets and policy goals for higher education and
agree the size and shape;
• Ensure equal access to higher education for rich and poor, both
genders, and all races;
• Maintain and improve quality;
• Keep the cost of higher education within reasonable limits
(possibly, sharing the cost with parents, students or industry);
• Use funding methods that promote policy goals and provide
incentives;
• Develop the national research capacity.

9/11/2018 Kuliah Umum IT Del 19

 The role of governance and management in achieving policy

• Two main strands:

• Sector governance: managing higher education system with
a strategic framework and appropriate accountability so
that institutions achieve the national objectives;
• Institutional governance: the structures and processes
within which institutions are given autonomy to plan and
manage their affairs so as to achieve both the national and
their own local / regional objectives

9/11/2018 Kuliah Umum IT Del 20

 International trends
• ‘Direct management by governments is no longer
appropriate’ (OECD, 2003);
• General move to greater autonomy (e.g. Japan, new
legislation, 24 Europian countries have reduced their
controls);
• MoEs are surrendering some functions to buffer bodies or
intermediate agencies;
• In Europe ‘a shift to CEO-type Rectors appears to go hand
in hand with a greater autonomy’ (EUA, 2009);
• Increase in number of monitoring or supporting agencies
(e.g. quality assurance, training academic staff);
• A growth in scale and intrusiveness of monitoring and
reporting by governments, regulations replace controls.
9/11/2018 Kuliah Umum IT Del 21
 Need of legislation
• An HE Reform or Framework Act can clarify the vision and define
the role and powers of MoE, higher education institutions and
their Boards;
• It is sometimes used to confirm what ‘academic freedom’ means;
• May also include the establishment of autonomous buffer bodies
or agencies for quality assurance, etc;
• Matching legislation to regulate the private sector or
international providers (e.g. India, Sri Lanka);
• If public sector manpower or financial regulations are hindering
HE reforms, some amendmends may be needed to that
legislation.

9/11/2018 Kuliah Umum IT Del 22

 Setting the vision and strategy
• The strategy for higher education should link to the
national plan or vision;
• Only the MoE can agree the overall strategy for higher
education (but will need to consult fully with other
ministries, with HEIs, industry and the community);
• The strategy should cover expansion plans. The size of
public / private sectors, life long learning, ODL,
foreign providers, quality and standards, and sources
of funding.

9/11/2018 Kuliah Umum IT Del 23

 Strategy and planning

• A national strategy for Higher Education that sets objectives and goals
(possibly up to 10 years);
• Universities prepare their own strategic plans for their own goals but
within the national framework;
• Performance measures (KPIs) used at both levels;
• University plans can be creative and develop their own distinctive
strategies.

9/11/2018 Kuliah Umum IT Del 24

 Control vs regulation
• Universities are agencies of
the MoE;
• Senior staff appointed by
MoE;
• MoE is involved in
management;
• Expenditure is controlled
from the Ministry of Finance;
• Public sector rules apply
9/11/2018 Kuliah Umum IT Del
• Universities are autonomous
bodies;
• They define their own
strategic plans;
• They can appoint their own
staff;
• Free to generate and retain
income from all sources;
• Reporting on KPIs to MoE
25
 Accountability
In return for granting autonomy, governments expect
universities to be accountable to them in respect of
four things:
• Adherence to national goals and policies;
• Maintaining academic quality;
• Financial honesty and value for money;
• Good management and governance.

9/11/2018 Kuliah Umum IT Del 26

 Accountability methods

• National goals • Ministry reviews of performance vs

goals
• Teaching quality • External quality reviews and internal
quality assurance
• Financial accounts and external audits
• Financial

• Information reports and statistics

• Good governance

9/11/2018 Kuliah Umum IT Del 27

 Accountability for greater autonomy

• Negotiations expected on overall strategy and student

number targets;
• External professional financial audit;
• Possible penalties for under / over achieving student
number limits;
• Semi-mandatory good practice requirements;
• Extensive reporting on outcomes and performance;
• External QA reviews

9/11/2018 Kuliah Umum IT Del 28

 What does autonomy mean ?

• Freedom to decide:
• One’s own organization and governance model;
• How to spend within a block grant;
• On disposal of assets;
• On the appointment and pay of academic staff
• On the promotion of staff;
• What academic programs to offer;
• Admissions criteria for students

9/11/2018 Kuliah Umum IT Del 29

 The boundaries of autonomy ?

• Should the state have any role at all in senior

appointments (e.g. President, Vice President, Chair of
the Board ?);
• Can the Minister sack a University President ?
• What if there are serious student riots on campus ?
• Should the state control the mission and vision of
institutions or let them have different missions ?
• Are there any cases where central intervention is
justified ?

9/11/2018 Kuliah Umum IT Del 30

 Approaches to financial control

Control
• Detailed budgets agreed by MoE;
• ‘line item’ control over budget;
• Surrender of any under-spendings;
• Surrender of any income generated;
• Inability to manage assets or to
borrow money externally
Autonomy
• Block grants agreed;
• No detailed controls over expenditure
subheadings;
• Earnings can be retained;
• Under-spending retained;
• Freedom to switch or sell assets and
borrow funds;
• Accountability for overall budget and
performance

9/11/2018 Kuliah Umum IT Del 31

 Two kinds of income profile
(example)

State controlled Autonomous

• MoE grant 95% • MoE grant 40%
• Fees 3% • Tuition fees 25%
• Other 2% • Research 20%
• Trading 10%
• Donations 2%
• Income from
endowments 3%

9/11/2018 Kuliah Umum IT Del 32

 The two extremes - people

State controlled Autonomous

• MoE approves senior appointments
and promotions;
• Rigid national pay scales and working
hours for all levels;
• Rigid ratios limiting staff numbers;
• Life tenure for academic staff.
• Freedom to select and promote staff;
• Local pay scales and pay bargaining;
• Pay is able to reflect performance and
market rates;
• Tenure is becoming less common –
more contract staff

9/11/2018 Kuliah Umum IT Del 33

 The two extremes - property

State controlled Autonomous

• All assets owned by the state; • Assets can be owned by the
• Disposals/additions tightly controlled; university;
• No private sector loans or joint • Disposals and asset purchases allowed
venture funding allowed; subject to approval;
• Regulations on student numbers and • Collaboration with investors, banks or
amount of space others possible;
• No space norms

9/11/2018 Kuliah Umum IT Del 34

 Vicious circle in HE
financing
Low quality HEIs
Too many HEIs
Low enrolment
Inadequate & non-
Low quality high sustained budget
school graduates
Significant unemployed
Too much univ. grad.
Rigid line item
budget system bureaucracy in
public HEIs Low purchasing
power
Rigid structure
of public HEIs Low community
participation in HE Low public
accountability
Improper costing
of HE Low motivation of
univ. prof. due to low
salary

9/11/2018 Kuliah Umum IT Del 35

 Higher Education Financing Reform
• Block funding scheme
• Multi years funding
• Measurable unit cost and outcomes
• Post audit and public transparency
• HEI fully manages budget
• Appropriation schemes: direct allocation; proposal based;
competitive based; performance based

Basic principles: autonomy and accountability

Ultimate goal: nation’s competitiveness

9/11/2018 Kuliah Umum IT Del 36

 Bagian Kedua

9/11/2018 Kuliah Umum IT Del 37

 Indonesia : towards developed economy

Endowed by nature Man created

Competitive
advantage

Nation’s
competitiveness

Comparative
advantage

Natural resources Capital & technology Innovation

Abundant labor Skilled labor Human capital intensive

INCREASED ECONOMIC COMPETENCY

Basis of the economy: Natural resources Industry Innovation
Driven by Abundant labor Skilled labor Innovation

9/11/2018 Kuliah Umum IT Del 38

 World Bank report (2012)

9/11/2018 Kuliah Umum IT Del 39

 World bank report (2012)

9/11/2018 Kuliah Umum IT Del 40

9/11/2018 Kuliah Umum IT Del 41
9/11/2018 Kuliah Umum IT Del 42
Trends in routine and non-routine task input (US and other high income OECD countries)

ACDP-016 Report, MoEC, Indonesia, 2015

9/11/2018 Kuliah Umum IT Del 43
 The Economist, January 14, 2017, special report page 8

9/11/2018 Kuliah Umum IT Del 44

 Areas where graduate skills are lacking

Skill areas in which graduates Percent of Responses from Employers

are deficient 25 50 75
Reading 92
Writing 90
English 66
Computer skills 62
Teamwork 82
Problem solving 75
Communication 83
Work habits 84
Technical skills 74

ACDP-016 Report, MoEC Indonesia, 2015

9/11/2018 Kuliah Umum IT Del 45
 Weakest manager’s personality characteristics [World Bank 2010]

12%
25%
Commitment and hard work
20%
Honesty
Reliability and punctuality

22% Desire to learn and adaptability

21% Others

ACDP-025 Report, MoEC Indonesia, 2013

9/11/2018 Kuliah Umum IT Del 46

 Mean score in mathematics and reading, PISA, 2012

ACDP-016 Report, MoEC Indonesia, 2015

9/11/2018 Kuliah Umum IT Del 47
 The Economist, January 14, 2017, special report page 13

9/11/2018 Kuliah Umum IT Del 48

 Graduate Attributes
1 Engineering knowledge
2 Problem Analysis
3 Design / Development of Solutions
4 Investigation
5 Modern Tool Usage
6 The Engineer and Society
7 Environment and Sustainability
8 Ethics
9 Individual and Team Work
10 Communication
11 Project Management and Finance
12 Life Long Learning

9/11/2018 Kuliah Umum IT Del 49

 Contoh soft skill 1

9/11/2018 Kuliah Umum IT Del 50

 Contoh soft skill 2

9/11/2018 Kuliah Umum IT Del 51

 Contoh soft skill 3

9/11/2018 Kuliah Umum IT Del 52

 Contoh soft skill 4

9/11/2018 Kuliah Umum IT Del 53

 Contoh soft skill 5

9/11/2018 Kuliah Umum IT Del 54

 Contoh soft skill 6

9/11/2018 Kuliah Umum IT Del 55

 Contoh soft skill 7

9/11/2018 Kuliah Umum IT Del 56

 People driven development

• Education should empower people to achieve/gain added value;

• People capabilities: design thinking, creative thinking, critical thinking,
collective mind, co-operation capacity, distributed leadership;
• People skills (besides hard skills): soft skills, foundation skills
(creativity, problem solving, empathy), social skills, life skills;
• Paradigm shift to outcome based education;
• Education should instill a flexibility of thinking among the learners;

9/11/2018 Kuliah Umum IT Del 57