Managing Universities in the 21 st century

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

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

3. 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

4. University of 21st 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

5. Programmes Continuing education Postgraduate studies First degree

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

7. 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

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

9. 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

10. 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

11. 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

12. BadanHukumPendidikan BADAN HUKUM BADAN HUKUM BADAN HUKUM Yayasan Pemerintah RI Pemerintah RI BHPM PTS PTN BHPM PTN BHPP Jakarta, 29 July 2009

13. Struktur BHP REPRESENTASI PEMANGKU KEPENTINGAN (MAJELIS WALI AMANAT) AUDIT NON AKADEMIK REPRESENTASI PENDIDIK (SENAT PERGURUAN TINGGI) PENGELOLA (REKTOR/DIREKTUR) Jakarta, 29 July 2009

14. RepresentasiPemangkuKepentingan TUGAS: KEBIJAKAN UMUM STAKEHOLDERS INTERNAL STAKEHOLDERS EKSTERNAL DEPARTEMEN PENDIDIKAN NASIONAL REPRESENTASI PEMANGKU KEPENTINGAN (MAJELIS WALI AMANAT) BHPP Jakarta, 29 July 2009

15. Senatperguruantinggi DOSEN, DIPILIH OLEH DAN DARI DOSEN • Keanggotaan: proporsional (24:2) • Profesor • Dosen KEANGGOTAAN ORGAN REPRESENTASI PENDIDIK Ketua dipilih oleh dan dari anggota REKTOR/DIREKTUR TUGAS: PENGAWASAN KEBIJAKAN AKADEMIK GURU BESAR, DIPILIH OLEH DAN DARI GURU BESAR Jakarta, 29 July 2009

16. Sumberpendanaan BHP PEMERINTAH DAERAH DIREKTORAT JENDERAL PENDIDIKAN TINGGI BISNIS DAN INDUSTRI MAHASISWA BHPP Jakarta, 29 July 2009

17. TANGGUNG JAWAB SOSIAL KELOMPOK MASYARAKAT EKONOMI LEMAH KELOMPOK MASYARAKAT EKONOMI LEMAH ≥ 20% BEASISWA, BANTUAN POPULASI MAHASISWA Jakarta, 29 July 2009

18. TAHAP PErsiapAN (3-4-6 tahun) DIREKTORAT JENDERAL PENDIDIKAN TINGGI / MENDIKNAS SEKKAB, MENPAN, MENKEU, BPN, BKN, MENHUKAM PERATURAN PEMERINTAH (Anggaran Dasar) ANGGARAN RUMAH TANGGA REVISI RENCANA PERALIHAN RENCANA STRATEGIS DRAFT ANGGARAN DASAR BADAN HUKUM PENDIDIKAN PEMERINTAH Jakarta, 29 July 2009

19. Governance • Governance: The manner in which boards or their like direct an organization • 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.

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

21. 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)

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

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