universitas airlangga strategic plan 2016-2020 · universitas airlangga strategic plan 2016-2020...

UNIVERSITAS AIRLANGGA

STRATEGIC PLAN

2016-2020

Board of Trustees Plenary Meeting

22 December 20152015

Content

INTRODUCTION

VISION & MISSION

INTERNAL-EXTERNAL ANALYSIS

MAIN PERFORMANCE INDICATORS ANF STRATEGIC INITIATIVE

STRATEGIC PLAN 2016 - 2020

INTRODUCTION

INTRODUCTION

“Strategic Plan”

Continous Improvement

Top 500 World Class University

Govt Regulation Number 30

in 2014

Universitas Airlangga

as PTN - BH

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.

VISION

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.

MISSION

VALUES – Excellence with Morality

Based on morality

Excellence

Strong academic culture

Target-oriented

INTERNAL AND EXTERNAL ANALYSIS

STRENGTHS

WEAKNESSES

OPPORTUNITIES

CHALLENGES

SWOC - Strengths

S1. Strong brand equity and A accreditation ( BAN – PT)

S2. Excellence in Health and Life Science

S3. Having excellent and strategic facilities(UA Hospital, Infection Hospital, Veterinary Hospital, Dental and Oral

Hospital, ITD and BSL-3) managed by AirlanggaHealth Science Institute - AHSI

S4. Implementing good university governance(ISO-IWA, MBNQA and WTP certification)

SWOC - Weaknesses

WEAKNESSES

OPPORTUNITIES

CHALLENGES

W1. High dependency from Tuition Fee and Governmental Fund.

W2. Low link and match between research result and industry

W3. Diverse programs, departments and

faculties

W4. Low number of Scopus-indexed scientific

publications

W5. Low number of professors and lecturers

with Doctoral Degree

SWOC - Opportunities

OPPORTUNITIES

CHALLENGES

O3. Increasing interest to continue studies to

Master’s and Doctoral Degrees

O1. Stable Economic Growth with increasing

middle class community

O4. Increasing demand on innovations in the

industrial sector

O2. Demographic Bonus for productive age

population until 2040

SWOC - Challenges

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

1. Academic reputation

40%

2. Employer reputation 10%

5. International faculty ratio 5%

6. International student ratio 5%

3. Student-to-faculty ratio 20%

4. Citations per faculty

20%

University Branding

KEY SUCCESS FACTORS

UNIVERSITAS AIRLANGGA

< 500

STRATEGY MAPS

UNIVERSITAS AIRLANGGA STRATEGIC PLAN 2016-2020

Stakeholder

Perspective

Internal Business

Process

Perspective

Growth and Learning

Perspective

Financial

Perspective

University Branding

Improving Human Capital

Readiness

• Human Capital Strategic Plan

& Implementation

Improving Information

Capital Readiness

• ICT Strategic Plan &

Implementation

Improving

Organizational Capital

Readiness:

• Academic Culture

• University-Stakeholders

Synergy

Financial Adequacy and

Independence

Improvement

Research

ReputationBusiness

Reputation

On time

study

completion

Alumni

Reputation

Employer

Reputation

Improving:

1. Inputs quality

2. Curriculum quality

3. Learning-Teaching

Process

4. Facility Quality

Community

Service

Reputation

Improving:

1. Research Quality

2.Key Scientist Quality

and Quantity

3. Research Publication

4. Research Facility

Improving:

1. Community Service

Quality(great impact)

2. Key Facilitator Quantity

3. Research Center

Quantity

Reputation index

Improving:

1. Strategic

Business Units

2. Professonal

Management

3. Alumni

Management

4. Principal fund

Income Proportion Improvement

Program & Institutional Accreditation Publications & Citations

Readiness Index

Fee on Revenue (Rp)% realization of

social impact programs

< 500

Academic

Excellence

Stakeholder

Perspective

Internal Business

Process

Perspective

Growth and Learning

Perspective

Financial

Perspective

University Branding


Readiness


& Implementation


Capital Readiness


Implementation

Improving


Readiness:



Synergy


Independence

Improvement

Research

ReputationBusiness

Reputation

On time

study

completion

Alumni

Reputation

Employer

Reputation

Improving:

1. Inputs quality



Process

4. Facility Quality

Community

Service

Reputation

Improving:

1. Research Quality


and Quantity



Improving:




3. Research Center

Quantity

Reputation index

Improving:

1. Strategic

Business Units

2. Professonal

Management

3. Alumni

Management

4. Principal fund



Readiness Index



< 500

Stakeholder

Perspective

Internal Business

Process

Perspective

Growth and Learning

Perspective

Financial

Perspective

University Branding


Readiness


& Implementation


Capital Readiness


Implementation

Improving


Readiness:



Synergy


Independence

Improvement

Research

ReputationBusiness

Reputation

On time

study

completion

Alumni

Reputation

Employer

Reputation

Improving:

1. Inputs quality



Process

4. Facility Quality

Community

Service

Reputation

Improving:

1. Research Quality


and Quantity



Improving:




3. Research Center

Quantity

Reputation index

Improving:

1. Strategic

Business Units

2. Professonal

Management

3. Alumni

Management

4. Principal fund



Readiness Index



Research

Excellence

< 500

Stakeholder

Perspective

Internal Business

Process

Perspective

Growth and Learning

Perspective

Financial

Perspective

University Branding


Readiness


& Implementation


Capital Readiness


Implementation

Improving


Readiness:



Synergy


Independence

Improvement

Research

ReputationBusiness

Reputation

On time

study

completion

Alumni

Reputation

Employer

Reputation

Improving:

1. Inputs quality



Process

4. Facility Quality

Community

Service

Reputation

Improving:

1. Research Quality


and Quantity



Improving:




3. Research Center

Quantity

Reputation index

Improving:

1. Strategic

Business Units

2. Professonal

Management

3. Alumni

Management

4. Principal fund



Readiness Index



Community Service

Excellence

< 500

Stakeholder

Perspective

Internal Business

Process

Perspective

Growth and Learning

Perspective

Financial

Perspective

University Branding


Readiness


& Implementation


Capital Readiness


Implementation

Improving


Readiness:



Synergy


Independence

Improvement

Research

ReputationBusiness

Reputation

On time

study

completion

Alumni

Reputation

Employer

Reputation

Improving:

1. Inputs quality



Process

4. Facility Quality

Community

Service

Reputation

Improving:

1. Research Quality


and Quantity



Improving:




3. Research Center

Quantity

Reputation index

Improving:

1. Strategic

Business Units

2. Professonal

Management

3. Alumni

Management

4. Principal fund



Readiness Index



University Holding

Excellence

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

Reputation

Improvement

Reputation index

(academic and employers

based on QS survey)

85• 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

Improving Academic

Excellence

Program and Institutional

Accreditation

• Program(A = D3: 50%;

S1: 100%; S2: 75%; S3:

75%; International: 31

program)

• Institution A

• 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

Improving Research

Excellence

Publications and Citations

Quantity

Research Result Mass

Production

•828 (Scopus)

•85% citations per faculty

•20 researches

manufactured

• 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

Improving Community

Service Excellence

% program with high

social impact realization

50 local

35 regional

15 national

• 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

Improving University

Holding Excellence

• Contribute to income

of UNAIR

• Alumni engagement

• 25%

• 50%

• Developing relevant RGUs

• Managing RGUs professionally

• Managing efficient and profitable RGUs

• Improving and managing the principal fund

Improving Human,

Information and


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

Financial Adequacy and Independence

2015 Proportion 2020 Proportion

Education

service(SPP)367.107 35.95% 673.600 40.00%

Government

fund(BOPTN and

BPPTN)

512.844 50.22% 589.400 35.00%

UNAIR Businesses 141.231 13.83% 361.221 25.00%

1.021.183 1.684.858

Budget Mapping of Universities in Indonesia

Students 2015 Budget

(rupiah)

Headcount cost/

Student (rupiah)

UI 49.000 2,9 T 59.183.673

UGM 55.000 3,2 T 58.181.818

Unair 35.000 1,021 T 29.126.000

UB 55.213 2,1 T 38.034.521

To be competitive, UNAIR needs to add

headcount/student :

2020: (UGM + UB)/2: 48.108.000,-

UNAIR income in 2020:

Rp. 1,684 T

Data

file hiperlink/S20- Generating Income.xlsx

Reputation Index

2015 2016 2017 2018 2019 2020

Academic Reputation 48.8 53.8 58.8 63.8 68.8 73.8

Employer Reputation 47.4 52.4 57.4 62.4 67.4 72.4

QS University Ranking is based on surveys on

global academic peers and employers

Program Accreditation

Accreditation Percentage

2015 2020

Institution (Universitas Airlangga) A A

Program BAN-PT (A Accreditation):

D3: 28%

S1: 70%

S2: 41%

S3: 15%

D3: 50%

S1: 100%

S2: 75%

S3: 75%

International:

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

file hiperlink/S22- Link Data Direktorat Pendidikan 2015.xlsx

Improving Research Excellence

Journal Ranking in Scopus 2015 2016 2017 2018 2019 2020

Q1 International Journal2 6 12 18 27 36




Total131 307 438 591 712 828

Data

file hiperlink/S23- Contoh Penentuan Indikator Unit Kerja.pptx

Community Service Excellence

2015 2016 2017 2018 2019 2020

Community service with

impacts at level:

- Local (city/regency) > 80% 50%

- Regional (province) 15-18% 35%

- National (Indonesia) < 2% 15%

Total 699

University Holding

2015 2016 2017 2018 2019 2020

Income

(billions of rupiah) 144.426 173.311 207.973 249.568 299.482 361.221

SBUs (unit) 22 32

Average per SBUs

(billions of rupiah)

6.564 11.288

Note: There are 2 new SBUs every year

Alumni Management

2015 2016 2017 2018 2019 2020

Comprehensive alumni

database 10% 20% 30% 40% 50% 60%

UNAIR Alumni involved in

UNAIR events

3% 6% 9% 12% 15% 20%

UNAIR Alumni contribute

to UNAIR funding

1% 2% 3% 4% 5% 6%

Note: Every year>7,000 students are graduated, estimated > 150 thousand alumni

UNAIR making contribution in society

Human Capital Strategic Plan

2015 2016 2017 2018 2019 2020

S3 / Doctoral

Degree

∑ 465 599 697 785 881 984

% 30% 37% 41% 44% 47% 50%

Professor ∑ 172 194 238 286 337 394

% 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

file hiperlink/S27- Data Dosen (Pend.S3).xlsx

file hiperlink/S27- PROFIL DOSEN (GuBes).xlsx

Lecturer-Staff Ratio

2016 2017 2018 2019 2020

Lecturer 56% 57% 58% 59% 60%

Staff 44% 43% 42% 41% 40%

Information Capital Strategic Plan

2015 2016 2017 2018 2019 2020

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

50% 60% 70% 80% 90% 100%

Facility, Infrastructure and

Environmental Information

System

50% 60% 70% 80% 90% 100%

Procurement Information

System

100% 100% 100% 100% 100% 100%

Airlangga Integrated

Management System (AIMS)

50% 60% 70% 80% 90% 100%

Organizational Capital Strategic Plan

Organizational Values 2016 2017 2018 2019 2020

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%

Events and Budgeting Formulation of


Allocation2015 2016

Rupiah % Rupiah %

Education 623,471,603,360 58.2 633,589,805,700 54.5

Research 64,014,087,000 6.0 106,766,098,400 9.2

Community Service 7,732,268,000 0.7 19,063,275,500 1.6

Salary, Allowance and IPK

PNS Lecturer Salary (APBN) 103,504,831,152 9.7 105,316,043,175 9.1

PNS Staff Salary (APBN) 77,978,301,848 7.3 79,342,829,825 6.8

PNS Lecturer Professional and Honorary Allowance (APBN) 77,504,400,000 7.2 86,798,100,000 7.5

Non PNS Lecturer Salary (BOPTN) 3,824,704,000 0.4 9,572,221,800 0.8

Non PNS Staff Salary (BOPTN) 9,401,192,000 0.9 19,366,775,100 1.7

RSUA Non PNS Staff Salary (BOPTN) - 0.0 13,784,290,000 1.2

Non PNS Lecturer Salary (PNBP) 2,990,216,000 0.3 160,597,000 0.01

Non PNS Staff Salary (PNBP) 29,221,524,000 2.7 14,533,947,000 1.3

Non-structural Allowance (PNBP) 471,840,000 0.04 251,160,000 0.02

PNS Lecturer IPK (PNBP) 30,880,848,390 2.9 30,962,463,750 2.7

PNS Staff IPK (PNBP) 24,392,558,100 2.3 25,079,720,000 2.2

Non PNS Lecturer IPK (PNBP) 722,305,000 0.1 6,369,374,000 0.5

Non PNS Staff IPK (PNBP) 14,844,456,150 1.4 11,157,722,750 1.0

TOTAL 1,070,955,135,000 100 1,162,114,424,000 100

Events and Budgeting Formulation of


Allocation2015 2016

APBN DAMAS APBN DAMAS

Education

Research

Community Service

Development

Management

9.25%

2.40%

0.26%

11.15%

27.16%

24.77%

3.87%

0.50%

15.89%

9.63%

7.91%

4.98%

0.57%

11.42%

27.04%

25.14%

4.20%

1.07%

10.06%

7.62%

THANK YOU

universitas airlangga strategic plan 2016-2020 · universitas airlangga strategic plan 2016-2020...

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