Table of Contents
Chapter 1. Introduction
1.1. Identification and Scope of Problem
1.2. Transformation by and for Participation
1.3. Transition Programs
Chapter 2. Education
2.1. Problem Identification and Formulation
2.2. Implementation Strategy
2.3. Programs
2.4. Implementation Schedule
Chapter 3. Research and Services
3.1. Problem Identification and Formulation
3.2. Implementation Strategy
3.3. Programs
3.4. Implementation Schedule
Chapter 4. University Management and Organization Culture
4.1. Problem Identification and Formulation
4.2. Implementation Strategy
4.3. Programs
4.4. Implementation Schedule
Chapter 5. Quality Assurance
5.1. Problem Identification and Formulation
5.2. Implementation Strategy
5.3. Programs
5.4. Implementation Schedule
Chapter 6. Human Resources
6.1. Problem Identification and Formulation
6.2. Implementation Strategy
6.3. Programs
6.4. Implementation Schedule
Chapter 7. Finance
7.1. Problem Identification and Formulation
7.2. Implementation Strategy
7.3. Programs
7.4. Implementation Schedule
Chapter 8. Facilities
8.1. Problem Identification and Formulation
8.2. Implementation Strategy
8.3. Programs
8.4. Implementation Schedule
Appendix : University Constitution (Anggaran Dasar)
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Chapter 1
Introduction
1.1 Identification and Scope of Problem
The transition plan presented in this book is derived from the University Strategic
Plan 2006–2010 that is designated to guide the programs required by Unhas during
transition period in order to be capable of being fully legal autonomy statutory (BHP)
at the end of the transition period. The university strategic plan that is formulated
based on the rigorous and comprehensive analysis of self evaluation indicates that the
main problem faced by Unhas as a BHP is how to sustain its existence in a certain
scale, or in a more appropriate word, how to maintain or even to improve the quality
of the implementation of the university missions in accordance with continuous
changes in its strategic environment. To overcome such continuous changing in its
strategic environment, Unhas has to improve its self-organizing capacity. It is
believed that with this capacity, Unhas will be able to adjust itself towards dynamic
environment in terms of ability to make self adjustment of its institutional capacity
management to support the implementation of its missions.
It is widely accepted that the self-organizing capacity is heavily dependent on the
existence of organization units in which every unit has kemandirian (self reliance) in
implementing its function as well as the same perception and equal comprehension
towards the university identity (vision, mission, value and objective of the
organization) at all levels of academic society within Unhas. The self-organizing
capacity is also reflected by an organization culture supported by awareness that
changes and renewals are the essence of universe.
Based on the above arguments, it is believed that the participation of organizational
units and all academic society within Unhas is a success key to achieve the autonomy
statutory (Unhas-BHP). This is indeed in line with the most ancient academic
tradition i.e., Academic Freedom and Academic Tenure. In other word, by
encouraging and developing participation, in addition to academic tradition, Unhas
will be capable of improving the quality of Unhas sustainability in responding its
environment that is continuously changing. More precisely, the future of Unhas
sustainability will be determined by the participation quality of academic society in
particular and Unhas stakeholders in general.
The objective condition faced by Unhas as a state university is obviously different
from that as a legal autonomy statutory (BHP). Consequently, the current university
governance (organization structure and management) will also be different from the
future as a BHP. Therefore, the critical point faced by Unhas is on how to reform the
university governance that meet the Unhas environment as well as in accordance with
the BHP requirement during transition period.
1.2 Transformation by and for Participation
It has been described in the previous section that the main problem faced by Unhas
during transition period is on how to design and implement the process of the BHP
transformation to achieve the Unhas condition as a legal autonomy statutory having a
reliable self-organizing capacity and meet with the BHP principal requirements such
as not-profit organization, autonomy, accountable, transparent, quality assurance,
excellent services, access and equity, social responsibility, and widely involving all
stakeholders such that the implementation of education will be the responsibility of all
stakeholders that will assure the sustainability of the university. The result of self
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evaluation analysis that has been summarized in the university corporate plan also
indicates that there are two success keys in order to succeed in transforming Unhas
into BHP i.e., attractiveness and participation.
Unhas is fully aware that attractiveness will assure not only to obtain high quality of
incoming students but also to maintain or even to attain high qualified academic and
administrative staff as well as to acquire partnerships in implementing education,
research, and service activities. By improving attractiveness, it is expected that Unhas
will be capable of maintaining or even increasing the institutional capacity that will
assure the sustainability of Unhas in implementing its mission.
Meanwhile, it is also widely accepted that the participation of all Unhas academic
society will guarantee the implementation quality of the university missions since the
participation itself can be considered as a channel to share the innovative ideas and
opinions of all Unhas academic society that is required to maintain and even to
improve the actualization of the format of Unhas mission implementation. Besides,
participation will also involve all working units and even all academic society to
perform their task and function in accordance with their competence. Participation is a
prominent element that will either directly or indirectly improve the self reliance of
every working unit and even each individual of academic society as important element
of academic tradition i.e., academic freedom. Unhas is fully aware that such self
reliance, as described previously, will improve Unhas self organizing capacity.
Based on the above arguments, the implementation strategy chosen in formulating the
programs in the transition plan is heavily referring to those two success key i.e.,
attractiveness and participation. Consequently, all programs designed in the transition
plan will be directed to improve Unhas attractiveness and to encourage participation of
all Unhas academic society including its stakeholders. In fact, all Unhas academic
society should definitely involve in deciding their own future.
A great intensive participation from Unhas academic society and even its stakeholders
will make the transition process becoming a “great party” involving every individual
and unit of Unhas academic society naturally rather than mechanistic process that is
merely based on a clumsy blueprint. Basically, the transition plan merely covers the
programs that will be implemented during that party. More exactly, the transition plan
should be positioned as an agenda in the party towards Unhas-BHP.
1.3 Transition Programs
In line with the problems identified in the self evaluation and reformulated in the
university strategic plan, there are several programs that can be classified into 3 (three)
main agendas i.e., restructuring university governance, adjusting mission
implementation, and enhancing institutional capacity.
Basically, restructuring the university governance also covers the two other agendas.
For that reason, the description on this agenda is limited to the two main subjects i.e.,
(1) reinventing and empowering the organization structure and management as well as
the leadership required during transition period (detail in chapter 4), and (2)
reinventing and initiating the growth and development of quality culture in Unhas
environment (detail in chapter 5),. The main target of this agenda is the availability of
a suitable and reliable organization structure capable of performing the university
governance in accordance with the principals of university legal autonomy statutory
(PT-BHP). The formulation process of policy and decision making that always relies
on transparency, accountability, and continuous quality improvement can be achieved
through these programs. By restructuring the university governance, it is expected that
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the Unhas attractiveness can in overall be improved, as well as the quality of
participation of all Unhas academic society and its stakeholders. Unhas is fully aware
that attractiveness and participation quality are the success keys in order to be
sustained or even improved in achieving the academic excellent after being UnhasBHP.
As described in the self evaluation that Unhas requires to enhance and reshape the
prevailing missions in accordance with the dynamic strategic environments. The
enhancement of Unhas missions is then formulated in the university strategic plan to
guide and direct all programs that will be implemented during transition period. As
stated in the strategic planning, the mission of Unhas will be functioning as knowledge
server and communiversity.
As a knowledge server Unhas has a responsibility to keep, produce, conserve,
transform, develop and apply the knowledge for the benefit of human kind. As a
communiversity means that Unhas will be the centre of culture development that
embedded with the society. Having a role as a knowledge server, in the future Unhas
will be more concentrate on the development of knowledge rather than transferring the
knowledge itself.
Consequently, Unhas has formulated the second agenda covering adjustment programs
required to implement the university missions in accordance with the spirit era.
Therefore the implementation strategy taken by Unhas to achieve those roles is to
develop a suitable learning environment that will lead to improve Unhas attractiveness
not only for the students but also society at large. In addition to that, the activities of
teaching, research, and community services will be implemented in integrative manner.
The implementation of these two programs will be monitored and evaluated
periodically through quality assurance unit that will be established during transition
period. With these 2 implementation strategies, it is expected that Unhas will be able to
perform its missions more effectively. Detailed description on the implementation of
the university missions is presented in chapter 2 (Education) and 3 (Research and
Services).
The second agenda can only be achieved if the institutional capacity meets the
requirements to perform academic activities under Unhas-BHP. For that reason, Unhas
needs to adjust and enhance the institutional capacity through the third agenda covering
programs that will be implemented during transition period. The programs covered in
the third agenda is as follows: (1) adjustment and enhancement of human resource, (2)
improvement of financial management, and (3) improvement of asset management
(facilities).
As described in the self evaluation, the current condition of human resource
management (HRM) at Unhas is characterized by the absence of strategic policy and
systematic operative function, from planning through development and retirement.
HRM has not fully been integrated with the strategy and the strategic needs of the
organization. As a result, HRM policies are not coherent both across policy areas and
across hierarchies, either for academic staff or for supporting personnel. This gave rise
to the imbalance distribution of teaching staff along faculties, departments and
laboratories. In addition, the weakness in human resource planning has given
unorganized career and educational plans for both academic staff and administrative
supporting personnel. For that reason, the implementation strategy chosen by Unhas
during transition period is on how to maintain or even attract either academic or
administrative staff to improve their quality performance continuously under UnhasBHP. The target of the programs related to human resource management to be achieved
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during transition period is the availability of a reliable system to perform human
resource management to support the implementation of the university mission under
Unhas-BHP.
The problem faced by Unhas in financial matters is how to increase the expenditures as
a direct consequence of the need to improve the academic quality to obtain more
funding from government on one side, and the need to increase incomes from non
tuition fee as the income from government may decrease couple with the difficulty to
increase tuition fee, on the other side. The implementation strategy for these problems
is how to implement a good accounting system, including transparency and
accountability. Transparency and accountability in finance will not only lead to
efficient and effective use of fund, but also will increase Unhas attractiveness to
potential stakeholders (funding agency, industries, local governments, and others) to
provide financial aid for the university. Therefore, an important program in finance is
introduction of performance-based budgeting, couple with improvement of financial
management system. In addition, Unhas will also increase non-tuition fee income,
promote non-conventional fund and establish university venture.
Although the capacity of facilities owned by Unhas is in moderate condition, the
absence of good asset management system has led to in-efficient and in-effective
usage, including the use of physical assets to generate incomes. With such moderate
condition, the facilities also need to be adjusted and improved to meet the learning
approach in education. These problems could be solved by implementation of
university total asset management system, improvement of ICT facilities to support elearning and ICT-based supporting system, and adjustment and improvement of
facilities to support the new mission of the universities.
Unhas is fully aware the above three programs are considered as an important
prerequisite to be implemented during transition period to support the implementation
of the university missions more effectively. Detailed description of each program is
presented in chapter 6, 7, and 8.
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Chapter 2
Education
2.1 Problem Identification and Formulation
1. Issues Identified in the SE
For many years, Unhas has been used to enjoying a privilege being attributed as the
biggest and famous university in the region of eastern Indonesia. However, this
prestigious position is recently being argued, particularly during the last several
years when the resources required to perform educational process is becoming
limited. Insufficient funding, large number of student body, and old fashion of
facilities are just a few examples of major problems faced by Unhas. Logically
speaking, the quality of education is dependent of three main aspects i.e., input
(quality of incoming students), process (teaching and learning process), and output
(the relevancy of graduates with societies). The following paragraphs summarize the
issues identified in the revised self evaluation related to educational process.

Until recently the quality of incoming students is considered to be relatively
low compared to established universities in Java. This is primarily due to the
fact that Unhas students are mostly from high schools of eastern Indonesia,
South Sulawesi in particular. This unfavourable image is indicative of low
attractiveness and locality of Unhas that should be improved in order to be able
to be attributed as a national university.

In terms of teaching and learning process, the academic performance of Unhas
has shown a significant improvement during the last 5 years. However, the
average GPA that is higher than 3.0 does not reflect the quality of the graduates
as reflected by low competitiveness level of the graduates in seeking their first
jobs. This is particularly true since there is no standardized assessment
established at the university level. There has also been a substantial reduction in
the length of study but in average it is still longer than the designed curriculum,
i.e., 58 months in contrast to the ideal number of 48 months. In overall, several
performance indicators identified in the SE Report such as longer SKRIPSI
duration, conventional teaching method, lack of ICT in teaching and learning
process, lack of resource sharing, high student to lecturer ratio indicate that
teaching and learning process should urgently be improved.

In terms of relevancy, it has been identified that Unhas graduates have low
employability. The main reason behind this unfavourable situation is that the
study program/curriculum implementation does not link and match with
dynamic job market requirements, as well as low English proficiency and ICT
skills.
2. Strategic Issues



Rapid changing in job market requirement due to a significant shifting from
resource based economy to knowledge based economy will create new variety
type of job that needs a more knowledge content rather than competency.
Knowledge (science and technology) is easily obsolete resulting competency
become no longer effective to response the rapid changing in science and
technology.
Society demand towards high quality of higher education institutions and 3-D
learning will be more competitive. Such demand should be responded by higher
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education institutions by offering new alternative education format like elearning. In addition to that, shifting in knowledge paradigm (from
reductionistict-deterministic to holistic-synergetic) has also forced any
higher education institutions to introduce multi-, inter- or trans-discipline
approaches (integrative learning).
3. Problem Formulation
As described in the Self Evaluation Report, the main issues faced by Unhas during
transition period are the transformation process from instructional-based
teaching into learning approach, and the integrations among teaching, research,
and community services as a consequence of the resharpening of Unhas mission.
Unhas considers that the need to transform teaching into learning approaches is
urgently required due to the fact that rapid development in science and technology
has caused a certain competence becoming quickly obsolete. It has also shifted a
resource-based economy into knowledge-based economy resulting in a more
complex in the future job market requirements. Under such circumstance, a
traditional teaching approach will be no longer effective to equip graduates with an
adequate capacity to respond the strategic environments. Therefore, the main
problem faced by Unhas related to education is on how to provide a suitable
learning environment capable of developing student learning capabilities
optimally as well as strengthening graduates with professional competencies,
that ultimately can improve the attractiveness of Unhas. Consequently, the
quality of new students should also be improved. Such approach can only be
achieved if teaching and learning process is shifted from traditional instructionalbased teaching into student-based learning.
2.2 Implementation Strategy
As stated in the strategic planning, the mission of Unhas will be functioning as
knowledge server and communiversity. As a knowledge server Unhas has a
responsibility to keep, produce, conserve, transform, develop and apply the knowledge
for the benefit of human kind. As a communiversity means that Unhas will be the
centre of culture development that embedded with the society. Having a role as a
knowledge server, in the future Unhas will be more concentrate on the development of
knowledge rather than transferring the knowledge itself. Therefore the implementation
strategy taken by Unhas to achieve those roles is to develop a suitable learning
environment that will lead to improve Unhas attractiveness not only for the students
but also society at large. In addition to that, the activities of teaching, research, and
community services will be implemented in integrative manner. With these 2
implementation strategies, it is expected that Unhas will be able to its missions more
effectively.
To implement Unhas missions as knowledge server and communiversity, several
policy and strategies have been formulated as follows:
a. To stimulate the establishment of knowledge society as well as research
community within Unhas, the development focus of academic program will be
based on peer interest groups. The main function of peer interest group is to
keep, produce, conserve, transform, develop and apply their specific interest of
knowledge in responding to the society needs.
b. As stated in the Unhas strategic planning, one of the main goals is to produce
high quality graduates having characteristic of reality weaver. Consequently, all
Unhas students should experience at least three modes of learning development
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i.e., personal identity, learning capability and academic competence that will be
accommodated in the curriculum.
c. A significant shifting from teaching approach to learning approach will be
gradually implemented to establish learning society within Unhas. The
Information and Communication Technology (ICT) will be widely and
intensively applied in teaching and learning process.
d. To speed up the establishment of learning society within Unhas, knowledge
management will be applied. The role of current library will be extended from
traditional library into knowledge management centre to support Unhas
learning society. Knowledge management will be incorporated into the
university management and academic programs. The current university
information centre (PIU), library and centre for intellectual right property will
play an important role in adopting the knowledge management into the
university management.
e. To enhance student-centred learning society, Unhas will commit to improve the
role of library as well as language centre as an important support to establish
such society. Both current library and language centre will be upgraded and
equipped with sufficient ICT facilities to meet the standard of modern library
and language centre. In relation to the development of ICT based campus,
textbook and journal materials will be mostly in the form digital format and can
easily be accessed by Unhas academic community through LAN or internet.
The future role of the language centre will more be focused on the improvement
of English skills for Unhas academic society as well as providing services for
community demands on a certain language skills.
f. Unhas will no longer strictly hold the knowledge development priority (PIP)
i.e., focusing on marine sciences and technology at the university level rather
encouraging the peer interest groups to dig and develop their niches that link
and match with society needs. Consequently, all peer interest groups subject to
formulate their research road maps to achieve their niches.
g. To achieve a conducive academic atmosphere, the number of student body
should be adjusted such that meet with the physical campus space and facilities.
h. The selection criteria of undergraduate admission will also be tighter to
improve the quality of new undergraduate students.
2.3 Programs
1. Transformation of teaching into learning approach
Program Description
Learning approach is a set of educational method in which each student will
experience a healthy and conducive learning environment such that each student will
have a capability to develop his/her talent in accordance with his/her academic field.
Under such approach, it is expected that graduate will not only have professional
skills but will also have learning capacity to respond the strategic environment that
will lead to improve the attractiveness of Unhas towards students.
Target
At the end of the transition period, (1) learning approach will be mostly applied in
Unhas academic society, (2) a conducive learning environment has been developed,
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and (3) capable of producing graduates with high professional skills as well as
learning capacity.
Mechanism
As set of program will be implemented during transition period to achieve the targets
as follows;
1. Upgrading staff capability in learning approach will be prioritized during
early stage of transition period. Several upgrading and enhancement
programs such as staff development and workshop will be carried out under
merit system. In addition to that, teaching grants will also be launched to
accelerate the development of learning process. A pilot project of learning
approach will be developed and implemented at several study programs to
stimulate and spped up the achievement of critical mass of the expected
learning environment.
2. Unhas is fully aware that Unhas graduate profiles that has been formulated
will sufficiently equip the fresh graduates in seeking or even creating job
markets. In order to be able to produce such graduates meet with those
profiles, a set of transition plans has been formulated as follows: (a)
Restructuring and developing the curriculum of study programs designated to
produce Unhas graduates that match the intended profiles, (b) Integrating
curriculum, extra and intra curriculum during teaching and learning process,
(c) Improving teaching and learning process with focusing on learning
approach along with its supporting facilities, (d) Improving efficiency and
productivity, and work ethos of the academic staff by introducing an
appropriate merit system, and (e) Developing a QA system for monitoring
and evaluation of the curriculum implementation (detailed description in
Chapter 5).
3. The existing study programs will be comprehensively reviewed in terms of
relevancy with societal needs and global trends. New study programs that
link and match with job market demands will be developed and more
prioritized. Some study programs that are lack of link and match with job
market needs will be merged with others. Therefore the existing of study
programs is on-and-off and judged based on the society demands. However,
several study programs that are considered to be strategic and important such
as basic sciences, Bugis-Makassar study program, and other maritime related
study programs will be kept exist and improved.
4. As described previously, the existing of study programs is “on-off” and
judged based on the society demands. For this reason, the performances of
study programs will be comprehensively reviewed and evaluated
periodically. The process of reviewing and evaluation of study program
performance will be conducted based on the considerations as follows: (a)
The demand level of incoming students towards the study program as
reflected by the number of high school students choosing the respective study
program (b) The availability of qualified staff and peer interest group to
implement the curriculum of the study program, (c) The availability of
education facilities to support the implementation of curriculum of the study
program, (d) The demand level of society towards the graduates of the study
program. In the case of a certain study program is terminated, the respective
department, faculty or university will manage and relocate the resources
including academic staff.
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5. The prevailing peer interest groups will be reviewed, evaluated, and
restructured. A set of criteria and regulation regarding the peer interest group
will be developed in the early transition period. Maping of academic staff
competencies will be carried out and used as the basis of establishing the
interest peer group. These interest peer groups then function as the basic
building unit of study program that will be the front line of academic
activities i.e., teaching and research activities.
6. Efficiency and productivity will be the main basis in managing the
departments and faculties. Consequently, the prevailing departments and
faculties will be restructured in accordance with the characteristics and
natures of study programs. Since the department functions as a resource
management, all similar academic programs such S1, S2, S3 and diploma
will be fully managed by the respective department or faculty.
7. In responding the society needs, the new study program will be established
based on the considerations as follows: (a) The high job market demand of
graduates from certain disciplines such as information and communication
technology, medical technology, nano-technology, biotechnology,
knowledge management, etc, (b) Unavailability of certain disciplines that
related to the natural resources of the region of eastern Indonesia such
mineral science and engineering, mining engineering and technology,
material science and engineering, chemical engineering, industrial
engineering, etc, and (c) Last but not least, the availability of peer interest
group and education facilities to implement the curriculum of the new study
programs will also be the main consideration.
8. The quality of incoming students will be one of the main development
focuses of Unhas during transition period. A set of criterion has been
developed as follows:
a. For S-1 undergraduate student, there has been 4 types of student
admission recognized by Unhas i.e., (1) national admission
examination for public universities (SPMB), (2) university admission
based on the academic track record during high school (JPPB), (3)
university partnership with local governments (KEMITRAAN, just
recently this system is renamed to become a non-subsidized
program) particularly in the region of eastern Indonesia, and (4)
university admission based on student achievement particularly in
sports and arts (TALENTA) at a national level. During transition
period, these 4 schemes of admission procedures will be periodically
reviewed and evaluated to improve the quality of incoming students.
High quality of incoming students will be of main consideration
during admission process to meet the minimum requirement of Unhas
as a leading university.
b. In addition to academic potency, TOEFL and TPA scores will be used
as the main criteria for S2 and S3 new student admission. The
TOEFL and TPA scores of incoming students will gradually be
increased into the minimum score of 500 for both TOEFL and TPA
scores.
c. Unhas is fully aware of the issues of access and equity, particularly
students coming from economically disadvantage families and remote
areas. Unhas will widely open to those students to be admitted to
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Unhas as far as their academic potency meet the minimum academic
requirement. Scholarship and financial aid scheme will be available to
assist them to complete their study on time.
d. After being BHP, Unhas wishes to be attributed as a national
university. For this reason, the geographical student population
should be more distributed nationally. Intensive promotion will be
carried out during transition period to attract the new students
particularly those from outside of the Eastern part of Indonesia.
2. Utilization of e-learning
Program Description
The utilization of e-learning within Unhas academic society is not only as a logical
consequence of Unhas mission as knowledge server and communiversity, but also to
support the development of learning environment and to provide society demand on
3-D learning. Under such approach, it is expected that Unhas will be more attractive
to the society, at large.
Target
The main targets of the utilization of e-learning are to enhance the development of
learning approach and to provide society with 3-D learning.
Mechanism
Unhas is fully aware that establishing learning society is a success key to produce
high quality graduates. It is widely accepted that e-learning has been one of the most
effective mean to establish learning society. Several programs will be implemented
during transition period to develop e-learning as follows;
1. To enhance student-cantered learning society, Unhas will commit to improve
the role of library as well as language centre as an important support to
establish such society. Both current library and language centre will be
upgraded and equipped with sufficient ICT facilities to meet the standard of
modern library and language centre. In relation to the development of ICT
based campus, textbook and journal materials will be mostly in the form
digital format and can easily be accessed by Unhas academic community
through LAN or internet. The future role of the language centre will more be
focused on the improvement of English skills for Unhas academic society as
well as providing services for community demands on a certain language
skills. With such programs, it is expected that Unhas will be able to support a
virtual learning community.
2. To speed up the establishment of learning society within Unhas, the role of
current library will be extended from traditional library into knowledge
management centre to support the development of e-learning. Knowledge
management will be incorporated into the university management and
academic programs. The current university information centre (PIU), library
and centre for intellectual right property will play an important role in
adopting the knowledge management into the university management.
3. Upgrading staff capability in e-learning skills will be implemented within the
early stage of transition period. Teaching grants will be introduced to
accelerate the development of courses utilizing ICT.
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4. The role of current P3AI (Pusat Pelatihan dan Pengembangan Aktivitas
Instruksional) will be enhanced through restructuring its organization as well
as staff development towards e-learning to support the development of
learning society.
3. Development of integrative approaches
Program Description
Unhas has particular opportunities to build on its culture of fostering
interdisciplinary collaboration, while retaining the positive qualities of disciplinary
teaching, training, and research. By nature, the problems faced by the society are
complex and cannot be solved merely by mono discipline. Therefore, Unhas will
develop integrative approach in learning process across the curricula as well as
developing multi, trans- or cross-discipline study programs, including the
implementation of New Sciences. With this approach, it is expected that the
attractiveness of Unhas will be significantly improved.
Target
The main target to be achieved during transition period is to equip graduates with
integrative and holistic insight (outlook) in addition to their professional skills. Such
overview is necessary to be possessed by the graduates to respond the strategic
environment.
Mechanism
The development of integrative approach will be carried out in the early stage of
transition period and embedded with program 3.3.1, i.e. transformation of teaching
into learning approach. Three programs will be implemented as follows;
1. As stated in the Unhas strategic planning, one of the main goals is to produce
high quality graduates having characteristic of reality weaver. Consequently,
all Unhas students should experience at least three modes of learning
development i.e., personal identity, learning capability and academic
competence that will be accommodated in the curriculum. For that reason, the
implementation of curriculum will be designed such that it will cover the
integration of curricula, extra-curricula, co-curricula and intra-curriculum
during teaching and learning process.
2. In responding with holistic overview, Unhas will develop new study programs
such as multi, trans- or cross-discipline study programs, including the
implementation of New Sciences.
3. There has been an accelerated integration of knowledge across the sciences,
social sciences, and humanities, in fields ranging from the biosciences to
cultural studies. The mode of research that permits this integration of
knowledge can be characterized, to a substantial degree, as multidisciplinary
and interdisciplinary. Important new understandings of the nature of research
reveal that interdisciplinarity and integration were key factors in the major
discoveries in the biomedical sciences in the twentieth century—and
institutional nourishment of both factors was the constant. For that reason,
Unhas will also integrate teaching and research activities through the
utilization of peer interest group.
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2.4. Implementation Schedule
Programs/Activities
Transition Year
1-st 2-nd 3-rd 4-th 5-th
1 2 1 2 1 2 1 2 1 2
1. Transformation of teaching into learning approach
1.1 Staff upgrading towards learning approach
1.2 Curriculum Development
1.3 Integrative curriculum implementation
1.4 Learning facility upgrading
1.5 Development of resouces sharing policy
1.6 Development academic quality standard policy
1.7 Implementation of learning approach
1.8 Monitoring and evaluation
2. Utilazation of e-learning
2.1 Staff upgrading towards e-learning
2.2 Upgrading of e-learning facilities and infrastructure
2.3 Restructuring the existing related learning
institution
2.4 Empowering the new related learning institution
2.5 Monitoring and evaluation
3. Development of integrative approach
3.1 Integration of co-, intra- and extra curricula
3.2 Development of teaching and research integration
3.3 Development of multydicipline study programs
3.4 Monitoring and evaluation
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Chapter 3
Research and Services
3.1 Problem Identification and Formulation
During the process of self evaluation, there are some issues related to research and
service program that have been identified, as follows:
First, the research quantity. Even though the total number of research projects, either
competitive or highly competitive projects, won by Unhas staff is the highest among
the universities in the eastern Indonesia, the achievement is still far behind if it is
compared to that achieved by the main universities, such as UI, ITB, IPB, UGM. In
addition, such quantity is moderately low compared to the number of academic staff.
This is reflected by the ratio between the number of staff involved and the total number
of university staff. From self evaluation report, it is identified that one of the
contributing factors to such phenomenon is high teaching load.
Second, research quality. One indicator to evaluate research quality is by judging the
number of publication produced from the research project published nationally in the
accredited journal or in international journal. Quality is also can be seen from the
number of patent and intellectual property rights produced from the research activities.
Based on these categories, it seems that the quality of research produced is not very
convincing.
Third, research relevancy. Number of research outputs, which is applicable at the
community level, is very limited. An example is that most of strategic-economic
commodities produced in number South Sulawesi or in other provinces of Eastern
Indonesia has low knowledge and technological contents. This phenomenon indicates
that regardless of high of research and services conducted by Unhas’ staff, especially
those funded through national competition, the results of those research can not
directly be implemented to solve the problem of faced by the community. This fact
may also relate to a different priority between national and regional levels.
Another important issue relating to relevancy is implementation of university scientific
frameworks (PIP) i.e., developing marine science and technology. The self evaluation
report shows that the rate of research and services activities as well as scientific
publication related to the PIP has been in a low portion. This is primarily due to the
fact that by nature this PIP is not suitable with the discipline characteristics of most
faculties, departments and study programs within Unhas. This is also may related to
that most of the reseacrh programs funded by the govenrnment/third party does not
support this PIP.
Forth, organization and management of research and service institutions. Actually, the
research and service activities at Unhas are supposed to be performed under the
coordination of Research Institute (LP, Lembaga Penelitian) or Service Institute (LPM,
Lembaga Pengabdian Pada Masyarakat). However, many activities, especially
activities conducted by the units outside those two institutions are not well recorded.
The self evaluation report indicates that both institutes fail to coordinate, record and
monitor most of the research and service activities conducted by other units, especially
activities performed at the faculties/department, School of Graduate Studies (PPS), and
other research center within university. As a consequence, some negative impacts are
emerging. First, the exact number of research and services conducted by the units
outside the LP is unknown. Second, the quality of research and service delivered by
those units are also difficult to monitor. Third, implementation of research and service
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at community level is difficult to asses. Forth, the focus of research and service
activities is difficult to judge. And more importantly, income generated from
unrecorded partnership programs is difficult to calculate. Moreover, over lapping
research activities between one units with others or between research institute and
service institute in terms of research activities or area of research, due to poor
recording, is very likely to happen. This situation is very unhealthy when dealing with
the outside parties for funding.
On the other hand, Unhas also needs to pay attention on some strategic issues. First,
knowledge paradigm is shifting from reductionist-deterministic to holistic-synergetic.
This change tends to catalyse the fusion of knowledge requiring an introduction of
multi-, inter- or trans-discipline approaches which is required to solve more complex
problems faced by the society. Second, rapid development in science and technology
has shifted the economic paradigm from the resource-based economy to knowledgebased economy, requiring the university to enhance its role in empowering the local
products with technology. Furthermore, rapid development of ICT will possibly place
Unhas under a critical situation since one of the core business of Unhas is to produce
graduates based on a certain competence. With rapid changes happening, the
competency becomes easily out of date. This change brings the needs to provide
continuous education or 3-D learning centre not only for its graduates but also for the
wider community to enable them to continuously up date their knowledge and
professional skills.
Based on the facts above, it can be summarized that the main problem faced by Unhas
in terms of research and service is related to the capacity of its staff as well as and
institutional management of research and service institutes. It seems that performance
of Unhas’ staff in conducting research and service program is under their potential
capacity. This is based on the fact that the percentage of Unhas staff holding Ph.D and
Master degree is above standard set nationally. Many factors could contribute to this
under capacity. It is probably related to lack of research facilities either at the research
centre or at the faculties and department levels. This is also may related to management
practiced at research and service institutes. As a consequence, attractiveness of Unhas
for other collaborative programs is not quite high. As a result, income generated from
collaborative research and service programs, which is recorded at university, is not
very significant. With this situation, Unhas is facing difficulties in implementing its
mission on research and service and in improving its capacity to provide better
research and service programs.
3.2 Implementation Strategy
Based on the issue identified and problem formulation, the implementation strategy
that will be adopted during the transition period is to improve attractiveness of Unhas
in research and service programs through intensification of collaborative programs and
through improvement of management performance of the research and service
institutes. By improving attractiveness and management performance, it is expected
that income generated will increase substantially compared to the current level which is
then can be further utilized to improve the quality research and service programs to
offer.
3.3 Programs
The programs during the transition period are designed to enhance capacity of the
institute through the enhancement of research capacity of the staff and the institution as
well as to improve attractiveness of Unhas through intensification of collaborative
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programs with the third party and through establishment of 3-D learning centre to serve
the needs of community for various knowledge and professional skills.
1. Enhancement of the staff capacity
Program Description
Unhas is fully aware that staff research capabilities will be the main capital to speed
up the university in achieving its mission in research and services. For this reason,
the improvement of research capacity of the staff will be the main program to be
prioritized during the early stage of transition period.
Target
The target of this program is to enhance the capacity of staff in preparing and
implementing research program. Therefore, at the end of the transition period, most
of the staff will have the capability to materialize their research skill capacity in
producing excellent quality research.
Mechanism
The programs that will be implemented during transition period to achieve the
targets are as follows:

Improving and upgrading staff research capacity through regular trainings
and workshop. Programs may cover such materials as preparation and
writing good research proposal, research methodology, methods of
publication, etc.

Supporting for attending scientific meeting, seminar, or congress regionally,
nationally, or internationally as well as facilitating research publications at
the accredited journals, especially publication in the international journals.

Improving motivation of young staff in conducting research and service
activities by providing sufficient amount of competitive internal research
grants. Provision of this type of funding will create a healthy competition
climate among the staff, especially young staff, in producing sound research
and service proposal/programs.

Giving a high priority to the staff conducting research or other scientific
activities directed as an initial preparation to develop research partnership
and or community development.

Promoting incentives and rewards to the staff, departments, or faculties
producing a high quality research that leads to scientific patent or intellectual
right property awards.

Improving and upgrading research laboratory facilities and developing a
good laboratory management as well as standardizing all laboratories within
Unhas to create good environment for staff in conducting research activities.
Improvement of research facilities at the research centre will be also
prioritised during this transition period.

Assigning a professor as the head of laboratory who is responsible not only
in developing knowledge in his/her respective field but more importantly in
supervising and upgrading the research skills of younger staff in his/her
laboratory.
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December 2005

Developing a resource sharing system enabling all Unhas academic society
to access the laboratories within Unhas and to exchange knowledge and
research experience among the staff from different disciplines.

Introducing a merit system to promote staff research productivity.
2. Enhancement of the institutional governance of research and service
Program Description
Effectiveness and efficiency of research and service programs produced depend on
the good governance practiced.
Target
At the end of the transition period, institutional governance of research and service
institutes will be much better than that of the current condition so that university
mission in research and service can be coducted it more efficiently and effectively.
Mechanism
The programs that will be implemented during transition period to achieve the
targets are as follows:

Restructuring the organization of research and services by merging the two
institution under one center, i.e. Research and Service Center, including
reorganization of all functional units formerly exists in both institution to
optimize their function (Details of restructurization program will be
discussed under restructrization of organization of university)

Imposing a better management system within the research and service centre
to enables the center to optimally perform its function in coordinating,
recording, monitoring, and assessing all research and service activities
conducted throughout the university.

Developing a cross disciplinary research policy. This policy is intended to
support implementation of interdisciplinary program either in research or
services.

Issuing a fair regulation and policy to accommodate all interests related to
collaborative research and service programs.

Intensifying research and service partnerships with local, national and
international partners focusing on the availability of natural resources and
culture uniqueness.

Encouraging and coordinating peer interest groups in research and service
activities.

Enhancing the role and function of the patent and intellectual right property
unit to commercialize the patents produced produced by Unhas’ staff.
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3. Improve relevancy between research, services and community needs
The engagement of higher education institutions with the regional territory they
occupy is a logical outcome for the following reasons. First, the core business of
higher education institution is knowledge creation and transfer. Second, learning is
an implicit part of interconnections between higher education institutions and the
space they occupy that are significant for generating competitive economic
outcomes.
Target
At the end of the transition the number of readily applicable research programs will
increase significantly compared to the current level. Also the number of
collaborative programs in research and service will be higher than that at the current
time.
Mechanism
The programs that will be implemented during transition period to achieve the
targets are as follows:

Based on the research substances, research will be classified into 3 main
categories. First category is a research for knowledge enhancement that should
be embedded in education process either undergraduate or graduate programs.
The second category is a research for strengthening the education institution
that is expected to enhance teaching and learning process. The third category is
a research for the purpose of communiversity. The last category is designated,
as Unhas responsibility towards the region development, particularly in the
region of eastern Indonesia.

Unhas will develop a set of research quality standard applied for the three
broad research categories as described in the above paragraph. The research
standard set up will cover the quality of research facilities, capacity of
researcher, the process of research and the result of research.

During transition period, all peer interest groups/ laboratories, study programs,
departments, or faculties should formulate their research road maps to achieve
their niches. The road map research should be focused on inventarisation and
management of natural resources to enhance its competitiveness in the national
and international market. It also should pay attention on the identification and
revitalization social capital and multiculturalism potential of South Sulawesi
and Eastern Indonesia and on the actualization of maritime culture. The road
map must become a guidance for the staff in conducting research either
individual or research related to students.

Research or service program for community development will be funded either
by Unhas or other institutions as a partner. The research or service
development proposed by the departments or faculties will be evaluated by the
university research and service centre to identify the feasibility of the proposed
research or service. The centre will have a responsibility to seek a suitable
partner to fund the research proposed by the departments or faculties by
considering the following aspects: (a) in line with Unhas’s vision and missions,
(b) the result will give a significant contribution to the society and Unhas, and
(c) improving Unhas image. Therefore, the research result should give a benefit
to both Unhas and partner.
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December 2005

Expertise consultation services will be developed and professionally managed
to give more benefit to the society. This will be carried out during transition
plan through the following stages:
i. Mapping the expertise of Unhas academic staff,
ii. Enhancing staff expertise through staff development particularly in a
specific expertise,
iii. Developing marketing strategy to improve the expertise consultation
services,
iv. Establishing a unit to manage the expertise consultation services
professionally.

The university will facilitate the established departments or faculties within
Unhas to develop incubators as an initial capital to generate additional incomes
and to give a good experience to the students in enhancing their professional
skills. Unhas also will establish cooperation with local, regional, and national
institution/agency in developing industrial incubators. The incubators are
intended to utilize available local resources in one particular region with
technology developed by Unhas.

Unhas should conduct a more thorough study on the regional autonomy issue
and provide strategy to respond it by developing a conceptual framework for a
more substantial regional autonomy development.
4. Establishment of 3-D learning centre
Program Description
In responding to the development of knowledge society, Unhas will provide 3D
(life-long, life-wide and life deep) learning center covering a variety professional
skill development. This center is dedicated to give response on rapid change of
science and technology. The establishment of this center will give opportunity for
Unhas to give fast response to the needs of the community and give chance for
Unhas to fully participate in the economic development either locally, regionally,
nationally or globally. In the near future, the demand for education and additional
knowledge through this type of approach will increase dramatically and will become
a big complementary to formal in-class education. High rate in knowledge and
technology innovation increase the need of community to acquire new knowledge
every time. Education will become long-live need.
Target
At the end of the transition period Unhas will have a reliable 3-D learning center that
can serve the needs of wider community for new knowledge and professional skills
in various field.
Mechanism
Establishment of 3-D center at the Universisity will be conducted through the
following steps;

Enhancing utilization of the existing system for serving the center. In the early
stage of transition period, the existing GDLN system will be utilized as an
initial capital to develop an advanced e- learning system. For this reason,
Unhas will equip and improve the current GDLN with technology-enhanced
learning and technology-delivered learning of system in managing global
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


distance learning (GDLN). In relation to that the ICT system in Unhas will be
enhanced.
Conducting regular training for staff to improve their capability in managing
the e-learning system.
Determining the types of programs to be offered, including designing and
providing modules, and managing all resources for conducting such programs
as distance learning, e-learning, short-term training, credit earning etc.
Enhancing cooperation and partnership with other institutions either regionally,
nationally, or internationally in offering various programs related to 3-D
learning.
3.4 Implementation Schedule
Programs/Activities
Transition Year
1-st 2-nd 3-rd 4-th 5-th
1 2 1 2 1 2 1 2 1 2
Enhancement of staff capacity
Enhancement of the institutional
governance of research and service
Improve relevancy between research,
services and community needs
Establishment of 3-D learning centre
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Chapter 4
University Management and Organization Culture
4.1 Problem Identification and Formulation
Organization structuire is a key factor determining sustainability of the organization
existence, because its role as an interface between organinization and its external
environment. There are two main factors that should be taken into account when
composing an organization structure. Firstly, organization identity. In this point, the
organization must be built in such way to guarantee the achievement of vision and
implementation of mission, which is in line with organization values hold. In other
word, the structure should be a result of organization culture expression. Secondly, the
spirit of epoch (zeitgeist). In this term, organization structure should be developed in
such way to support implementation of mission which in accoradance with the spirit of
epoch.
In the mean time and even more importantly in the future, the dynamics of internal and
external environment are growing fast, therefore to guarantee sustainability of the
organization existence, organization structure and governance suystem should be
complemented with a mechanism in order to detect and to adapt to those changes. If
the environmental change are not coupled by the adjustment of organization structure,
it will cause quality decrease between those two, which is in turn will end on the
decreased quality of that organization structure existence and it could even contribute
to the extinction of that organization.
The structure of organization should be able to channel the aspirations of its
constituents. In the context of university environment, organization structure should be
able to accomodate the aspirations of its civitas academica and the existing
organization units. A good organization will provide not only a room for its
constituents to conduct an articulation according to their own way, but also to support
its constituents to do innovation creatively. In this context, such articulation should be
still in the corridor of mission implementation and vission achievement of the
organization. In other word, organization structure and management must be able to
maintain or even to increase participation quality of its constituents. This condition is
becoming specially more important for university organization, because it open a wider
opportunity for the implementation of the academic freedom, one of the main
university traditions.
In conclusion, organization structure (management and
leadership) must be able to trigger the civitas academica to do creation and innovation
in terms of university tri dharma and its implementation.
In a shell nut, organization structure should support the organization for being adaptive
and creative. In this context, adaptation to the external environment is not such a
simple adaptation as adaptation to the environmental changes, but also adaptation to
the dynamics of the internal environment. In such way organization will be truly
playing an interface role between organization and its environment. With such
condition, mission of the organization can be optimally implemented for the sake of
environmental renewal. This is what we mean as an adaptive creative process to
support a co-evolution process toward a better quality of technostructure. And this
could be in the form of learning organization, which is definitely suitable for
implementation of university mission as a communiversity.
It is important to underline that the structure organization in this context includes not
only a physical structure but also a decision making structure. A good organization
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should have a mechanism to enable the decision making process can be accomplished
flexibly, especially at the time when organization is facing an extraordinary problem
that needs an immediate decision.
The problem faced by Unhas is that organization culture as a legal entity is not yet
established. Organization and management practiced so far have led Unhas to be a
‘bureaucratic university’. Maintenance learning style has just become an habitual. So
that it is very difficult to find someone who is eager to do a creative innovation,
because that is not a media for self actualization and more importantly it does not gain
any support from university administrators. With such condition, participation, as a
materialization of the academic freedom, is hard to be optimally articulated.
Organization and management structure of Unhas are simply to implement university
missions like business as usual and are not designed for changing or renewal. It is
predictable, therefore, that after practicing it for quite long time, the needs for renewal
and changes have been being ignored. And even, some of civitas academia assumes
that changes and renewal have potency to spoil the university missions that have been
very well implemented. Actually, this is not just a problem in Unhas. The same
phenomenon is also happening in many well-known universities around the world.
National commission on the academic presidency in the US reported that governance
structure in many colleges and universities is not sufficient.
As discuss earlier, one of the requirement to be met by a good organization structure is
that structure should be built from the culture of the organization itself, so that
organization management process does not become on alien for its constituents. This
precondition shows that relatively long process is necessitated to build organization
structure and culture simultaneously. By the same token, iterative process are required.
Development of organization structure is conducted not only for mission
implementation but also for supporting accomplishment of the new organization
culture. That culture itself needs an adjustment of structure. For this process, a strong
leader having a prime quality is indispensable. An alternative, if this typical leader is
hard to find, is by forming a cohesive team. In an organization placing participation as
a priority, the existence of a leader who is able to maintain and develop visional field
within his internal organization becomes prominently important. The existence of this
field is important to ensure that all activities of organization units will always be within
the corridor of mission achievement without having a tight control, which is in many
situation will become an hindrance for creativity and innovation.
Actually, there is an interaction between organization structure and quality of
leadership. A solid organization structure, in which the command lines, function and
responsibility are based on a well defined Standard Operating Procedure (SOP), will
guarantee the mission implementation. The problem is that this organization is difficult
to articulate for changing or renewal. In contrast, a flexible organization structure in
terms of having autonomous working units has a capacity to adapt to the dynamic of its
strategic environment. The drawback, however, lies on the attempts to control the
freedom itself. Rigid rules in one hierarchies structures will freeze creativity of
organization units. Without any agreed direction, however, anarchy will emerge which
is in turn will impose problem for mission implementation of the organization. To
overcome that problem, a leader should have a sufficient concepts and competence.
The above discussion has brought us to a conclusion that there are at least three main
issues that need to be addressed in composing unhas’s organization and management
during the transition period 2006-2010. First, to formulate organization and
management of Unhas-BHP, which in one hand it should be not only in line with
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management principles of PT-BHP but also capable of accommodating aspiration of
academic society. On the other hand, that structure should be relatively flexible, so that
it will be able to maintain its international connectivity with its changing strategic
environment. In short, the form of unhas organization should be a learning
organization, an organization which is always able to adjust both its structure and
identity as a learning outcomes derived from interaction with its environment. Second,
to develop organization culture to support an operation of corporate university or
entrepreneurship university which gives a priority on the continuity of its social
responsibility as an agent of changes and as an actualization of its society culture.
Third, the existence of management and leadership system that is capable of
maintaining visional field of the organization. This type of leadership provide sufficient
room for innovation and creativity of academic society but still within the corridor of
mission implementation and visional achievement.
From the earlier discussion, it is clear that those three issues are inter-related each
other. Ability to solve one issue will affect the success in handling the others and vise
versa. Therefore, a simultaneous implementation strategy is required.
4.2 Implementation Strategy
The organization structure at the levels of operational academic and auxiliary academic
units has to be adjusted in accordance with the base principles of PT-BHP in order to
speed up the achievement of quality culture and academic excellence. Organization
format suitable for PT-BHP is a learning organization because this organization has
capability to adapt to its strategic environmental changes. The intended adaptation not
merely on the adjustment due to the environmental pressure, but it is also to
accommodate the shifting of aspirations of civitas academica. Therefore, that
adaptation is an adaptive creative process enabling the organization to optimally
implement its mission. Considering that organization is inseparable from its
environment, the adaptive creative process is basically an attempt to conduct coevolution to achieve a better technostructure. This also means that learning
organization is fit with Unhas mission as communiversity.
The main element of learning organization is self-organizing capacity. This capacity is
very much dependent on the existence of the unit of organization having autonomy and
competence in implementation of its mission. Beside that, a strong visional field for the
civitas academica is required to function as a guidance for those autonomous units.
And more importantly is the awareness of the leader or the members of those
autonomous units to keep changing.
Bearing in mind that Unhas culture supporting such organization is not established yet,
development of organization structure should be established gradually in accordance
with development steps of organization culture. Both issues will influence each other in
terms of either supporting or preventing each other
The choose of an implementation strategy is carried out by analyzing the strength of
Unhas that can be utilized. As explain in the SE report, since the last current years,
spirit and competence in the planning sector has developed fast enough within the
leader level and departments. This is indicated by the number of departments and ISS
that have won CBF, which reach approximately 90% of all departments and all ISS.
This is becoming a basic capital that can be used to develop organization culture
placing participation in the first position. In other word, involvement of departments
and the smallest work unit in planning and development of Unhas should be an
appropriate strategy. Beside that, this involvement is in proportion to the academic
tradition, i.e academic freedom.
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The key word is “participation for transformation”. The transformation itself is directed
to develop Unhas that give priority for practicing the participation. In other word,
implementation strategy hold could be summarized into one sentence: transformation
by and for participation. This sentence is expected to become a jargon which is
becoming the spirit for the whole transformation process of Unhas to be PT-BHP.
Several issues to be considered in implementing the intended culture and organization
structure are:

True faculty participation in the design and implementation of transformation
process is necessary, because the transformation of faculty culture is the biggest
challenge of all. To maintain participation and to continuously develop it,
organization created must be more flat and support development of the unit of
organization and independent groups in terms of having autonomy and
competence in their respective field.

Faculty governance should become a true participant in the academic decision
process rather than simply a watchdog of the administration or defender of the
status quo. Faculty members also need to accept and acknowledge the strong
leadership, whether from chairs, deans, or rector, to be flourish in their
institution during a time of change.

The election of the leaders should be based on the criteria of having broad
vision and view with participative nuance. The rector must play a critical role as
leader, educator, and evangelist in designing, implementing, and selling the
transformation process to the university community, particularly to the faculty.

Unhas identity must be disseminated and developed through participation, so
that at the end of the transition period, Unhas will be having an identity derived
from development and agreement from all civitas academica. The future form
of Unhas is better to be determined by the Unhas’ civitas academica
themselves. Dissemination and involvement of all Unhas academic society will
be more intensified during the preparation and process of restructuring of the
university organization.

The involvement of external groups is not only very helpful, but also probably
necessary to provide credibility to the process and assist in putting controversial
issues on the table (e.g., tenure reform).

Structure and organization culture to be built should be directed toward Unhas
attractiveness for quality human resources from outside Unhas, either as
academic or administrative staff ( at the level of echelon 1 and 2).

Improvement of trust from the government, locally or nationally, because the
actual meaning of university autonomy is dependent on that trust such as by
participating in accreditation process performed by the government and other
national or international institution. Autonomy is not the destination, but just as
a media to build the institutional self reliance. In the long run, institutional
autonomy depends primarily on the amount of trust that exist between
government and institution of HE.

There are three important tradition that should be preserved and maintained in
the process of change: academic freedom, academic tenure, and institutional
autonomy.
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December 2005
4.3 Program
Based on identification and problem formulation formulated previously, there are three
programs which require to be given high priority in the transition period, that is: (i)
establishment of organization structure, (ii) management and leadership, and (iii)
development of organization culture.
1. Establishment of Organization Structure
Shared governance model still have much to recommend: a tradition of public
oversight and trusteeship, shared collegial internal governance of academic matter,
and experienced administrative leadership, is formatted in the form of a learning
organization.
As discuss earlier, the success of the operation of learning organization is mainly
determined by the existence of autonomous work units in terms of having self
reliance and competence in executing its function. Therefore, the first task to be
performed during the transition period is to empower all organization units within
Unhas, starting from faculties, departments, and ISS so that those units have self
reliance in implementing their function. To improve more the flexibility of the
organization, Peer Interest Groups, an academic group built according to similarity
in disciplines or issues to be solved, should be established. This unit is the smallest
element within the academic governance which is responsible for the quality of
education, research and service implementation. The existence of strong peer
interest group will shift the function of faculty toward the quality assurance and
permit the management to design and to implement a tridarma format, which is
suitable with the community needs.
Organization structure should clearly express the mission of organization. Therefore,
knowledge management should be put in the first place. While most past and current
universities have nearly no organization unit dedicated for knowledge management,
Unhas-BHP should give it a high priority, because knowledge management is the
core business university and it is part of its mission (as a knowledge server). This
management must be supported by utilization of Information and Communication
Technology (ICT). Moreover, even though the format learning organization is very
much suitable with mission implementation as communiversity, but considering the
most possible form of communiverity in the near future is in form of 3-D learning,
therefore existence of a unit to handle that function is required in Unhas
organization.
Some of basic rules related to Board of Trustee (Majelis Wali Amanat – MWA),
Board of Audit, Rector, and Academic Senate have been written in the RUU-BHP.
However some additional regulations are still essential to accommodate specific
characteristics of Unhas. Those rules are:

Regulation to guarantee that MWA function is truly as “trustees” and not as
“governors” This regulation is essential to prevent the MWA becoming
government body while rector is simply as employee of the MWA. In this
sense, Rector is seen as principal administrator carrying out MWA policies
rather than the leader of the institution. It is also important to decide the number
of MWA, not too small to prevent individual interest to occur, but also not too
large to avoid management problem to arise. Such regulation is vital to
emphasize role and function of MWA that should be focused on the
development of policy and not on the management issue. The role of MWA is
to provide strategic, supportive, and critical stewardship for their institution. Its
Transition Plan
24
December 2005
function is also to prevent over intervention from the government on the
implementation policy of higher education.

Regulation to ensure that Academic Senate could should function as the highest
governance academic institution with clear function and authoritiy. Therefore,
its position should be strictly separated from rector. Membership of Senate is
selected at the faculty level. Members of senate represent academic staff in the
faculty. As a consequence, professors are not automatically eligible as senate
members.

Regulation to assure that the function of Board of Audit is as financial auditor
as well as for performance audit. Board of Audit should be in the first place to
guarantee accountability and transparency of the mission implementation in
Unhas.

Detailed rules for appointment, termination, responsibility and authority of
Rector.

Detailed rules for appointment, termination, responsibility and authority of Vice
Rectors.

Detailed rules for appointment, termination, responsibility and authority of
Deans and Department Heads

Detailed rules for appointment, and termination of Administrative Officers
(Bureau Heads, Division Heads, etc)

Detailed rules for election of members of Senate Faculty, and other normative
bodies

Rules of meeting in Academic Senate, Faculty Senate and other normative
bodies to guarantee coordination and participation in decision making process.

Other important rules in the university governance (including resource sharing)

Completion of “Code of Conducts” for student, academic staff, and professors.
Part of regulation substance will be accommodated on the university constitution
(Anggaran Dasar – AD) and the other part will be formulated in the bylaw
(Anggaran Rumah Tangga - ART) that will be accomplished during the transition
period. By this approach, adjustment on the university governance can be conducted
more smoothly.
Mechanism
The stage of restructuring is considered to be the most crucial stage during transition
period since it will affect many stakeholders and shareholders. The restructuring
process will be implemented during the first two years of the transition period as
depicted in Table 2-1. Unhas organization will be restructured by considering several
aspects as follows:

During the transition period, this university will continuously seek and develop
academic milieu suitable to represent the new status of Unhas.

The future Unhas organization will be more focused on the development of
organization culture towards learning organization.

The dissemination and involvement of all Unhas academic society will be more
intensified during the preparation and process of restructuring of the university
organization.
Transition Plan
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December 2005

The top university management structures such as board of trustee, board of
audit, and university senate should be occupied by the correct and high quality
persons through tight and transparent selection. These positions should be in
place during the first year of transition period. After all top positions are
established, the positions of middle and low university management structures
such vice rectors, deans, and head departments should be established at the end
of second year or early third year of transition period at the latest.

The most challenging aspect of being an institution with legal entity is the staff
status. By rules, the status of government official should be converted into a
university staff status. It should be put on the top priority that forced retirement
will not be applied in any way, unless a severe ethic or criminal violations or
any other justified reasoning. A carefully implementation strategy will be
developed after Unhas BHP legal status is issued. The status transformation is
expected to be effective at the end of the transition time (akan dibahas lebih
jauh pada bab tentang Human Resource Management.

Like other well established universities, Unhas has been long aware of the
implementation of ICT to speed up the quality of learning and university
management. For this reason, well master plan of ICT implementation in Unhas
will be developed. At least, at the early second year of transition period, the
development of ICT will be commenced and expected to be completely finished
in the fifth year of transition period.

As stated previously, the front line of academic activities will be Peer Interest
Groups. These groups will be the key units in serving the teaching and learning
process and used as the main basis of the study program establishment.
Therefore these peer interest groups will be established as soon as all positions
of the university management structures have been in place i.e., at the end of
the second year of transition period.

As the new organization structure is available, a wide range of SOPs (Standard
Operation Procedures) will be developed. All aspects related to the university
life will be covered in these SOPs. It is expected that all required SOPs will be
completed by the third year term of the transition period. This means the
university with its supporting SOPs will have a two year spare time before
becoming a full university BHP.
Figure 2.1 describes the expected organization structure of Unhas after being legal
entity. The function of each unit within the organization is described as follows:

Rector as the university top management will be supported by two vice rectors
(Vice Rector for Knowledge Server and Vice Rector for Communiversity) and
one University Secretary.

The University Secretary will function to manage all supporting units needed
for the effective implementation of knowledge server and communiversity.
Under this secretary will be placed several directors responsible for human
resources planning and development, finance, and infrastructure and assets.
Student Dormitory and Housing Unit will be placed under the Director of
Infrastructure and Assets.

Faculties will be directly under the coordination of Rector, while Graduate
School will be under the coordination of the Vice Rector for Knowledge Server.
The Graduate School will serve as a quality assurance towards any faculty
Transition Plan
26
December 2005
conducting graduate programs instead of directly involved in education process.
Related supporting units will also be available under this management, such as
student identity development, learning capacity development, as well as student
and alumni affairs.

As consequence of university mission as a communiversity, the research and
community service activities will be merged as one directorate i.e., directorate
of research and community services which is directly under the supervision of
Vice Rector for Communiversity. Several units will also be available under this
management such as continuing education, external collaboration, and ventures.

It is also realized the importance of having supporting offices which are directly
responsible to the university top management. Those offices are Office for
Quality Assurance and Internal Audit, Office for BHP Implementation, Office
for Knowledge Management.
Target

Transformation effort should be emphasize on the establishment of organization
structure. This is could be accomplished at the first year of Unhas-BHP. With
the existence of organization structure, transformation process can be better
implemented.

In general, the target of this agenda is the establishment of learning
organization in which the academic performance profoundly relies on the
existence of self-supporting units directed by a strong visionary field of the
organization i.e., generated by “Unhas Image 2010”.

Peer interest groups have been established. It is expected that all faculties have
already had their own peer interest groups.

Salient rules have been formulated in the first year.

New organization structure has been established, as well as the members for
main institution (MWA, Senate academic, Rectorate, and Board of Audit)

Bylaw has been formulated (third year).
2. Management and Leadership
The scope of both current and future university governance will not only related to
internal affairs such as academic management but also extended to wider aspects
such as staff prosperity, social, political and economic matters. Accordingly, rector
will not only function as academic leader but as CEO of large company as well due
to the fact that rector has to manage variety issues as mentioned before.
In addition to that, there is even a more fundamental shift that is changing the nature
of leadership. We are moving from an industrial society geared to the production of
things as its primary activity to a knowledge society, in which products of the human
mind are the keys to new wealth. This shift also calls for an entirely different style of
leadership. There are at least seven domains might be (re) considered in the
implications of knowledge leadership. i.e., Knowledge Leadership is a matter of
context, competence, culture, communities, conversations and common language,
communications, and coaching.
The extension of the scope of university governance will require a higher quality of
leadership. This is a challenge for Unhas including other majority of higher
Transition Plan
27
December 2005
education institutions since most of them has not possessed a suitable system
dedicated to prepare a such high quality leader. In fact, there has been lack of
training or workshop including dynamic discussion group to develop team working
skills required to create and improve expertise group.
Unhas, like other public university, seems to face challenge in this regard since there
are strong pressures to seek leaders who will preserve the status quo, who will not
rock the boat. Stated simply, that current environment for leadership on most public
campuses today neither tolerates nor supports strong, visionary leadership. The
appointment of leader is usually based on seniority rank rather than on capability,
although such tradition has been slightly changing during the last several years.
Managerial capability almost is never considered as a primary criterion. This is may
be a primary reason why the performance of organization management can not reach
the optimal result.
During transition period, Unhas-BHP requires a leader rather than a manager since it
is widely accepted that a leader will bring changes while a manager simply just
executes the programs within the approved policies and directions. In other word,
management is about keeping stability and leadership is about encouraging change.
Unhas, like other public university, seem to face challenge in this regard since there
are strong pressures to seek leaders who will preserve the status quo, who will not
rock the boat. Stated simply, that current environment for leadership on most public
campuses today neither tolerates nor supports strong, visionary leadership. The
university management should support the establishment of knowledge culture that is
directed toward creative culture.
Based on the above description, the programs will be carried out during transition
period is as follows:

Preparing and arrange criterion of rector as well as for other senior staffs,
including its procedure of recruitment. Those required at the rector levels are
the persons having capacity as a leader who have vision and broad insight. His
main responsibilities are to maintain organizational visional field within
academic society and responsible to detect when a renewal needed. In addition,
other duty is to maintain interaction between participation and the needs in
order to guide activities of academic society. In the lower level, those required
managers are persons who have well managerial skills due to their
responsibilities to ensure that implementation of mission organization is in line
with SOP. In short words, if the managers’ function is to run organization based
on the SOP, the responsibility of univerity’s leaders is to detect and evaluate
when the SOP should be revised or even totally changed.

Regulations are required to manage organization placing merit system and
guarantee transparency. Those rules should be fit on management principles of
PT BHP such as non-profit orientation, autonomy, accountability, transparency,
quality assurance, prime services, non-discrimination, diversity, and
involvement of stakeholders. So that, education implementation would become
a collective responsibility of each party involved to ensure sustainability of that
university.

SOP that put speed and accuracy as primary consideration.

Workshop or team building training for senior staffs projected for structural
position or even for those who are already in that position but they have not
Transition Plan
28
December 2005
been exposed to such training. This type of training is capable of lifting
individual capacity to work in a team as has been approved in many occasions.

Quality will be placed on the top priority in fulfilling any top structural
positions including the second echelon. This policy will be implemented by
opening opportunities for external parties who have relevant competence to
become a top university leaders and managers (rector, dean, and any other
higher rank). Selection criteria and mechanism imposed in this process will
assure transparency and non-discriminative.
Target

Workshop and training for dean and vice rector will be completed by the end of
the second year of the transition period.

Workshop on team building for vice dean, head department, and director or
chief of bureau by the second year of the transition period.

Training and for Pelatihan / pendidikan penjenjangan untuk pejabat / calon
pejabat struktural.

Policy and regulations along with TUPOKSI for each organization unit are in
place.

Management information system supported with ICT for mission
implementation and institutional capacity management such as HRM, asset and
facilities as well as finance has been completely constructed and operated
(details are presented on chapters 6,7, and 8).
3. Development of Organization Culture
As discuss in the strategic plan of unhas BHP 2006-2010, the basic values of Unhas,
i.e., integrated (holistic insight), assimilative (mutual beneficent) and synergistic
(sharing to live together) are corresponding to the concept developed in the new
paradigm for higher education which become the main base for the formulation of
basic principles of PT-BHP management. Therefore, efforts for direct promulgation
and enrichment of Unhas identity will build organization culture required in
management of PT-BHP.
Basically, development of new culture for organization requires long time effort.
Even the long life of an organization will be filled with development process or more
precisely with enrichment of the culture itself. Therefore, during the transition period
2006-2010, activities for culture organization development will be focused on the
most relevant matters related to Unhas sustainability as PT-BHP.
Adaptive, participative, and quality culture will be given a priority. Adaptive culture
enables academic society of unhas to understand the message brought by the spirit of
epoch and establishes an adaptation for development of new behavior and attitudes.
Such adaptation will guarantee interconnectivity of Unhas with its strategic
environment. Participative culture will support the involvement of all academic
society in each mission implementation, including in making a decision according to
their level of authority. Development of this culture is very strategic because it will
support academic freedom as one of academic tradition. Quality culture will push
every academic society to continuously improve quality of its performance. The
ending of this culture is that implementation performance of unhas mission will
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29
December 2005
improve continuously from time to time which is in turn will enhance unhas
attractiveness.
In addition, it is also important to inculcate mindset of all academic society to start
looking at unhas as one entity and not as a blend of faculties. Such mindset is
important not only in improving efficiency and effectiveness of resource utilization
but also in establishing a foundation required for knowledge development in the
future which tends to be holistic integrative.
Mind set directed to appreciate application of technology, especially ICT, in the
process of mission implementation and university management, is as an unsubtitute
one and it should be given a priority during development culture organization of
Unhas in the transition period. This mind set will encourage e-learning, and virtual
academic community tol grow fast. Similarly, MIS will also be based on ICT. The
latter will support the speed and accuracy of decision making process as a
characteristic the success in the mean time as well as in the future.
Mechanism
Dissemination process of Unhas identity are accomplihed through various ways, such
as discussion, brochure, and completion of code of conducts for students, academic
and administration staff, as well as professors. In addition, university culture can be
developed by implementation of some academic ritual and ceremony. Rituals are a
sort of expressive activities that being done contistently and periodically. With this
kind of ceremony, we can inculcate some core values to all academic and
adminitration staffs. If needed, a special organization unit can be created to facilitate
the development of new organization culture.
It is important to underline that the intended dissemination should not be consediered
as one way process rather than putting the participation of all civitas academica as a
front line. Therefore, crystallization and enrichment processes occurred is a truly
implementation of basic value hold or agreed before hand to be developed by the
majority of civitas academica.
Culture orientation toward continuous quality improvement should be encouraged,
for example through provision of rewards to dedicated staff or to whom with
outstanding achievement. However, criteria and process in the provision of the
awards should be based on the clear and transparent regulation or rules, so that award
achievement will become an expectation for the civitas academica. In addition, SOP
provision must be based mainly on the quality issue. With such SOP, every decision
making should be based on the quality consideration. Attempts in disseminating this
culture will be discussed in detail in Chapter 5.
Target

Unhas identity has been understood and accepted by the majority of civitas
academica which is characterized by that every decision making at each level /
organization unit will be based on that identity.

Improvement of civitas academica participation as marked by the increased
number of decision making at the smallest level of work units.

Quality culture has been growing, as it is indicated by increased number of
decision making based on the quality consideration. This target will be
discussed in detail in Chapter 5.
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30
December 2005
Board of
Trustees
Board of
Audit
Vice Rector for
Communiversity
University
Secretary
Directorate of
Human
Resource
Development
Directorate of
Finance
Academic
Senate
Rector
Directorate of
Continuing
Education
Directorate of
Research and
Community
Services
Office for BHP
Implementation
Office for
Knowledge
Management
Directorate
of Asset
Management
Office for QA
and Internal
Audit
Directorate of
External
Collaboration and
Cooperation
Vice Rector for
Knowledge Server
Directorate
of Graduate
Schools
Directorate
of Ventures
Directorate of
Student
Personality
Development
Directorate of
Learning
Capacity
Development
Directorate
of Student
Affairs and
Alumni
Faculty
Senates
Faculties
Note: Terms for Communiversity and Knowledge Server attached to the Vice Rectors represent the functions.
The actual terms will be redefined.
Figure 4.1. Expected organization structure of Unhas-BHP
4.4. Implementation Schedule
Table 4.1. Schedule of the restructuring process of Unhas organization
Transition Year
No
Programs / Activities
1-st
1
1
Establishment of Academic Senate
2
Establishment of MWA
3
Establishment of Board of Audit
4
Rector Election Process
5
Recstructuring the University Organization
6
Establishment of University Internal
Ragulation (ART)
Transition Plan
2
2-nd
1
2
3-rd
1
2
4-th
1
2
5-th
1
2
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December 2005
Chapter 5
Quality Assurance
5.1 Problem Identification and Formulation
1. Issues Identified in the SE
The main issue faced by Unhas in transforming into legal entity is that the
governance system under BHP status will be totally different from that of the
traditional public universities which fully comply with PP 60 Year 1989. The
organization structure at the levels of operational academic and auxiliary academic
units has to be adjusted in accordance with the new paradigm of higher education
i.e., effectiveness, efficiency, and accountability to speed up the achievement of
quality culture and academic excellence.
Although all units in Unhas have been provided with a guideline for their own
functions and responsibilities, some shortcomings does still exist. Among others,
overlapping-functions, delegation of authority, and coordination are the dominant
factors that have resulted in inefficiency and ineffectiveness. As a state university
where its organization structure is very much depending upon the government
policy, it provides not enough rooms for innovation. Example to this phenomenon is
that it is not an easy business to apply punishment to any personal for any
misconduct. The other fact is the university management personals at all levels
university, faculty, and department are not prepared or equipped with relevant
training specifically on the university management subjects.
Moreover, several limitation to speed up the achievement of quality culture and
academic excellence by all levels of civitas academica as follows, similar to other
public institutions, discipline and work quality seem to be a luxurious thing and the
work ethos is not convincing enough to transform this university into a high quality
and respected university. In addition, decision making process is not common to
occur in the low level organization structure. As a result, almost all cases or
problems are brought to the university level.
Furthermore, organization structure of Unhas actually does not clearly separate
between academic structure and administrative structure, especially at the top
management of either university or faculty level. This is very clear where the
chairman of university senate or faculty senate is hold by the rector or the dean. This
structure leads to that the academic structure has relatively less authority than that of
the administrative structure or campus bureaucrats. As a result, campus atmosphere
is more bureaucratic look condition rather than academic condition. Therefore it is
not surprising if academic atmosphere is not yet well developed and level of
participation of the academic staff is not as expected.
The above conditions have led this university governance to become sluggish in
responding any changing in its environmental settings. The following paragraphs
summarize the issues identified in the revised self evaluation related to quality
assurance.

The organization structure of Unhas is still in mechanistic nuance and does
not provide enough room for the existence of creativity and innovation of
organization.

The quality culture that takes the quality, efficiency and effectiveness still
need an improvement and have to bring into the top priorities as a
fundamental change.
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December 2005



The quality policies of teaching, learning, research, community services,
administrative and financial services are not developed and documented. In
the other word, Standard Operating Procedure (SOP) regarding those aspects
also not developed.
The goal of improving quality as a must is not pursue vigorously, as it should
be. In the some faculty level effort to achieving that goal may become
personalized and not institutional.
The ICT has not been fully utilized to support decision making process at all
management levels. As a consequence, decision process takes longer time
than expected.
2. Strategic Issues
Unhas considers that the need to transform mindset towards quality oriented in all
aspects is urgently required due to the fact that a quality assurance is a must to
transform this university into a high quality and respected university and also to
respond the society and stakeholders need. Quality assurance will give Unhas
stakeholders’confidence about the management of quality and the outcomes
achieved. These qualities are essential to achieve the vision, missions, and strategic
goals of Unhas. Quality in the context of Unhas BHP will be defined as a judgment
about the level of goal achievement and the value and worth of that achievement. It
is also a judgment about the degree to which activities or outputs have desirable
characteristics, according to some norm or against particular specified criteria or
objectives. It will be a tool to enhance the effectiveness of its core activities of
learning, teaching, research performance, community services and effective
administrative and financial management. Other quality assurance-related strategic
issues that will be faced by the university when become BHP are accountability and
transparancy in the academic, finance and administrative system. It is still required
for strategic planning, human resource and financial management as well as quality
assurance processes.
3. Problem formulation
As described in the Self Evaluation Report, the main issues faced by Unhas in term
of quality assurance during transition period are transform mindset towards quality
oriented in all aspects. It is urgently required due to the fact that a quality assurance
is a must to transform this university into a high quality and respected university and
also to respond the society and stakeholders need. Unfortunately in Unhas there is no
system that will give Unhas stakeholders’ confidence about the management of
quality and the outcomes achieved. In the other word, the decision making based on
quality is still not fully implemented.
5.2 Implementation Strategy
Since the year of 2000 Unhas has been aware of the importance roles of the Quality
Assurance [QA] System. A series of workshops on QA has been conducted to promote
the awareness of quality assurance within Unhas academic society. It is expected that
the QA system will be able to identify and trace any possible deviations that may
decrease the quality of education. For this reason, in addition to QA system that
functions as internal review, Unhas also requires reliable external review such as the
National Accreditation Board (BAN), professional organization or any other quality
assurance agencies that perform such assessment process.
Based on the problem identification and formulation, Unhas will be made the quality
assurance policy for quality assurance and continuous improvement as well as its
Transition Plan
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December 2005
principles, features, structures and standards. The Unhas wishes to assure quality
learning, teaching, research, research training and service delivery through a regular
review and improvement process. Therefore, in addition to integrate all works of staff
active in teaching, research and administration, and to have the responsibility for
implementing quality assurance by ensuring quality principles adhered to. Unhas also
will evaluates its achievements against appropriate national and international
benchmarks. In conclusion, Unhas will be made a system to bring the quality culture
approach into the top priorities as a fundamental change. In order to achieve our
commitment to become highly respected university, several implementation strategies
have been formulated as follow,

The increments of relevancy, competency, and performance of all units
within the organization environment that is expected to improve the quality
and efficiency of outputs in carrying out the university missions

Promoting and facilitating the university efforts to improve the performance
quality of unit to achieve more advanced academic units in accordance with
university scientific development priority, rapid development in science,
technology and arts, and more importantly the society needs.

The dissemination of fundamental principles and new values of Unhas as a
legal entity to all academic society and stakeholders as well as implementing
them consistently and consequently.

Monitoring and evaluating the implementation of academic and financial
activities.

The dissemination of quality oriented culture to the all civitas academica
(academic society) and users as well as implementing them consistently and
consequently.
5.3 Programs
The main program to be implemented the strategy is the establishment of effective and
efficient university governance capable of supporting the implementation of university
as a high quality and respected university. The program will be developed and
formulated as follows;
1. Establishment of QAIA (Quality Assurance and Internal Audit) unit.
This plan will be given a high priority and will be established at the early stage of
the transition period. In general, the target of this plan is the establishment of the
organization that will be make the Unhas more effective and efficient to improve a
better quality of academic atmosphere as a healthy and conducive environment to
improve the quality and benefit of academic activities. The QAIA will be working
based on an inputs, processes and outputs model. The inputs-processes-output model
will be positioned within the Unhas’s strategic planning, human resources and
financial management, with a comprehensive review system in place to guarantee all
elements to be monitored. The University will be devoted to a systematic review and
improvement of all of its activities, as an integral part of its strategic planning,
human resource and financial management as well as quality assurance processes.
Target
At the first year of the transition period, the QAIA unit have to establish. The QAIA
unit will be supported with hiqh qualified staff and it will be worked based on SOP
(Standard operating procedure).
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34
December 2005
Mechanism
The main plan will be established during transition period to achieve the targets as
follows:




Appointing a director which is directly controlled by the Rector.
Establishment of structure organization that will be run all activities within
QAIA unit.
Integrating all of SOP in teaching, learning, research, community services
and administrative and financial services for implementing quality
assurance.
Providing an annual meeting (twice a year) that will be conducted between
QAIA with stakeholders and users for developing quality assurance policies
related to the quality of graduates. Their inputs will be considered as a
feedback for quality enhancement for any academic activities.
2. Producing the SOP (Standard Operating Procedure)
Soon after the QAIA is established, the quality policies of teaching, learning,
research, community services and administrative and financial services will be
developed and documented based on Standard Operating Procedure (SOP) during
the transition period.
Target
The main targets in the first year are producing academic SOP, following
administrative SOP. Unhas have already decided to transform teaching into learning
approaches.
Mechanism
Several programs will be implemented during transition period to produce SOP with
guideline as follows;





Transition Plan
Applying the system of strategic and adaptive university management
planning.
The QAIA of Unhas will propose a policy framework for quality assurance
and will approve by academic senate at university level such as: principles
for quality management; the roles of academic senate, the faculties and
departments for quality assurance and an academic senate committee for
quality assurance and keep under review university codes of practice for
assuring the quality of the university's teaching and learning activities as
well as research and community services. This committee will also monitor
and evaluate the activities in the faculties and departments level .
SOP of academic has to made in the first year of transition period. It must
be based at least three modes of learning development i.e., personal identity,
learning capability and academic competence that will be accommodated in
the curriculum.
SOP of the administrative and finance will be produced and developed in
the second year of transition period. It must be based on the three principles
i.e., efficient, efficiency and economy proportional to the budget priority.
SOP of Human resources will be created in the end year of transition period.
It must be based on enhances discipline of staff; increases proportional
competitive attitude among the staff toward work ethos improvement;
improves efficiency of budget use, motivates staff to consistently improve
their performance to achieve quality culture.
35
December 2005
3. Promoting continuous improvement of quality culture
To assure that the quality assurance of university can be profiled and evaluated
anytime needed, the well SOP regarding teaching, learning, research, community
services and administrative, finance and human resources development will be
disseminated during the transition period.
Target
The main target to achieve quality culture during transition period is to evaluating
the number of units in Unhas that already performed the quality assurance criteria
based on SOP.
Mechanism
Several programs will be implemented as follows:






Transition Plan
Involving stakeholders in the workshop, internship, job training,
consultancy, joint seminar, and tracer study related to quality assurance in
order to get a feedback.
Monitoring and evaluating the number of units that already performed the
quality assurance criteria based on SOP every six months
Monitoring and evaluating the quality of learning process focusing on the
transformation from teacher-centered approach into student-centered
learning
Evaluating the improvement of administrative staff quality.
Monitoring and evaluating partnership programs with local governments
and private institutions such industries, business society, etc.
Monitoring and evaluating the availability and quality of learning facilities.
36
December 2005
5.4 Implementation Schedule
The establishment of QAIA will be scheduled in parallel with restructuring the
university organization, i.e., in the year two of the transition period. Detailed scheduled
of the establishment of QAIA is presented in the following table.
Table 5.1. Implementation schedule of the establishment of QAIA
Transition Year
No
Programs/Activities
1-st 2-nd 3-rd
4-th
5-th
1 2 1 2 1 2 1 2 1 2
1
The establishment and development of QAIA organization
Appointing a director
Establishment of structure organization
Integrating all of SOP in teaching, learning, research, community
services and administrative and financial services
Providing an annual meeting with stakeholders
2
Producing the SOP (Standard Operating System)
Applying the system of strategic and adaptive university
management planning.
Proposing a policy framework
Producing a SOP of academic
Producing a SOP of administrative and finance
Producing a SOP of Human resources
3
Promoting continous improvement of quality culture
Involving stakeholders in the workshop etc
Monitoring and evaluating the number of units that already
performed the quality assurance criteria based on SOP
Monitoring and evaluating the quality of learning process
Evaluating the improvement of administrative staff quality
Monitoring and evaluating partnership programs with local
governments and private institutions
Monitoring and evaluating the availability and quality of learning
facilities
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Chapter 6
Human Resource
6.1 Problem identification and formulation
Unhas’ organizational performance in achieving its mission characterizes the current
capacity of human resources, both academic and administrative staff. Unhas has been
sustaining and developing to a certain degree supported by its human resource capacity,
regardless of some embodied constraints. The current student to lecturer ratio (1 to 17)
as the parameter of learning and teaching effectiveness is necessary to be revised
during the transition period. It is expected to be 1:10 at the end of this period (2010).
The transformation in human resource quality is directed to support the shifting in
teaching mode i.e. from teaching to learning approach. In addition, human resource
capacity needs to be transformed into supporting 3D learning (life-long, life-wide and
life-deep), in the framework of knowledge server and communiversity missions. Staff
development in research capability is of strategically important in order to build a
research university. During the transition period, the improvement of staff utilization is
important. The underutilization of human resource capacity in the previous time is
partly due to the absence of human resource capacity mapping and inventory.
The status of human resource management at Unhas is characterized by the absence of
strategic policy and systematic operative function, from planning through development
and retirement. HRM has not fully integrated with the strategy and the strategic needs
of the organization. Human resource policies are not coherent both across policy areas
and across hierarchies, either for academic staff or for supporting personnel. This gave
rise to the imbalance distribution of teaching staff along faculties, departments and
laboratories. In addition, the weakness in human resource planning giving the effect of
unorganized career and educational plans for both academic staff and administrative
support personnel.
Human resource policy and practices at Unhas, does not have internal fit or consistency
among various HRM practices. This is characterized, among others, by the nonappearance of horizontal linkage or coordination among the various HRM practices
within the organization in order to achieve its objectives. The vertical linkage such as
to the university’s strategy is also very crucial to the organizational performance as
knowledge server. The horizontal and internal linkage in the notion of internal fit as
mentioned above can also be perceived as human resource alignment. It means
integrating decisions about people with decisions about the organizational
performance. By integrating HRM into the university organization planning process, it
will emphasize human resources (HR) activities in support to the achievement of broad
mission and goals. The lack of integration leads to a weak relationship between human
resources and management. All units in organization have no capability to ensure that
the management of HR contributes to mission accomplishment and that the managers
are accountable for their HRM decisions. Human resource department office should be
more consultative and involved in day-to-day line management activities. To do so, HR
needs to build its own internal competencies to deal with organizational issues, educate
itself on organizational mission and goals, and find ways to offer creative and
innovative solutions to overall organizational issues.
The establishment of human resource management as mentioned above is presumably
capable of solving the prominent personnel problems required by Unhas-BHP in the
future. The first problem to be addressed is the discrepancy between the available
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December 2005
human resource capacity and changing in Unhas missions. In this respect, the
adjustment of human resource capacity to the new mission is necessary during the
transition period. Secondly, the alteration in human resource development and
planning is important in order to generate more productive and efficient personnel
utilization and deployment. Thirdly, the current Unhas attractiveness for either high
school graduates or prospective employees is moderately low. Accordingly, it is
important to improve the attractiveness continuously, which can be initiated within the
transition period.
6.2 Implementation strategy
The strategy of implementation in HRM would appropriately espouse two major
conceptual approaches, namely the resource-based and behavioural views. The first
view assumes that organizational productivity determine by the allocation of resources,
organizational culture and achieving core competencies. In this respect, the resources
could be utilized as a basis to design a new staff appraisal system in order to build
personnel core competencies. In turn, human resource capacity and competence give
rise to the university’s high productivity and sustainability. The behavioural view
(strongly associated with contingency theory) assumes that organizational effectiveness
and productivity relies upon the control of employee attitudes and behaviours. Cultural
dimension, which includes norms and ritual is also contributes to employee attitudes
and behaviours to meet the new missions.
In order to achieve the over-all strategic planning set by the Unhas-BHP, human
resource management needs to response to the organizational insistence of
effectiveness, high productivity and its sustainability in line with the new missions. In
this respect, human resource organizational and institutional reform is necessary to be
performed. Such reform and development is especially focusing on the improvement of
Unhas attractiveness in order to maintain its sustainability and growth.
6.3 Programs:
The strategy mentioned above will be implementing into the following four programs:
a)
Human resource capacity mapping and skills inventory
b)
Recruitment, deployment and career system
c)
Capacity development in support to learning approach
d)
Establish Handbook and Manuals for Academic and Administrative Support
Personnel
1. Human resource capacity mapping and skills inventory
Program description
Capacity mapping and skills inventory is a database containing the list of personnel
data regarding their skills, personal capacity, working experiences and performance.
The availability of this database will help managers at all levels and departments to
find out the right person for the right job and proper personnel planning. Therefore,
the deployment and utilization of human resources will be improving in the near
future to avoid underutilization.
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December 2005
Target
At the end of the first year within the transition period, the computerized database
will be available and can be used for human resource planning in the second year,
especially at the central office.
Mechanism
The conventional, but still applicable, way to construct the database of skills
inventory and capacity mapping is job analysis. This activity will be integrated with
the development of human resource database and information system. Various
mechanism and method of job analysis is available in the personnel technical manual
possessed by human resource management consultant. Accordingly, the document
will be written in cooperation with human resource management specialist through
training and workshop.
2. Recruitment, deployment and career system
Program Description
They will be fresh S2 or S3 holders and those of current prospective employed staff
at other universities, either Public or Private under a better payment system of Unhas
BHP scheme. As educational institution, Unhas will be maintaining a professional
human resource system, characterized by transparency, objectivity, and
impersonality in procurement of both academic and administrative staff. Unhas BHP
organizational size will be smaller than the current one with flatter and simpler
structure. The number of position at all levels is reduced to meet more effective and
efficient human resource utilization, which in turn lowering the financial burden.
This system is expected to create wider opportunity of potential applicants to work
with Unhas. The vacancy of any positions for academic and administrative staff will
be announced publicly on the press, locally and nationally to improve the possibility
of encountering high quality applicants. The following figure illustrates the source of
employees and their career within Unhas BHP.
Target
At the end of transition period, a permanent recruitment and selection system and
procedure will have been establishing. This will ensure the effectiveness of
recruitment and deployment in more professional manner. Hence, Unhas is expected
to have greater possibility to hire highly capable and professional applicants.
Mechanism
This program can be implemented through the following activities:
a) New recruit of fresh S2 will be assigned as Instructor under contractual basis
for the first two years. The maximum age is 35 and have TOEFL score of
500 (with writing test) or 5 of IELTS is required. Vacancy will be published
on the press.
b) New recruits are possible to extend the contract for another two years based
on satisfactory performance.
c) For those who intend to work with Unhas BHP is compulsory to obtain S3
degree, then to be appointed as Assistant Professor.
d) The new recruits of employed academic staff from other academic
institutions with S2 and S3 degree holders will be deployed and appointed
under contractual basis for two years. The academic rank will be adjusted to
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December 2005
one level higher than the existing one, include the salary. The requirement is
similar to the new recruit of fresh S2 holders.
e) For those who make satisfactory performance within the first two years of
work are possible to extend the contract for another two years.
f) For those of S3 degree holders who intend to work permanently with Unhas
BHP should have satisfactory performance within at least four years of
appointment. The mechanism of recruitment within Unhas BHP is depicted
in the following figure.
RETIREMENT
BHP CAREER
EXT. SOURCE
2010
2009
2008
2007
2006
PNS TRACK
BHP TRACK
NEW RECRUIT
Figure 1.2. Unhas approach for continuous quality improvement
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December 2005
g) Within Unhas BHP the academic staff will be will be developed follow
through a career path from Instructor as the initial position to Assistant
Professor, Associate Professor, Professor, and Senior Professor. The
following table illustrates the career path of academic staff within Unhas
BHP. In addition, for those who expounding high class of performance either
academically or administratively are possible to be assigned in managerial
academic positions, such as Department Head, Laboratory Head or Dean of
Faculty.
The adjustment of Academic Position and
Academic Rank within Unhas BHP
Rank Position
Academic Rank
IV/e
Senior Professor
IV/c- IV/d
Professor
IV/a – IV/b
Associate Professor
III/c – III/d
Assistant Professor
III/a – III/b
Instructor
h) Retirement and Recruitment Plan of academic staff during the transition
period
Year
RANK
Total
2006 2007 2008 2009 2010
Instructor
0
0
0
0
0
Asst. Professor
0
2
2
0
0
4
Assoc. Professor
9
18
33
25
23
108
Professor
10
8
7
10
6
41
Total retired
19
28
42
35
29
153
Number hired
10
20
34
27
21
112
Note: There is no recruitment of administrative staff during transition period.
i) For administrative staff, will be some different forms of training other than
Adum, Spama, Spamen, which is more focusing on technical and vocational
range of capabilities, include ICT, Performance Based Budgeting and other
managerial practices.
j) The similar scheme will be applied to various operational staff, such as
technician, analyst, librarian, computer operator and programmer.
k) The stages of change from PNS to BHP system in five years period are as
follows:
Transition Plan

Socialization of Unhas BHP Employment System/Scheme

Performance Appraisal to all current Academic and Administrative
Staffs

Performance Classification into Best – Moderate – Poor performers
42
December 2005

Offering the Best Performers for changing their status to BHP
employment

Transferring the Best Performance to BHP status

Increase the performance of the Moderate Performers by training

Performance appraisal for those in No.6

Transferring the better performers in no.7 to BHP status

Keep the rest to PNS retirement without any structural positions

Keep the Poor Performers to PNS retirement without any structural
positions
All employees (academic and administrative staffs) are eligible of being
transferred to Unhas BHP only after fulfilling the early retirement requirement
from PNS and have satisfactory performance during their career.
3. Capacity development in support to learning approach
Program description
Shifting in learning approach, from conventional teaching to learning approach will
not effective without the shift in the capacity of human resource, especially among
the teaching staff (lecturers). In this respect, capacity development is creating
significant change in attitude and teaching method of academic staff in line with the
new approach.
Target
At the end of the transition period all academic staff will be acquaintance with the
new learning approach and has capability to shift their mode of teaching from
conventional teaching to learning. In addition, they are expected to be aware and
conscious of the principle of 3D (life-long, life-wide and life-deep) in learning.
Mechanism
The objective of this program can be obtained by following through some seminars
and workshops sessions during the transition period. In doing so, Unhas require to
employ a personnel specialist as technical assistant.
4. Establish Handbook and Manuals
Program description
Personnel handbook and manuals are the set of standard operating procedure to the
operative function of human resource management. This comprise of personnel
planning (from hiring to retirement), procedure of job analysis, job design,
performance evaluation, training and development.
Target
At the end of the third year during the transition period, Unhas will possess a
standardized procedure and manual in the application of human resource
management operative function. This is a set of norms and code of conduct in order
to establish new organizational culture within Unhas BHP. Performance appraisal
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December 2005
will become a prominent tool in creating the new expected organizational culture
leads to the increase in over-all performance.
Mechanism
The establishment of the handbook requires human resource management specialist
as technical assistant. Even though such book is widely used in private sector, it is
not customary in the public one, including Unhas. Accordingly, some human
resource personnel and staff of require intensive training in this matter. In addition,
an outside assistance delivered by a human resource specialist is also necessary.
Some seminars and workshops will also necessary to be administered.
6.4 Implementation Schedule
Programs/Activities
Transition Year
1-st 2-nd 3-rd 4-th 5-th
1 2 1 2 1 2 1 2 1 2
Human resource capacity mapping and skills inventory
Recruitment, deployment and career system
Capacity development in support to learning approach
Establish handbook and manuals
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December 2005
Chapter 7
Finance
7.1 Problem Identification and Formulation
1. Finance Condition and its management
The major source Unhas income for the last several years are from the government
in the form of DIP and DIK; only about 34% are from community in the form of
DIKS. Although Unhas has a big potency to generate money from partnership
researches and services as well as utilization of assets, most of DIKS income are
from tuition fee. The income from partnership research accounted only 0.2 % of total
income. Such low figure is brought about by the fact that many partnership research
are not recorded at the university level and the assets has not been managed to
generate income, despite high value of Unhas assets (human, physical, and
technology).
Several efforts have been made to increase Unhas income, including efforts to
generate money from non conventional income such as non restricted grant,
endowment, new student admission partnership, student deposits and others. The
pilot project of such non conventional income in the last three years look promising
and can become good source of income when Unhas become BHP.
The use of line-item and incremental budgeting system, instead of performance
budgeting apparently not longer suitable, as the system cannot be used to measure
and control the performance of each unit. With the current budgeting system, the
university allocated 70% of DIKS to faculties and the rest 30% along with the DIP
and DIK stays at the university. Such method of partition is not in line with good
governance.
ICT application to support the university financial system has not been in place,
except for the staff monthly salary. As a result, reporting flow takes longer time than
expected. In addition, some unit submit the financial report late such that the
university account balance will be difficult to be profiled anytime needed.
2. Strategic Issues
Although the government funding scheme for BHP-university has not been
regulated, it is most likely that the social responsibility of university will guaranty
the provision of fund from government for BHP-university. The scheme of fund is
most likely calculated based on quality and performance of output instead of the
number of student (input performance). Which such scheme, the university need to
enhance the output performance to obtained a big amount of fund from the
government.
In the next 5–10 years, it is estimated that Unhas will still become a preference of
most high school graduate of eastern Indonesia. Although the purchasing power,
including for education purpose, in this region is low the increasing trend of highincome families to send their children overseas for higher education and the opening
of Indonesian branches of some overseas universities may imply that the tuition fee
can be set based on quality of service offered, providing that unhas maintain its
social responsibility by offering some financial aids for disadvantage students.
Eastern Indonesia hold a great potency in natural resources, but management of
natural resources is merely in the form of exploration and exploitation. The
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December 2005
knowledge content of this operation can be increased by mean of partnership in
research. In addition, the existence of many companies, middle and large scale
companies in particular, is considered to be a special challenge for higher education
institutions, especially in research activities.
The attainment of knowledge-based society characterized by the continuous learning
of each society member will become a good market for training (3-D learning) from
which additional income trough service unit can be generated. Similarly, the
implementation of autonomy at a local government requires a significant
improvement of human resource quality that can be carried out through well-planned
and structured trainings.
Other finance-related strategic issues that will be faced by the university when
become BHP are change in the state university funding system from allocation to
competition, restructuring of the government funding which is directed to block
grant system, restructuring of the employee system where the civil servant status will
be reevaluated, and higher education institution is still required not to lessen its
social responsibility including access and equity assurance for those who meets the
academic quality requirement (p.19).
3. Problem Formulation
Based on such facts and issues, the following are the identified problem that will be
faced by the university when it become BHP and need to be addressed during the
implementation period

There will be an increase expenditure as direct consequence of increase
in performance.

The increase in expenditure cannot rely merely on tuition fee.

Many partnership researches were not recorded at the university level.

The line-item and incremental budgeting system will no longer suitable.
Similarly the allocation of 70:30 to units and administrative of DIKS
will no longer applicable.

There will an increasing demand for transparent and accountable
financial management system especially for the stakeholders and
community who will become the major source of fund.
In summary, the problem in finance is how to increase the capacity of Unhas in
generating fund and improve its management to support the shift in university
missions.
7.2 Implementation Strategy
Based on the identified problem discussed earlier, the implementation strategy will be
improvement of financial management system including transparency and
accountability. Improvement of financial management system will, not only increase
the capacity of Unhas to increase the income, but also will increase the efficiency and
affectivity of budget utilization. In the future, the university income will mostly come
from stakeholders (local government, alumnus, parents, industries, and others) instead
of subsidy from central government. An important factor to increase attractiveness of
Unhas to stakeholders to generate fund is “trust”. Trust can be build upon transparent
and accountable use of budget.
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December 2005
Another strategy is intensifying the income from current sources and exploring new
sources of income. As the contribution of government subsidy into total university
income may decrease, there is a need to intensify the income from stakeholders along
with ektensification of income.
7.3 Program
Based on the strategies discussed in the previous sections, five (5) program in finance
will be proposed to be implemented during the transition period, i.e.
1.
2.
3.
4.
5.
Improvement of Finance Management System.
Implementation of Performance Based Costing.
Intensification of Non tuition fee Income.
Promotion of Non Conventional Fund.
Establishment of Ventura
1. Improvement of Finance Management System
The financial transparency and accounting will be improved by introducing better
systems in three aspects of financial management as follows: (1) financial statement
and accountancy, (2) financial auditing, and (3) financial information system
Financial Statement and Accountancy
During transition period, the university will intensively promote and facilitate all
units in order to be more creative and innovative in developing their additional
incomes under the condition that learning process has been carried out effectively
and efficiently. All additional incomes generated by units will be centrally managed
through a single university account so that cash in and out flows can be easily
monitored and managed.
Budget allocation to all units will be based on the performance based costing and the
availability of the budget. Every expenditure of the unit should be based on the three
principles i.e., efficient, efficiency and economy proportional to the budget priority.
All cash in flow and out flow should accountable.
The accountancy standard applied to record the transaction will be referred to the
Indonesia regulation on Financial Accounting Standard Statement (Pernyataan
Standar Akuntansi Keuangan or PSAK), especially PSAK Number 45 concerning
Financial Report for Non-Profit Organization (Pelaporan Keuangan Organisasi
Nirlaba). Every unit will subject to publish regular financial statement reported and
submitted to the rector that will then be used to prepare the whole university
financial report. The rector will have an obligatory to annual financial report
submitted to the board of trustees (MWA). The board of audit is then requested by
MWA to evaluate the financial report submitted by the rector.
Financial Audit
To assure that any financial report prepared by the unit has been in accordance with
financial regulation, Unhas will establish a financial editor embedded with the QAIA
(see Unhas BHP organization structure). This unit has a full responsibility to guide
and control the financial cash flow in accordance with university financial
management. This unit will prepare a financial audit at least twice a year and
submitted to the rector. As a legal entity, Unhas will subject to be audited by
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December 2005
external auditors such BPKP and BPK. The QAIA will also have the right to make
financial investigation to all units under the order of rector.
Financial Information System
To assure that the university financial status can be profiled anytime needed, a
computerized system will be built soon after the new organization set up is
established. It may require a technical assistance to build such system. This system is
expected to promote transparencies and accountability.
2. Implementation of Performance Based Budgeting
The budgeting policy will be based on performance based costing in which the
budget of each unit’s expenditure will be judged based on their performances. The
budget allocation will be in the form of block grant and allocated based on the
annual proposed budget of each unit. The performance based costing should consider
3 (three) main aspects as follows: proposed program or activity, analysis of
standardized budget, and standardized unit cost. Under normal condition, the
standardized unit cost will be reviewed and evaluated monthly. All proposed budget
will be firstly approved by senate faculty and then comprehensively reviewed and
evaluated by QA unit. The QA unit makes a recommendation to the Rector to make
a decision. As described previously that peer interest group will be in the front line
in serving the academic activities. Therefore, the university will allocate a fix
amount of annual budget to each peer interest group and additional incentives
calculated progressively to those who show a good performance. Several stages will
be follow to implement performance based costing as follow:
Building university community commitment.
The first stage is the university management will build a commitment of the
university community to move to performance based costing. This will be carried
out through intensive dissemination to all university management units and followed
by the university senate approval. Along with the dissemination, a policy study is
performed to measure the community commitment in the application of performance
based budgeting.
Capacity building on performance based budgeting.
Since the personnel engaged in financial activity have sufficient knowledge on
financial system, an activity to boost their capacity for performance based budgeting
will only be in the form of workshop or in-house training.
Establishment of standardized unit cost for academic program.
A university team will be established to identify all parameters required for
standardized unit cost. This team will be assisted by experts to carry out their task. A
set of standardized form to be used in conjunction with the computerize finance
system will be developed by this team.
Development of computer software for performance-based costing.
A computer software will be developed to support the implementation of the
performance based budgeting system. As mentioned above, the standardized unit
cost will play major role in this system. The software will be developed in
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December 2005
conjunction with software development in resource management system including
total management system, financial management, and human resource management
system. The system should, at least, be able to profile university balance and cash
flow in real time, efficiency and effectiveness of the budget allocated in term of the
performance achieved by any unit, budget required for any incremental performance
promises, and annual budget plan. These profiles will have several layers of
restricted accessibility.
Pilot project and evaluation at selected work units (1-2 work units).
It is realized that the system developed will not be in one shot. For that reason, the
system will be tested at limited work units as a pilot project. This pilot project will
be continuously improved until the system is believed to be working properly and
applied to all units in this university.
Program wide implementation.
Once the system is proven to be reliable, it will be implemented widely across all
units in this university. It is anticipated that this stage will be achieved the the first
year.
3. Intensification of Non Tuition Fee Income
In term of non tuition fee income, there are two activities by which te university can
generate fund i.e. activities related to communiversity roles, and activities related to
operation of supporting facilities. Although the potential income from these sources
is high, they have not been become major income of the university.
Fund Generated from Communiversity Role
Communiversity related program that can generate fund are classified to three main
categories, i.e.:
Staff Secondment
Staff secondment involves employment of university staff by other institutions,
either private or government. Staff secondment can generate a good amount of
money. For the last three years, the university has been implementing the regulation
on the employment of university staff by other institution. Such regulation is
important, not only to generate additional income to the university, but also to make
a better bargaining position for the respected staffs as well as to protect the right of
the staff. In the previous years, before the implementation of this regulation, the staff
employed by other institution is usually underpaid. Staff employed by other
institution can be either part time or full time. For a full time basis the staff
secondment will be restricted to a maximum of three years.
About Rp 300 million annually have been generated from this program since its
implementation. It is expected that the money generated from this program on the
first year of transition period will be in the amount of 1 billion rupiah. The figure is
expected to increase by 30% annually.
Contract Research
The university has long history in serving the community in conducting research in
the form of contract research. The contracted research was made with national
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December 2005
government, local government as well as with the private institution and was
performed through the research canters. Although many researches have been
performed by several research canters in the university, the money generated from
this research was sufficient only to fund the operational activities of the centre.
There is only a very small amount went to the university to fund academic activities.
The reason for this is because the operation of many research centres were not well
managed and the orientation of many research contracts were mainly for community
services, such that the contract value only sufficient to cover the operational cost of
the research. Better management within the research centre will be imposed during
the transformation period toward BHP. At the same time, the value of contracted
research will be following the standard rate, especially those in the category of
remuneration of experts. Accordingly, the university will restructure the research
centers such that it will become part of the profit centers of the university.
Regulation concerning the contracted research as well as management of research
centre will also be issued.
For the last several years the value of contract research by a number of research
centers is estimated at 20 billion rupiah. The amount of contract recorded in LP in
2004 was 5.5 billion (table 4.3. SER). As has been mentioned in SER, many
partnership research activities both in centers within LP and faculties were not
recorded. It is believed that the value of un-recorded partnership research at each
center in LP could reach up to 2 billion/year on the average. With 9 centers under the
LP along with 12 faculties across the university the total value of partnership
research is at least 20 billion rupiah. By imposing scenario mentioned earlier the
figure is expected to increase annually and can reach up to Rp 35 billion by the end
of transition period (Table 7.1).
Continuing Education
Continuing Education is expected to play a dominant role in generating funds to the
university as has been experienced by a number of world-class universities. The
activities in continuing education involve distance learning, short-term training,
credit earning, including English teaching. In the near future, the demand for
education and additional knowledge through this type of approach will increase
dramatically and will become a big complementary to formal in-class education.
High rate in knowledge and technology innovation increase the need of community,
either those in the active-working or retiring people, to acquire new knowledge
every time. Education will become long-live need. Continuing Education program
will be provided to meet this demand, and to generate additional income to the
university.
Several research centers under LPM and faculties have provided training in various
aspect for many years. However, as in the case of research contract, such training
has not provided significant income to the university.
The university plans to establish Continuing Education Program under one entity or
center, by which the center not only providing modules and managing the resource
persons (trainer), but also providing and managing all supporting facilities such as
accommodation facilities, ticketing and traveling services, conference and function
room, as well as class room.
Initial arrangement for credit earning and course sharing has been made with the
universities within East Indonesia University Consortium and some private
universities in Makassar. This arrangement will soon be implemented during the
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December 2005
transition era. Credit earning program will also be expanded to overseas universities
and some universities in Java.
The income generated from these activities is estimated at Rp 20 billion at the first
year and may reach up to Rp 40 billion at the end of transition period. The estimated
value is calculated based on the contract value made by centers in average of 2
billion/center/year. With 7 centers under the LPPM and 12 faculties in the university
such figure is a very realistic estimate. The amount of can tract value made by LPM
in 2003 was 7.3 B which is mostly in the form of training. Having a high potency of
Unhas service-resources couple with increasing demand for training, the increase of
100% in 5 years is an optimistic estimate.
The communiversity activities, including incubator and technological innovation
will contribute Rp 78.5 billion or 16.4 % of total university revenue at the end of
transition period (table 7.1).
Fund Generated from Operation of supporting Facilities
The activities related to academic support is classified into this category. Although
the activities in this category are to support the academic activities, some amount of
money can be generated from it. Operations of supporting facilities that can generate
funds include:
1. University workshop
2. Services and trades include bookstores, cafeterias and restaurants,
photocopying services, printing and binding services, banks and automatic
teller machines, telecommunication shops, barbershops, and others.
3. Integrated conference facilities includes: guest house, travel agent, function
rooms, catering, event organizer, etc.
4. Sport and recreation facilities include: swimming pool, lake, jogging track,
tennis court, and other sport recreation facilities
5. Housing and building include; housing, guesthouses, dormitories,
conference rooms, and class rooms.
The income generated from these activities will be in the amount of Rp 6.9 billion at
the end transition period, or 1.4% of total revenue. (Table 7.1.)
4. Promotion of Non Conventional Fund.
Under autonomy statutory, Unhas is fully aware that the non-conventional fund will
be considered to give a significant contribution to the university revenue. Several
non conventional fund look promising include non restricted fund from local
governments and industries , student deposit, alumni endowment, partnership in
student admission, and others. In 2004, the the provincial government of South
Sulawesi provided 1.4 billion rupiah grant to university to construct its art, science
and technology building. About 2 billion rupiah has been put into 2006 provincial
annual budget as grant for the Unhas. Such as source of fund, which is categorized
under “un-restricted fund” will be expanded to industries and district governments
within Sulawesi such that by the end of transition period, about 5 billion rupiah is
expected to be obtained from these sources.
In term of partnership in admission, about 7 billion rupiah is generated in 2005. This
type of income source will be expanded such that in year 5 of transition period about
12 billion rupiah can be generated.
Transition Plan
51
December 2005
A set of strategies has been formulated to establish income from this schemes are;

Unhas alumni association will be empowered to give donations.

Students’ parent association will also be empowered to generate more
donations.

The donation or grant from local government and industries will also be
intensified.

Partnership in student admission will be expanded.
5. Establishment of Ventures
Plan for Venture Activities
During the initial phase of transition period, the business activities of university
venture will be limited to only marketing the product of technological innovation,
utilizing the university physical assets, and tendering the contract research that
legally may not be operated by the university research centers. The business
activities will be expanded to other university related activities as the demand for
more funds are needed and the venture has sufficient assets and experience to run
wide-broad activities.
As has been discussed earlier, many potential technological innovation invented
from university are not marketed commercially. One of the main reasons for this is
because the university staff usually does not have business and entrepreneurship
behavior and mind set. Therefore, in order this technological innovation to generate
fund, it has to be marketed by professional business people, not by the academician
or the researchers. Some potential technological innovations to be marketed by
venture are:

Agricultural and Food Product: instant food, chemical-free produce, diary
product, new variety, disease-free clone, etc

Machine and Equipment: agricultural equipments, electronics, etc., and

Medicine and Hospital equipments: New drug and medicine, hospital
equipments, etc
Nonetheless, it is realized that it cannot be expected too much from this type of
business activities during the transition period, but it will play an important role in
the future of business of the venture. To the best estimate, during transition period,
only 1.5 B to 15 B can be generated from these activities annually.
The university owns many assets which initially provided for academic activities but
are not utilized optimally. To name some of these, the university has agricultural
land, forest, fish pond, and ranch in the total area of more than 1,000 ha. Although
those land are provided for education and research, some agricultural and forest
products can be produced commercially, such as cocoa, food crops, timber and other
forest products, cattle and beef, fish, shrimp, crab, etc. It is expected that about 1–3
billion rupiah can be generated from this business activities during the transition
period annually.
With the implementation of Government Decree No. 80/2003, many consultancy
services including applied research will undergo bidding process. The regulation
does not permit the non profit institute to attend the bidding and procurement. This
Transition Plan
52
December 2005
justifies the need to establish an independent institution that allows the university to
give service to community. In executing such contract research and consultancy
services, the venture will establish close link to the research centers of the
universities. It expected that the venture can gain profit in amount of 3–10 billion
annually from this type of business activities.
Venture Organization
The organization of the venture will be in the form of Holding Company that
consists of several companies. At the initial phase, these company will include
Agricultural and to operate and market the agricultural product, Trading Company to
market the technological innovation product, Consultancy Company for contract
research and consultancy, and service company to operate supporting facilities
commercially.
The holding company is an independent body of the university that responsible to
Vice Rector for Communiversity as depicted in Figure 1. Actually the independency
of venture will be much better if responsible directly to Board of Trustees. However,
as the board of trustees does not work daily, there will be a difficulty of the venture
to get advice and command frequently as well as to solve the problem as it rises. In
addition, some of the assets to be used by the venture are belong to the university.
Although the venture will be responsible to the vice rector for communiversity
affairs, the operation of venture should be fully independent. Such independency is
important such that the venture is managed professionally and to prevent conflict of
value and norms as well as for a clear separation of ownership. To guaranty the
independency of the venture, all staff of the company will be recruited
professionally. The chance for non-university staff to be employed by the venture
therefore is high, and in fact it is encouraged. However University staff who meet
professional requirement to be employed by the venture should be released from all
university duties, and so will not receive any salary from the university.
7.4 Financial Plan
Based on programs on finance discussed in Section 7.3, unhas financial plan during the
transition period is illustrated in the following scenarios.
1. Income Structure
Several assumptions have been made to formulate income structure of Unhas during
transition period as follows;

There has been a shifting in government funding mechanism from
allocation into a block grant.

The government funding will be in form of block grant and calculated
based on the number of graduates instead of student population.

Tuition fee for undergraduate will only increase from Rp 1 M/year in the
first year to Rp 1.5 M/year in the 5th year, and it is mostly due to inflation.
Financial aid will be provided to economically-disadvantage students.

Non government funding generated from tuition fees, communiversity
activities, operation of supporting facilities, endowment and commercial
ventures will increase annually. By the end of transition period, it is
estimated that additional revenues generated from non government funding
will be as follows:
Transition Plan
53
December 2005
i. Communiversity activities in the form of staff secondment, research
collaboration, continuing education, and technological innovation
will generate income of Rp. 78.5 billion or 16.4 % of the total
income.
ii. The operation of supporting facilities such as canteen, sport
facilities, bookstore, publisher, building functions, workshop,
dormitory, teaching hospital, farm and ranch utilization, and staff
housing will contribute to about 1.4% of the total income.
iii. The income from tuition fees will slightly decrease from 34% to
about 32.9% (graduate and under graduate), and from 7.4% to 6.3%
for undergraduate.
iv. The commercial venture in the form of agricultural and forestry,
trading, consultancies and services will give a contribution to about
5.8% of the total budget.
v. Endowment fund is expected to reach up to 4.8%
vi. Government block grant is expected about 38.6%.

The utilization of ICT in university management will improve efficiency
and productivity. As a result, the number of administrative staff will
gradually decrease. The number of graduates will be the same as the
number of incoming students. The salary of both academic and
administrative staff will increase gradually.

The academic staff to student ratio will be maintained to 1 : 10 for science
faculties and 1 : 15 for social faculties. Under these ratios, the number of
academic staff will slightly decrease from 1790 to 1700.

The final target of funding composition will be 38.6% from government
and 62.4% from non government sources of funding.
The detail of income structure during transition period is presented in Table 7.1.
Transition Plan
54
December 2005
Table 7.1 Income Structure during the Transition Period (in million rupiah)
NO
A
1
2
3
4
5
6
B
1
2
3
4
5
C
1
2
3
4
5
D
1
2
4
5
6
E
1
2
3
4
F
1
2
COMPONENTS
YEAR I
TUITION FEES
(x Rp 1000,-)
Undergraduate
19,000,000
Master Program
12,000,000
Doctoral Program
3,150,000
D-3 Partnership program
6,900,000
Undergraduate (Extention Class)
22,000,000
Master Prog (Executive Class)
24,750,000
SUB-TOTAL
87,800,000
ENDOWMENT FUND & Financ MNGT
Unristricted Grant
2,000,000
Sharing
500,000
Student Deposit
50,000
Partnership Fund
7,000,000
Alumny Endowment
1,000,000
SUB-TOTAL
10,550,000
COMMUNIVERSITY
Staff Secondman
1,000,000
Contract Research
20,000,000
Continuing Education
20,000,000
Incubator and Tech Innovation
Patent / Intelectual Prop Right
SUB-TOTAL
41,000,000
SUPPORTING FACILITIES
Workshop
100,000
Services and Trade
50,000
Integrated Conference Facilities
100,000
Sport and Recreation Facilities
100,000
Building and Function
500,000
SUB-TOTAL
850,000
COMMERCIAL VENTURES
Agriculture and Plantation
Trading
Consultancy
Services
SUB-TOTAL
GOVERNMENT GRANTS
Government Grant
98,000,000
DGHI Compettive Grant
20,000,000
SUB-TOTAL
118,000,000
TOTAL REVENUE
258,200,000
%
7.4
4.6
1.2
2.7
8.5
9.6
34.0
PROJECTION OF CASH IN FLOW
YEAR II
YEAR III
YEAR IV
(x Rp 1000,-)
% (x Rp 1000,-)
% (x Rp 1000,-)
21,175,000
7.1
25,350,000
7.1
27,650,000
14,950,000
5.0
20,300,000
5.7
21,000,000
4,000,000
1.3
4,500,000
1.3
4,500,000
9,600,000
3.2
11,250,000
3.1
12,500,000
27,075,000
9.0
36,000,000 10.0
42,000,000
26,600,000
8.9
30,000,000
8.4
33,000,000
103,400,000 34.5 127,400,000 35.5 140,650,000
YEAR V
% (x Rp 1000,-)
%
6.6
30,000,000
6.3
5.0
24,000,000
5.0
1.1
5,000,000
1.0
3.0
15,000,000
3.1
10.0
48,000,000 10.0
7.8
36,000,000
7.5
33.4 158,000,000 32.9
0.8
0.2
0.0
2.7
0.4
4.1
2,500,000
600,000
60,000
8,000,000
2,000,000
13,160,000
0.8
0.2
0.0
2.7
0.7
4.4
3,000,000
700,000
70,000
9,000,000
3,000,000
15,770,000
0.8
0.2
0.0
2.5
0.8
4.4
4,000,000
800,000
100,000
10,000,000
4,000,000
18,900,000
0.9
0.2
0.0
2.4
0.9
4.5
5,000,000
1,000,000
150,000
12,000,000
5,000,000
23,150,000
1.0
0.2
0.0
2.5
1.0
4.8
0.4
7.7
7.7
15.9
1,300,000
22,500,000
25,000,000
25,000
48,825,000
0.4
7.5
8.3
0.0
16.3
1,700,000
25,000,000
30,000,000
50,000
100,000
56,850,000
0.5
7.0
8.4
0.0
0.0
15.8
2,200,000
30,000,000
35,000,000
100,000
150,000
67,450,000
0.5
7.1
8.3
0.0
0.0
16.0
3,000,000
35,000,000
40,000,000
250,000
250,000
78,500,000
0.6
7.3
8.3
0.1
0.1
16.4
0.0
0.0
0.0
0.0
0.2
0.3
250,000
100,000
500,000
200,000
1,000,000
2,050,000
0.1
0.0
0.2
0.1
0.3
0.7
500,000
150,000
750,000
500,000
1,500,000
3,400,000
0.1
0.0
0.2
0.1
0.4
0.9
750,000
250,000
1,000,000
750,000
2,000,000
4,750,000
0.2
0.1
0.2
0.2
0.5
1.1
1,500,000
400,000
1,500,000
1,000,000
2,500,000
6,900,000
0.3
0.1
0.3
0.2
0.5
1.4
-
100,000
500,000
3,000,000
2,000,000
5,600,000
0.0
0.1
0.8
0.6
1.6
1,500,000
1,000,000
7,000,000
5,000,000
14,500,000
0.4
0.2
1.7
1.2
3.4
3,000,000
5,000,000
10,000,000
10,000,000
28,000,000
0.6
1.0
2.1
2.1
5.8
125,000,000
25,000,000
150,000,000
359,020,000
34.8
7.0
41.8
100
150,000,000
25,000,000
175,000,000
421,250,000
35.6
5.9
41.5
100
160,000,000
25,000,000
185,000,000
479,550,000
33.4
5.2
38.6
100
38.0
7.7
45.7
100
110,000,000
22,500,000
132,500,000
299,935,000
36.7
7.5
44.2
100
2. Expenditure Structure
Following the modified mission of the university and the commitment to improve
the performance in performing the mission, there will be some substantial changes in
the structure of university expenditure. Some of these changes are as follows:

Additional expenditure will be allocated as block grant for each “peer
interest group” in the amount of Rp 50 million/group/year at first year and
Rp 65 million/group/year at end of transition period. It is estimated that
there will be four peer groups in average for each study program at the end
of transition period that will receive the total amount of Rp 20 billion.

Expenditure for knowledge server operation will increase substantially
from Rp 31 billion in the first year to Rp 75 billion at the end of transition
period. This expenditure will consist of operation and maintenance of
classes and laboratories, consumable material for laboratories and classes,
and new investment for class facilities.

There will be a big jump in the expenditure for communiversity activities
at the first year of transition period. This is because all revenue and
expenditure for communiversity activities will starting to be recorded at
university level, which was not usually done. The expenditure is estimated
80% of the revenues from communiversity activities.
Transition Plan
55
December 2005

There will be also additional fund for university venture in the amount of
Rp 3.9 billion in the third year and Rp 14 billion in the 5th year

As a part of asset utilization program and to accomplish a community
friendly campus and campus friendly community, additional amount of
expenditure will be allocated for renovation and maintenance of
infrastructure.
The detail of expenditure structure during transition period is presented in the
following in Table 7.2.
Table 7.2 Expenditure Structure during the Transition Period (in million rupiah)
No
Description
1
Salary
Lecturer and Instructor
Administrative Staff
Temporary Employes
Infrastructures
Reinnovation
Maintenance
New Procurement
Vechicles
Maintenance
New Procurement
Block Grant
Peer Intrest Group
Institutional Matching
Fund
Knowledge Server Operation
Communiversity Operation
Operation of Venture
Official Trips
Office Supplies
Utilities
Office Inventories
Other Expenditure
Total Expenditure
2
3
4
5
6
7
8
9
10
11
12
1
Year
3
2
4
5
50,490,000
13,875,000
35,100,000
60,228,000
16,200,000
40,365,000
71,884,800
17,280,000
46,419,750
85,898,880
17,496,000
53,382,713
103,078,656
20,217,600
61,390,119
13,900,000
12,000,000
20,000,000
18,000,000
12,500,000
20,000,000
20,000,000
13,500,000
21,000,000
22,000,000
15,000,000
21,000,000
25,000,000
16,000,000
22,000,000
1,000,000
1,000,000
1,200,000
1,000,000
1,400,000
2,000,000
1,600,000
4,000,000
1,800,000
4,000,000
5,200,000
7,150,000
11,440,000
15,600,000
20,280,000
1,800,000
2,000,000
2,000,000
42,000,000 53,000,000 64,000,000
39,060,000 45,480,000 53,960,000
3,920,000
8,700,000
4,500,000
5,000,000
6,000,000
2,700,000
2,950,000
3,300,000
4,000,000
5,000,000
5,500,000
12,000,000 13,000,000 15,000,000
6,000,000
3,000,000
288,703,000 338,274,550 394,437,593
2,000,000
75,000,000
62,800,000
14,000,000
6,500,000
3,500,000
5,700,000
16,000,000
459,266,375
1,600,000
31,500,000
32,800,000
4,000,000
2,400,000
3,500,000
11,000,000
9,000,000
248,365,000
3. Revenue and Expenditure
The summary of revenue and expenditure is presented in Table 7.3. The table shows
that there will be shortage of fund at the first and second year of Rp 10 billion and
Rp. 3 billion respectively. This shortage of fund will be covered from loan or
through partnership with third parties in providing supporting facilities that can
generate income.
Table 7.3. Summary of revenue and expenditure during the transition period
Year
Revenue
Expenditure
Balance
Cumulated balance
Transition Plan
1
258,200,000
268,365,000
-10,165,000
-10,165,000
2
299,935,000
303,703,000
-3,768,000
-13,933,000
3
359,020,000
352,274,550
6,745,450
-7,187,550
4
421,250,000
409,887,593
11,362,408
4,174,858
5
479,550,000
482,866,375
-3,316,375
858,482
56
December 2005
7.5. Implementation Schedule
The programs will be implemented under the following schedule (Table 8.4):
Table 8.4. The implementation schedule of programs in finance
No
Program / Activities
Transition Year
1-st 2-nd 3-rd 4-th 5-th
1 2 1 2 1 2 1 2 1 2
1 Improvement of Finance Management System
1.1.
Financial Statement and Accountancy
1.2.
Financial Audit
1.3.
Financial Information System
1.4.
Monitoring and Evaluation
2
Implementation of Performance Based Budgeting
2.1.
Building university community commitment.
2.2.
Capacity building on performance based budgeting.
2.3.
Establishment of standardized unit cost for academic program.
2.4.
Development of computer software for performance-based costing.
2.5.
Pilot Project and evaluation at selected work unit
2.5.
Program wide implementation.
2.6.
Monitoring and Evaluation
3 Intensification of Non Tuitiion Fee Income
3.1.
Generation of fund from Communiversity activity
3.2.
Generation of fund from Operation of supporting facilities
3.3.
Monitoring and evaluation
4 Promotion of non-conventional Fund
4.1.
Encouraging donation from industries and local government
4.2.
Expanding partnership in student admission
4.3.
Empowering Unhas alumni association to give donations.
4.4.
Empowering Students’ parent association to generate more donations.
4.5.
Monitoring and evaluation
5 Establishment of university Venture
5.1.
Establishment of university Venture
5.2.
Operation of university venture
5.3.
Monitoring and Evaluation
Transition Plan
57
December 2005
Chapter 8
Facilities
8.1 Problem Identification & Formulation
1. Facilities: Capacity and its Management
In spite of huge amount of facilities owned by Unhas, the main facilities including
the space and laboratory equipment are insufficient and outdated, especially to
support learning approach. The utilization rate of the buildings, however, is not so
intensive at some faculties or departments. As a result, the classroom utilization rate,
for example, is very low on the average, only around 57%. Teaching equipment is
relatively in a better shape . Although it is not widely spread, head projectors, LCD,
computer desktops, and notebooks can be found at some study programs to support
their teaching activities.
Unhas also has some off campus facilities, i.e. shipping dock, experimental farm,
ranch, marine station, fish pond (brackish water), teaching forest, and some bare
lands. However most of the lands located outside of Makassar area are not well
maintained even some are illegally occupied and managed by other parties. These
lands are known to be potentially productive and can be treated as one of the income
sources of Unhas. They can also be converted as a field laboratory.
Unhas library has 17,000 m2 in four storey-building and offer varieties of services.
However, the collection of text books and scientific journals are in sufficient. An
attempt to improve this condition has been carried out by subscribing electronic
journals through several virtual libraries around the world since 2003. Unfortunately
due to low band width capacity and slow connectivity, not so many staff and students
utilize this facility.
In term of ICT facilities, Unhas has setup three modes of WAN (Wide Area
Network) connections within the campus, namely connection via underground
coaxial cable (backbone WAN), radio (wireless) connection and the one using DSL
modem connected to PABX cable system.. For internet access, the ratio of internet
bandwidth 317 bps per student is considered to be very small compared to the ratio
of internet bandwidth of international developed universities or even UGM and ITS.
Up to now, Unhas does not provide maintenance cost for the building. The building
is only repaired when it seriously broken with the cost for repairing could be up to
30-40% of the new building costs. Moreover, although it is realized that educational
supporting facilities are insufficient due to the lack of fund available, a systematic
effort to capitalize the available assets, which their value has reached up to Rp. 800
billions, to generate additional income has never been prioritized. These phenomena
are just indications of miss management of asset, particularly those related to in
availability of qualitative management data to base informed acquisition decisions.
The only asset management function exist in the university is asset inventory. In fact,
the information available in asset inventory is incomplete, inaccurate and not easily
accessible. Therefore there is no reliable information to plan and control the assets
for the purposes of reducing demand for new assets, asset maintenance, sources of
income, decreasing operational cost, maximizing service potential, and minimizing
losses due to ineffective assets. In addition the asset inventory is not directly
connected to Unhas financial system that will automatically depreciate the assets
according to their initial values by which the management and related parties can
monitor the values of their assets anytime.
Transition Plan
58
December 2005
2. Strategic Issues
The rapid development in science and technology has caused the current science and
technology easily becoming out of date. This phenomenon has a significant
implication to the pattern of human life in general, and to the education system in
particular. Conventional education system that based on teaching approach will be no
longer competing against the rapid development of science and technology. This is
primarily because the conventional approach won’t be effective to produce graduates
equipped with high adaptability skills to respond the rapid development in science
and technology. For this reason, transforming teaching approach into learning
approach become necessary to provide student with not only learning materials but
also the techniques or methods of learning, unlearning and relearning. Adjustment of
learning facilities is needed accordingly.
The rapid development in science and technology, especially Information and
Communication Technology (ICT) has also changed our ways to save, access,
distribute, analyze and represent scientific data and information. The ICT is against
the traditional system of higher education as well as catalyzes the transformation of
higher education system. Distance learning or online learning, for example, will be
projected as a promising alternative learning mode comparable of campus-based
higher education. Traditional campus-based higher education institutions should take
this opportunity into account, especially in terms of providing facilities for distance
and e-learning.
3. Problem Formulation
Based on condition of facilities owned by Unhas and the strategic issues, the
following are the formulation of the problem related to facilities.
 The facilities owned by Unhas are in moderate condition such that is not
longer suitable to support for changing education approach from teaching
to learning.

There is no good asset management system in place such that the assets
and facilities cannot be utilized efficiently and effectively. In addition the
asset has not been utilized to generate fund.

The ICT facilities is not sufficient, particularly to support for e-learning
and ICT-baseed decision.
8.2 Implementation Strategy
To support a shifting in learning mode from lecturer-centered approach into student
centered learning and to develop student capacity to weave reality Unhas need to
provide a good campus environment that provides opportunity to get learning
experience required to develop individual identity, learning capacity, and professional
competence. In addition, a healthy and conducive academic atmosphere is needed
enabled academic and administrative staff to improve the performances and
contributions. To achieve this condition, campus need to be equipped with adequate
infrastructures and facilities which is well manage to have their maximum utilization
and efficiency. .
Hence, the implementation strategy is providing sufficient facilities and management
system to support the establishment of a healthy and conducive learning environment.
Transition Plan
59
December 2005
8.3 Program
Based on the problems formulated and strategy of implementation, the following are
programs proposed:

Implementation of University Total Asset Management System

Improvement of ICT facilities to support for e-learning and management
decision

Improvement and adjustment of facilities.
1. Implementation of University Total Asset Management System
Unhas property value in the form of land and buildings together with other
equipments is approximately Rp 800 Billions. This value is definitely huge, and
therefore it is important to identify, manage and control those assets with a proper
management system to guarantee that the available assets are used properly to
support Unhas’s missions.
The management system chosen has to be directly related with this university
financial system, which guarantees that all assets are well managed and accountable.
Assets management must be equipped with an adequate information management
system to make it effective in supporting the university missions. This system should
be built parallel with the assets valuation activities intended to validate the early
findings during the Self Evaluation Report construction.
To attain the purpose, strategic assets management should:

be understood by the policy maker

be considered in decision making process

be integrated with Unhas overall management

be reviewable at any time

be able to value the assets at anytime

be supported with a computerized system incorporated with university
information system
It is realized that constructing an asset management system is a very tough job. For
that reason, this activity may require tremendous efforts and time consuming. It is
anticipated that the system will be effective by the third year of transition period.
The development and implementation of the system will follow the following stages:
Development of Asset Management Scheme and Procedures
Asset management scheme and procedure will be developed by a team leaded by a
hired technical expert. The procedures include asset strategy, asset planning, asset
registration, depreciation, increment value, procurement procedures, and others.
Asset registration system will at least cover the following attributes:

Asset Profile, Assets information: name, code, status, category,
manufacturer, service, and after sale service.

Asset Work Order Management, Information related to its function and its
operation, including: location, priority, initial price, operational cost,
possible problem and solution.
Transition Plan
60
December 2005

Asset Preventive Management, Information regarding the effective life,
process and maintenance schedule.

Vendor Directory, Information about address and contact person of
manufacturer and supplier to anticipate for any problem emerging.

Collaboration Management, Discussion and consultation forum for users
to share information, find solution regarding asset management issues,
including asset utilization.

User Management, Users’ right in accessing and editing asset registration

Security, Availability of protection system to control users’ access into
database to guarantee the security of data

Projected Maintenance Cost, From data recorded in the assets registration
system, the management will be able to know all transactions related to the
assets such as mutation, depreciation calculation, determination of assets
to be repaired, sold, trashed, erased, or renewed. Therefore, the
management can estimate the annual maintenance budget needed in order
to have available assets in a good condition as required by Unhas.
As asset registration system is always directly connected to Unhas financial system,
depreciation of all assets must be calculated according to their initial values.
Therefore, the management and related parties can monitor the values of their assets
anytime. For asset with unknown initial value, the estimated values will be used.
Maintenance cost must be provided on regular basis and it should be in line with
Unhas financial planning. Up to now, Unhas does not provide maintenance cost for
the building. The building is only repaired when it seriously broken with the cost for
repairing could be up to 30-40% of the new building costs. Similarly, there is no
system in place to estimate the maintenance costs for other asset type such as
machinery and equipment; an in-depth analysis will be performed towards the
existing related assets to generate an appropriate model. This model construction
will be conducted during the asset valuation activities.
The value of assets can be increased by good maintenance and repairing, specifically
for land. The land’s value can definitely be categorized as a non depreciated item,
even its value will increase over time. Improved value of land is affected by its
surrounding conditions such as road condition, changes of land usage, factory or real
state. However it is also possible that the value of land in a short time could decrease
due to the location of the existing land will be used for public interest such as for
road enlargement, cemetery complex or under disputed condition. Considering the
changes of the land value at any time, the management system has to monitor the
land price change and keep renewing the land value data at least periodically.
Development of Information system in Asset Management
The system is developed based on the procedure and scheme developed stage 1. The
system will be customized from available application system such as Pinnacle to
handle the asset management system, oracle to handle financial aspects, archibus to
handle space management, and syllabus plus to handle time-table and allocation of
room (note: this information system model for asset management is referred from
Tasmania University). The system will at least have features on reporting, providing
registrar of all assets, calculating depreciation, manage and control maintenance,
record all creditors, financial accounting on assets, creation of maintenance purchase
Transition Plan
61
December 2005
order, identify ownership of space, identify time-table conflict, highlight room
availability, and creation of lifecycle cost plans.
Initial Asset Registration
After the system is ready, then next step in implementing total asset management
system is recording all data assets in Registration Assets System. This is important to
get information about the conditions of all assets. Data regarding physical, condition,
history, supplier and manufacturer must be well recorded in detail so that
management process can be effective and efficient. With good assets registration
system, Unhas will be able to plan and control its assets for the purposes of sources
of income, decreasing operational cost, and minimizing losses due to ineffective
assets.
Implementation of total asset management
The toatal asset management will be fully implemented at the end of year 3 when all
required instruments are available.
2. Improvement of ICT facilities
Unhas is fully aware that management information system is a success key in
managing high quality university. With rapid development in science and
technology, the utilization of ICT in the management information system is therefore
unavoidable. For this reason, Unhas has upgraded the status of management
information system (formerly UPT KOMPUTER) into university information center
(PIU) since the last several years, as explained in the Self Evaluation Report.
Consequently, the function of PIU will be wider than merely managing the academic
data. This also reflects the commitment of the university management regarding the
important role of ICT in enhancing the university management.
There will be three main functions carried out by management information system
(PIU) enabled to support the university effectively in achieving its vision and
mission i.e.; (1) the first function will be served to support the university
management in managing data, personnel, academic maters, financial management
and accountancy, and asset management, etc; (2) the second function will be
designated to support and enhance student centered learning (SCL) system that is the
main agenda during transition state; and (3) the third function will be developed to
support the utilization of knowledge management in the university management.
The entire ICT system owned by the University Information Center (PIU = Pusat
Informasi Universitas) are in moderate state to support the above mention function.
The ICT only need to improve the local connection network and server capacity
such that it covers entire work unit with-in the university. The Local Area Network
available now can only reach the faculty level. In addition the used ICT-based
resource management is only applied for salary report and accounting; no ICT-based
information system in place for asset, human resource and finance management.
University Information Center (PIU), since 2002 has granted from TPSDP to
establish a reliable Wide Area Network (WAN) and Local Area (LAN) system.
However, such networking system is limited to reach only up to the faculty level,
and not to the department. In addition, and the Information system being developed
is for academic purpose only. Therefore to utilize that system in order to achieve
effective management for human resource, financial and asset management up to the
unit level, it is important to develop information system to support those activities.
Transition Plan
62
December 2005
In order the management information system functions properly, a set of strategies
have been formulated as follows;

The university will fully commit and prioritize the development of reliable
management information system.

The university will regularly upgrade the ICT infrastructures and facilities
as well as staff capabilities to meet the standard requirement of ICT based
campus

The university will continually improve the awareness of Unhas academic
society towards the strategic roles of ICT in enhancing learning society.
To achieve that strategic goal, a stage development has been formulated to establish
reliable management information system during transition state as follows;

Academic data will be fully digitized and managed centrally by the
University Information Center (PIU). This program will be the first
priority to be carried out in the early stage of transition period. The
prevailing academic database system developed under TPSDP project will
be further enhanced to meet with the rapid development of information
and computer technology. The physical LAN infrastructure within Unhas
will also be improved as well as the internet bandwidth capacity to
enhance the speed of internet connection. In accordance with the future
organization structure of Unhas, the process of academic data input will be
fully the responsibility of the departments. Unhas will also issue a policy
and regulation regarding the utilization of ICT in managing the academic
data.

As soon as the computerized academic data management has established,
a similar database system will be developed and implemented to manage
human resource management, financial management, and assets
management. This program will be conducted at the middle year of
transition period. It is expected that all university management decision
will be judged based on the comprehensive data provided by PIU.
As described previously, the shifting in teaching mode from lecturer-centered into
student-centered will be the main priority to be implemented in the early stage of
transition period. In this case, PIU will play an important role in supporting that
program. The university ICT infrastructures and facilities will be gradually upgraded
to meet the standard requirement of ICT based campus. The academic and
administrative staff capacity will be improved to manage and implement the studentcentered learning. It is expected that all lecture materials will be in the form of digital
format and can be readily accessed by Unhas academic community.
3. Maintenance and Adjustment of Facilities
With the number of students up to 33,000 with 38 hours a week for student contact,
the range of occupancy rate for the classroom is between 12.33% and 98%,
averaging 57.07%. Even, occupation rate for general lectures (MKU) is only
35.59%. This means that Unhas does not need to build new classrooms rather than
optimizing the use of the existing rooms. In addition, the classroom size and chair
arrangement need to be adjusted to support for learning method. MKU as facilitator
for inter- faculties and departments interactions should be revitalized in order to
avoid using laboratory as classroom for lecturing which could interfere the
laboratory activities as happened for example in the faculties of Engineering and
Transition Plan
63
December 2005
Faculty of Agriculture and Forestry. Facilities for MKU also can be operated to
serve continuing education programs. Renovation and new investment should only
be directed to build facilities that can guarantee the improvement of academic
activity efficiency.
In term of staff’s room availability, as mentioned in the Self Evaluation Report, there
has been a tremendous complain from the academic staff since not enough rooms
available that can be occupied as an office to perform their daily work conveniently.
To deal with this situation, the first step that should be done is to rearrange the
existing spaces using rooms profile obtained during the Self Evaluation process. The
next step will be assessing the additional new spaces needed. This second step
should take the human resource development plan into account.
For laboratory equipments, new investment may be required. The estimate budget
needed for this investment could be referred to the estimate used by TPSDP and
DUE Like which “predict” that minimum requirement for engineering and natural
science study program approximately as much as Rp. 3,000,000,000 and Rp
600,000,000 for social study program. With this prediction, this means Unhas with
its 37 science study programs and 17 social study programs requires about Rp.
111,000,000,000.- and Rp. 10,200,000,000.-, respectively. The procurement of new
laboratory equipments will be spread into five years, approximately 20 –30 billion
rupiah each year (Table 7.2.).
Maintenance of facilities is intended to become a regular practices to preserve the
assets’ quality value. Maintenance cost is assumed based on the asset depreciation
value. For Unhas building for example, the maintenance cost required should be
around 2 – 2.5% of the current building cost. The maintenance includes replacement
of lights, key, tap, water pipe, leaking roof, painting, decayed wood, and other
routine repairs. It means that the minimum maintenance cost required for an “A”
grade quality building which having average building cost Rp 2.000.000,- /m2 is Rp.
40.000–50.000 /m2. So that the maintenance cost for the whole floor in Unhas
Tamalanrea of 260,000 m2 is Rp. 10,400,000,000.- to Rp 13,000,000,000.- per year
(Table 7.2).
Transition Plan
64
December 2005
8.4 Implementation Schedule.
The detailed implementation schedule to meet the expected condition of facilities and
its management is presented in the following table.
Table 8.1. Implementation schedule for implementation of asset management system and
improvement and adjustment of facilities
No
1
1.1.
1.2.
1.3.
1.4.
1.5.
2
Program / Activities
Transition Year
1-st 2-nd 3-rd 4-th 5-th
1 2 1 2 1 2 1 2 1 2
Implementation of University Total Asset Management System
Developmemnt of Asset Management Scheme and Procedures
Development of Information system in Asset Management
Initial Asset Registration
Implementation of total asset management system
Monitoring and Evaluation
Improvement of ICT facilities and programs
2.1.
2.2.
2.3.
2.4.
Improvenet of local connection network and server capacities
Development of ICT-based resource management system
Provision of e-learning facilities
Monitoring and Evaluation
3
Maintenance and Adjustment of facilities
3.1.
Adjustment Classroom
3.2.
Renovation of staff room
3.3.
Provision of laboratory equipments
3.4.
Facility maintenance
3.5.
Monitoring and E valuation
Transition Plan
65
ANGGARAN DASAR
UNHAS - BHP
BAB I
KETENTUAN UMUM
Pasal 1
Dalam Anggaran Dasar ini yang dimaksud dengan;
1. Universitas adalah Universitas Hasanuddin sebagai Badan Hukum yang berfungsi
memberikan pelayanan pendidikan tinggi.
2. Menteri adalah Menteri Pendidikan Nasional yang bertanggung jawab atas
penyelenggaraan pendidikan tinggi.
3. Menteri Keuangan adalah menteri yang bertanggungjawab di bidang keuangan yang
memiliki kewenangan dalam setiap pemisahan harta kekayaan negara untuk
ditempatkan sebagai kekayaan awal maupun pembiayaan lainnya sesuai dengan
peraturan perundang-undangan yang berlaku.
4. Majelis Wali Amanat adalah organ tertinggi universitas yang berkedudukan untuk
mewakili kepentingan pemerintah (pendiri), Universitas, dan kepentingan masyarakat.
5. Dewan Audit adalah organ Universitas yang independen yang berfungsi mewakili
Majelis Wali Amanat dalam melaksanakan evaluasi hasil audit internal dan eksternal
atas penyelenggaraan pendidikan.
6. Senat Akademik merupakan organ Universitas yang berfungsi mewakili komunitas
akademik dalam merumuskan dan mengawasi penerapan norma akademik perguruan
tinggi.
7. Rektor adalah Rektor Universitas Hasanuddin yang merupakan pejabat struktural
tertinggi yang berwenang dan bertanggungjawab kepada Majelis Wali Amanat dalam
penyelenggaraan pendidikan tinggi di Universitas.
8. Dekan adalah Dekan Fakultas yang berwenang dan bertanggungjawab kepada Rektor
dalam penyelenggaraan pendidikan difakultasnya.
9. Kelompok Minat adalah satuan akademik yang terdiri atas dosen yang memliki
keahlian dan/atau minat yang sama yang secara bersama melakukan kegiatan tri
dharma pada lingkup minat dan/atau disiplin ilmu masing-masing.
BAB. II
IDENTITAS
(VISI, MISI, ASAS, FUNGSI, DAN TUJUAN)
Pasal 2
1. Visi Universitas adalah Pusat Pengembangan Budaya Bahari
2. Misi Universitas adalah :
a. Menyelenggarakan penelitian untuk pengembangan dan pengelolaan seni, ilmu
pengetahuan dan teknologi;
Appendix - 1
December 2005
b. Menyediakan ruang dan komunitas pembelajaran yang kondusif untuk
memfasilitasi mahasiswa dalam upaya mereka mencari dan memperkaya identitas,
meningkatkan kapasitas belajar serta meningkatkan kompetentsi dan keterampilan
profesional.
c. Mengaktualisasikan dan merevitalisasi nilai-nilai budaya bahari secara
berkesinambungan agar senantiasa sesuai dengan spirit zaman dan mampu
memberikan kontribusi terhadap pembangunan budaya bangsa.
d. Menjaga agar teknostruktur masyarakat lokal dan nasional senantiasa terkait
dengan teknolstruktur masyarakat global.
3. Penyelenggaraan universitas mengacu kepada nilai-nilai dasar :
a. Integratif (holistik)
b. Asimilatif (kebermanfatan bersama)
c. Sinergetis (kebersamaan).
Pasal 3
1. Universitas bersifat nirlaba dalam menyelenggarakan pendidikan, penelitian, dan
pengabdian pada masyarakat.
2. Universitas menetapkan sistem multi kampus yang mencakup pengelolaan kampus
Unhas Tamalanrea dan Baraya di Makassar, dan Kampus Unhas di Kabupaten Gowa
secara terpadu.
3. Universitas memiliki lambang, himne, mars, bendera, dan stempel sebagai atribut
lembaga yang arti, bentuk, dan penggunaannya diatur lebih lanjut dalam Anggaran
Rumah Tangga.
4. Universitas berhak memberikan berbagai gelar/sebutan akademik, profesi dan vokasi
kepada peserta didik serta penghargaan kepada anggota masyarakat yang memenuhi
syarat sesuai ketentuan yang berlaku.
Pasal 4
Universitas bertujuan ;
a. Berperan sebagai pusat pengasuhan/pelayanan ilmu pengetahuan, teknologi, dan seni
untuk melayani kebutuhan seluruh sivitas akademika dan kebutuhan masyarakat dalam
kerangka peningkatan kualitas hidup.
b. Menghasilkan karya-karya penelitian yang unggul, khususnya yang berkaitan dengan
pemanfaatan sumberdaya kelautan serta pengembangan, aktualisasi, dan revitalisasi
budaya bahari Indonesia agar senantiasa sesuai dengan tuntutan zaman;
c. Mewujudkan kampus sebagai komunitas akademik yang handal dan mendukung
sepenuhnya proses pembelajaran berbasis learning yang diarahkan untuk
meningkatkan kualitas luaran yang memiliki kemampuan sebagai perajut realitas yang
tangguh.
d. Mendorong dan memfasilitasi pengembangan dan transformasi teknostruktur
masyarakat lokal dan nasional agar senantiasa terkait dengan teknostruktur global.
e. Menyediakan pelayanan yang prima guna mendukung pembelajaran tiga dimensi (lifelong, life wide, dan life-deep learning).
f.
Menyiapkan dasar yang kuat di bidang sarana dan prasarana serta atmosfir akademik
untuk mendukung pengembangan Unhas sebagai universitas penelitian.
Appendix - 2
December 2005
BAB III
NAMA, TEMPAT KEDUDUKAN DAN PENDIRI
Pasal 5
1. Universitas bernama Universitas Hasanuddin sebagai Badan Hukum Pendidikan
Tinggi.
2. Universitas berkedudukan di Makassar.
Pasal 6
Universitas didirikan oleh pemerintah berdasarkan peraturan perundang-undangan yang
berlaku untuk jangka waktu yang tidak ditentukan.
BAB IV
POKOK-POKOK ORGANISASI
Pasal 7
1. Universitas terdiri atas unsur-unsur Majelis Wali Amanat, Dewan Audit, Senat
Akademik, Rektor, Tenaga Akademik, Tenaga Administrasi, Pustakawan, Teknisi,
Unsur Pelaksana Akademik, Unsur Pelaksana Administrasi, Unsur Pelaksana Program,
dan unsur penunjang lainnya.
2. Unsur pelaksana akademik terdiri dari fakultas, jurusan, program studi, program
pascasarjana, lembaga, dan bentuk lain yang dipandang perlu.
3. Unsur pelaksana administrasi terdiri atas Direktur, Bagian, dan bentuk lain yang
dipandang perlu.
4. Unsur pelaksana program terdiri atas Badan Kemahasiswaan dan Alumni, Badan
Jaminan mutu dan audit internal, Badan Implementasi BHP, Badan Pusat bahasa, dan
Komisi Etik.
5. Unsur penunjang terdiri atas perpustakaan, laboratorium, workshop, bengkel, kebun
percobaan, tambak, hutan pendidikan, pusat komputer, inkubator Industri, dan bentuk
lain yang dipandang perlu.
6. Kelengkapan organisasi Universitas yang belum diatur dalam Anggaran Dasar ini akan
diatur lebih lanjut dalam Anggaran Rumah Tangga atau keputusan Rektor.
7. Kelompok minat dapat berada di bawah jurusan, fakultas atau universitas, tergantung
pada lingkup dan disiplin ilmunya.
BAB V
MAJELIS WALI AMANAT
Pasal 8
1. Majelis Wali Amanat terdiri atas unsur:
a. Menteri
b. Rektor;
c. Wakil Senat Akademik sebanyak 4 (empat) orang;
Appendix - 3
December 2005
d. Unsur karyawan 1 (satu) orang;
e. Wakil orang tua / wali mahasiswa 1 (satu) orang;
f. Wakil alumni 1 (satu) orang;
g. Unsur masyarakat sebanyak 5 (tujuh) orang,
h. Unsur pemerintah daerah 3 (tiga) orang;
i. Wakil mahasiswa 1 (satu) orang.
2. Jumlah anggota yang mewakili Rektor dan wakil Senat Akademik dan karyawan
sebanyak-banyaknya 1/3 (satu pertiga) dari jumlah anggota Majelis Wali Amanat.
3. Majelis Wali Amanat dipimpin oleh seorang ketua, dibantu oleh seorang sekertaris
yang berasal dari dan dipilih oleh anggota, diangkat dan diberhentikan oleh menteri
untuk masa jabatan 2,5 (dua setengah) tahun, dan dapat dipilih kembali untuk 1 (satu)
kali masa jabatan berikutnya.
4. Rektor, wakil senat akademik dan wakil karyawan tidak dapat dipilih menjadi Ketua
atau sekretaris Majelis Wali Amanat.
5. Anggota Majelis Wali Amanat yang berasal dari unsur Senat Akademik,
karyawan,orang tua / wali mahasiswa, alumni, masyarakat dan pemerintah daerah
dipilih oleh Senat Akademik;
6. Anggota Majelis Wali Amanat diangkat dan diberhentikan oleh menteri untuk masa
jabatan 5 (lima) tahun, dan dapat diangkat kembali untuk 1 (satu) kali masa jabatan
berikutnya.
7. Anggota Majelis Wali Amanat dari unsur Senat Akademik, karyawan, wakil orang tua
/ wali mahasiswa, alumni, masyarakat, pemerintah daerah dan wakil mahasiswa harus
memenuhi kriteria utama pada komitmen, kemampuan, integritas, prestasi, wawasan
dan minat terhadap pengembangan universitas.
8. Anggota Majelis Wali Amanat dinyatakan berhenti karena masa jabatannya berakhir,
meninggal dunia, mengundurkan diri, atau berhalangan tetap minimal selama 1 (satu)
tahun, atau karena melakukan pelanggaran hukum.
9. Ketua dan sekretaris Majelis Wali Amanat tidak boleh memangku jabatan rangkap
sebagai pimpinan dan/atau jabatan struktural penting pada universitas/perguruan tinggi
lain, instansi pemerintah, dan jabatan lainnya yang dapat menimbulkan pertentangan
kepentingan dengan kepentingan universitas;
10. Ketua Majelis Wali Amanat harus berwarganegara Indonesia
11. Tata cara pemilihan, pengusulan, pengangkatan dan/atau pemberhentian ketua,
sekretaris, dan anggota Majelis Wali Amanat, serta rapat-rapatnya diatur lebih lanjut
dalam Anggaran Rumah Tangga.
12. Karyawan universitas yang terpilih/diangkat menjadi anggota Majelis Wali Amanat
harus mengundurkan diri dari jabatan struktural.
13. Anggota Majelis Wali Amanat yang berasal dari unsur mahasiswa :
a. Keanggotaannya bersifat fakultatif.
b. Jika dijatuhi sanksi akademik (drop out, dipecat, diskorsing), atau telah
menyelesaikan studi, masa jabatannya sebagai anggota Majelis Wali Amanat
otomatis berakhir terhitung sejak saat berlakunya hal tersebut, dan tidak dapat
diganti sampai masa jabatan anggota Majelis Wali Amanat berakhir.
Appendix - 4
December 2005
Pasal 9
1. Majelis Wali Amanat bertugas dan berwenang;
a. menetapkan kebijakan umum universitas;
b. mengesahkan rencana strategis dan rencana kerja serta anggaran tahunan
universitas;
c. mengangkat dan memberhentikan Rektor, Ketua dan anggota Dewan Audit,
d. mengesahkan pimpinan dan keanggotaan Senat Akademik;
e. Melaksanakan pengawasan umum atas pengelolaan universitas;
f. Melakukan evaluasi tahunan atas kinerja universitas;
g. Mengevaluasi laporan pertanggungjawaban tahunan Rektor, Dewan Audit, serta
Senat Akademik;
h. Mengusahakan pemenuhan kebutuhan pembiayaan universitas melalui usaha-usaha
tertentu sesuai dengan peraturan perundangan yang berlaku;
i. Menyelesaikan persoalan universitas termasuk masalah keuangan yang tidak bisa
diselesaikan oleh organ-organ lain universitas sesuai dengan kewenangan masingmasing;
2. Dalam rangka melaksanakan tugas dan wewenang dimaksud dalam ayat (1) di atas,
Majelis Wali Amanat ;
a. menetapkan Anggaran Rumah Tangga yang disusun dan diusulkan oleh rektor;
b. menetapkan ketentuan-ketentuan tentang prinsip-prinsip kehati-hatian, transparansi, akuntabel dalam pengelolaan universitas;
c. menunjuk dan mengangkat auditor eksternal yang independen dan profesional.
3. Tata cara penunjukan dan pengangkatan auditor eksternal diatur lebih lanjut dalam
Anggaran Rumah Tangga.
4. Anggaran Majelis Wali Amanat diatur secara khusus di dalam dan dibebankan pada
anggaran universitas.
5. Perubahan Anggaran Dasar universitas dilakukan oleh menteri, sedangkan perubahan
dan atau penggantian Anggaran Rumah Tangga ditetapkan oleh Majelis Wali Amanat
atas usul Rektor.
Pasal 10
1. Majelis Wali Amanat wajib menyelenggarakan sidang sekurang-kurangnya 1 (satu)
kali dalam 1(satu) tahun, kecuali hal-hal yang sangat mendesak yang memerlukan
penyelesaian atau keputusan yang segera.
2. Pengambilan keputusan oleh MWA dilakukan secara musyawarah mufakat atau
pemungutan suara;
3. Pengambilan keputusan oleh MWA yang harus dilakukan dengan pemungutan suara
adalah pemilihan Rektor, perubahan Anggaran Dasar, perubahan Anggaran Rumah
Tangga, penggabungan universitas, akuisisi universitas, dan pembubaran universitas.
Appendix - 5
December 2005
4. Pengambilan keputusan oleh MWA selain sebagaimana dimaksudkan pada ayat (4)
dilakukan secara musyawarah mufakat, dan apabila mufakat tidak tercapai dilakukan
dengan pemungutan suara;
5. Setiap anggota Majelis Wali Amanat memiliki hak suara yang sama, kecuali dalam
hal pemilihan Rektor, unsur pendiri memiliki hak suara 35% (tiga puluh lima) persen,
dan sisanya 65 % (enam puluh lima) persen adalah hak suara anggota lainnya.
6. Tata cara, mekanisme pelaksanaan rapat, pemilihan, pengambilan keputusan yang sah
dalam persidangan Mejelis Wali Amanat diatur lebih lanjut dalam Anggaran Rumah
Tangga.
BAB VI
DEWAN AUDIT
Pasal 11
1. Dewan Audit adalah organ Universitas yang melakukan evaluasi atas penyelenggaraan
universitas;
2. Dewan Audit terdiri atas unsur:
a. Wakil Majelis Wali Amanat sebanyak 1 (satu) orang
b. Wakil Senat Akademik sebanyak 1 (satu)orang
c. Unsur profesional yang kriterianya ditetapkan dalam Anggaran Rumah Tangga
sebanyak 3 (orang);
3. Anggota Dewan Audit berjumlah 5 (lima) orang yang diangkat dan diberhentikan oleh
MWA;
4. Dewan audit dipimpin oleh seorang ketua dibantu seorang sekretaris yang dipilih dari
dan oleh para anggota Dewan Audit;
5. Anggota Dewan Audit berhenti atau diberhentikan karena berakhir masa jabatannya,
meninggal dunia, mengundurkan diri, berhalangan tetap paling kurang selama 6
(enam) bulan, atau melanggar hukum.
Pasal 12
1. Dewan Audit bertugas dan berwenang untuk :
a. menetapkan kebijakan audit internal dan eksternal atas Universitas dalam bidang
non akademik;
b. mengevaluasi hasil audit internal dan eksternal atas Universitas;
c. mengambil kesimpulan atas hasil evaluasi dan mengajukan pertimbangan serta
saran kepada Majelis Wali Amanat.
2. Dewan audit dapat menugaskan auditor independen untuk melaksanakan tugas audit
internal dan/atau eksternal atas beban pembiayaan universitas.
3. Anggaran yang diperlukan untuk pelaksanaan tugas Dewan Audit dibebankan pada
anggaran universitas.
4. Tata cara penyelenggaraan tugas Dewan Audit termasuk rapat dan pengambilan
keputusan yang sah diatur lebih lanjut dalam Anggaran Rumah Tangga.
Appendix - 6
December 2005
BAB VII
SENAT AKADEMIK
Pasal 13
1. Senat Akademik bertindak untuk dan atas nama Majelis Wali Amanat merumuskan
norma dan ketentuan akademik tentang kurikulum, proses pembelajaran, penelitian dan
pengabdian kepada masyarakat, serta mengawasi penerapan norma dan ketentuan
tersebut oleh Rektor.
2. Senat akademik terdiri atas :
a. Pimpinan Perguruan Tinggi (Rektor, Wakil Rektor, Sekretaris Universitas dan
Dekan Fakultas);
b. Wakil Dosen sebanyak 3 (tiga) orang per fakultas.
3. Jumlah anggota yang berasal dari pimpinan Universitas sebanyak-banyaknya 1/3 dari
seluruh jumlah anggota senat;
4. Anggota sebagaimana dimaksud pada ayat(2) huruf b dipilih melalui pemungutan suara
di fakultas;
5. Senat Akademik dipimpin oleh seorang Ketua, dibantu seorang Sekretaris yang berasal
dari dan dipilih oleh anggota;
6. Pimpinan dan keanggotaan Senat Akademik disahkan oleh Majelis Wali Amanat untuk
masa jabatan 4 (empat) tahun
7. Rektor, Wakil Rektor, Sekretaris Universitas dan Dekan Fakultas tidak dapat dipilih
menjadi Ketua dan Sekretaris Senat Akademik.
8. Anggota Senat Akademik pada saat pembentukan pertama kalinya hanya terdiri atas
wakil dosen sebagaimana dimaksudkan pada ayat (2) huruf b dan Dekan fakultas;
9. Dalam melaksanakan tugas dan wewenangnya, Senat Akademik dapat membentuk
komisi-komisi, panitia atau bentuk lain sesuai kebutuhan.
10. Komisi dipimpin oleh seorang Ketua dan seorang Sekretaris yang berasal dari dan
dipilih oleh anggota komisi, diangkat dan diberhentikan oleh Ketua Senat Akademik.
11. Tata cara pemilihan wakil dosen, Ketua dan Sekretaris Senat Akademik serta
pembentukan komisi-komisi berikut tugas, wewenang, tata kerja, dan susunan
anggota-anggotanya diatur lebih lanjut dalam Anggaran Rumah Tangga.
Pasal 14
1. Senat Akademik bertugas dan berwenang :
a. merumuskan dan mengawasi penerapan norma dan ketentuan akademik
Universitas;
b. mengusulkan pemberian sanksi terhadap pelanggaran norma akademik kepada
Rektor;
c. merumuskan kebijakan kurikulum dan proses pembelajaran serta mengawasi
pelaksanaannya;
d. merumuskan kebijakan penelitian dan pengabdian kepada masyarakat serta
mengawasi pelaksanaannya;
Appendix - 7
December 2005
e. merumuskan tolok ukur keberhasilan penyelenggaraan pendidikan tinggi yang
mengacu kepada standar nasional pendidikan, dan mengawasi pencapaiannya;
f. merumuskan kode etik sivitas akademika dan mengawasi pelaksanaanya;
g. merumuskan peraturan pelaksanaan kebebasan akademik, kebebasan mimbar
akademik, otonomi keilmuan, pemberian atau pencabutan gelar dan penghargaan
akademik serta mengawasi pelaksanaannya;
h. merumuskan kebijakan penjaminan mutu akademik Universitasdan mengawasi
pelaksanaannya;
i. merumuskan kebijakan penilaian kinerja dosen dan mengawasi pelaksanaanya;
j. merumuskan tata tertib akademik dan mengawasi pelaksanaannya;
k. memberi masukan kepada Majelis Wali Amanat tentang rencana strategis, serta
rencana kerja dan anggaran tahunan yang telah disusun oleh Rektor;
l. memberikan pertimbangan kepada Majelis Wali Amanat berdasarkan penilaiannya
atas kinerja Rektor dalam bidang akademik;
m. memberikan pertimbangan kepada Rektor atas usul pembukaan dan penutupan
Fakultas, Jurusan, Program Studi, Lembaga dan unit-unit akademik lainnya.
2. Anggaran Operasional Senat Akademik dibebankan kepada anggaran Universitas.
Pasal 15
1. Senat Akademik menyelenggarakan rapat sekurang-kurangnya 1 (satu) kali dalam 3
(tiga) bulan.
2. Anggota Senat Akademik dinyatakan berhenti jika masa jabatannya berakhir,
mengundurkan diri, meninggal dunia atau berhalangan tetap.
3. Tata cara, bentuk dan jenisnya serta pengambilan keputusan yang sah dalam rapatrapat Senat Akademik diatur lebih lanjut dalam Anggaran Rumah Tangga.
BAB VIII
PIMPINAN UNIVERSITAS
Pasal 16
1. Pimpinan Universitas terdiri dari Rektor dan dibantu oleh beberapa orang Wakil
Rektor, seorang Sekretaris Universitas, dan Kepala Perpustakaan.
2. Bidang tugas utama di bawah koordinator Wakil-wakil Rektor adalah urusan-urusan di
bidang pelayanan pengetahuan dan komuniversitas, dan Sekretaris Universitas di
bidang administrasi umum dan keuangan.
3. Rektor, Wakil Rektor dan sekretaris Universitas harus memenuhi persyaratan utama
sebagai berikut :
a. berkewarganegaraan Indonesia;
b. sehat jasmani dan rohani;
c. berpendidikan serendah-rendahnya S2;
d. memiliki integritas, komitmen, disiplin, dan kepemimpinan yang tinggi;
Appendix - 8
December 2005
e. memiliki jiwa kewirausahaan;
f. berwawasan luas mengenai pendidikan tinggi.
Pasal 17
1. Rektor dipilih, diangkat dan diberhentikan oleh Majelis Wali Amanat atas dasar suara
terbanyak.
2. Rektor diangkat untuk masa jabatan 5 (lima) tahun dan dapat diangkat kembali untuk 1
(satu) kali masa jabatan berikutnya.
3. Pemilihan Rektor dilaksanakan paling lambat 3 (tiga) bulan sebelum masa jabatan
Rektor berakhir.
4. Sekretaris Universitas dan Wakil Rektor diangkat paling lambat 1 (satu) bulan setelah
pelantikan Rektor oleh Rektor.
5. Sekretaris Universitas dan Wakil Rektor mengikuti masa jabatan Rektor, dan dapat
diangkat kembali untuk 1 (satu) kali masa jabatan berikutnya.
6. Tugas dan wewenang Sekretaris Universitas, Wakil Rektor diatus lebih lanjut dalam
Anggaran Rumah Tangga.
Pasal 18
1. Tata cara pemilihan Rektor dapat dilakukan melalui pembentukan panitia oleh Majelis
Wali Amanat yang bertugas menyeleksi bakal calon Rektor melalui mekanisme
kompetisi terbuka, debat terbuka, baik yang berasal dari dalam maupun luar
Universitas.
2. Majelis Wali Amanat dapat meminta pertimbangan kepada Senat Akademik terhadap
bakal calon Rektor sebelum dilaksanakan pemilihan.
3. Pemilihan Rektor dilakukan dalam suatu rapat terbuka Majelis Wali Amanat yang
dipimpin oleh Ketua Majelis Wali Amanat.
4. Calon Rektor yang memperoleh suara terbanyak diangkat sebagai Rektor melalui
keputusan Majelis Wali Amanat.
5. Rektor, Wakil Rektor dan Sekretaris Universitas dinyatakan berhenti jika masa
jabatannya berakhir, mengundurkan diri, meninggal dunia atau berhalangan tetap.
Pasal 19
1. Tugaas dan wewenang Rektor adalah
a. menyusun rencana strategis universitas untuk ditetapkan oleh Majelis Wali
Amanat;
b. menyusun rencana kerja dan anggara tahunan universitas sesuai dengan rencana
strategis universitas sebagaimana dimaksid pada huruf a untuk ditetapkan oleh
MWA;
c. menyelenggarakan pendidikan sesuai rencana kerja dan anggaran tahunan
universitas sebagaimana dimaksud pada huruf b;
d. menyelenggarakan penelitian dan pengabdian kepada masyarakat sesuai rencana
kerja dan anggaran tahunan universitas sebagaimana dimaksud pada huruf b;
Appendix - 9
December 2005
e. mengangkat dan memberhentikan semua pejabat struktural di bawah pimpinan
Rektor serta semua karyawan universitas sesuai dengan Anggaran Dasar dan
Anggaran Rumah Tangga universitas serta peraturan perundangan-undangan yang
berlaku;
f. melaksanakan fungsi-fungsi manajemen universitas;
g. membina dan mengembangkan hubungan dengan lingkungan universitas dan
masyarakat pada umumnya;
h. melaporkan secara berkala kepada Majelis Wali Amanat tentang pelaksanaan
rencana strategis, dan rencan kerja dan anggaran tahunan univerasitas.
2. Kewenangan Rektor untuk menyelenggarakan, mengelola dan melaksanakan Tri
Dharma Perguruan Tinggi yang rincian pelaksanaannya diatur dalam ART.
3. Rektor dapat mendelegasikan tugas dan wewenangnya sebagaimana dimaksud dalam
ayat (1) di atas kepada Dekan Fakultas atau pimpinan unit lainnya, sesuai dengan
tingkat dan bidang tugasnya.
4. Pendelegasian sebagaimana dimaksud dalam ayat (2) diatur lebih lanjut dalam
Anggaran Rumah Tangga.
Pasal 20
1. Rektor mewakili universitas di dalam dan di luar pengadilan untuk kepentingan dan
tujuan universitas, atau menunjuk kuasa untuk itu.
2. Rektor tidak berhak mewakili universitas, jika :
a. terjadi perkara di depan pengadilan antara universitas dengan Rektor;
b. Rektor mempunyai kepentingan yang bertentangan dengan kepentingan universitas.
3. Dalam hal terjadi keadaan sebagaimana dimaksud dalam ayat (2) huruf a, dan b di atas,
Majelis Wali Amanat dapat menunjuk seseorang untuk mewakili kepentingan
universitas.
4. Apabila Rektor berhalangan tidak tetap, Rektor dapat menunjuk salah seorang Wakil
Rektor sebagai pelaksana harian tugas-tugas administratif Rektor.
Pasal 21
Rektor, Wakil Rektor dan Sekretaris Universitas dilarang merangkap jabatan sebagai :
a. pimpinan dan jabatan struktural lain pada perguruan tinggi lain;
b. jabatan struktural dan fungsional lain pada lembaga pemerintahan, Dewan Perwakilan
Rakyat/Daerah, Dewan Perwakilan Daerah, pimpinan badan usaha di dalam maupun di
luar lingkungan Universitas;
c. jabatan lain yang dapat menimbulkan pertentangan kepentingan dengan kepentingan
Universitas.
Appendix - 10
December 2005
BAB IX
UNSUR PELAKSANA AKADEMIK
Pasal 22
1. Fakultas sebagai unsur Universitas mengkoordinasikan pelaksanaan kegiatan akademik
dalam satu atau beberapa perangkat cabang ilmu pengetahuan, teknologi, seni dan
budaya.
2. Fakultas dipimpin oleh Dekan dan dibantu oleh seorang Sekretaris Fakultas, diangkat
dan diberhentikan oleh Rektor untuk masa jabatan 4 (empat) tahun, dan dapat diangkat
kembali untuk 1 (satu) kali masa jabatan berikutnya.
3. Kegiatan administrasi akademik fakultas dilaksanakan oleh Jurusan/Bagian, sebagai
unsur pelaksana akademik dalam satu cabang ilmu pengetahuan, teknologi, seni dan
budaya.
4. Jurusan dipimpin oleh seorang Ketua Jurusan dan dibantu oleh seorang Sekretaris
Jurusan, yang diangkat dan diberhentikan oleh Rektor berdasarkan hasil pemilihan
jurusan atau bagian untuk masa jabatan 3 (tiga) tahun, dan dapat diangkat kembali
berdasarkan hasil pemilihan untuk 1 (satu) kali masa jabatan berikutnya.
5. Penyelenggaraan pendidikan di Jurusan terdiri atas Program Studi dan program
pengkhususan sesuai dengan kemampuan dan kebutuhan, dipimpin oleh seorang Ketua
dan bila perlu dapat dibantu oleh seorang Sekretaris Program Studi, yang diangkat dan
diberhentikan oleh Rektor atas usul Dekan untuk masa jabatan 3 (tiga) tahun, dan
dapat diangkat kembali untuk 1 (satu) kali masa jabatan berikutnya.
BAB X
UNSUR PENUNJANG
Pasal 23
1. Laboratorium, studio, worshop, dan unsur penunjang pendidikan lainnya adalah sarana
penunjang dan pengembang jurusan/bagian dalam satu atau sebagian pendidikan
disiplin ilmu pengetahuan, teknologi, dan/atau kesenian tertentu.
2. Laboratorium, studio, workshop, dan unsur penunjang pendidikan lainnya dipimpin
oleh seorang Kepala yang dipilih dan diangkat serta diberhentikan oleh Rektor atas
usul Dekan, diantara tenaga pengajar yang keahliannya telah memenuhi persyaratan
untuk masa jabatan 5 (lima) tahun, dapat dipilih kembali untuk 1 (satu) kali masa
jabatan berikutnya.
BAB XI
LEMBAGA
Pasal 24
1. Lembaga adalah unsur pelaksana di lingkungan Universitas yang mengkoordinasi-kan,
memantau dan menilai pengembangan pendidikan, penelitian dan pengabdian kepada
masyarakat.
Appendix - 11
December 2005
2. Lembaga dipimpin oleh seorang Ketua dibantu oleh seorang Sekretaris, yang diangkat
dan diberhentikan oleh Rektor untuk masa jabatan 4 (empat) tahun dan dapat diangkat
kembali untuk 1 (satu) kali masa jabatan berikutnya.
3. Kegiatan lembaga dilaksanakan di Pusat-pusat yang dipimpin oleh seorang Kepala
Pusat yang diangkat dan diberhentikan oleh Rektor atas usul Ketua Lembaga untuk
masa jabatan 4 (empat) tahun dan dapat diangkat kembali untuk 1 (satu) kali masa
jabatan berikutnya.
BAB XII
UNIT USAHA
Pasal 25
1. Unit usaha Universitas adalah usaha yang dilakukan oleh Universitas untuk
menghasilkan dana penunjang bagi penyelenggaraan Tri Dharma Perguruan Tinggi.
2. Pengelolaan unit usaha Universitas dilakukan secara terpisah dari kegiatan akademik.
3. Hasil usaha Universitas bukan obyek pajak.
Pasal 26
1. Pengelola unit usaha Universitas diangkat dan diberhentikan oleh Rektor untuk masa
jabatan tertentu.
2. Setiap tahun Pengelola unit usaha Universitas wajib menyusun :
a. Rencana Kerja dan Anggaran Tahunan untuk mendapat persetujuan Rektor;
b. Laporan tahunan yang terdiri atas laporan keuangan dan kegiatan usaha yang
dipertanggung-jawabkan kepada Rektor.
BAB XIII
PERENCANAAN
Pasal 27
1. Perencanaan universitas disusun dalam bentuk Rencana Strategis serta Rencana Kerja
dan Anggaran Tahunan.
2. Rencana Strategis adalah strategi yang dipilih untuk mencapai tujuan, serta programprogram yang berjangka waktu 5 (lima) tahunan.
3. Untuk melaksanakan strategi tersebut sekurang-kurangnya mencakup:
a. Evaluasi pelaksanaan Rencana Strategis sebelumnya;
b. Evaluasi kekuatan, kelemahan, kesempatan, dan ancaman yang ada saat itu;
c. Asumsi-asumsi yang dipakai dalam menyusun Rencana Strategis;
d. Penetapan sasaran, strategi, kebijakan dan program kerja, serta indikator kinerja.
4. Rencana Strategis disusun oleh Rektor setelah memperoleh masukan dari Senat
Akademik, dan diajukan kepada Majelis Wali Amanat untuk dibahas dan kemudian
disahkan.
Appendix - 12
December 2005
Pasal 28
1. Rencana Kerja merupakan penjabaran Rencana Strategis ke dalam rencana kerja
tahunan dan anggaran pengeluaran dan pendapatan tahunan.
2. Rencana Kinerja Universitas diajukan kepada Majelis Wali Amanat selambatlambatnya 60 (enam puluh) hari sebelum tahun anggaran di mulai.
3. Rencana Kinerja sebagaimana dimaksud dalam ayat (2), disahkan oleh Majelis Wali
Amanat selambat-lambatnya 30 (tiga puluh) hari sebelum tahun anggaran berjalan.
4. Dalam hal Rencana Kinerja Universitas belum disahkan oleh Majelis Wali Amanat
sebagaimana dimaksud dalam ayat (3), maka Rencana Kinerja Universitas tahun
sebelumnya dapat dilaksanakan sambil menunggu pengesahan Rencana Kinerja yang
diusulkan.
BAB XIV
PENGELOLAAN DAN AKUNTABILITAS
Pasal 29
1. Tahun Anggaran Universitas berlaku mulai tanggal 1 Januari sampai dengan tanggal
31 Desember tahun berjalan.
2. Tata Cara pengelolaan keuangan Universitas diatur oleh dan disesuaikan dengan
kebutuhan Universitas dengan memperhatikan efisiensi, otonomi, dan akuntabilitas.
Pasal 30
1. Dalam waktu 5 (lima) bulan setelah tahun buku ditutup, Rektor bersama Majelis Wali
Amanat wajib menyampaikan laporan tahunan dan laporan akademik kepada Menteri.
2. Laporan Keuangan sebagaimana dimaksud dalam ayat (1) diperiksa oleh pengawas
fungsional.
3. Laporan Keuangan Tahunan dan Laporan Akademik Tahunan sebagaimana dimaksud
dalam ayat (1), setelah mendapat pengesahan dari Menteri, menjadi informasi publik.
Pasal 31
1. Laporan Keuangan Tahunan dan Laporan Akademik Tahunan ditanda-tangani oleh
semua Pimpinan Universitas dan disampaikan kepada Majelis Wali Amanat.
2. Dalam hal terdapat anggota Pimpinan Universitas tidak menandatangani Laporan
Keuangan Tahunan dan Laporan Akademik Tahunan sebagaimana dimaksud dalam
ayat (1) harus disebutkan alasannya secara tertulis.
Pasal 32
Laporan Keuangan Tahunan disusun sesuai dengan Standar Akuntansi Keuangan yang
berlaku.
Appendix - 13
December 2005
BAB XV
KEKAYAAN DAN PENDANAAN
Pasal 33
i. Kekayaan awal berasal dari kekayaan negara yang dipisahkan oleh Menteri Keuangan
menjadi kekayaan awal universitas.
j. Besarnya kekayaan awal sebagaimana dimaksud dalam ayat (1) adalah seluruh
kekayaan negara yang kini telah dimanfaatkan oleh universitas untuk penyeleng-garaan
pendidikan tinggi.
k. Besarnya nilai kekayaan awal sebagaimana dimaksud dalam ayat (2) di atas, ditetapkan
oleh Menteri Keuangan berdasarkan perhitungan yang dilakukan bersama dengan
Menteri.
l. Kekayaan negara berupa tanah sebagaimana dimaksud dalam ayat (1), dimanfaatkan
sepenuhnya untuk kepentingan universitas yang tidak dapat dipindahtangankan.
m. Pemanfaatan kekayaan negara berupa tanah yang mengikut-sertakan pihak ketiga,
terlebih dahulu harus mendapat persetujuan prinsip dari Menteri Keuangan.
n. Pemanfaatan kekayaan negara berupa tanah sebagaimana dimaksud dalam ayat (4) dan
ayat (5), merupakan pendapatan universitas dan dipergunakan sepenuhnya untuk
penyelenggaraan pendidikan.
Pasal 34
1. Hak kekayaan intelektual terdiri atas hak paten, hak cipta, dan bentuk-bentuk hak
kekayaan intelektual lainnya yang sepenuhnya atau sebagian dimiliki oleh universitas.
2. Tata cara perolehan, penggunaan, dan pengelolaan hak kekayaan intelektual
universitas diatur lebih lanjut dalam keputusan Majelis Wali Amanat dengan
berpedoman pada ketentuan peraturan perundang-undangan yang berlaku.
Pasal 35
1. Pembiayaan untuk pengelolaan dan pengembangan universitas berasal dari :
a. pemerintah;
b. pemerintah daerah;
c. Masyarakat;
d. Usaha dan tabungan universitas;
e. Pihak luar negeri yang tidak mengikat.
2. Dana dari Pemerintah sebagaimana dimaksud dalam ayat (1) huruf a, berasal dari
Anggaran Pendapatan dan Belanja Negara (APBN).
3. Universitas mengalokasikan anggaran yang berasal dari masyarakat dan atau usaha dan
tabungan Universitas sebagai pendamping dana yang diperoleh dari Pemerintah.
4. Penerimaan universitas sebagaimana dimaksud dalam ayat (1) huruf b, dan huruf c,
merupakan Penerimaan Negara Bukan Pajak (PNBP).
Appendix - 14
December 2005
BAB XVI
PENGAWASAN
Pasal 36
1. Pengawasan atas penyelenggaraan universitas dilakukan oleh Menteri yang
mendelegasikan wewenang ini kepada Majelis Wali Amanat.
2. Pemeriksaan internal atas pengelolaan keuangan universitas dilakukan oleh tenaga
audit internal universitas.
BAB XVII
KETENAGA KERJAAN
Pasal 37
1. Dosen merupakan pegawai universitas yang pengangkatan dan pemberhentian,
kedudukan, hak, serta kewajibannya ditetapkan berdasarkan perjanjian kerja sesuai
dengan peraturan perundang-undangan mengenai tenaga dosen di universitas.
2. Tenaga administrasi, pustakawan dan teknisi merupakan pegawai Universitas, yang
pengangkatan dan pemberhentian, kedudukan, hak serta kewajibannya ditetapkan
berdasarkan perjanjian kerja sesuai dengan ketentuan peraturan perundang-undangan
mengenai ketenagakerjaan.
3. Dosen, tenaga administrasi, pustakawan dan teknisi yang saat ini berstatus sebagai
Pegawai Negeri Sipil, secara bertahap dialihkan statusnya menjadi pegawai
universitas.
4. Pengalihan status Pegawai Negeri Sipil menjadi pegawai universitas sebagaimana
dimaksud dalam ayat (3) dilaksanakan selambat-lambatnya dalam jangka waktu 10
(sepuluh) tahun setelah universitas disahkan sebagai Badan Hukum Pendidikan.
BAB XVIII
KETENTUAN PERALIHAN
Pasal 38
1. Selambat-lambatnya dalam waktu 1 (satu) tahun terhitung sejak ditetapkan-nya
Anggaran Dasar ini dalam bentuk Peraturan Pemerintah, Rektor yang lama segera
berkonsultasi dengan pendiri untuk membentuk struktur organi-sasi BHP Universitas.
2. Masa peralihan penyelenggaraan universitas dari status Perguruan Tinggi Negeri
menjadi Badan Hukum Pendidikan paling lama 5 (lima) tahun.
BAB XIX
KETENTUAN PENUTUP
Pasal 39
1. Semua peraturan universitas yang ada pada saat berlakunya Anggaran Dasar ini
dinyatakan tetap berlaku sepanjang tidak bertentangan dan belum diganti dengan yang
baru.
2. Hal-hal yang belum diatur dalam Anggaran Dasar ini akan diatur lebih lanjut dalam
Anggaran Rumah Tangga
Appendix - 15