Renstra IPB 2008 2013 English

Strategic Plan
Bogor Agricultural University

2008-2013
Excellence in Organization, Transparency, Accountability,

Accreditation, and Performance.
IPB
Edited by:
Board : Rektor IPB
Chief : Prof. Dr.Ir. Hermanto Siregar, M.Ec
Secretary : Dr. D. Iwan Riswandi, M.Si
Member : Prof.Dr.Ir. Yonny Kusmaryono, MS
Dr.Ir. Anas Miftah Fauzi, M.Sc
Dr.Ir. Arif Imam Suroso, M.Sc
Prof.Dr.Ir. Bambang Pramudya N., M.Eng
Dr.Ir. Soeryo Adiwibowo, MS
Dr.Ir Aris Munandar, MS
Dr.Ir. Meika Syahbana Rusli, M.Sc.Agr
Dr.Ir. Arif Satria, M.Si
Dr.Ir. Drajat Martianto, M.Si
Dr.Ir. Agus Purwito, M.Sc Agr
Dr.Ir. Feri Kusnandar, M.Sc
Drs. Pria Prihadi Djajamihardja
Secretariate : Eko Wahyudi
Ahmad Suganda
Our collective work has earned the
respect and regard of the broader Univer-sity
and our colleagues and supporters, and has
FOREWARDFROM established a framework for thinking
creatively about the development of that will
THEDESKOFRECTOR outlive this plan.
Despite the challenging in financial
context, I believe that Bogor Agricultural
University is in a particularly strong position,
Bogor Agricultural University (IPB) was in part because the strategic planning process
founded with basic philosophy to develop will serve as a platform for critical decision
higher education in agricultural sciences and making in the months and years ahead. We
Foreward from The Desk of Rector

technology. It covers broader aspects of have drawn closer together as a community
tropical agriculture, not only limited to on- and are a much stronger institution as we go
farm activities, but also covers value addition forward because of this joint exercise. And
activities of agribusiness, agro-industry, and since we have learned a great deal about our
agro-services in area of farming, animal strengths and weaknesses and have
husbandry, fisheries and forestry. The role of prioritized our opportunities for moving
IPB in developing science and technology to ahead, we are well positioned to make a
manage and utilize natural resources strong case to potential supporters.
sustainably for prosperity of human being is While the current financial environment
extremely important. will necessarily affect the pace at which we
IPB Strategic Plan for 2008-2013 have are able to advance our goals, the planning we
identified five pillars of focus for have embarked upon at Bogor Agricultural
strengthening Bogor Agricultural University: University will strengthen us during this
1. Improving equity access, education period of financial turmoil and will help us to
quality and students affair advance our teaching and research priorities.
2. Improving the research quality and We are fortunate that Bogor Agricultural
community services University is a strong and secure institution.
3. Improving the salary and fringe benefits Although we will need to make some hard
4. Development of capacity building decisions and difficult tradeoffs in response to
5. Improving of the management system pressures on our funding sources, we should
Nowadays in management system feel confident that our history of prudent
improvement we focus our plan into five fiscal management makes us well positioned
stages i.e: excellence in organization, to address the serious fiscal concerns
transparency, accountability, accreditation, confronting institutions throughout the
and performance. country and the world. There is little doubt
I
that we will continue to move Bogor come our way.
Agricultural University in new and exciting Our strategic planning process was at its
directions. heart an investment in ourselves and I believe
During the first year of my post as Rector that we could not make any better
of Bogor Agricultural University, I have come investment. I hope that in reading the
to appreciate the enormous strengths of strategic planning report, and in working
Bogor Agricultural University community with me to implement it, you will come to
the intelligence, creativity, and generosity of believe the same
spirit of the faculty, staf, and students and
their commitment to the University and its Sincerely,
important mission. I am proud to lead such
Foreward from The Desk of Rector

an inspiring institution, and I believe that our
dedication, unity, and belief in our Institution
collective power will strengthen us during Prof. Herry Suhardiyanto, Ph.D
this challenging time and contribute to our Rector
success in overcoming any obstacles that may Bogor Agricultural University
II
TABLE OF CONTENTS
Page
FOREWARD FROM THE DESK OF RECTOR ............................................................... i

TABLE OF CONTENTS .................................................................................................... iii
EXECUTIVE SUMMARY ................................................................................................. iv
CHAPTER I INTRODUCTION
1.1. Historical Background ............................................................................................. 1
1.2. Legal Status and Strategic Plan Position ................................................................ 7
1.3. Mmethods for the Formulation of Strategic Planning .......................................... 8
1.4. The Organization ...................................................................................................... 10
CHAPTER II SWOT ANALYSIS
2.1. Strategic Issues .......................................................................................................... 17
Table of Contents
2.2. SWOT Matrix Analysis ............................................................................................ 19
CHAPTER III DIRECTION AND THE STRATEGIC PLAN
3.1. Vision, Mission, Objectives and Quality Statement.............................................. 25
3.2. The Direction of Bogor Agricultural University 2025 Development Plan .......... 27
3.3. Strategic Development Plan of Bogor Agricultural University 2008-2013.......... 30
CHAPTER IV POLICY AND STRATEGIC PROGRAM OF IPB 2008 -2013
4.1. Bogor Agricultural University Strategic Policy 2008 -2013 .................................. 35
4.2. Strategic Plan of Bogor Agricultural University 2008-2013 ................................. 50
CHAPTER V FINANCIAL STRATEGY
5.1. Funding Sources and Strategies for University Development Program ............ 65
5.2. Functional and Policies for the Expenditure of the Annual Budget .................... 70
CHAPTER VI MONITORING AND EVALUATION STRATEGY
6.1. Principals Methods for Implementing Monitoring and Evaluation ................... 74
6.2. The Mechanism Process of Monitoring and Evaluation ...................................... 75
III
EXECUTIVE SUMMARY
On 19 December 2008, the Board of Agricultural University's strategic plan, and

Trustees of Bogor Agricultural University the recommendations to consider as the
approved the Strategic Planning 2008-2013. University looks to the future.
This Strategic Plan is a “blueprint for action,” It has been abundantly clear that the
defining the vision and goals for the next ten strategic plan has been remarkably successful
years. It is the culmination of an intensive in taking Bogor Agricultural University to
planning effort involving the faculty, staff, the “advanced level.” Bogor Agricultural
and students of Bogor Agricultural University has made very substantial
University, and the communities. This progress with the strategic plan in reaching
Strategic Plan focuses on the unique role of the goals of Learning, Discovery, and
Bogor Agricultural University “to be the Engagement – a refreshed progressive
Executive Summary
World Class Research University with framework for the core purposes and
tropical agriculture and entrepreneurships as commitments of a modern research-based
its core competence”. As the first University- university. More importantly, and perhaps of
wide strategic plan at Bogor Agricultural most long-lasting significance and impact,
University that created an umbrella under the plan along with the planning process have
which unit-level strategic plans were created a change in institutional culture a new
developed and aligned, this plan set the pervasive culture of strategic thinking,
keynote for strategic actions. Thus, with this planning, actions, assessment, and
plan, a new era ensued for Bogor Agricultural accountability.
University with a common vision and This new culture is marked by
concerted effort of all units toward the innovation, visionary initiatives, aggressive
“advanced level.” resource development, and widespread
This review of the plan was conducted by connectivity with Bogor Agricultural
a Strategic Plan Review Committee University's constituents. The strategic plan
appointed by Rector in July 2008. The has given the university new energy, a sense
purpose of this review is to focus on the “big of excitement and accomplishment, and a
picture”providing both a retrospective view sense of pride that have been reverberating
of the effectiveness of the plan, and a throughout the University among its internal
prospective view of the defining and external constituencies. Bogor
characteristics and supportive priorities to be Agricultural University's strategic plan
considered for the next plan. This executive vision has been extraordinarily effective and
summary provides a capsulated view of the exciting as the defining banner for the
most salient aspects of the review of Bogor identity of the strategic plan.
V
This review strongly suggests that future stresses moral and spiritual as well as on
strategic planning should position Bogor righteousness and human-right principles
Agricultural University to boldly go beyond
To achieve its mission and to realize
fulfilling the core commitments to Indonesia,
and further expand its reach nationally and Bogor Agricultural University's vision,
toward a significant global presence, impact, directions to execute these university's vision
and leadership with the range of great were formulated as follows:
responsibilities that come with this stature. 1. To produce quality graduates who are
The following recommendations (excepted competitive and resilient, as well as
from the full report) attempt to capture the competent in utilizing and developing
defining characteristics and supportive science and technology with entrepre-
priorities that address the “big picture” as neurships characteristics.
Bogor Agricultural University looks to the 2. To develop friendly scientific and
future for renewed strategic planning. technological innovation for the
The mission of the Bogor Agricultural improvement of national development,
Executive Summary
University will be as follows: which is relevance to the national
1. To offer challenging academic programs programs to be an agricultural, as well as
and demonstrate a commitment to the to improve the welfare of human beings.
development of both the undergraduates 3. To enhance university responsiveness to
and graduate students who seeks advance continuous and rapid changes of commu-
degree programs that prepare them to nity needs and development challenges
make significant contribution to their 4. To establish IPB as a moral force for
fields, with particular purpose to be a Indonesian civil society.
competitive nation.
The plan is an important milestone in an
2. To expand the boundaries of knowledge ongoing process of discussion and
and insight of Bogor Agricultural reassessment of Bogor Agricultural
University through teaching, research, University's goals and the processes by which
artistic expression, which is relevance to it can achieve them. It provides a new
the national needs as an agricultural. It is perspective on the University shared future.
really required as the trends that the uni- Planning requires continual evaluation of
versity will becoming more competitive what we have accomplished and
3. To promote a model for systematic responsiveness to the needs determined by
management for higher learning the environment around us. Recreating
institutions and pervasive attention to community and fostering academic
competencies, effectiveness, efficiencies, excellence in the context of an increasingly
transparencies, and accountability. diverse environment will continue to engage
4. To prepare students to assume leadership our energies as we prepare for the challenges
roles in society through an education that st
of the 21 century
VI
Introduction
Chapter 1
Pendahuluan
1.1 Historical Background 1.1 Latar Belakang
Pendahuluan
BAB 1
S ince its initiation on 1940, the Sejak dikembangkan mulai tahun 1940-
agricultural higher education institutions an, pendidikan tinggi pertanian Indonesia
have taken pride to be the vital role in nation telah berperan dalam pengembangan
building, and the development of agriculture sumberdaya manusia dan perkembangan
as well. Bogor Agricultural University is one pertanian perkembangan masyarakat
of the higher education institutions to offer Indonesia pada umumnya. Institut Pertanian
agricultural fields in Indonesia. This Bogor (IPB) adalah salah satu institusi yang
mandate, as a vision of the First President of memiliki mandat dalam penyelenggaraan
the Indonesia, was stated in his address when pendidikan tinggi pertanian. Mandat ini
he officiated the “First Laying Stone” for the dicanangkan oleh Presiden Pertama RI ketika
construction of Bogor Agricultural University meletakkan batu pertama pembangunan
campus (formerly it was Faculty of Kampus IPB (dulu Fakultas Pertanian dan
Agriculture and Faculty of Veterinary Fakultas Kedokteran Hewan Universitas
Medicine of the University of Indonesia) on Indonesia) pada tahun 1954.
1954. Sejarah telah menunjukkan adanya
Bogor Agricultural University has keterkaitan yang erat antara penyeleng-
proven history that this agricultural higher garaan pendidikan tinggi pertanian dan
education institutions and the development perkembangan kegiatan pertanian dalam arti
of agriculture in broader sense have been luas. Demikian juga untuk kondisi saat ini,
closely interrelated. Nowadays, the agricul- pendidikan tinggi pertanian berperan aktif
tural higher education institutions has mendukung pembangunan pertanian,
affirmed that this higher education institution perikanan, kehutanan, perindustrian, dan
plays important role to support the develop- jasa-jasa, terutama dalam: (1) mengembang-
ment of agriculture, fisheries, forestry, kan sumberdaya manusia (SDM) berkualitas,
industry, as well as services in the following (2) mendukung pencapaian keamanan dan
topics: (1). To develop qualified human ketahanan pangan, (3) mendukung perkem-
CHAPTER 1
resources; (2). To support the government to bangan agribisnis, (4) melakukan penemuan,
achieve food security program; (3). To pengembangan dan penerapan ilmu
support the development of agribusiness; (4). pengetahuan, teknologi dan seni (IPTEKS),
To develop scientific and technological inno- dan (5) berperan serta dalam menjaga dan
Introduction
vation for the improvement of national devel- memelihara pelestarian fungsi lingkungan
opment and the welfare of humanbeings;(5).To hidup. Kelima peran IPB tersebut dapat
promote nature conservation and environmen- diimplementasikan melalui kegiatan pendi-
tal management programs. Those five func- dikan, penelitian dan pengabdian kepada
tionsofBogorAgriculturalUniversityisreflected masyarakat. IPB dalam pembangunan
1
in the Tridarma (three basic services of higher pertanian memiliki peran dalam
Pendahuluan
BAB 1
education): (1). Teaching: (2). Research menghasilkan SDM dan IPTEKS.
programs; and (3). Community Services. For IPB berperan besar dalam menghasilkan
the agricultural development program Bogor SDM, pengembangan IPTEKS dan diberi
Agricultural University has played important mandat sebagai pelopor pembangunan
role in producing qualified graduates, as well pertanian dalam arti luas, didirikan pada
as the development of science and technology tahun 1963 berdasarkan Keputusan Menteri
to support that program. Perguruan Tinggi dan Ilmu Pengetahuan
Bogor Agricultural University plays Nomor 91 tahun 1963 yang selanjutnya
important role in the production of qualified ditetapkan dengan Keputusan Presiden
human resources, and the development of Republik Indonesia No. 279 tahun 1965. Saat
science and technology, and was mandated to didirikan IPB terdiri atas enam fakultas,
be the pioneer in the agricultural yaitu: (1) Fakultas Pertanian, (2) Fakultas
development in the broader sense. Bogor Kedokteran Hewan, (3) Fakultas Perikanan,
Agricultural University was established (4) Fakultas Peternakan, (5) Fakultas
based on the Decree of the Minister of Higher Kehutanan, dan (6) Fakultas Teknologi dan
Education Institutions and Sciences No. 91 of Mekanisasi Pertanian (sekarang bernama
1963, and was further enacted by the Fakultas Teknologi Pertanian). Pada tahun
President Decree No. 279 of 1965. At the 1981, IPB membuka Fakultas Sains dan
beginning Bogor Agricultural University Matematika yang selanjutnya pada tahun
was organized into six (6) faculties: (1). 1983 berubah nama menjadi Fakultas
Faculty of Agriculture; (2). Faculty of Matematika dan Ilmu Pengetahuan Alam.
Veterinary Medicine; (3). Faculty of Fisheries; Kemudian pada tahun 2000, IPB membuka
(4). Faculty of Animal Husbandry; (5). Faculty Fakultas Ekonomi dan Manajemen dan
of Forestry; and (6). Faculty of Agriculture setelah melakukan penataan ulang
Technology and Mechanization, (which at the departemen dan program studi, pada tahun
year of 1968 changed its name into the Faculty 2005 IPB membuka Fakultas Ekologi
of Mechanical and Technology Agricultural Manusia. Status kelembagaan IPB
CHAPTER 1
Products and at the year 1981 until now berdasarkan Peraturan Pemerintah (PP)
became the Faculty of Agricultural Nomor 154 tahun 2000 (Lembaran Negara
Technology). On 1981, the university has 27.2), ditetapkan sebagai perguruan tinggi
established Faculty of Science and berstatus Badan Hukum Milik Negara
Introduction
Mathematics, which on 1983 its name has (BHMN). Sejak tahun 1970-an IPB mulai
been changed into Faculty of Natural sciences mengembangkan program pendidikannya,
ad Mathematics. Further on the year 2000, the selain program sarjana juga mengembangkan
university has established Faculty of program Magister dan Doktor. Sejak tahun
Economics and Management, moreover, after 1978 IPB menyelenggarakan Fakultas Non
2
having its reorganization of its departments Gelar Teknologi (FNGT) yang penyeleng-
Pendahuluan
BAB 1
and subjects being offered, on 2005 Bogor garaannya kemudian diintegrasikan pada
Agricultural University has established fakultas terkait pada tahun 1992. Pada tahun
Faculty of Human Ecology. 2005 dalam rangka menyiapkan IPB sebagai
Finally, according to the Government embrio perguruan tinggi berbasis riset,
Decree No. 154 of 2000 (Official Gazette program diploma ini dipisahkan
No.27.2) the legal status of Bogor Agricultural pengelolaannya dari fakultas menjadi unit
University has been shifted into State-owned tersendiri di bawah Program Diploma.
Legal Entity. Since 1970, Bogor Agricultural Sejalan dengan perkembangan tantangan
University offers and open its door wider, in pembangunan pertanian yang semakin
addition to the regular undergraduate (S1) kompleks, IPB memperlebar mandatnya ke
Degree Program, this university offers the dalam pengertian pertanian dalam arti luas
graduate level for Masteral and Doctoral yaitu pertanian tropika dan biosains sebagai
degree programs. On 1978, the university suatu sistem pengelolaan sumberdaya hayati
developed the Non-degree Programs on dan lingkungannya secara berkelanjutan
Technology (FNGT), and for the untuk kesejahteraan manusia. Pertanian
implementation of those programs, they have dalam pengertian ini merupakan
been integrated into its respective faculties on keseluruhan proses aplikasi biosains sebagai
1992. On 2005, in order to maximize kegiatan agribisnis, tidak hanya sub-sistem
accessibility to and applicability of advance produksi (on-farm), namun mencakup sub-
knowledge Bogor Agricultural University, as sistem dari hulu hingga hilir serta sub-sistem
well as the initiation to develop an embryo of pendukung. Dalam kaitan tersebut, tujuan
a research-based university, the management pendidikan di IPB rumuskan mengikuti
of the Non-Degree (Program Diploma) was tantangan dan ranah kompetensi tersebut.
removed from the respective faculty into the Tujuan pendidikan ini kemudian dijadikan
separate unit, called as Diploma Program. sebagai dasar untuk merancang dan
In facing the globalization era nowadays, merencanakan kegiatan akademik yang lebih
Bogor Agricultural University has embarked antisipatif yang meliputi kegiatan pendi-
CHAPTER 1
on its ambitious plan to develop as a futuristic dikan, penelitian dan pengabdian kepada
university, which would provide better and masyarakat (tridarma perguruan tinggi).
up-to-date skills and systems for science and Selain itu, perubahan status IPB menjadi PT
technology education by taking full BHMN memberikan mandat tambahan, yaitu
Introduction
advantage of the rapid development in IPB harus dapat melaksanakan kegiatan
information technology (IT). Bogor pembangkitan pendapatan yang perolehan
Agricultural University looks to the future for dananya digunakan untuk mendukung
renewed strategic planning with emphasizes peningkatan kualitas dan kuantitas kegiatan
on the tropical agriculture and the accelerated tridarma perguruan tinggi.
3
engagement of bioscience for nature Surat Keputusan Menteri Pendidikan
Pendahuluan
BAB 1
conservation the sustainable development. Nasional No.232/U/2000 mengenai sistem
The agricultural in this mandate means the pendidikan berbasis kompetensi, dan
entire process of the utilization bioscience as No.045/U/2002 ditegaskan kembali bahwa
the agribusiness activities, not only the on kompetensi menunjukkan seperangkat
farms, but also the up-stream to down-stream tindakan cerdas, penuh tanggungjawab yang
process with other supporting sub-systems. dimiliki seseorang sebagai syarat untuk
Accordingly, the education program of Bogor dianggap mampu oleh masyarakat.
Agricultural University will also be adjusted Kompetensi merupakan keunggulan
into that directions. The Strategic Plan of fundamental dari seorang individu yang
Bogor Agricultural University 2008-2013 mencerminkan sikap dan kinerja di dunia
reaffirms the goals of the previous versions kerja atau pada situasi tertentu. IPB
while incorporating some editorial changes menterjemahkan kurikulum berbasis
and placing greater emphasis to accelerated kompetensi (KBK) yang bersifat nasional
engagement of bioscience as basic science for menjadi KBK IPB yaitu Kurikulum Sistem
nation economic development with focus on Mayor-Minor. Kurikulum sistem mayor-
entrepreneurships: “to be the World Class minor merupakan sistem kurikulum berbasis
Research University with bioscience and kompetensi yang dilaksanakan oleh
entrepreneurships as its core competence”. departemen, yang dirancang untuk
The strategic plan adopted by the Board of memberikan keleluasaan kepada peserta
Trustees proposed reaffirms the goals of the didik dalam meramu mata kuliah untuk
following priorities: education for citizenship, memperluas wawasan dan meningkatan
the use of technology to enhance teaching and efisiensi penyelenggaraan, serta dapat
learning, to encourage the integration of meningkatkan mutu dan relevansi program
different forms of knowledge, and to stimulate pendidikan. Implementasi kurikulum
not only the acquisition but also the creative mayor-minor memerlukan mandat
and humane use of knowledge. In addition, departemen yang mendalam dan spesifik
the shifting of the legal status of Bogor dalam kompetensinya. Mulai tahun 2005 IPB
CHAPTER 1
Agricultural University to be the State-owned telah melakukan penataan departemen

Legal Entity Universities (BHMN), gave a dengan penetapan mandat yang jelas
new mandate for Bogor Agricultural pengembangan keilmuannya. Penataan
University to develop and implement a departemen ini akan terus disempurnakan,
Introduction
comprehensive financial plan to support the terutama pada kesesuaian mandat dan
improvement of both the quality and substansi kurikulum pada beberapa
quantities of Tridarma activities for the departemen. Syarat lain yang diperlukan dan
University. juga telah dibangun oleh IPB adalah jadwal
4
According to the decree of the Minister of terpadu serta kehandalan Sistem Informasi
Pendahuluan
BAB 1
National Education Republic of Indonesia Akademik (SIMAK).
No. 232/U/2000 on the Competencies Based Melalui berbagai upaya yang dilakukan
Education Systems, which was reiterated on sebelumnya, kondisi internal IPB pada akhir
the Decree No 045/U/2002 has stressed to tahun 2007 telah menunjukkan indikasi
develop students intellectual capability to yang mengarah pada embrio perguruan
become responsible citizens. Bogor tinggi berbasis riset. Hal ini ditandai dengan
Agricultural University has translated this peningkatan jumlah SDM yang berkualitas,
national Competence - Based curriculum jumlah publikasi ilmiah, jumlah paten,
(KBK Kurikulum Berbasis Kompetensi) into inisiasi pembangkitan pendapatan,
the Bogor Agricultural University setting kerjasama dengan pemerintah dan industri,
Major - Minor curriculum systems. The penemuan dan aplikasi hasil penelitian IPB
Department offers Major Minor Programs seperti varietas baru, vaksin dan benih
designed to qualify students for application in berbagai komoditas, serta mesin-mesin
either of two major fields of agriculture, or for pertanian. Upaya-upaya yang telah
positions where competence in both fields is dilakukan IPB bermuara pada terbangunnya
required. However, deeper and specific sistem jaminan mutu yang baik, tata pamong
assessment with regard to the yang baik, pelaksanaan program-program
implementation of Major-Minor Programs is yang berkualitas dan manajemen usaha
really required. Effective 2005, Bogor yang baik. IPB akan terus melakukan upaya
Agricultural University starts to evaluate and perbaikan secara menerus terhadap hasil-
reorganize its departments to appraise hasil yang sudah dicapai, peningkatan
whether the subjects being offered are aligned kinerja dan kesejahteraan dosen dan tenaga
with the proposed action plan. Finally, the kependidikan, internasionalisasi IPB,
university uses performance indicators and peningkatan kuantitas dan kualitas
has designed the academic Information penelitian, peningkatan pendapatan non
Systems ( SIMAK Sistem Informasi konvensional dan peningkatan kualitas
Akademik) to assess learning outcomes to fasilitas akademik dan non akademik.
CHAPTER 1
improve educational quality and Berbagai capaian di atas merupakan
administrative effectiveness. salah satu modal dasar bagi IPB untuk
The successful efforts made previously as menjadi perguruan tinggi kelas dunia.
well as the internal condition of Bogor Untuk memposisikan IPB mengarah pada
Introduction
Agricultural University 2007 have indicated perguruan tinggi kelas dunia berbasis riset
that the university has successfully built an diperlukan berbagai upaya untuk dapat
embryo to be the Research based University. memenuhi persyaratan-persyaratan yang
The increased number of qualified staff, memadai. Berbagai rintisan kerjasama
number of scientific publications, patents, internasional bidang pendidikan yang telah
5
the initiation of income generating, dilakukan, terutama dengan Amerika, Uni
Pendahuluan
BAB 1
cooperation networks with the government Eropa, Eropa timur, Jepang, China, Taiwan,
and industries, inventions and the applied dan Australia, terutama dalam
research implemented have invented new pengembangan pendidikan pascasarjana. IPB
variety, vaccines and seedlings as berusaha untuk memperoleh pengakuan
commodity, and the agricultural machineries internasional dengan memfokuskan pada
are the indicators of the achievements. At the akreditasi internasional terutama bagi
end, those achievements will encourage the depertemen, pusat penelitian, dan program
establishment of the labeling systems, studi pascasarjana unggulan. Disisi lain juga
healthy organization, well-implemented of diupayakan untuk mencapai peringkat top
quality programs and better business dunia yang reliable pada tahun-tahun
management. To ensure that Bogor mendatang
Agricultural University uses the resources to
the best advantage, the university must
implement processes for the ongoing
improvement. Bogor Agricultural University
needs to be explicit about its goals, improve
the work performance, increase the
remuneration and benefits for Faculty
members and educational staff, enhance the
international academic reputation, improve
the quantity and quality of the research
programs, increase the income through the
non-conventional funds, and improve the
quality of both and academic non-academic
facilities of the university.
Achievements made in the last few years
have become the foundation for Bogor
CHAPTER 1
Agricultural University to be the World Class

University. To foster the development of the
University's goal to the research based
university steps have to be taken to comply
Introduction
with required qualifications. International

collaboration research for education have
been established, particularly with the USA,
European Economic Communities, Eastern
European countries, Japan, China, Taiwan,
6
and Australia, specifically for the
Pendahuluan
BAB 1
development of the Graduate School. Those
networks and cooperation were established
to accredit their Graduate Study program, as
well as the Departmental Units, and its
Research Centers. This cooperation involves
establishment of scholarships for advanced
studies, enhancement of doctorate level
research capabilities, modernization of
laboratory equipment, the holding of
international seminars, library expansion,
collaborative research, research student
programs and the undertaking of twinning
programs.
1.2 Legal Status and Strategic Plan 1.2. Dasar Hukum dan Posisi Rencana
Position Strategis
1. Legal Basic: 1. Dasar Hukum
a. Government Regulations No. 154 of a. Perturan Pemerintah No. 154 tahun
2000 Article No. 30 2000 pasal 30
b. Government Regulations No. 154 of b. Peraturan Pemerintah No. 154 tahun
2000 Article No. 19 2000 pasal 19
c. Letter of Decision of Board of Trustees c. Ketetapan MWA No. 59/MWA-
No. 59/MWA-IPB/2007 IPB/2007
2. The Position of University Strategic Plan, 2. Posisi Rencana Strategis IPB dan Rencana
Action Plan and Annual Budget Kerja dan Anggaran Tahunan
The Bogor Agricultural University Rencana Strategis IPB dan Rencana Kerja
Strategic Plan, Work Plan, and the Annual dan Anggaran Tahunan IPB merupakan
CHAPTER 1
Budget Plan are an integrated plan. This suatu kesatuan (Gambar 1.1).
program is presented in the following
Figure (Figure 1.1)
Introduction
7
TO ACHIEVE
Pendahuluan
BAB 1
CURRENT EXPECTED
THE EXPECTED CONDITION
CONDITION
CONDITIONS
STRATEGIC MISSION VISION

ISSUES
SWOT Direction of STRATEGIC PLAN

Analysis The Development 2008-2013
Development
Strategy Goal
- Financial Strategy
- Monitoring The Operational
and Evaluation Plan and
Annual Budget
PROGRAM/ Objectives
SUB PROGRAM
INDICATORS AND TARGETS
Figure 1.1. Direction and Strategic Plan of Bogor Agricultural University Development
1.3 Methods for the Formulation of 1.3 Metode Penyusunan

Strategic Planning Metode penyusunan menunjukkan
These methods show five steps in the tahapan aktivitas dalam proses penyusunan
formulation of the strategic plan 2008-2013 dokumen hingga tahap pengesahan menjadi
which will be the basis of directions and Rencana Strategis IPB Tahun 2008-2013
guidances in making the yearly operational (Keputusan Paripurna MWA), untuk menjadi
plan as well as annual budget plan for Bogor acuan dalam menyusun Rencana Kerja dan
Agricultural University. The five steps are as Anggaran IPB tahunan. Tahapan yang
CHAPTER 1
follows: dilakukan melalui lima tahap yaitu:

1. The formation of Draft-0 (Zero). The draft 1. Tahap Penyusunan Draft-0 (nol). Suatu
was prepared by the Working Group by dokumen yang disusun dengan
soliciting input from the stakeholders/ menginventarisasi masukan dari
Introduction
university community, literature reviews stakeholders, studi berbagai dokumen yang

of the related documents systematic relevan, dan menganalisis data dan
analysis of secondary data and informasi sekunder yang tersedia
information, and was put in the report; menurut sistematika dan struktur
penulisan yang disepakati.
8
st
2. The Formation of 1 Draft (First). The First 2. Tahap Penyusunan Draft 1 (satu). Suatu
Pendahuluan
BAB 1
draft was prepared, as the finalization of dokumen yang disusun sebagai
the draft-0. The First Draft of the Strategic penyempurnaan draft-0, yang disampai-
Plan was shared with the universities kan pada tahap “konsultasi publik” dan
constituent at large and administrative tahap sidang pleno Senat Akademik (SA)
officers to seek input from them, before IPB.
arriving at a final draft. The draft then, was 3. Tahap “Konsultasi Publik” draft kepada
submitted to the Academic Senate Plenary stakeholder utama di lingkungan IPB,
Meeting for reviewing. khususnya Dekan, Ketua Departemen,
3. The Public Hearing of the First Draft. The Kepala Pusat, Direktur, Kepala Kantor,
first draft was submitted to the Deans, dan pihak lainnya.
Haed of the Departments, Head of 4. Tahap Penyusunan Draft 2 (dua).
Centers, Directors, and other community Dokumen disusun setelah mengakomo-
members of the Bogor Agricultural dasikan berbagai masukan anggota SA
University for reviewing. Public hearing is IPB. Atas dasar persetujuan SA IPB,
needed to provide ample opportunities to dokumen ini disampaikan kepada MWA
the University community at large to IPB untuk mendapat pengesahan.
participate in the process. The Committee 5. Tahap Pengesahan Rencana Strategis IPB
drafted a strategic plan through a process Tahun 2008-2013. Disusun setelah
of synthesis as comprehensive as possible. mengakomodasi berbagai saran dan
4. The Formation of the Second Draft. Using informasi tambahan dari anggota MWA
the input received, coupled with the dalam Sidang Paripurna MWA IPB.
knowledge and expertise represented by Rencana strategis yang telah
the Academic Senate, the Second Draft disempurnakan menjadi dokumen resmi
then was prepared. With the approval of dan mengikat bagi seluruh stakeholder
the Academic Senate, the “Second Draft” terkait di IPB.
was submitted to the Board of Trustees for Catatan : 1. Draft-0 dipersiapkan oleh tim kecil yang
review and approval. beranggotakan 7 orang (Surat Tugas Wakil
CHAPTER 1
5. Plenary Meeting for the University Rektor Bidang Sumberdaya dan
Pengembangan).
Strategic Plan Approval. Considering the
2. Dibentuk Tim Penyusun Rencana Strategis IPB
result of analyses and studies as well as Tahun 2008-2013 berdasarkan SK Rektor IPB
feedback from the Board of Trustees in No.085/I3/PR/2008 tanggal 18 Juli 2008 yang
Introduction
bertugas mempersiapkan draft-1 hingga
their Plenary Meeting, then the draft of the pengesahan MWA IPB
university strategic plan 2008-2013 was
endorsed and approved. The strategic
plan 2008-2013 become an official
9
document and the basis for the
Pendahuluan
BAB 1
formulation of the operational plan and
Rector's General Policy Directions.
Notes : 1. Draft-0 was prepared by the small group consisted
of 7 (seven) (As appointed by the Vice Rector for
Resources and Development).
2. With reference to Decision Letter of Rector of Bogor
Agricultural University No. 085/13/PR/2008,
dated 18 July 2008, the Strategic Plan 2008-2013
Team was formulated. The Team is responsible to
prepare the Draft-0 and finalize it up-to the
approval to be the official document.
1.4 The Organization 1.4. Organisasi IPB

According to the Government Act No. Berdasarkan Peraturan Pemerintah
154 of 2000 on the Legal Status of Bogor Nomor 154 Tahun 2000 tentang Penetapan
Agricultural University as State-owned Legal Institut Pertanian Bogor sebagai Badan
Entity Universities (BHMN) and the Decision Hukum Milik Negara (BHMN) dan
of Board of Trustees No. 17/MWA IPB/2003 Ketetapan MWA Nomor 17/MWA-IPB/2003
on the Bogor Agricultural University's By tentang Anggaran Rumah Tangga IPB,
Law, as well as the Decision of Board of melalui Ketetapan MWA Nomor 77/MWA-
Trustees No . 77/MWA-IPB/2008, the IPB/2008, organisasi IPB terdiri atas organ:
organizational structure of Bogor (1) penentu yang terdiri atas Majelis Wali
Agricultural University is as follows: (1). The Amanat (MWA) dan Senat Akademik, (2)
highest body to govern the University are the pengelola yaitu Rektor dan Wakil Rektor, (3)
Board of Trustees and Academic Senate; (2). Pelaksana akademik terdiri atas fakultas,
Executive Boards are Rector and Vice Rectors; lembaga penelitian dan pengabdian kepada
(3). Academic Units are: Faculties, Research masyarakat, departemen dan pusat, (4)
Bureau and Community Services, Pelaksana administrasi yaitu direktorat dan
Departments and Centers; (4). kantor, dan (5) penunjang yang meliputi
CHAPTER 1
Administrative Units are: Directorates and perpustakaan, bagian/lab, bengkel, rumah

Offices; and (5) The Supporting Units are: sakit hewan, kebun universitas (university
Library, Laboratories, Workshops, Animal farm), satuan usaha, satuan keamanan dan
Hospital, University Farms, Business Unit, ketertiban, dan bentuk lainnya. Struktur
Introduction
Securities Units, and other units. The organisasi IPB disajikan pada Gambar 1.2.
Organizational structure of Bogor Agricul- 1. Majelis Wali Amanat, merupakan organ
tural University is presented in Figure 1.2 penentu tertinggi institut yang berfungsi
1. Board of Trustees, is the University's merepresentasikan kepentingan institut,
highest decision making body that kepentingan pemerintah dan
10
represent the government, the kepentingan masyarakat. Untuk
Pendahuluan
BAB 1
university's community and the public. kelancaran tugas dalam pengawasan,
To manage and auditing the MWA dibantu oleh Dewan Audit yang
implementation of strategic plan, the secara independen melakukan evaluasi
operational plan of the university, the hasil evaluasi audit internal dan eksternal
Board of Trustees will be assisted by atas penyelenggaraan institut untuk dan
Board of Auditor (Dewan Auditor), atas nama MWA IPB.
which will evaluate independently both 2. Senat Akademik, merupakan organ
the external and internal audit report normatif tertinggi institut dalam bidang
yearly working and budget plans, on akademik. IPB membentuk Dewan Guru
behalf of the Board of Trustees. Besar yang membantu pengembangan
2. The Academic Senate, as the highest budaya akademik, integritas moral, etika
academic normative board in the dan kesujanaan di lingkungan IPB.
institute, Academic Senate (SA) mean the 3. Pimpinan Institut (Rektor dan Wakil
organ of Bogor Agricultural University Rektor), merupakan representasi IPB
that administers and develop academic yang berwenang dan bertanggung jawab
life as well as moral and ethical integrity dalam penyelenggaraan IPB, dalam
within the university community. pelaksanaan tugasnya Rektor dibantu
3. The Executive Boards (Rector and Vice oleh 4 (empat) Wakil Rektor, yaitu Wakil
Rectors), represent Bogor Agricultural Rektor Bidang Akademik dan
University toward further fulfillment of Kemahasiswaan, Wakil Rektor Bidang
its mission. To execute his duties and his Sumberdaya dan Pengembang-an, Wakil
daily activities, Rector will be assisted by Rektor Bidang Riset dan Kerjasama dan
four Vice Rectors: a). for Academic and Wakil Rektor Bidang Bisnis dan
Student Affairs; b). Vice Rector for Komunikasi.
Resources and Development; c). Vice 4. Pelaksana Akademik
Rector for Research and Collaborations; a. Fakultas, organisasi Fakultas terdiri
and d) Vice Rector for Business and atas Pimpinan Fakultas (Dekan dan
CHAPTER 1
Communication. Wakil Dekan), Senat Fakultas,
4. Dean of School and Faculty Departemen dan Bagian.
a. D e a n s h i p : T h e o r g a n i z a t i o n a l b. Sekolah Pasca Sarjana, berkeduduk-
structure of the Faculty is consisted of an setingkat Fakultas. Organisasi
Introduction
Dean and Vice Dean, Academic Senate Skolah Pasca Sarjana terdiri atas
of Faculty, Departments, and Pimpinan (Dekan, Wakil Dekan dan
Functional Units. Sekretaris).
11
b. Graduate School, according to the c. Program Pascasarjana Manajemen
Pendahuluan
BAB 1
organizational structure, it is in the dan Bisnis (MB), Program Diploma,
same level as the Faculty. The dan Program Tingkat Persiapan
Organizational Structure of the Bersama (TPB). Organisasinya
Graduate School are: the Executive meliputi Direktur dan Asisten/Wakil
Boards that consisted of Dean and Vice Direktur.
Dean, and the Secretary. d. Lembaga Penelitian dan Pengab-dian
c. The Graduate School of Business Pada Masyarakat (LPPM). dipimpin
Management, Diploma Program, and oleh seorang Kepala yang dibantu
the School of First Common. Its oleh Wakil Kepala Bidang Penelitian,
organizational structure consisted of Wakil Kepala Bidang Pengabdian
Director and Assistant/Deputy kepada Masyarakat dan Sekretaris.
Director. Kegiatan LPPM dilaksanakan oleh
d. D i r e c t o r a t e o f R e s e a r c h a n d Pusat-Pusat.
Community Services (LPPM). This
5. Pelaksana Administrasi (Direktorat,
Directorate is headed by the Director
Kantor dan Sekretariat Institut),
and is assisted by the Deputy Director
for Research Program, and Deputy Direktorat dipimpin oleh seorang
director for Community Service and Direktur yang pelaksanaan tugas sehari-
Secretary. harinya di bawah koordinasi Wakil
Rektor. Kantor dipimpin oleh seorang
5. Administrative Units (Directorate, Kepala Kantor dan Sekretariat Insitut
Offices, and the Executive Secretary of dipimpin oleh seorang Sekretaris
the Institute) Eksekutif yang pelaksanaan tugas sehari-
harinya langsung di bawah Rektor.
Directorate is headed by the Director,
whose daily activities is coordinated by a. Direktorat di bawah koordinasi Wakil
the Vice Rector. Office is headed by the Rektor Bidang Akademik dan
Director, and the Secretary of Institute is Kemahasiswaan, terdiri atas (1)
CHAPTER 1
headed by the Executive Secretary, and Direktorat Pengembangan dan

his daily activities is directly managed by Pengkajian Akademik, (2) Direktorat
Rector. Administrasi Pendidikan; (3)
a. Vice Rector for Academic and Student
Direktorat Kemahasiswaan, dan, (4)
Introduction
Affairs: assists the Rector in Direktorat Pengembangan Karir dan

coordinating with (1), Directorate of Hubungan Alumni;
Education Assessment and b. Direktorat di bawah koordinasi Wakil
Development; (2). Directorate of Rektor Bidang Sumberdaya dan
Academic Administration; (3) Pengembangan, terdiri atas (1)
12
Directorate of Student Affairs; and (4) Direktorat Perencanaan dan
Pendahuluan
BAB 1
Directorate of Career Development Pengembangan, (2) Direktorat
and Alumni Relationship. Keuangan; (3) Direktorat Sumberdaya
b. Vice Rector for Resources and Manusia, dan, (4) Direktorat Fasilitas
Development. Under his super-vision dan Properti;
are: (1). Directorate of Planning and c. Direktorat di bawah koordinasi Wakil
Development; (2). Directorate of Rektor Bidang Riset dan Kerjasama,
Finance; (3). Directorate of Human terdiri atas (1) Direktorat Riset dan
Resource; and (4). Directorate of Kajian Strategis, dan (2) Direktorat
Facility and Property. Kerjasama dan Program
c. Vice Rector for Research and Internasional;
Collaboration is created to stream-line d. Direktorat di bawah koordinasi Wakil
the research and extension function of Rektor Bidang Bisnis dan Komuniksi,
the University. (1). Directorate of terdiri atas (1) Direktorat Bisnis dan
Research and Strategic Issues; (2) Kemitraan, dan (2) Direktorat
Directorate of Cooperation and Komunikasi dan Sistem Informasi;
International Program. e. Kantor dan Sekretariat Institut, terdiri
d. Vice Rector for Business and atas (1) Kantor Hukum dan
Communication: (1). Directorate of Organisasi; (2) Kantor Manajemen
Business and Partnership; and (2). Mutu; (3) Kantor Audit Internal dan
Directorate of Communication and (4) Sekretaris Institut.
Information System. 6. Penunjang Akademik
e. Offices and Secretariat of the Institute: Merupakan satuan kerja yang berfungsi
(1). Office of Law and Organization; menyediakan sarana kuliah, praktikum,
(2). Office of Quality Assurance; (3) penelitian, pemasaran barang dan jasa,
Office of Internal Audit; and (4). pelayanan rujukan dan/atau kegiatan
Executive Secretary of the University. akademik lainnya. Satuan kerja
6. Supporting Units. penunjang akademik terdiri atas (1)
CHAPTER 1
The Supporting Units are established to Perpustakaan, (2) University Farm (UF),
support the learning activities of the (3) Unit Pelatihan Bahasa, (4) Rumah
university. The curricular programs are Sakit Hewan Pendidikan, (5) Asrama
supported by the modern facilities and Mahasiswa, (6) Unit Olah raga dan Seni,
Introduction
specialized equipment, laboratories, (7) Lab Kimia Terpadu, (8) Unit
experimental fields and research, Keamanan Kampus, dan (9) Poliklinik.
marketing products and services, as well Selain Struktur organisasi utama
as the referral services. The supporting tersebut, terdapat pelaksana pembangkitan
13
units are: (1). Library; (2). University pendapatan, yaitu Satuan Usaha Akademik
Pendahuluan
BAB 1
Farm; (3). Language Development Unit; (SUA), Satuan Usaha Penunjang (SUP), dan
(4). Teaching Hospital for Veterinary Satuan Usaha Komersial (SUK). Khusus
Medicine Students; (5). Dormitories; (6). untuk SUK, Rektor IPB selaku pemegang
Sport and Cultural Halls; (7). Integrated kekuasaan Pengelolaan Aset bertindak
Chemical Laboratories; (8). Security Unit; sebagai pemegang otoritas RUPS dan
and (9). Polyclinic. representasi untuk melakukan perikatan
dengan pihak lain.
In addition to the Supporting Units, the
university has established Business
Management to generate additional incomes
for the university. Those units are, Academic
Business Unit, Supporting Business Unit, and
Commercial Business Unit. The Bogor
Agricultural Rector is responsible for leading
those business units toward further
fulfillment of its mission, and its achievable
goals. In addition, coordinating Vice Rector
for Business and Communication, to call a
General Meeting for Stakeholders and serve
as the primary liaison for the external
relationships.
CHAPTER 1
Introduction
14
Pendahuluan
BAB 1
Majelis Wali
Amanat
Senat Akademik
Pimpinan Institut Pelaksana Administrasi
Direktorat Administrasi Direktorat

Dewan Audit Dewan Guru Rektor Wakil Rektor Bidang Pendidikan Kemahasiswaan
Besar Akademik & Kemahasiswaan
Direktorat Pengkajian & Direktorat Pengembangan
Pengembangan Akademik Karir & Hub. Alumni
Direktorat Direktorat
Keuangan Sumberdaya Manusia
Wakil Rektor Bidang Sumber-
daya & Pengembangan
Direktorat Fasilitas & Direktorat Perencanaan &
Properti Pengembangan
Wakil Rektor Bidang Riset & Direktorat Riset & Kajian Direktorat Kerjasama &
Sekretariat Institut Kerjasama Strategis Program Internasional
Kantor Audit Sekretariat
Internal Eksekutif
Wakil Rektor Bidang Bisnis & Direktorat Direktorat Komunikasi &
Kantor Manajemen Kantor Hukum & Komunikasi Bisnis & Kemitraan Sistem Informasi
Mutu Organisasi
RUPS
Faperta FKH FPIK Fapet Fahutan Fateta FMIPA FEM FEMA SPs LPPM
Satuan Usaha
Komersial
Depar- Depar- Depar- Depar- Depar- Depar- Depar- Depar- Depar- Program Program Program Program Pusat
temen temen temen temen temen temen temen temen temen MB Pendidikan MKDU Diploma
TPB
Pelaksana Akademik Satuan Usaha

Penunjang
Perpustakaan University Unit Pelatihan RSH Asrama Unit Olah Lab. Kimia Unit Keaman- Poliklinik
Farm Bahasa Pendidikan Mahasiswa Raga & Seni Terpadu an Kampus
Keterangan :
Penunjang Akademik Garis
Komando
Garis
Koordinasi
Figure 1.2. Organization Structure of IPB
CHAPTER 1
Letter of Decision of Board of Trustees No. 77/MWA-IPB/2008
Introduction
15
SWOT Analysis
Chapter 2
Analisis SWOT
2.1. Strategic Issues 2.1. Isu-Isu Strategis
BAB 2
Analisis SWOT
In meeting the challenge of the Isu-isu strategis yang dipertimbangkan
globalization, Bogor Agricultural University dalam penyusunan rencana strategis IPB
development is implemented based on the meliputi:
new paradigm in which institutional 1. A r a h p e m b a n g u n a n I n d o n e s i a ,
autonomy and accountability becomes khususnya di bidang ekonomi, pangan,
strategic issues.. Those issues are as follows: bioenergi, kesehatan, manajemen
1. T h e d i r e c t i o n o f t h e N a t i o n a l sumberdaya alam dan lingkungan.
Development of Indonesia, particular-ly 2. Kecenderungan persaingan global
for the development in the fields of pendidikan tinggi yang mengharuskan
economic, food, bioenergy, health, perguruan tinggi di dalam negeri untuk
natural resources and environmental meningkatkan daya saingnya, baik
management. dalam penyelenggaraan maupun mutu
2. The future trend of tough competition lulusan yang kompetitif bertaraf
among the education institutions, thus, internasional.
those institutions are faced with complex 3. Perubahan regulasi penyelenggaraan
challenges and only those who persevere pendidikan tinggi yang mengharuskan
will survive. In order to face these perguruan tinggi dapat memposisikan
challenges, the Indonesian universities sebagai institusi penghela kemajuan
should improve their learning bangsa yang berorientasi jauh ke depan,
innovations to produce quality graduates dan tidak terperangkap pada aspek solusi
who are competitive and internationally yang parsial dan jangka pendek.
recognized. 4. Belum terbangunnya sinergi kerjasama
3. Transformation in regulations for the antar perguruan tinggi dan dengan
management of higher education jejaring mitra strategisnya baik instansi
institutions in Indonesia, encourage to pemerintah maupun swasta, sehingga
change their education systems. It is penyelesaian masalah nasional tidak
expected that Indonesia will have a efisien, tumpang tindih parsial, dan
CHAPTER 2
competitive leverage due to the existence berjalan lamban.
of highly reputable higher education 5. O p t i m a l i s a s i p e r a n I P B d a l a m
SWOT Analysis
institutions. penyelenggaraan pendidikan tinggi yang
4. Strengthening and cultivating new harus mampu menghasilkan lulusan
strategic connection between Bogor yang kompetitif, bermutu dan kompeten
Agricultural University and other serta penelitian yang bermanfaat bagi
institutions of higher education in pengembangan IPTEKS dan sesuai
Indonesia and other networks of both dengan kebutuhan masyarakat.
17
government and private institutions. The 6. Efektivitas dan efisiensi penyelenggara-
BAB 2
Analisis SWOT
network will enable to reduce an tridharma di IPB yang mengharuskan
redundancies in research projects as well pengelolaan kegiatan akademik dan
as to expedite the national problem manajemen mengacu pada keprimaan
solving. operasi ( operational excellence ) yaitu
5. The optimalization of Bogor Agricultural pemanfaatan investasi sumber daya dan
University as a leading education centre sistem pengelolaannya yang transparan
that produce qualified graduates, and dan akuntabel.
enhance university responsiveness to 7. Pengerahan atau mobilisasi (deployment)
continuous and rapid changes of sumberdaya yang masih belum optimal
community needs and development yang memerlukan upaya untuk
challenges. Develop students' intellectual mendayagunakan seluas-luasnya dalam
capability to become responsible citizens atau untuk berbagai kegiatan akademik
and have competitive characteristics. dan pembangkitan pendapatan yang
Finally, the University is expected, to be berkontribusi optimal bagi IPB.
responsive to the societies needs to design 8. Kesejahteraan yang masih kurang
research programs towards the discovery memadai, sementara external driven yang
of knowledge and science. mengarah kapada opportunity costs sangat
6. For effective and efficient terbuka lebar, sehingga berakibat pada
implementation of Tridarma at Bogor berkurangnya sumberdaya yang
Agricultural University, it is required that berkualitas (brain drain) bagi
the university should impose the pengembangan IPB.
management of the educational
programs transparant and accountable.
7. The encouragement of resources
mobilization of Bogor Agricultural
University in meeting the challenge of
globalization. It is expected that the
CHAPTER 2
University will become a competitive

leverage due to the existence of highly
reputable to effectively generate and
SWOT Analysis
manage the University financial

resources required to support the
academic activities of Bogor Agricultural
University.
8. Insufficient salaries and benefits for
meritorious lectures and other staff,
18
whereas the external driven for better
BAB 2
Analisis SWOT
opportunities are open widely. The
situation have caused the brain drain of
qualified lectures and skilled staff that
effect to the university development.
2.2 SWOT Matrix Analysis 2.2. Matriks Analisis SWOT

Based on the current situation and Berdasarkan situasi dan kondisi yang
condition, Strengths, Weaknesses, ada, maka dapat disusun analisis Strengths,
Opportunities, and Threats (SWOT) of Bogor Weaknesses, Opportunities, and Threats
Agricultural University is formulated and is (SWOT) sebagaimana disajikan pada Tabel
presented in Table 2.1 This SWOT analysis 2.1. Hasil analisis SWOT ini digunakan
has been referred to for dhe Development sebagai pertimbangan untuk menetapkan
Plan of Bogor Agricultural University 2025. strategi pengembangan IPB 2025.
Based on the identified strength, Mencermati identifikasi kekuatan
weaknesses of the Bogor Agricultural (strengths), kelemahan (weaknesses) yang
University, as well as its opportunities and dimiliki IPB serta peluang (opportunities) dan
threats encountered in the development of ancaman (threats) yang dihadapi dalam
Bogor Agricultural University, it is deemed pengembangan IPB, maka perlu diupayakan
necessary to formalize the development rumusan strategi pengembangan IPB,
strategy of Bogor Agricultural University, as melalui: (1) mengembangkan kekuatan
follows: (1). The development of strength and (strengths ) dan mengoptimalkan peluang
optimalize it opportunities; (2). The (opportunities), (2) mengembangkan kekuatan
development of its strength to encounter the (strengths ) untuk mengatasi ancaman
threats; (3). To minimize the weakness for the (threats) , (3) meminimalkan kelemahan
Table 2.1 Development Plan of Bogor Agricultural University 2025
CHAPTER 2
Code Strength Code Weaknesses
S1 Bogor Agricultural University name W1 The average of accumulative total
SWOT Analysis
as the only higher learning score of students intake are relative
institution in Indonesia with areas of low
emphasis and excellence in W2 Time span for students to finalize
agriculture majoring in tropical their study are relatively longer
agriculture than expected
19
BAB 2
Analisis SWOT
S2 The adequacy of experienced W3 The competencies of Bogor

academic and support staff, as well Agricultural University graduates
as its facilities to implement the to cope with rapidly changing
multilevel strata teaching and environment and the lower
learning program successful number for the
S3 High lectures to student ratio 1:21 graduates in having job in the
international labor market
S4 Established and proven know-how/
expertise in the field of agriculture W4 Low proportion of Professor
holders among academic staff
S5 Transparent selection of students
based on the principle of merit., to W5 The professionalism and the
make Bogor Agricultural University qualification of Bogor Agricultural
the institution of choice for talented University’ Faculty members are
students who desire to study to take relatively low
agricultural and entrepreneurships W6 Insufficient numbers of books and
education program international scientific journals
S6 Dynamic and progressive student- subscribed for the successful of
centered learning communication learning process
that foster student success W7 Umbrella for research program
S7 Both the existing Research Centers related to Bogor Agricultural
and Community Development University competencies has yet
program which are responsive with institutionalized
the stakeholders demand W8 Lack of synergetic relationships
S8 Supported by appropriate between research and the
Information Technology both community development
Intranet and Internet programs
CHAPTER 2
S9 Cooperation networks with W9 Lack of coordination and

government institutions, integration between faculty
members as well as departmental
SWOT Analysis
international, national and local as

well as non-government institutions. units in implementing research
activities as well as the community
development programs
W10 Limited budget for research
activities has caused the lack of
research habits among the faculty
members
20
BAB 2
Analisis SWOT
W11 The number of scientific

publications published by the
national and international
accredited journals are relatively
low
W12 The number of marketable research
products used by companies and
societies are relatively low
W13 The identificatimn of appropriate
level of Bogor Agricultural
University resources for funding
sources required to support the
planned education Merit program
for academic excellence has not
been optimalized
W14 No maximum guarantee for the
continuues support for the quality
and the maintenance of Bogor
Agricultural University’
infrastructures that includes
equipment, cleanliness of its
premises, watep supplies and
electricity connections
W15 Insufficient salaries and benefits
for both faculty and educational
staff.
CHAPTER 2
Code Oppotunities Code Threaths
SWOT Analysis
O1 The globalization era has given T1 The impact of globalization in
opportunities for Bogor Agricultural various sectors has caused the
University to play important role in higher learning institutions to
local - international development generate non knowledge and to
improve its competitiveness to
enable them to achieve the highest
level locally as well as
internationally
21
BAB 2
Analisis SWOT
O2 The development of agribusiness T2 The next paradigm in national

and agroindustry in Indonesia, development does not put the
which are supported by the agriculture as the basic flat form
abundance of natural resources has for its development programs
enabled Indonesia to be The
T3 The growing competition among
prospective and a promising country
public universities to recruit
O3 The increasing demand of skilled talented prospective students
labor at the domestic job market,
T4 The decreasing animo of
which are related to the various
prospective students to pursue to
Bogor Agricultural University’s
the higher learning institutions,
competences
particularly in agricultural fields
O4 The established network to improve
T5 Rapidly changing environment
the quality and capability of staff to
and highly demanding job market,
access scientific information
especially graduates of Bogor
supported by appropriate
Agricultural University to get jobs
Information Technology
from the job market
O5 The increasing demands of
T6 The weakness support of the
consultation services offered by
support of the agricultural fields in
supporting the national economic
expertises
development
O6 The increased request for Bogor
T7 The impact of globalization has
Agricultural University expertise
triggered tougher competition in
services
international job market
CHAPTER 2
O7 The status of Bogor Agricultural

University as State- owned legal
entity universities, has enabled the
SWOT Analysis
university to improve the academic

quality, products and its services, as
well as achieving Bogor Agricultural
goals
22
BAB 2
Analisis SWOT
O8 Public perception for Bogor

Agricultural University reputation as
one of the leading higher education
institutions in Indonesia
O9 Bogor Agricultural University with
its research and community services
is committed to continue providing
the highest quality teaching
community, and one of the highly
reputable university in the future
Based on the identified strength, Mencermati identifikasi kekuatan

weaknesses of the Bogor Agricultural (strengths), kelemahan (weaknesses) yang
University, as well as its opportunities and dimiliki IPB serta peluang (opportunities) dan
threats encountered in the development of ancaman (threats) yang dihadapi dalam
Bogor Agricultural University, it is deemed pengembangan IPB, maka perlu diupayakan
necessary to formalize the development rumusan strategi pengembangan IPB,
strategy of Bogor Agricultural University, as melalui: (1) mengembangkan kekuatan
follows: (1). The development of strength and (strengths ) dan mengoptimalkan peluang
optimalize it opportunities; (2). The (opportunities), (2) mengembangkan kekuatan
development of its strength to encounter the (strengths ) untuk mengatasi ancaman
threats; (3). To minimize the weakness for the (threats) , (3) meminimalkan kelemahan
utilization of opportunities; and (4). Minimize (weaknesses) untuk memanfaatkan peluang
the weaknesses to encounter threats. Matrix (opportunities), dan meminimalkan
of development strategy of Bogor kelemahan (weaknesses) untuk menghindari
CHAPTER 2
Agricultural University is presented in the ancaman (threats). Matrik strategi
Table 2.2 pengembangan IPB tersebut disajikan pada
Tabel 2.2.
SWOT Analysis
23
BAB 2
Analisis SWOT
Table 2.2 Matrix of Development Strategy of Bogor Agricultural University 2025 Based
on the SWOT Analysis
Strengths Weakness
S1, S2, S3, S4, S5, S6, S7, S8, S9 W1, W2, W3, W4, W5, W6, W7,
W8, W9, W10, W11, W12, W13,
W14, W15
Opportunities Strategy S-0 Strategy W-O
O1, O2, O3, O4, O5, O6, Improvement access and equity Improvement of University
O7, O8 development of students’ Resources capacity
intellectual capability S1, S2, S3, S4, W3, W13, W15 – O5, O6
S5, S6 – O1, O3, O7, O8
Remuneration and benefits
Improvement of research quality increment W13, W15 – O4, O8
and community services
S7, S8, S9 – 02, S4, O5, O6, O8
Threats Strategy S-T Strategy W2-T
T1, T2, T3, T4, T5, T7 Improvement of resources capacity Remuneration and benefits
S9 – T6, T7 increment W13, W15 – T1, T2,
T5, T6
Strengthening the management
systems S2, S4, S5, S9 – T1, T2, T3, Strengthening the
T4, T6 management systems
W4, W5, W14 – T3, T4, T6, T7
Remuneration and benefits
increment S9 – T5, T6, T7
CHAPTER 2
SWOT Analysis
24
Direction and The Strategic Plan
Chapter 3
Arah dan Strategi Pengembangan
3.1. Vision, Mission, Objectives and 3.1. Visi, Misi dan Tujuan IPB
BAB 3
Quality Statement
Mengacu pada Rencana Pembangunan
With reference to the Long-Term Strategic Jangka Panjang Departemen Pendidikan
Plan of the Department of National Education Nasional 2005-2025, Renstra IPB 2020 yang
2005-2025, as well as Bogor Agricultural telah dirumuskan sebelum IPB berstatus
University Strategic Plan 2020 adopted by the BHMN, dan draft Rencana Pengembangan
Board of Trustees prior to the shifting of the IPB 2025 - Senat Akademik IPB, dan tuntutan
University legal status of to be the State- pembangunan ekonomi dalam mewujudkan
owned Legal Entities Universities (BHMN), indonesia sebagai negara agraris dan bahari,
and complement to the existing draft of the maka visi IPB jangka panjang yang telah
Strategic Plan of Bogor Agricultural dirumuskan mulai tahun 2003 ditetapkan
University 2025 approved by the Academic sebagai Visi IPB 2025, yaitu ”Menjadikan IPB
Senates as well as in respond to the Nation's sebagai perguruan tinggi bertaraf internasional
commitment for the economic development dalam pengembangan sumberdaya manusia dan
of Indonesia to be community the agricultural IPTEKS dengan kompetensi utama di bidang
and maritime community, Bogor Agricultural pertanian”. Berdasarkan visi jangka panjang
University decided that the Long-term vision tersebut maka Rencana Strategi (Renstra) IPB
of the University adopted 2003 will become 2008-2013 yang merupakan bagian dari
the vision of the Bogor Agricultural Rencana Pengembangan IPB 2025 disusun
University for 2025, which will declares the visi IPB 2008-2013 dengan memberikan
University to be “a leading higher education penekanan pada biosains sebagai ilmu dasar
institution of international quality in the dan jiwa kewirausahaan, sebagai berikut:
development of science, technology, art and " Menjadi perguruan tinggi berbasis riset kelas
human resources with tropical agriculture as

dunia dengan kompetensi utama pertanian
its core competence”. Based on the vision of tropika dan biosains serta berkarakter
those Long-Term Strategic Plan of the kewirausahaan ".
Department of National Education 2005 -
Misi IPB untuk pengembangan IPB lima
CHAPTER 3
2025, the Strategic Plan of Bogor Agricultural
tahun ke depan (2013) adalah:
University 2008-2013 as part of the University
Development Plan 2025 was formulated. The 1. Menyelenggarakan pendidikan tinggi
Strategic Plan of Bogor Agricultural bermutu tinggi dan pembinaan
kemahasiswaan yang komprehensif
University 2008-2013 reaffirms the goals of the
dalam rangka meningkatkan daya saing
previous versions while incorporating some
bangsa.
editorial changes and placing greater
emphasis to accelerate engagement of 2. Mengembangkan ilmu pengetahuan dan
teknologi sesuai kebutuhan masyarakat
25
bioscience as basic science for nation agraris dan bahari pada masa sekarang
BAB 3
Arah dan Strategi Pengembanagan
economic development with focus on dan kecenderungan pada masa yang
entrepreneurships: akan datang yang semakin kompetitif.
“to be the World Class Research Univer- 3. Membangun sistem manajemen
sity with bioscience and entrepreneurships perguruan tinggi yang berkarakter
as its core competence”. kewirausahaan, efektif, efisien,
In view of the above Vision of Bogor transparan, dan akuntabel.
Agricultural University, the mission of the 4. Mendorong terbentuknya masyarakat
University will be as follows: madani berdasarkan kebenaran dan hak
1. To offer challenging academic programs azasi manusia.
and demonstrate a commitment to the Untuk menyelenggarakan misi dan
development of both the undergraduates mencapai visi IPB, dirumuskan tujuan yang
and graduate students who seeks advance harus dicapai IPB, yaitu :
degree programs that prepare them to 1. Menghasilkan lulusan yang bermutu
make significant contribution to their yang mampu mengembangkan dan
fields, with particular purpose to be a menerapkan IPTEKS serta mempunyai
competitive nation. jiwa kewirausahaan.
2. To expands the boundaries of knowledge 2. Memberikan inovasi IPTEKS ramah
and insight of Bogor Agricultural lingkungan untuk mendukung
University through teaching, research, pembangunan nasional melalui
artistic expression, which is relevance to perwujudan negara agraris dan bahari
the national needs as an agricultural and dan memperbaiki kesejahteraan umat
maritime society. It is really required as manusia.
the trends that the university will 3. Menjadikan IPB sebagai lembaga
becoming more competitive pendidikan tinggi yang siap menghadapi

3. To promote a model for systematic tuntutan masyarakat dan tantangan
management for higher education pembangunan yang berubah dengan
CHAPTER 3
institutions and pervasive attention to cepat secara nasional dan global.

competencies, effectiveness, efficiencies, 4. Menjadikan IPB sebagai kekuatan moral
transparencies, and accountability. dalam masyarakat madani Indonesia.
4. To prepare students to take leadership
roles in society through an education that
stresses moral and spiritual as well as on
righteousness and human-right
principles.
26
To achieve its mission and to realize
BAB 3
Bogor Agricultural University's vision,
directions to execute these university's vision
were formulated as follows:
1. To produce quality graduates who are
competitive and resilient, as well as
competent in utilizing and developing
science and technology with
entrepreneurships characteristics.
2. To develop friendly scientific and
technological innovation for the
improvement of national development,
which is relevance to the national
programs to be an agricultural and
maritime society, as well as to improve
the welfare of human beings.
3. To enhance university responsiveness to
continuous and rapid changes of
community needs and development
challenges
4. To establish IPB as a moral force for
Indonesian civil society.
3.2 The Direction of Bogor Agricultural 3.2. Arah Pengembangan IPB 2025

University 2025 Development Plan
IPB telah berhasil meletakkan dasar-
Bogor Agricultural University has dasar embrio universitas berbasis riset pada
successfully established embryo of research masa transisi BHMN. Pengembangan IPB
CHAPTER 3
based university, during its transition toward hingga tahun 2025 ke depan difokuskan pada
full-pledge BHMN. The Development Plan of 3(tiga) aspek utama. Pertama menindak-
Bogor Agricultural University for 2025 will be lanjuti keberhasilan selama masa transisi
focused into the three aspects. First: To dengan membangun pondasi-pondasi
follow-up to the achievements made within Universitas Berbasis Riset (Research Based
the transition period, Bogor Agricultural University atau RBU) dan kewirausahaan
University planned to build the strong (Enterpreneurial University). Dengan modal ini
foundations for Bogor Agricultural ditargetkan IPB memiliki daya saing tinggi
University to be a Research Based University dan berkompetisi secara sehat dengan
27
and entrepreneurships. These foundations will perguruan-perguruan tinggi lainnya di
BAB 3
enable Bogor Agricultural University to be dunia. Upaya ke arah itu perlu dilakukan
more competitive with other international secara lebih agresif melalui upaya-upaya
universities. An aggressive efforts to achieve kondusif dan stimulatif. Pengembangan riset
the goal should be prepared, by developing baik berupa hibah-hibah riset atau riset
more conducive and stimulative program. kerjasama yang dikaitkan dengan proses
The quality of teaching and supervision at belajar mengajar selanjutnya dapat
Bogor Agricultural University is underpinned meningkatkan mutu proses belajar mengajar
by research and scholarship, and the (PBM), mendorong partisipasi mahasiswa
university is committed to optimising the dan dosen dalam berbagai paket riset yang
benefits to students of studying within a mempercepat laju lulusan (annual graduates),
dynamic research environment. Bogor publikasi ilmiah, paten, dan produk riset
Agricultural University strengths in research komersial. Peningkatan laju lulusan,
bring particular benefits to teaching - leraning publikasi riset, dan perolehan paten menjadi
process at Bogor Agricultural University pembangkit citra publik yang memperbesar
across the disciplines, and how best practice in peluang komersialisasi produk riset ke
this area can be shared. The development of masyarakat luas yang berimplikasi balik
research programs, both the research grants pada peningkatan kepercayaan publik serta
and collaborative research programs will pengembangan usaha-usaha komersial.
increase the percentage of the number of Perbaikan kepercayaan publik akan
graduate students, as well as will encourage memperbesar berbagai hubungan kemitraan
the university community to implement the baik dengan sektor swasta maupun
research programs. The improved number of pemerintah yang menjadi kekuatan riset
university' research programs will produce kolaboratif dan konsorsium. Peningkatan
more scientific publications, intelectual produk riset komersial akan menguatkan
property right (IPR) and patent, and other usaha-usaha komersial dan memperbaiki
marketable research products, which will pendapatan institusi. Pendapatan yang sehat
generate revenue to the university, its berkelanjutan ini menjadi pemacu
CHAPTER 3
departments, and its individual inventors. In kesejahteraan pegawai dan dosen, pemasok
addition, improved research products will sarana/prasarana riset serta insentif riset
increase the university capacity in yang diharapkan meningkatkan minat dan
establishing more collaborative networks as budaya, serta pelaku riset yang bermutu
well as revenue generating activities. The sehingga menopang siklus pengembangan
success of the university to increase the proposal riset unggulan secara
qualified graduates, scientific research berkelanjutan.
publications, and the IPR and patent enhance Kedua, membangun kapasitas institusi
the university public recognition, which will dan tatapamong perguruan tinggi yang baik
28
attract more collaborative research with (good university governance atau GUG ).
BAB 3
partners from private companies as well as Pengembangan GUG di IPB dilakukan
the government institutions, for funding and melalui penyempurnaan sistem ketata-
publication; improve the quality of human pamongan yang akan membangun trust dan
resources and research infrastructure. The confidence para stakeholders dan shareholders
success of the development Campaign for (dalam PT BHMN shareholders direpresentasi
Bogor Agricultural University will be crucial oleh MWA) dan menunjang pengembangan
in making a significant contribution to the “usaha komersial”. Dengan ketatapamongan
university's financial sustainability, ini diharapkan kepercayaan dari masyakarat
especially to improve the salary and fringe akan meningkat bila IPB cukup sehat dalam
benefits of its faculty members and empat sistem berikut: (1) audit, (2) akuntansi,
educational staff, which will encourage the (3) keberadaan komite-komite yang
university community to be involved in independen (segregasi fungsi dalam
quality research programs. organisasi) dan (4) publikasi laporan (Keasey
Second: To develop institutional capacity dan Wright, 1997). Ketatapamongan ini perlu
and good university governance . The diterjemahkan ke dalam praktek manajemen
development of good university governance yang baik yang memerlukan bentuk
will convince all stakeholders trust and organisasi, kebijakan dan prosedur yang baik
confidence that the organizational healthy is dan SDM yang bermutu dan mempunyai
well-implemented by Bogor Agricultural integritas baik.
University. The improved trust and Ketiga, meningkatkan tanggung jawab
confidence will support the university to sosial dan kesejahteraan (social responsibility
establish more “Business Unit”. Finally, and prosperity), IPB harus dapat berkontribusi
when Bogor Agricultural University carry pada terciptanya dan meningkatnya
out the following four systems: (1). Auditing; kesejahteraan sosial di masyarakat luas yang

(2). Accountancy; (3). Segregation of mencakup pemecahan masalah, pencerdasan
organizational functions; and (4). The dan pemberdayaan masyarakat, peningkatan
availability of information to the general pendapatan, dan penyediaan lapangan kerja.
CHAPTER 3
public. Such healthy organizational should be Hal ini diharapkan dapat terjadi melalui
translated into the healthy management produk lulusan, produk riset, dan produk
systems that requires improved organiza- usaha komersial yang dikembangkan IPB
tional structure, policies, procedure, as well pada kompetensi intinya. Kemampuan IPB
as the well qualified personnel with integrity. berkontribusi terhadap peningkatan
Third: To improve its social kesejahteraan masyarakat luas (khususnya
responsibility. The enormous breadth and petani) akan berimplikasi balik terhadap
depth of its research constitutes one of the peningkatan kepercayaan publik.
major strengths of Bogor Agricultural
29
University. Thus, the university is expected to
BAB 3
contribute to generate new knowledge to
increase nation's competitiveness, to educate
and empower-ment the community, and to
generate employment for income generating.
Those contributions, particularly for the
community development (farmers), will
enhance Bogor Agricultural University to
articulate the university nationally and
internationally recognized excellence in
agriculture.
3.3 Strategic Development Plan of Bogor 3.3. Strategi Pengembangan IPB 2008-2013
Agricultural University 2008-2013
Arah pengembangan IPB 2025 di atas dan
With reference to the Bogor Agricultural mengacu pada matrik strategi berdasarkan
University 2025 Development Plan stated analisis SWOT pada Bab II perlu menetapkan
above, and strategic matrix resulted by the strategi pengembangan IPB tahun 2025.
SWOT analysis presented at the Chapter II, the Strategi pengembangan IPB 2008-2013 secara
direction of Bogor Agricultural University berkelanjutan merupakan tahapan dalam
Development Plan 2025 will be defined. The strategis pencapaian visi IPB 2025 (Gambar
Strategic of Development Plan of 2008-2013, is 3.1). Strategi pengembangan IPB 2008-2013
a sustainable process to achieve the terdiri atas lima pilar, yaitu :
Development Plan 2025 (Figure 3.1). The 1. Perluasan akses dan peningkatan mutu
Strategic Development Plan of Bogor pendidikan dan kemahasiswaan
Agricultural University is focused into five
2. Peningkatan mutu penelitian dan

Pillars as follows: pengabdian kepada masyarakat
1. Expanding access, improving education 3. Peningkatan kesejahteraan dosen, tenaga
quality and students affair kependidikan dan mahasiswa
CHAPTER 3
2. Improving the research quality and 4. Peningkatan kapasitas sumberdaya

community services 5. Penguatan sistem manajemen IPB
3. Improving the social welfare
Pilar-pilar strategis IPB tahun 2008-2013
4. Developing of capacity resources
di atas memiliki keterkaitan yang kuat
5. Strengthening of the management system
dengan rencana strategis jangka panjang
The five central pillars of Bogor pembangunan pendidikan tinggi di
Agricultural University Strategic Plan 2008- Indonesia, yakni: (1) Higher Education Long
2013 is closely related with the long-term Term Strategies (HELTS) 2003-2010, dengan
30
VISION OF
BAB 3
BOGOR AGRICULTURAL
UNIVERSITY 2025
DIRECTION OF DEVELOPMENT
OF BOGOR AGRICULTURAL
UNIVERSITY 2025
The Foundation of Social

RBU and Responsibility and
Good University
Entrepreneurships Prosperity
Governance
DEVELOPMENT STRATEGIC
OF BOGOR AGRICULTURAL UNIVERSITY
2008-2013
Expanding access,
improving education Strengthening
quality and students Improving the of the management
affair research quality Improviing the Developing of system
and community social welfare capacity
services resources
Figure 3.1. Direction and Strategic Plan of Bogor Agricultural University Development
Development Plan of the Higher Educations Pilar strategis untuk memperkuat: (1) daya
in Indonesia, namely: (1) Higher Education saing bangsa, (2) otonomi dan desentralisasi,
Long Term Strategies (HELTS) 2003-2010, to dan (3) kesehatan organisasi, dan (2) pilar
strengthen the (a) National competitiveness; strategis pembangunan pendidikan tinggi

(b), Autonomy and decentralization, and (c) yang tertuang dalam Rencana Strategi
Organizational healthy; and (2). Strategic Departemen Pendidikan Nasional 2005-2009
Pillar on the Development of Higher (dan draft rumusan rencana stratgis
Education Institution as stipulated in the pendidikan tinggi tahun 2010-2015), sebagai
CHAPTER 3
Strategic Plan of the Department of National bagian dari Rencana Kebijakan Pembangunan
Education 2005-2009 (and Draft of the Pendidikan Tinggi Jangka Panjang
Strategic Plan of the Higher Education Departemen Pendidikan Nasional ahun 2005-
Institutions 2010-2015), as part of the Policies 2025. Pilar strategis pembangunan
of the Long-term Development Plan of Higher pendidikan tinggi, yakni: (1) pemerataan dan
Education Institutions of the Department of perluasan akses, (2) peningkatan mutu,
National Education 2005-2025. Pillars for the relevansi dan daya saing, dan (3) penguatan
Development of the Higher Education tata kelola, akuntabilitas dan pencitraan
Institutions are as follows: (1). Access and publik (Gambar 3.2.)
31
Equity, (2). The development of Educational Pilar strategis kesatu hingga keempat dari
BAB 3
Quality, relevance, and competitiveness, and strategis pengembangan IPB 2008-2013
(3). Good governance in the management menunjukkan fokus bisnis internal, sedangkan
systems, accountability, and public recogni- pilar kelima menunjukkan pondasi sebagai
tion (Figure 3.2). landasan program. Refleksinya, akan dibangun
The first to fourth Pillar of Strategic sistem manajemen yang kuat berbasis pada
Development of Bogor Agricultural kinerja ( performance based management ).
University are focused on internal business, Pendekatan yang digunakan adalah balanced
whereas the fifth Pillar is the foundation for scorecard (BSC), dengan empat perspektif kinerja
the university educational programs. Those (performace excellence), yaitu (1) perspektif
strategies is reflected in its performance based pembelajaran dan pengembangan (operational
angegement. Balance scorecard board (BSC) excellence) yang lebih diarahkan pada kekuatan
approaches with four perspectives will be sumberdaya, (2) perspektif bisnis internal
utilized: (1). Learning perspective and (academic excellence) yang berorientasi pada
operational excellence will be focused on pencapaian mutu kinerja program; penidikan,
resource capacity, (2). Internal business penelitian, pengabdian kepada masyarakat,
perspective (academic excellence) with its pembangkitan pendapatan, dan kerjasama
Strategic Pillar of
2008-2013
Expanding access,
Strategic Pillar improving education quality
and students affair
HELTS DGHE MINED
Nation's Access and Improving the research

Competitiveness Equitable quality and community
services
Improving the
Improvement of social welfare
Autonomy and Quality, Relevance,
CHAPTER 3
Decentralization and Competitiveness
Developing of
capacity resources
Healthy Strengthening the

Organization Accountability,
and Public Image Strengthening of the
management system
Figure 3.2. The Interrelationships of HELTS, Strategic Pillar of the Development of

Higher Learning Educaiton and Strategic Pillar of Bogor Agricultural
University 2008-2013
32
orientation in achieving program kelembagaan, (3) perspektif keuangan yang
BAB 3
performance, education, research, menekankan pada kemampuan penggalianan
community services, income generating, pengelolaan dana yang efektif, efisien, dan
institutional cooperation, (3). Financial proporsional (prosperity excellence), dan (4)
perspective with stresses on fund raising perspektif pencitraan institusi yang lebih
capabilities and the establishment of good menekankan pada bagaimana membangun
university governance reflecting effective- respon positif dari pelanggan (customer
ness, and efficiencies, proportional, (4). Public excellence); orang tua mahasiswa, mitra kerja,
recognition perspective which stresses on the pemerintah, dan masyarakat. Melalui
university capability to build positive pendekatan BSC ini visi, misi dan sasaran IPB
customer excellence, working relationships. tahun 2008-2013, dapat diturunkan dalam peta
parents, government, and the community. program strategis, program operasional tahunan
Based on the BSC (Balanced Scorecard) dengan indikator hasil dan target kinerja yang
approaches, the vision, mission, and strategic terukur.
targets of the Bogor Agricultural University Pilar strategis IPB 2008-2013 di atas,
Strategic Plan 2008-2013 will be put into the menunjukkan keterkaitan dan aliran aktivitas
Roadmap of Strategic Program of Bogor strategis yang kinerjanya dapat dievaluasi
Agricultural University, with its annual melalui Balanced Scorecard. Pilar strategis IPB
operational programs, as well as its appraised 20082013 secara fungsional menunjukkan
program indicators. suatu bangunan strategi yang menjadi acuan
The Diagram shows, the Roadmap of dan dijabarkan masing-masing pada
Strategic Program of Bogor Agricultural program strategis dan menjadi komitmen
University shows, its direction and the targets dalam penyelenggara-annya pada masing-
of its annual programs/sub prog-rams which masing unit kerja di lingkungan IPB.
appraisable using Balanced Scorecard. within Bangunan pilar strategis IPB untuk mencapai

2008-2013. Steps to implement these annual visi IPB 2008-2013 ditunjukkan pada Gambar
program/sub-programs 2008-2013. The Pillars 3.3.
of Bogor Agricultural University strategic
CHAPTER 3
plan 2008-2013 functionally shows a general
set of directions and initiatives that has served
Bogor Agricultural University as an
educational and research institution with
objectives as approved by Bogor Agricultural
University Council to provide and promote
higher education. The Pillar of strategic prog-
ram to achieve Bogor Agricultural University
mission 2008-2013 is depicted in Figure 3.3.
33
BAB 3
Vision of Bogor Agricultural University
2008-2013
“to be the World Class Research University with

bioscience and entrepreneurships as its core competence”.
improving education
quality and students
Expanding access,
capacity resources
research quality
and community
Improving the
Improving the
social welfare
Developing of
services
affair
Strengthening of the management system
(Work performance indicator balanced scorecard)
Figure 3.3. The Strategic Pilar to Achieve the Vision of

Bogor Agricultural University 2008-2013
CHAPTER 3
34
Policy and Strategic Program
of IPB 2008-2013
Chapter 4
Kebijakan dan Program Strategis
IPB 2008-2013
4.1 Bogor Agricultural University Stra- 4.1 Kebijakan Strategis IPB 2008-2013
BAB 4
Kebijakan dan Program Strategis IPB 2008-2013
tegic Policy 2008-2013 4.1.1. Perluasan Akses dan Peningkatan
4.1.1. E x p a n d i n g A c c e s s , I m p r o v i n g Kualitas Pendidikan dan
Education Quality and Students Kemahasiswaan
Affair Pengembangan pilar perluasan akses
The development of Pillar for quality dan peningkatan pendidikan dan kemahasis-
education for all, as well as the improvement waan meliputi 4 fokus kebijakan, sebagai-
of learning and teaching process and student mana diuraikan di bawah ini.
body as proposed by Bogor Agricultural 1. Peningkatan Mutu Proses Pendidikan dan
University, will be translated into four Kemahasiswaan
policies as follows:
(1) Memperluas akses dan kesempatan
1. Improvement the Quality of Learning belajar pada program multistrata
Process and the Student body (sarjana, magister, doktor maupun
(1) To expand access and opportuni-ties diploma), melalui:
to pursue their tertiary educations at a. Peningkatan kualitas input (calon
the three program levels of Bogor mahasiswa) pada berbagai jalur
Agricultural University i.e Diploma, seleksi masuk IPB dengan promosi
Sarjana (undergraduate), and yang lebih intensif untuk mening-
Graduate Programs and strengthen
Policy and Strategic Program of IPB 2008-2013

katkan competitive rate atau tingkat
the academic profile of student body, selektivitas calon mahasiswa.
the University should: b. Mengintegrasikan perencanaan
a. Raise admission standards for dan pengelolaan administrasi
prospective students to Bogor proses pendidikan multistrata
Agricultural University through untuk peningkatan efisiensi
different scheme of admission and penggunaan fasilitas pendidikan
improvement of promotion. c. Peningkatan kualitas dosen
b. Integrate the Development Plan bersertifikat dalam proses belajar
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and the management of the mengajar
different level of educational d. Peningkatan kualitas bahan ajar
programs, to ensure the dan implementasi metode
efficiencies in the utilization of pembelajaran efektif
educational facilities; e. M e n g e m b a n g k a n c a k u p a n
c. Improvement of human resources kerjasama dengan institusi mitra
development, especially the certi- dalam kegiatan praktek kerja,
fied lectures, through a strategic penelitian dan kegiatan-kegiatan
staff development program; yang dapat mendekatkan
35
d. Improvement on the quality of mahasiswa dengan wahana
BAB 4
teaching materials and the penerapan keilmuan dan dunia
implementation of effective kerja
teaching methods; and (2) Meningkatkan kualitas dan kuantitas
e. Develop strategic alliances and fasilitas pendidikan untuk
partnerships with external mendukung proses belajar yang
parties especially for the efektif dan upaya mencapai RBU
internship trainings programs serta world class university (WCU)
and research activities, as well as melalui perbaikan dan pengem-
other activities to enhance Bogor bangan infrastruktur yang
Agricultural University to access berkualitas, khususnya ruang kelas,
and adapt global knowledge to teknologi informasi, laboratorium,
local use, as well as train them to pilot plant, perpustakaan, university
be qualified and adaptive work farm, dan fasilitas lainnya
force. (3) Mendorong dan memfasilitasi
(2) Improve the quantity and quality of departemen dalam mengoptimal-kan
research and academic facilities and pemanfaatan seluruh sumber-
infrastructures necessary for dayanya untuk peningkatan kualitas
educational excellence of Bogor kegiatan akademik.
Agricultural University to achieve its (4) Meningkatkan pembinaan sosial
status as a Research Based budaya di Asrama TPB,

University as well as the World Class pengembangan unit-unit kegiatan
University, by repair and mahasiswa (kesenian daerah, bahasa
rehabilitation programs of older asing, paduan suara, olah raga,
facilities, such as class-rooms, resimen mahasiswa, dll) dan berbagai
laboratories, pilot plants, library, kegiatan ekstra-kurikuler maupun
university farms, and other facilities ko-kurikuler yang dapat
that utilizes information technology. meningkatkan khususnya
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(3) Encourage and assist the university kemampuan soft-skill dan jiwa
Departments to optimize the existing kewirausahaan.
facilities in their efforts to improve (5) Secara terprogram meningkatkan
the academic program activities. kompetensi tambahan di bidang
(4) C r e a t e a n d s u p p o r t m o r e kewirausahaan kepada para lulusan
opportunities for dormitory' baru agar lebih siap di pasar kerja dan
students to participate in the mampu berdiri sendiri dalam
intellectual and cultural life such as berwirausaha.
traditional cultures, foreign
36
languages, choir, sports, student 2. Pemantapan Kurikulum Mayor Minor
BAB 4
regiments, etc. as well as both he Program Sarjana dan Pascasarjana
extra-curricular and curricular (1) Mengevaluasi dan mempertajam
activities. Those activities will assist implementasi kurikulum mayor-
students to acquire soft-skill and minor pada program sarjana dan
entrepreneurships characteristics. pascasarjana yang telah diterapkan
(5) Well-prepared program to develop sejak tahun 2005 agar sesuai dengan
the competencies new graduates tujuan awal pengembangan sistem
with focus on entrepreneurships, mayor-minor, yaitu memberikan
and to equip them with skills for the kompetensi secara lebih luas kepada
successful competition in the labor mahasiswa program sarjana dan
markets or to be self-motivated to pascasarjana dan meningkatkan
create their own jobs. efisiensi proses pendidikan.
2. Establisment of Major-Minor Curriculum (2) P e n g k a j i a n k e b i j a k a n d a n
for Undergraduate and Graduate implementasi klasterisasi minor dan
Students supporting courses pada kurikulum
(1). Evaluate and develop the Mayor- mayor-minor program sarjana
Minor curriculum which offered by (3) Mendorong dan memfasilitasi
Bogor Agricultural University for kesiapan departemen untuk

both the undergraduate and memperoleh akreditasi
graduate students since 2005, to internasional untuk program
appraise whether those programs sarjana dan pascasarjana yang telah
are aligned with the proposed mendapatkan nilai akreditasi
program. The curriculum to will nasional A, sebagai upaya
enable the university to meet the peningkatan daya saing IPB dan
future needs and demands, proses internasionalisasi.
especially the need of a more (4) Mendorong dan memfasilitasi
dynamic management mode in the departemen dalam peningkatan
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higher learning to cope with the kualitas program dengan akreditasi
dynamic changes and enable nasional B.
students to have appropriate
3. Peningkatan Intensitas dan Efektifitas
competencies.
Promosi Pendidikan Multistrata
(2). Evaluate policies to implement
minor cluster and other supporting (1) Meningkatkan efektifitas promosi
courses for Major-Minor curriculum untuk program Sarjana, Pascasarjana
for the undergraduate students. dan Diploma pada peningkatan
jumlah dan kualitas pendaftar
37
(3). Encourage and assist the academic' Melalui pengembangan promosi
BAB 4
departments for the international yang 'cost-effective', perbaikan mutu
accreditation, especially for those pelayanan kepada mahasiswa, dan
which have been A-rated by pengembangan, dan peningkatan
National Accreditation Board. The intensitas cakupan penyebaran
accreditation will support Bogor materi promosi ( promotion kit ),
Agricultural University to be a roadshow ke berbagai daerah dan
competitive university and sekolah serta publikasi di media
internationally recognized. massa
(4). E n c o u r a g e a n d a s s i s t t h e (2) Memperkuat kerjasama profesional
departments to improve their di tingkat nasional dan internasional
educational program activities, in yang dapat mendorong peningkatan
their effort to achieve B-rated by kompetensi dan daya serap lulusan
BAN. melalui kerjasama penelitian bagi
3. Improve the Intensity and Effective mahasiswa, kewirausahaan, praktek
Promotion for Multilevel Educational kerja, dan magang yang pada
Programs akhirnya akan bermuara pada
(1). Improve the effectiveness of the peningkatan kompetensi dan
promotion program for the penyerapan lulusan.
Undergraduate, the Graduate and 4. Peningkatan Mutu Kurikulum dan

Diploma of Bogor Agricultural Penyelenggaraan Pendidikan Program
University, by utilizing “cost Diploma
effective” methods. Moreover, (1) P e n y e m p u r n a a n k u r i k u l u m
Bogor Agricultural University Program Diploma untuk memper-
should improve its external service kuat kompetensi lulusan yang
for the prospective students. Finally, sesuai dengan kebutuhan dunia
the university should improve the kerja yang kompetitif.
design and contents the promotion
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(2) Peningkatan kerjasama kemitraan

kits, expand its market distribution,
dengan swasta/pengguna lulusan
and utilize external marketing
dalam perumusan kompetensi,
services such as planning road
proses pengajaran, praktek kerja,
shows outside Bogor, as well as
dan penyerapan lulusan.
through mass media.
(3) Penguatan kompetensi dosen dalam
(2). Strengthening and expanding the
penyelenggaraan pendidikan
national and international
vokasional
collaborative network, by
encouraging faculty members to be
38
the active members of scientific as
BAB 4
well as professional associations. By
having research collaboration, on
the job trainings programs and the
cooperation networks, will enable
university to improve the
competencies of competitiveness
students in the labor market,
entrepreneurships, field works
4. Improving the Curriculum Quality and
the Implementation of Diploma Program
(1). Standardize the curriculum of
Diploma Program to improve the
competencies of the new graduates
to be more competitive in the labor
market.
(2) Strengthening and expanding the
cooperation network with private
companies/prospective employers

of the new graduates, particularly
for the formulation of their
competencies, learning process, on
the job training programs, and job
availability.
(3). Strengthening the competencies and
the qualification of the Lecturers for
the implementation of the vocational
education programs.
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4.1.2 Improving the Research Quality and 4.1.2. Peningkatan Kualitas Penelitian dan
Community Services Pengabdian kepada Masyarakat
The development of Pillar on Research Pengembangan pilar peningkatan
Program and Community Services of Bogor kualitas penelitian dan pengabdian kepada
Agricultural University will be focused on masyarakat meliputi 3 fokus kebijakan,
three policies as follows: sebagaimana diuraikan di bawah ini.
39
1. Enhance the International Academic 1. P e m b i n a a n K u a l i t a s P e n e l i t i a n
BAB 4
Reputation and Accreditation in Khususnya Penelitian Terobosan
Research Bertaraf Internasional
(1). To improve the quality of human (1). Mengembangkan kualitas peneliti
resources especially for lecturers, diarahkan pada peningkatan
scientists, and students of Bogor kemampuan dosen, peneliti, dan
Agricultural University on desig- mahasiswa untuk melakukan
ning and implementing research kegiatan penelitian, termasuk di
programs, specifically on research dalamnya dalam menguasai dan
methodology, to enable them mengembangkan metodologi
implementing research-based penelitian,
teaching and learning programs; (2). Mengembangkan kualitas sumber-
(2). To improve the institutional daya penelitian diarahkan pada
management of research capacity, to peningkatan dana penelitian untuk
pursue collaborative research with meningkatkan jumlah dan kualitas
partners in terms of research penelitian serta peningkatan kualitas
process, funding and publication. As sarana dan prasarana penelitian yang
outstanding research and teaching memenuhi standar internasional,
require high quality buildings and (3). Meningkatkan kualitas materi dan
facilities, Bogor Agricultural hasil penelitian yang relevan dengan

University with international kebutuhan untuk pengembangan
reputation should improve the ilmu itu sendiri, untuk pendidikan,
overall condition of all research untuk kepentingan usaha, serta
buildings and facilities that fit to the masyarakat. Untuk itu perlu
international standard. pengembangan kegiatan penelitian
(3). To improve the quality of research berbasis prioritas, terutama:
programs and its products by giving a. Penelitian yang secara detail dapat
priority to address the issues of the memberikan solusi terhadap
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nation. It is expected that the persoalan kedaulatan dan

proposed research projects will ketahanan pangan, baik
contribute to generate new kelangkaan bahan pangan, krisis
knowledge to increase nation's agraria, maupun kemiskinan
competitiveness, the improvement petani, nelayan, peternak, dan
of educational systems, and the masyarakat sekitar hutan;
development of business, and to b. Penelitian yang terfokus dalam
make further significant menemukan solusi untuk
contributions to community.
40
Accordingly, Bogor Agricultural menjawab kebutuhan energi
BAB 4
University should prioritize its terbarukan berbasis sumberdaya
research programs on the following alam;
topics: c. Penelitian yang mengarah kepada
a. Topic of researches that address upaya rehabilitasi dan konservasi
the issue on food security, which sumberdaya dalam kerangka
include the food scarcity, pembangunan berkelanjutan dan
agrarian reforms, poverty berkeadilan
among farmers, fishermen,
2. Pengelolaan dan Pemanfaatan Hasil
dairy farmers, and the forest
Penelitian
communities;
Pengelolaan dan pemanfaatan hasil riset
b. Research programs on the
perlu diikuti dengan pengembangan
utilization natural resources for
knowledge management untuk mensintesis
renewable sources of energy,
produk-produk penelitian sehingga hasil
this program is to respond the
riset memiliki manfaat sosial dan
energy problems; and
ekonomi bagi pengembangan pertanian
c. Research programs on the dan masyarakat
rehabilitation and biodiversity
(1). M e n i n g k a t k a n kualitas
resources conservation, with
perlindungan dan dayaguna HKI

focus on the sustainable
melalui perlindungan teknis dan
development and justice.
perlindungan non teknis yang
2. The Management and Dissemination of meliputi hukum dan reputasi.
Research Products Penetapan bentuk perlindungan
The management and the utilization of dilakukan berdasarkan teknologi
research products will be followed by the yang bersangkutan, pasar potensial,
development of “Knowledge Management dana yang tersedia, serta karakter
Systems”, which will synthesize the rejim HKI yang dituju.
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Bogor Agricultural University research (2). Mengembangkan kemitraan dalam
products to ensure that the University's komersialisasi hasil penelitian,
research activities are exploited and melalui pengembangan kerjasama
disseminated for the benefit of society, riset dengan swasta melalui
particularly the development of tropical mekanisme yang fair dan saling
agriculture and human resources menguntungkan, serta mendorong
development.
pemanfaatan dana Corporate Social
(1). Improving the quality and efficiency Responsibility (CSR), menopang
of patent and other intelectual siklus pengembangan proposal riset
41
property rights, and supports the unggulan secara berkelanjutan, dan
BAB 4
exploitation of intellectual property peningkatan citra publik terhadap
created by the Bogor Agricultural produk riset.
University's researchers for the (3). Mengembangkan publikasi hasil-
benefit of the Indonesian economy, hasil penelitian, melalui
while ensuring that the financial dokumentasi dan publikasi
rewards flow back to the University, internasional, mendorong para
its departments, and its individual dosen dan penelitinya untuk aktif
inventors. HKI of Bogor Agricultural terlibat dalam berbagai forum ilmiah
University files new patent internasional, diantaranya seminar,
application and will assist technical konferensi, workshop, serta
as well as non-technical support for
keterlibatan dalam keanggotaan
the inventors to apply for licensing
organisasi profesi internasional
intellectual property.
(4). M e n g e m b a n g k a n i n s t i t u s i
(2). Developing relationships with pelayanan dan pendampingan
potential research funders in order to masyarakat secara terpadu, sebagai
make greater opportunities available pintu bagi masyarakat yang
to researchers. It will provide membutuhkan hasil penelitian
resources (for example from the John maupun pelayanan konsultasi,
Fell OUP Fund) to support innovative melalui tropical agriculture services

projects and proof-of-concept work showroom yang didukung fasilitas
that is at too early a stage to be put to database dan IT yang canggih serta
an external sponsor. It will also penguatan hubungan dengan petani
provide start-up funds for early dan nelayan sebagai komitmen IPB
career researchers. dalam membangun dan
(3). Improving the dissemination of mensejahterakan masyarakat
research products by facilitating pertanian tropika.
international engagement initiated by
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Bogor Agricultural University 3. Pengembangan Kelembagaan Penelitian

academic staff, ranging from yang Terarah
conferences and visits to student Kebijakan ini memfokuskan pada
exchanges and research pengembangan kegiatan penelitian yang
collaborations, as well as bersifat multidisiplin, interdisiplin, dan
memberships of professional transdisiplin. Dalam hal kelembagaan
associations, ensuring that any penelitian tersebut, perlu pengembangan
engagement with external partners sistem evaluasi kelembagaan penelitian
meets Bogor Agricultural University secara periodik dikaitkan dengan
42
academic objectives. perubahan orientasi dan prioritas
BAB 4
(4). Developing institutionalization of penelitian serta dikaitkan dengan
integrated research and community efisiensi penyelenggaraan penelitian.
services of Bogor Agricultural Selain itu, kelembagaan penelitian
University, will encourage the diarahkan pada klasifikasi sebagai
institutionalization research berikut :
develop-ment of new and a. Kelompok Kerja Peneliti (Researcher
interdivisional research Working Group)
collaborations, for example in areas b. Pusat penelitian (Research Center)
such as enterprise and the c. Lembaga Penelitian (Research
environment and bio-medicine. Institute)
Colleges will also continue to play an
active role in the fostering of
interdisciplinary research initiatives.
3. Developing the Research Capacity of
Development research capacity of Bogor
Agricultural University is intended for
the development of multidiscipline,

interdiscipline, and transdiscipline
research programs. Within the period
2008-2013, Bogor Agricultural University
should establish a centralized
mechanism and criteria for proposed
external funding initiatives based on the
cost and benefits for Bogor Agricultural
University. At a minimum, the criteria
should include:
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a. Researchers working group;
b. Research centers; and
c. Research Institute
4.1.3 Improving the social welfare 4.1.3. Peningkatan Kesejahteraan
The development of Pillar for the social Pengembangan pilar peningkatan
welfare will be focused on the three policies kesejahteraan meliputi 3 fokus kebijakan,
as follows: sebagaimana diuraikan di bawah ini.
43
1. Increase the Fringe Benefits 1. Pengembangan Jaminan Sosial (Fringe
BAB 4
(1). Develop social security systems for Benefit)
lecturers and staff which will be (1). Mengembangkan sistem jaminan
implemented in the form of health sosial bagi dosen dan tenaga
insurance, policlinic and ambulance kependidikan mencakup jaminan
services, daily commuter Bogor- kesehatan dalam bentuk asuransi
Darmaga Campus, in campus kesehatan, pelayanan poliklinik dan
transportation, bicycles for students ambulan, transportasi pulang dan
and staff, down payment for pergi menurut rute Bogor-Kampus
housing scheme, and Idul Fitri Darmaga, komuter di lingkungan
Bonuses. kampus darmaga, pelayanan sepeda
(2). I m p l e m e n t a c o m p r e h e n s i v e kampus, bantuan uang muka
compensation strategy that is perumahan, dan tunjangan hari
affordable within the university raya.
resources. Bogor Agriculutural (2). Meningkatkan standar insentif
University offers a competitive cash pendidikan, penelitian dan
compensation program, especially pengabdian kepada masyarakat
the unit cost in implementing diarahkan pada unit biaya per beban
education, research and community masing-masing program/
services in ech of their program/ matakuliah khususnya bidang

subject. Whereas for research and pendidikan, sedangkan untuk
community services, variable bidang penelitian dan pengabdian
compensation will be given for those masyarakat didasarkan pada
who have establihed cooperation kemampuan dalam membangun
networks which are benficial for relasi dan jaringan kerjasama yang
Bogor Agricultural University. dapat berkontribusi bagi
(3). D e v e l o p p e r f o r m a n c e b a s e d pengembangan IPB.
insentive systems for lecturers based (3). Mengembangkan sistem insentif
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on the criteria indicators. Bogor berbasis kinerja, bagi dosen dalam

Agricultural University believes melaksanakan kegiatan akademik
strongly in rewarding performance nya berdasarkan pada pencapaian
Wherease for skilled education staff, indeks kinerja dosen, sedangkan
their evaluation will be based on bagi tenaga kependidikan
their achievements in implementing berdasarkan pada capaian kinerja
their strategies and managerial jobs bulanan dalam melaksanakan tugas
as reported on their monthly strategis dan fungsi manajemen IPB.
performance.
44
2. Fund Raising 2. Penggalangan Usaha (Fund Raising)
BAB 4
(1). Expand the established professional (1). Meningkatkan jejaring kerjasama
network for the benefit of Bogor profesional untuk memberikan
Agricultural University, especially manfaat sebesar-besarnya bagi IPB
for the increment of the communityl dan berdampak pada peningkatan
welfare of its staff. It is necessary to kesejahteraan. Evaluasi terhadap
evaluate the on-going business kontrak-kontrak yang sudah
contracts, as well as to initiate the berjalan dan persiapan kontrak
mutual cooperation with kerjasama profesional yang telah
government and private institutions diinisiasi perlu informasi yang rinci
working on the same interest with dan menerapkan prinsip saling
Bogor Agrcultural University. memperoleh manfaat yang adil bagi
Criteria for establishing networks semua pihak.
should be cleary informed in (2). Mengembangkan sistem reward
advance. dalam kerjasama profesional
(2). Bogor Agricultural University diarahkan pada penghargaan
believes strongly in rewarding profesi individual dan institusional.
performance. Bogor Agricultural Penghargaan profesi individual
University offers a competitive cash didasarkan pada tingkat keilmuan,
dan keterlibatan dalam inisiasi dan

compensation program, which
includes base pay, variable pelaksanaan kerjasama. Sedangkan
compensation for all employees, reward institusional terkait dengan
quarterly bonuses, and commissions hak properti atas karya intelektual,
for sales personnel. Professional management fee, pencitraan institusi,
reward will be based on the dan keberlanjutan kerjasama.
professionalism rank, and their 3. Penggalangan Trust Fund
involvement and implemention of Sumber dana untuk beasiswa bagi
the proposed project. Whereas for mahasiswa, dosen dan tenaga
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institutional rewards will based on kependidikan di antaranya berupa dana
the property rights of the intelcetual pemerintah (APBN, APBD dan instansi
works, management fee, pemerintah lainnya), sponsor dari
institutional image, and project perusahaan/lembaga swasta di tingkat
renewal. nasional dan internasional yang tidak
3. Trust Fund Development mengikat. Upaya penggalangan dana
dilakukan melalui promosi yang intensif,
The source of financial budget for
kerjasama program yang melibatkan
students support, faculty members and
mahasiswa, dosen dan tenaga
45
educational skilled staff of Bogor kependidikan, hibah dan pinjaman
BAB 4
Agricultural University is from the lunak.
national budget (APBN) through DIPA
(Daftar Asian Pelaksanaan Anggaran or
proposal for implementation budget),
and the Local Government Budget
(APBD), and unbonded sponsored from
corporations/private institutions locally
and internationally. Efforts will be made
to funding support by intensive
promotion, cooperation networks that
involve students, faculty members,
skilled educational staff, grants and soft
loan.
4.1.4. Developing of Capacity Resorces 4.1.4. Peningkatan Kapasitas Sumberdaya

The development of university resources Peningkatan kapasitas sumberdaya
will be focused on four policies which will meliputi 4 fokus kebijakan yang
closely related with capacity resources, berhubungan dengan kapasitas lembaga,
personnel management, and the tangible and individual SDM, aset tangible maupun
intangible assets. With regard to the asset intangible. Dalam hal pengelolaan aset, TAP
management, according to the Board of MWA Nomor 59/MWA-IPB/2007 bahkan
Trustees in the Letter Decision No. 59/MWA- telah memberikan arahan kebijakan bahwa
IPB/2007, the Board has approved that the seluruh aset aset yang dimiliki IPB harus
Bogor Agricultural University's assets are dikelola secara efisien, transparan dan
protected and managed efficiently, to reflect akuntable untuk sebesar-besarnya kemajuan
transparency and accountability, for the pendidikan dan riset maupun kesejahteraan
improvement of educational, and research seluruh warga IPB. Fokus kebijakan
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programs and the social welfare of the entire peningkatan kapasitas sumberdaya
staff of Bogor Agricultural University. Focus diuraikan sebagai berikut:
of the Capacity Building development of
1. Pengembangan Jiwa Kewirausahaan
Bogor Agricultural University will explained
Sivitas Akademika
as follows:
Pengembangan jiwa kewirausahaan
1. Development of Entrepreneurships sivitas akademika diwujudkan terutama
among University Communities melalui upaya nyata pengembangan
To accelerate engagement of Bogor Satuan Usaha Akademik (SUA). SUA
46
Agricultural University communities in diselenggarakan oleh Departemen,
BAB 4
natural economic development with Fakultas, Pusat atau Lembaga diluar
focus on entrepreneurships through the kegiatan akademik sebagai penerapan
development of Academic Business Unit bidang IPTEKS untuk melayani
(SUA). These business units are kebutuhan masyarakat di luar Institut.
implemented by academic departments, SUA diharapkan sebagai cikal bakal
and Faculties, as the application of berbagai pengembangan berbagai
“Science and Technology” in extending kepakaran dan teknologi, sehingga
their services. The achievements made by diharapkan jumlah SUA yang
SUA will be utilized as the embryo for berkembang di lingkungan Institut
further development of other SUA in all mendekati jumlah unit kerja yang ada.
Faculty units of Bogor Agricultural 2. Pengembangan Satuan Usaha
University. (1) Meningkatkan profesionalisme
2. Development of Business Units Satuan Usaha Penunjang (SUP).
(1). Improve the professional perfor- (2) Mengembangkan bisnis berbasis
mance of the Supporting Business teknologi dan kepakaran
Units; (3) Mengembangkan binis berbasis
(2). Develop the technology and expert- pemanfaatan aset lahan
ise based business; (4) Membentuk Komite Pengem-

(3). D e v e l o p B o g o r A g r i c u l t u r a l bangan dan Kajian Bisnis.
University's assets based business; 3. Penguatan Peran Eksternal
and (1) Meningkatkan promosi dosen IPB
(4). Establish a Committee on Business sebagai pakar tingkat nasional
Development and Evaluation. maupun internasional,
3. Strengthening the External Funding (2) Memperkuat peran IPB dalam
Sources pembangunan berbagai bidang,
(1). Encourage and promoting the Bogor (3) Memperkuat citra IPB sebagai icon
CHAPTER 4
Agricultural University faculty untuk tropical agriculture pada taraf
members to serve as visiting internasional
professors in Indonesia and (4) Mengembangkan unit unggulan
overseas universities and colleges; baru ( expanded developmental
(2). Improve the important role of Bogor periphery).
Agricultural University in the 4. Penguatan Jejaring Kerjasama
various development programs;
(1) Meningkatkan peran alumni serta
(3). Enhancing reputation and interna-
peningkatan kerjasama dengan
tionally recognization, by defining
institusi pemerintah (pusat dan
47
the image of Bogor Agricultural daerah), lembaga-lembaga
BAB 4
University as an icon for Tropical internasional maupun dengan
Agriculture; and dunia usaha (swasta dan BUMN)
(4). Expanded developmental Periphery merupakan prioritas yang akan
dilaksanakan.
4. Develop the Cooperation Networks
(2) Mengembangkan jejaring kerjasama
(1). Strengthening and improving the luar negeri.
relationships with alumni by
increasing the number and
frequencies of activities, as well as
improving the cooperation networks
with government institutions
(Central and Regional), international
institutions as well as private
companies and Stated-own Business
Enterprises, are priorities program
which will be implemented; and
(2). I m p r o v i n g t h e i n t e r n a t i o n a l
cooperation network.
4.1.5 Strengthening of the Management 4.1.5. Penguatan Sistem Manajemen

System Sejalan dengan tuntutan leadership suatu
Responding to the paradigm shift, in the organisasi moderen seperti halnya GUG,
context of autonomy and decentralization, dalam berbagai skenario baik kemampuan
Bogor Agricultural University should dasar pendanaan IPB maupun kondisi krisis
consistently improve its institutional capacity keuangan global dalam hal penguatan sistem
and measure quality toward a participatory manajemen IPB memfokuskan pada 3 hal
standard. In addition, Bogor Agricultural yang mendasar bagi berlangsungnya suatu
CHAPTER 4
University should establish good university GUG yaitu sebagai berikut:

governance reflecting transparency, 1. Peningkatan Keprimaan Organisasi dan
accountability, responsibility, integrity, and Tatakelola
fairness. Establish performance evaluation
Peningkatan efektivitas dan
instrument (Minimum Service Standard and
produktivitas organisasi IPB melalui: (1)
Cost analysis Standard) as follows:
melakukan review terhadap struktur
1. E x c e l l e n c e O r g a n i z a t i o n a n d organisasi: optimalisasi peran dan fungsi
Management Komite Pengembangan dan Kajian Bisnis
Improving the effectiveness and ize the sebagai financial comptroller untuk SUP,
48
productivity of Bogor Agricultural SUA dan SUK; reformasi tugas pokok
BAB 4
University management by the following dan fungsi (tupoksi); dan
actions: (1). Review the existing penyempurnaan manual mutu,(2)
organization structure: optimalize the pengawalan aturan perilaku (perbaikan
role of Committee on Business manual mutu, penerbitan petunjuk
Development and Evaluation as financial teknis dan petunjuk pelaksanaan), (3)
controller of SUP, SUA, and SUK, and pemantapan sistem audit, (4)
reform the jog descriptions; and pengawalan implementasi sistem
standardize the quality manual; jaminan mutu, (5) reklasifikasi unit
Standardize the Quality Manual; (2). tanggung jawab (responsibility centres), (6)
Improvement of the quality of human pengelolaan keuangan terpusat, (7)
resources and infrastructure kuantitas dan kualitas sumberdaya
management by planning, integrating manusia yang propor-sional, terutama
accurately, focusing on the development terselenggaranya rekruitmen terbuka
area by considering the balance of activity (vertikal dan horizontal) dan pembinaan
and the availability of the required tenaga kependidikan, (8) pelayanan
resource (Endeavour to optimize the fasilitas dan properti yang prima, (9)
added value of products having integrasi sistem informasi dan
international prospect); (3). Standardize komunikasi data yang konsisten, dan (10)
audit system; (4). Standardize the quality pelayanan tata hukum yang memadai.

assurance; (5). Reclassifying the
2. Peningkatan Akuntabilitas
responsibilities centers; (6) Centralize
financial management systems; (7). The Mengoptimalkan tingkat akuntabilitas
quantity and quality of the human institusi melalui: (1) penerapan
resources should be proportional, in manajemen berbasis kinerja, (2)
particular in implementing open perencanaan strategis, (3) penerapan
recruitment (vertical and horizontal), and perencanaan kerja dan anggaran berbasis
their professional development; (8). The kinerja, (4) pengukuran kinerja, (5)
penyempurnaan sistem akuntansi, (6)
CHAPTER 4
quality service in its facilities and
properties; (9). The establishment of pelaporan keuangan, (7) perbaikan
integrated of information systems and sistem pengendalian internal.
consistent data communication; (10). 3. Peningkatan Transparansi
Appropriate legal services. Mengoptimalkan tingkat transparansi
2. Accountability institusi melalui: (1) pengelolaan dan
transparansi penyebaran informasi, (2)
The establishment of the financial report
internalisasi sistem informasi manajemen
complying with the a standard
berbasis teknologi informasi, (3)
accountancy system, in: (1). The
49
implementation of performance based peningkatan kemudahan akses terhadap
BAB 4
management; (2). Strategic Plan; (3). informasi kepada stakeholders dan publik.
Encourage staff to prepare work
programs and implement their jobs
accordingly, as well as performance
based annual budget; (4). Measurement
of work performance; (5). Standardize
accounting system; (6). Audit report; (7).
Improving the internal control system.
3. Transparency
To improve the management system of
the institutional level of the institution,
through: (1). The management and the
transparency in the dissemination of
information; (2). Internalize the
Information Technology based
management of information system; (3).
Ensuring access to accurate and timely
information to the stakeholders and
general public.
4.2 Strategic Plan of Bogor Agricultural 4.2. Program Strategis IPB 2008-2013
University 2008-2013 Keterkaitan kontribusi program strategis
The closely connected contribution of the untuk masing-masing pilar strategis
five respective strategic Pillars of Bogor pengembangan IPB tahun 2008-2013
Agricultural University Development Plan terhadap rencana strategis pembangunan
2008-2013 for the national development of pendidikan tinggi secara nasional disajikan
pada Gambar 4.3. Masing-masing program
CHAPTER 4
higher education institutions in Indonesia is

presented at the Figure 4.3. The plan aims to strategis tersebut dalam rentang waktu
bring together thinking across all areas of the implementasi tahun 2008-2013 diharapkan
University, within the 2008-2013 period, as akan mewujudkan visi IPB 2013. Struktur
the foundation of the university's vision for dari program strategis di atas dalam
2013. The structural and strategic programs to mencapai visi IPB 2013 disajikan pada
achieve the university's vision for 2013 is Gambar 4.4.
presented at the Figure 4.4.
50
The 2008-2013 strategic plan of Bogor Program/sub program strategis IPB
BAB 4
Agricultural University aims to bring tahun 2008-2013 merupakan serangkaian
together thinking across all areas of the aktivitas yang penyelenggaraannya
University, in order to provide an effective dilakukan pada tiap tingkat dan unit kerja
overall strategy. It outlines a framework for IPB. Masing-masing program/sub program
the work of Bogor Agricultural University saling terkait satu sama lainnya untuk
over the next five years, setting out from the mendukung tercapainya visi IPB 2013.
premise that the University's work should Untuk melihat keterukuran capaian kinerja,
continue to be guided by the core values and berdasarkan manajemen berbasis kinerja
objectives articulated in 2008. To appraise the dengan pendekatan BSC, tingkat keterkaitan
work performance against the performance antar program/sub program dalam
based indicators, and to show the integrated mencapai visi IPB 2013 tersebut, disusun
level of program/sub-programs to achieve dalam suatu peta program strategis IPB
2013 Bogor Agricultural University vision, tahun 2008-2013 sebagaimana disajikan pada
the Roadmap of Strategic Program of Bogor Gambar 4.5.
Agricultural University was designed. The
Roadmap of Strategic Program of Bogor
Agricultural University is presented at Figure
4.5.

CHAPTER 4
51
BAB 4
The Expansion Access Improving Relevante Strengthening the
and Equity of Quality and Management,
Education Quality Competitiveness Accountability,
Public Image
Expanding Access,
Improving Education Improving the Research Improving the Social Developing of Strengthening of
Quality and Students Quality and Community Welfare Capasity Resources the Management
Affair Services System
A1. Improvement the B1. To improve the C1. Fringe benefit D1. Development of E1. Health organization
quality of learning quality of research C2. Fund raising Entrepreneurships and management
process and the programs C3. Establishing trust among university E2. Improving
student body B2. To improve the fund communities accountability
A2. Define major-minor institutional D2. Development of E3. Improving
curriculum for management of business units transparency
undergraduate and research D3. Strengthening the
graduate students B3. To improve the external funding
A3. Improve the quality of research sources
intensity and programs and its D4. Develop the
effective promotion Products cooperation
for multilevel networks
educational
programs
A4. Improving the
curriculum quality
and the
Implementation of
diploma program
Figure 4.3. The Contribution of the Strategic Plan of Bogor Agricultural University
2008-2013 for the Development of Hihger Education Institutions in Indonesia
CHAPTER 4
52
BAB 4
Strategic Program Target Vision 2013
Improvement the quality of learning process and the
student body (A1)
Define major-minor curriculum for undergraduate and
graduate students (A2) To produce quality graduates,
Improve the intensity and effective promotion for who are capable to utilize
multilevel educational programs (A3) science and technology and
Improving the curriculum quality and the implementation have entrepreneurships
of diploma program (A4)
To improve the quality of research programs (B1)

Encourage innovation on
To improve the institutional management of research
capacity (B2) environmentally friendly of
science and technology to
To improve the quality of research programs and its
Products (B3)
support national development
To be the world
Fringe benefit (C1) class research
To increase the renumeration university with
Fund raising (C2)
and benefits for lectures, staff bioscience and
Establishing trust fund (C3) and students entrepreneurships
as its core
competence
Develop the entrepreneurships of university community

(D1)
Develop business units (D2) To mobilize the university
resources for maximum
Strengthening external funding (D3)
beneficial to the university
Improving the cooperation networks (D4)
Improve the healthy organization and management (E1)

To excel institutional
Improve the accountability (E2)
management systems, to be
Improve transparence (E3) accountable and transparence
CHAPTER 4
Figure 4.4. Structure of Strategic Programs to Support IPB 2013 Vision
53
BAB 4
Expanding Access, Improving the
Improving the Social Developing of
Improving Education Research Quality and
Welfare Capacity Resources
Quality and Students Affair Community Services
PROSPERITY
CUSTOMER E3.3 EXCELLENCE
EXCELLENCE A3 D3
C1
A2.2
B2
A1.6
D4
E3.6
ACADEMIC
B1
EXCELLENCE C2
A1
C3
A2
D1
B3
A4 D2
OPERATIONAL
EXCELLENCE E1 E2 E3
Strengthening of the Management System
CHAPTER 4
Figure 4.5. Strategic Development Program Map of IPB 2008-2013 Based on

Balanced Scorecard System
54
The Roadmap of Strategic Program of Roadmap program strategis IPB
BAB 4
Bogor Agricultural University shows the menunjukkan peta fokus sasaran “tahunan”
focus of the targets of its annual program/sub program yang bersifat
programs/sub-programs within 2008-2013. berkesinambungan atau diskret pada tiap
Steps to implement these annual tahun selama tahun 2008-2013. Urutan
program/sub-programs 2008-2013. The pelaksanaan dari program/sub program
development and implementation of specific strategis IPB tahun 2008-2013 juga sebagai
actions within this plan will be scrutinised penentuan prioritas tiap tahunnya
and monitored through the usual processes. dihubungkan dengan tingkat kepentingan
1. Excellence in Organization. Is the stakeholders dan kemampuan mengopt-
priority of programs/sub-programs for imalkan sumberdaya yang dimiliki IPB atau
2008. this program will focus on sumberdaya eksternal. Roadmap program
strengthening and finalizing the strategis IPB 2008-2013 (Tabel 4.6), dipilah
organization structure of Bogor menurut prioritas tahunannya menjadi
Agricultural University as adapted by the “Panca Prima”, yakni:
Board of Trustees in its Letter Decision 1. Prima organisasi. Merupakan prioritas
No. 77/MWA IPB/2008; program/sub program pada tahun 2008
2. Excellence in Transparency. Is the menitikberatkan pada penguatan peran
priority of programs/sub-programs for dari penyempurnaan organisasi IPB

2009, which focus on the promotion of sesuai TAP MWA No.77/MWA IPB/
transparency for policies of the 2008.
operational education, research, 2. Prima transparansi. Merupakan prioritas
community services, fund raising, and program/sub program pada tahun 2009
management systems; menitikberatkan pada terciptanya
3. Excellence in accountability. Is the transparansi dalam kebijak-an dan
priority of programs/sub-programs for operasional penyelenggaraan pendidik-
2010, which focus on promotion an, penelitian, pengabdian kepada
accountability for policies of the masyarakat, pembangkitan pendapatan,
CHAPTER 4
education programs, researches, dan sistem manajemen.
community services, fund raising, and 3. Prima akuntabilitas . Merupakan
management systems; prioritas program/sub program pada
4. Excellence in Accreditation. Is the tahun 2010 menitikberatkan pada
priority of programs/sub-programs for terciptanya akuntabilitas dalam kebijak-
2011, which focus on the internationally an dan operasional penyeleng-garaan
accredited of Bogor Agricultural pendidikan, penelitian, pengabdian
University' Departments and Superior kepada masyarakat, pembangkitan
pendapatan, dan sistem manajemen.
55
Research Centers (which will improve the 3. Prima akuntabilitas . Merupakan
BAB 4
rank of the Bogor Agricultural University prioritas program/sub program pada
to be the World Class University as well as tahun 2010 menitikberatkan pada ter-
its qualifications as the to be the Research ciptanya akuntabilitas dalam kebijakan
Based University). The increased number dan operasional penyelenggaraan
of University' Departments and Research pendidikan, penelitian, pengabdian
Centers with international accreditation kepada masyarakat, pembangkitan
will be the superior university for to pendapatan, dan sistem manajemen.
implement educational programs, 4. Prima akreditasi. Merupakan prioritas
researches, community services, fund program/sub program pada tahun 2011
raising, and management systems; and menitikberatkan pada tercapainya
5. Excellence in performance. Is the priority akreditasi internasional untuk berbagai
of programs/sub-programs for 2012- departemen atau pusat penelitian ung-
2013, which focus on its achievement to gulan (dan beriring dengan perbaikan
the “Research based University with ranking world class university serta
tropical agriculture and bioscience as its terpenuhinya beberapa indikator kinerja
core activity and entrepreneurships RBU). Peningkatan jumlah departemen
characteristics. The achievements will be atau pusat yang terakreditasi internasio-
reflected in its Academic' Departments nal, akan memposisikan IPB sebagai
perguruan tinggi unggulan dalam hal
works, as well as internationally

accredited centers, educational penyelenggaraan pendidikan, peneliti-
programs, researches, community an, pengabdian kepada masyarakat,
services, fund raising, and management pembangkitan pendapatan, dan sistem
systems. manajemen.
5. Prima prestasi. Merupakan prioritas
program/sub program pada tahun 2012-
2013 menitikberatkan pada tercapainya
prestasi “Menjadi perguruan tinggi ber-
CHAPTER 4
basis riset kelas dunia dengan kompetensi

utama pertanian tropika dan biosains serta
berkarakter kewirausahaan”. Hal ini
tercermin pada karya-karya berprestasi
departemen dan pusat yang terakredita-
si internasional dalam hal penyelengga-
raan pendidikan, penelitian, pengabdian
kepada masyarakat, pembangkitan
pendapatan, dan sistem manajemen.
56
BAB 4
Table 4.6 Roadmap Strategic Program Bogor Agricultural University 2008-2013
Strategic Strategic Time Frame (Year)
No Sub Program Target
Pillar Program 08 09 10 11 12 13
1. Quality
Expanding Improving the Expansion of the “Quality Increased net enrollment
education
acces, for quality of educations for all rates, and improved the
all, and the
improving education programs” at the Multi quality of learning process, * * * * * *
improvement
education process and strata (levels) offers by and student outcomes
of education
quality and student body BAU
quality
studentsandaffair (A1) Improve the quality and The availability of complete
student body quantity of infrastructure infrastructure for learning
capable of supporting the process and research * *
learning process (Repair programs which are modern
and rehabilitation of older and efficiencies
facilities that include class Qualified to be appraised as
rooms, laboratories, the Research -Based
library, teaching farms, University, as well as the
student centers, sport World Class university * * *
centers, student banking,
and bursa corners
Improving quality by Effective implementation on
focusing on relevance, the utilization of
academic atmosphere, Department’s resources
institutional * * *

management,
sustainability, and
efficiency
Create and support more Develop students
opportunities for intellectual capability to
students to participate in become responsible
both the extra-curricular citizens
and curricular activities, The improved the
* * * *
to develop students to student quality as well as
acquire soft-skill and its activities
entrepreneurships
Develop and support the Self-built capacity to develop
CHAPTER 4
alumni to be the qualified businesses * * *
entrepreneur
Standardize the Evaluation and deepen The Mayor-Minor
Mayor-Minor the implementation of curriculum will be well-
curriculum for mayor-Minor curriculum Implemented and assessable
the multistrata offer for the * *
level of educati- undergraduate and
on program graduate programs
(A2)
57
BAB 4
Evaluation of the policies The established policies to
to implement Minor evaluate the implementation
clusterization and the of Minor clusterization and
supporting course the supporting course
curriculum for the Mayor- curriculum for the Mayor- * * * * *
Minor for both the under- Minor for both the
graduate and graduate undergraduate and graduate
study programs study programs
Offering study programs Academic’ departments
that internationally with international
recognized accreditations will be
identified * * * * * *
Achieved the international
accreditation
Improving the quality of A-rank accreditation will
program with B-rank be achieved by all * * * * *
accreditation program will
Create and Intensify and expand the Raise admission standards
implement promotion program for for prospective students to
marketing effective marketing of the Bogor Agricultural
program that Undergraduate, the University * * * * * *
effectively Graduate and Diploma

promote the Programs
Multi-strata Leverage factors of The length of the alumni
education alumni to be successful to who are waiting for jobs in
offered (A3) obtain jobs in the labor the labor market has been * * * * *
market reduced
Improving the Define curriculum for The relevance of curriculum
curriculum Diploma Program which with the most demanding job
quality and the are competitive and relate market have been improved * * * *
implementation to the most demanding
of Diploma job market
Program (A4) Improve the cooperation Increased the number of
CHAPTER 4
networks with private companies open for

companies/prospective internships/field works of * * * * *
employer of alumni students, as well as willing to
recruit them
Improve the Faculty The competencies of faculty
competencies for members for vocational
vocational education education have been * * * * *
improved
58
BAB 4
2. Improving
To excel the The develop- The development of Improved the qualification of
research quality
and ment of applied research quality researchers in implementing * * * * *
and community
community research research programs
service
services internationally Improve the research Increased the funding
programs recognized (B1) capacity of the university sources for research * * * * *
programs
Improve the relevance Increased the number of
and the quality of priority – based research * * * * *
research material programs
The manage- Improve the patents Increased the number of
ment and the quality and intellectual patented research products
utilization of rights as well as copy righted * * * * *
research publications
products (B2) Develop collaboration Increased the number of
with local and inter- patented research products
national agencies/ and translate those
institutions which are intellectual property into * * * * * *
ready to translate the commercialized ventures
intellectual property into
commercialized ventures

Publish the research The increased number of
reports articles appear in local and * * * * *
international journals
The development of The establishment of the
institutional services and integrated community
integrated community services * * * *
empowerment
The develop- The development of Increased the number of the
ment of research research organization for number of research
organization for the directed research organizations
the directed programs (institutionalized) of applied * * *
research researches
CHAPTER 4
programs (B3)
3. Improvement
Improving the Improvement of Development of social Substantially increased the
of salary
social and
welfare fringe benefits welfare including the availability of social welfare
social welfare (C1) health insurance for for Faculty members and the * *
Faculty members and the Educational staff
educational staff
Increasing the incentive Substantially increased the
standard for education availability of incentive for
and research and Faculty members and the * *
community services Educational staff
59
BAB 4
Increasing the Substantially increased the
performance based availability of incentive for
incentive, as profit from Faculty members and the
commercial business, for Educational staff based on * * * *
Faculty members and the their performance indicators
educational staff
Fund raising The establishment of the Substantially increased the
(C2) professional networks for income for Faculty members
the improvement of social and the educational staff * *
welfare
The development of Substantially increased the
reward system for the income for Faculty members
establishment of and the educational staff as * *
professional cooperation resulted by the professional
networks
Trust fund (C3) Development of funding Increased the number of
support for students students who received
(scholarships), faculty funding support from the * *
members and educational Bogor Agricultural
skilled staff University
4. The develop-of
Developing The develop- Development of The operation of Academic
ment of the
capacity ment of entre- Academic Business Units Business Units in all Units of
Capacity
resources preneurships the Bogor Agricultural
Building character of the University * * * * *
university com-
munity (civitas
academika) (D1)
The Develop- The improvement of The implementation of
ment of professionalism of Professional Services and
Business Unit supporting units efficient provided by * * * *
(D2) Supporting Units
The development of The operation of
technological and professional Technological
CHAPTER 4
expertise based and Expertise – based * * * *

businesses businesses at Bogor
Agricultural University
The development of The operation of
Bogor Agricultural professional Asset - based
University Asset-based businesses at Bogor * * *
Business Agricultural University
60
BAB 4
The development of The Objective
Committee on “Business Recommendations made by
Development and the Committee on the *
Evaluation” Proposed Development of
Business Units
Sustainability of Intensifying the Increased the number of
university promotion of Faculty Faculty members of Bogor
external funding members of Bogor Agricultural University who
(D3) Agricultural University are recruited as expertise for
serving as expertise for local and international * * *
local and international institutions or organizations
institutions or
organizations
Strengthen the important The real contribution of
role of Bogor Agricultural Bogor Agricultural
University in various University in various * * *
Development Plan National Development Plan
will be increased
Strengthen the image of Bogor Agricultural
Bogor Agricultural University will be
University as an Icon for internationally recognized as * * * *

international tropical a Center for Tropical Biology
biology
Expanded development Improved service capacities
periphery * *
The establish- To place the alumni as Improved participation of
ment of strategic counterparts alumni in the intellectual and
cooperation cultural life of Bogor * * *
networks (D4) Agricultural University
Develop collaboration Expanded networks between
with central and local Bogor Agricultural
governments, state- Universities with central and
owned enterprises, local governments, state-
CHAPTER 4
private companies, non- owned enterprises, private
government companies, non-government
Organizations, local and Organizations, local and * * *
international funding international funding
organizations organizations international
international
agencies/institutions
which
61
BAB 4
5. Strengthening
Achieving Organizational Review the organizational The revised of the BAU By
of the manage-
good Health (E1) structure on the Laws
ment system
university establishment of SUP, The segregated of the
governance SUA and SUK; as well as function of Decision
the reformulation of their makers
job descriptions, and the Structural Organization
establishment of for Special Development
performance evaluation Programs ( Diploma
instruments Programs, the Extension
Programs, and Master and
Doctoral Programs) will be
well managed for their * * *
optimal
Structural Organization of
the Graduate School of
Bogor Agricultural
University has been
formulated
Structural Organization of
Professional Development
Programs has been
established
Promoting the basic The publicized of By laws
elements of good * *
governance
Standardize Audit Institutionalized
Systems mechanisms to ensure that
all units have been audited
regularly against all the * *
existing regulations
The prefer of external audit
Promoting the Improved the efficiency of
CHAPTER 4
implementation of education expenditure,

Quality Assurance Unit of caused by the activity of the * * *
Bogor Agricultural Quality Assurance
University
Reclassification of Responsibility centers have
responsibility centers been classified into four (4) * * *
centers
62
BAB 4
Centralized financial One gate policy for
management financial systems will be
implemented
Increased the total amount *
of Non-Tuition (SPP) and
non-DIPA funds
Career Development Plan, Open recruitment (vertical
especially for human and horizontal) and staff
resources of the promotion will be well-
educational programs implemented
Comprehensive,
centralized and integrated
Career and development
of Human Resources * * *
Development Plan will be
well-implemented
The establishment of
Human Resources
Development Plan Policies
for Non-Government Civil
Servants (PNS)

Excellence services for Improved services for
facilities and properties facilities and properties * * * * * *
Develop and integrate the The information systems
information systems and and data communication
the data communication have been integrated
consistently Improve the accessibility * * * *
to the Information
Networks
Appropriate legal services Improved the legal services * * * * * *
Define better Encourage the Performance-based
accountability implementation of management will be well-
* * * *
CHAPTER 4
systems (E2) performance-based implemented
management
Preparation of strategic The strategic plan for Bogor
plan Agricultural University will
be formulated and will be
function as the guidelines for
the University's operational
plan 2008-2013, the Rector's *
General Policy direction,
activities, the University's
annual budget and
operational units in each year
within the period.
63
BAB 4
Promoting working The allocated budget
systems and performance available at the RKA of
based financial budget Bogor Agricultural * * * * *
University
Defining and socialization Well-socialized of work
of work performance performance * * * * *
Standardize the The establish of fit and
accounting systems healthy (WTP) status * * *
Improve the financial Reports will be consolidated
reports * *
Improve the internal The implemented of adaptive
control systems monitoring and the *
transparency evaluation
Define better Policy formulation for the Policy for the management
transparency management and and transparency of
systems (E3) transparency of information will be * * * * *
information formulated
Finalize the Bogor All sub-systems services
Agricultural University have been well-connected
transition to a wireless electronically
* * * *
campus for better the The accuracy and rapidity

Information System for on-line services have
Management (SIM) been improved
Ensuring accessibility to Improved the accessibility to
accurate and timely accurate and timely
information on Bogor information on Bogor
Agricultural University Agricultural University by * * * *
by stakeholders and stakeholders and public at
public at large large
CHAPTER 4
64
Financial Strategy
Chapter 5
Strategi Pendanaan
The fiscal management policies of Pendanaan untuk pengembangan IPB
BAB 5
Strategi Pendanaan
financial for the Development Plan of Bogor tahun 2008-2013 mengacu kepada peraturan
Agricultural University 2008-2013 will be perundang-undangan yang berlaku,
based on the set of laws, regulations, kebijakan pemerintah dalam pembangunan
directives, or guidelines regarding state pendidikan tinggi nasional, kebijakan IPB,
owned university, government policies for program-program pengembangan IPB,
the development of higher education sasaran yang ingin dicapai, dan implementasi
institutions, Bogor Agricultural University program dalam dimensi ruang dan waktu.
Operational Plan, Development Program of Diperkirakan dalam tahun 2008-2013
Bogor Agricultural University, targets to be viabilitas pendanaan IPB masih menjadi
achieved, and the evaluation of kendala. Oleh karena itu, pembiayaan fokus
implementation the previous program pada penyelenggaraan program-program
during the specified time under review. pengembangan IPB yang memiliki dampak
However, the viability of the financial langsung pada pencapaian visi IPB. Hal ini
support for 2008-2013 is still a big question. dilakukan melalui penetapan skala prioritas,
Realizing these constraints, the utilization of misalnya dengan berpegang pada tema-tema
funding will only be focused for the program tahunan (roadmap), dengan tetap
implementation of Bogor Agricultural memperhatikan peningkatan
University' programs which will assist Bogor kualitas/kinerja yang dihasilkan dan
Agricultural University to achieve its Visions. penguatan kapasitas institusi.
5.1. Funding Sources and Strategies for 5.1. Sumber Dana dan Kebijakan Peneri-
University Development Program maan IPB
It is expected that the Development Plan Dana pengembangan IPB tahun 2008-2013
of Bogor Agricultural University 2008-2013 yang dapat diestimasi terutama yang
will receive funding support from the central bersumber dari dana pemerintah dan dana
government and the public funds. There is, masyarakat. Sumber dana lainnya meliputi
however, an interesting trend to increase bantuan luar negeri dan lembaga-lembaga
CHAPTER 5
community participation in financing higher pendanaan nasional dan internasional tetap
education through among others, private diusahakan secara maksimum terutama
Financial Strategy
donation, university industry collaboration, untuk penguatan investasi institusi.
and involvement of national and 1. Dana Pemerintah
international funding organizations for
Sumber dana pengembangan IPB tahun
strengthening the institutional capacities
2008-2013 dari dana pemerintah,
1. Government Funds meliputi:
Source of funding supports for the
Development Plan of Bogor Agricultural
65
University 2008-2013 are from the a. Dana Pemerintah Pusat dari APBN
BAB 5
Strategi Pendanaan
government. The government funding yang dituangkan ke dalam Daftar
sources are: Isian Pelaksanaan Anggaran (DIPA)
a. The source of fiscal budget for Bogor IPB untuk membiayai kebutuhan
Agricultural University is from the dasar/pembiayaan utilitas,
national budget (APBN) through pelaksanaan tugas pokok dan fungsi
DIPA (Daftar Isian Pelaksanaan I P B d a n p e m b i a y a a n
Anggaran or proposal for penyelenggaraan kebutuhan dasar,
implementation budget). These serta pembiayaan untuk pengem-
grants will be used to cover basic bangan IPB yang sifatnya reguler
activities of the university, such as (untuk pembiayaan kebutuhan
the implementation of the basic and minimal peningkatan penyeleng-
main functions of the University, the garaan pendidikan terutama untuk
Regular Development Plan (will be mendukung pengembangan pendi-
utilized for the development of the dikan program sarjana) dan kegiatan
undergraduate program), as well as yang sifatnya prioritas nasional
other national level activities such as (untuk pembiayaan beasiswa
bursaries for the undergraduate and program sarjana dan pascasarjana);
the graduate students. b. Dana Pemerintah Pusat dari APBN
b. The national budget (APBN) through yang dituangkan ke dalam DIPA
DIPA, which are administered by the departemen atau instansi pemerintah
other related Ministries/ terkait (non reguler) untuk
Departments. These grants will be membiayai program pengembangan
utilized to cover the non-regular melalui pembiaya-an program yang
development programs of Bogor bersifat penugasan khusus
Agricultural University. c. Dana Pemerintah Daerah dari APBD
c. Under the existing law on regional dalam rangka aktivitas kerjasama
autonomy, local government has untuk pembangunan daerah dan
CHAPTER 5
stronger capacity to support perluasan akses pendidikan

education sectors including tertiary ( p end i d i k a n s a r j a na ) m el a l u i
Financial Strategy
education. Participative financing program Beasiswa Utusan Daerah

structure of the local government (BUD)
budget (APBD) will be utilized to 2. Dana Masyarakat
provide scholarship for special
Sumber penerimaan dana masyarakat
students from those respective
untuk pengembangan IPB tahun 2008-
regional governments.
2013, meliputi:
66
2. Public Fund Flows a. Sumbangan Pembinaan Pendidikan
BAB 5
Strategi Pendanaan
Source of funding supports for the (SPP), meliputi SPP program sarjana
Development Plan of Bogor Agricultural reguler, program sarjana
University 2008-2013 are from the Public penyelenggaraan khusus, program
Funds, those external funds constitute of: sarjana alih jenjang, program sarjana
a. Tuition Fee (SPP): In light of the spirit beasiswa utusan daerah (BUD),
in increasing community program pascasarjana reguler,
participation in supporting Bogor program pascasarjana
Agricultural University, the penyelenggaraan khusus, program
University shall set its own tuition pascasarjana manajemen dan bisnis,
fees (SPP). The tuition fees will be SPP mahasiswa asing, dan SPP
imposed for the Regular program diploma.
Undergraduate Students, Special b. Non SPP untuk seluruh program
Degree Program, program sarjana (sarjana, pascasarjana, dan diploma),
alih jenjang; funding scheme for meliputi PPMB, perlengkapan
Utusan Daerah (BUD), School of the mahasiswa baru, wisuda, dan
Graduate Studies, the Graduate pengembangan institusi dan fasilitas
Studies for Magister Management, c. Pendapatan Non Komersial, meliputi
foreign students, and the Diploma beasiswa (seluruh program
Program. pendidikan non BPPS), auxiliary
b. Non -Tuition Fee (Non SPP) for the enterprise dan usaha lain, uang
entire programs (Undergraduates, asrama mahasiswa TPB, deposit
Graduates, and Diploma Program), asrama, PPKM, dies natalis, dan
including PPMB (The Committee for pendapatan lainnya.
the Admission of New Incoming d. Dana Kerjasama Penelitian dan
Students ), equipment for new Pengabdian kepada Masyarakat
students, the administration fee for yang dikoordinasikan oleh LPPM
graduation, funds for the institutional meliputi hibah bersaing, hibah tim
CHAPTER 5
and infrastructure development. pascasarjana, fundamental, insentif
c. Non-commercial Income: including riset dasar dan terapan, insentif
Financial Strategy
scholarships (all funding scheme for peningkatan kapasitas, insentif
Non-BPPS students), auxiliary percepatan difusi IPTEK, RAPID,
enterprises and other business Units, program KKP3T, dan sumber
rental fee of the dormitories, pembiayaan lainnya. Selain itu,
dormitory deposits, PPKM, Dies sumber pembiayaan penelitian dan
Natalis Activities, and other sources pengabdian kepada masyarakat
income.
67
d. In Indonesia, competitive funds are yang dikoordinasikan oleh fakultas-
BAB 5
Strategi Pendanaan
an important financing mechanism fakultas, dan kerjasama kreatif
for agricultural R&D, especially in lainnya.
university-led R&D Research Funds e. Usaha Komersial, meliputi hasil
for the Research Programs and usaha dalam bentuk pendapatan
Community Services. These funds dividen atau pembagian keuntungan
have been coordinated by the atas badan usaha komersial
Research Center and Community (perusahaan) yang sahamnya
Services (LPPM), those funds are: dimiliki IPB secara keseluruhan atau
Competitive Grants, the Graduate sebagian, diantaranya PT Bogor Life
Team Grants, Fundamental, Incentive Science and Technology (PT BLST)
Grants for Basic and Applied dan PT Prima Kelola Agribisnis dan
Research, Incentive Grants for Agroindustri, dan perusahaan lain
Capacity Development, Incentive yang didirikan selama tahun 2008-
Grants to Expedite the IPTEK 2013.
Diffusion, RAPID, KKP3T, and other f. Pendapatan lain-lain (pendapatan
funding sources. In addition, there are jasa program, jasa bank, donatur dan
other research funds which are lain-lain)
coordinated by Faculties, and creative Kebijakan penerimaan dana IPB tahun
cooperation grants for the respective 2008-2013 dengan memperhatikan sifat dan
Faculty' activities. besaran penerimaan IPB tahun 2007 dan
e. Commercial Business: Income perubahan sistem keuangan pemerintah,
generated by this Business Units are adalah sebagai berikut:
dividend and other Production 1. M e n i n g k a t k a n c a p a i a n b e s a r a n
Sharing of the Business owned by the penerimaan yang bersumberkan dari
University, or profits based on the DIPA IPB dan DIPA departemen atau
share, wholly or partly, as invested instansi pemerintah terkait melalui
by the Bogor Agricultural University, program-program kompetitif untuk
CHAPTER 5
such as PT Bogor Life Science and kegiatan riset dan pengembangan

Technology (PT BLST) and PT Prima institusi.
Financial Strategy
Kelola Agribusiness and

2. Mengoptimalkan perolehan penerimaan
Agroindustri, and other business the
dana masyarakat yang bersumberkan
Bogor Agricultural University plan to
dari SPP dengan tetap memperhatikan
establish within 2008-2013 period.
bantuan/subsidi bagi mahasiswa
The ideal format for government terutama mereka yang berada pada
recurrent budget should include both tingkat ekonomi menengah ke bawah.
operational and maintenance costs,
68
BAB 5
Strategi Pendanaan
determined by rigorous formula that 3. Mengoptimalkan penerimaan IPB dari
recognize the past and current performance dana masyarakat lainnya melalui
of the University, and the revised law for program kerjasama dengan berbagai
Finance. Policies to increase the proportion of lembaga nasional dan internasional
the Annual Budget for the Development Plan untuk penyelenggaraan kegiatan riset
2008-2013 are: dan pengabdian kepada masyarakat
1. Increase the total amount of Annual yang bersifat kompetitif atau hibah
Budget for Bogor Agricultural University termasuk dana corporate social
from the National Budget (APBN) responsibility (CSR).
through DIPA , as well as other 4. Meningkatkan penerimaan dari satuan
competitive funds for research program usaha (usaha penunjang dan usaha
specified by governmental komersial di lingkungan IPB) dengan
Ministries/Departments or related tetap memperhatikan aspek
institutions. keberlanjutan dan menguntungkan
2. Refine tuition and financial aid strategy melalui kerjasama pihak ketiga dan atau
to reflect Bogor Agricultural University usaha mandiri.
market position and distinctive value. In 5. Memperjuangkan penerimaan dana
order to encourage desirable enhanced bantuan internasional yang sudah
community participation, some schemes termasuk blue-book Bappenas RI untuk
of cross subsidy should be developed proposal research based university dan
within the University. pengajuan usulan-usulan baru untuk
3. Establish cooperation networks with world class university.
local and international funding and
research organizations for optimum
funding support. Bogor Agricultural
University should explore possibilities to
tap the available competitive grants for
CHAPTER 5
its research and community service
programs, as well as the corporate social
Financial Strategy
responsibility.
4. Maximize the income generating from
Bogor Agricultural University business
units (both the supporting and the
commercial business of the university
owned by the university or through the
joint venture), with respect to its
sustainability and profitability.
69
BAB 5
Strategi Pendanaan
5. Investigate international funding
opportunities available at the blue-book
BAPPENAS for research based university
and the improvement of World Class
University.
5.2. Functional and Policies for the 5.2. Fungsi dan Kebijakan Pengeluaran
Expenditure of the Annual Budget
Pengeluaran untuk pengembangan IPB
The expenditure for the Development dalam kurun waktu tahun 2008 2013 dalam
Plan of Bogor Agricultural University 2008- rangka melaksanakan fungsi-fungsi: (1)
2013 will be for: (1) In order to significantly peningkatan daya saing dalam menghadapi
contribute to the national competitiveness, era globalisasi dan akses ilmu pengetahuan
therefore, it is important to consistently baru dalam mengantisipasi problem
advocate higher allocation of public pengusangan; (2) penguatan otonomi IPB
resources, and at the same time continuously dalam lingkup otonomi keilmuan,
improve the efficient and effective use of the kemandirian dan pergeseran peran IPB
fund; (2). Strengthening the autonomy status sebagai perguruan tinggi berstatus BHMN;
of Bogor Agricultural University in scientific (3) berjalannya operasional harian IPB, dan
development, as well as the shifting status of (4) pemberian insentif dan disinsentif,
the University into the State-owned Legal terutama bagi: (a) perluasan akses dan
Entity Universities (BHMN); (3). Daily peningkatan kualitas pendidikan dan
progress of the operational plan of Bogor kemahasiswaan, (b) peningkatan kualitas
Agricultural University; (4). Incentive and penelitian dan pengabdian kepada
disincentive, specifically for: (a). The masyarakat, (c) peningkatan kesejahteraan,
expansion of access and the improvement of (d) peningkatan kapasitas sumberdaya, (e)
educational quality and student body; (b). penguatan sistem manajemen perguruan
Improvement of the qualified research tinggi.
CHAPTER 5
programs and community services; (c). Kebijakan pengeluaran dana IPB tahun
Increment of salary and benefits; (d). 2008-2013 dengan memperhatikan sifat dan
Financial Strategy
Mobilization of resources; (e). Strengthening besaran pengeluaran IPB tahun 2007 dan
the management systems of higher education. perubahan sistem keuangan pemerintah
Policies to improve the efficient and yang berlaku, adalah sebagai berikut:
effective use of the Annual Budget allocated 1. Pengeluaran untuk kebutuhan dasar IPB
for the Development Plan 2008-2013, will be untuk pembiayaan utilitas, pelaksanaan
based on its characteristics and the total tugas pokok dan fungsi IPB dan
70
amounts of grants received in the previous pembiayaan penyelenggaraan
BAB 5
Strategi Pendanaan
years, and the revised law for Finance as kerumahtanggaan kampus dan
follows: perkantoran (pembiayaan rutin) akan
1. Basic expenditure of Bogor Agricultural dibiayai dari dana pemerintah (DIPA
University, especially for its utilities such IPB), dan dana masyarakat sebagai dana
as the implementation of main activities suplemen.
and function and campus households, 2. Pengeluaran untuk program-program
whereas offices expenses will be funded pengembangan IPB yang menjadi
by the national budget (APBN), and the prioritas terutama investasi
supplement funds will be funded by infrastruktur, fasilitas dan properti, dan
public funds. penyelenggaraan riset unggulan
2. Expenses for Program Development of internasional secara komplemen akan
Bogor Agricultural University, with dibiayai dari dana pemerintah (DIPA
specific interest on the investment on IPB) dan dana tambahan non reguler
infrastructure, facilities and properties, berupa ”pembiayaan khusus ” yang
and internationally research program diperoleh secara kompetitif maupun
will funded by national budget (APBN penugasan dari DIPA departemen atau
DIPA IPB). Additional competitive instansi pemerintah terkait maupun
funding of non-regular budget “special instansi pemerintah lainnya.
assignment budget” which are specified 3. Mengoptimalkan pengeluaran untuk
in the governmental Ministries/ kebutuhan dasar dan pengembangan
Departments and other national research (investasi) bagi unit kerja yang termasuk
institutions will also be explored. katagori ”unit penyelenggaraan khusus”,
3. Improve the efficient and effective use of yaitu Program Pascasarjana Manajemen
the fund, especially for Special dan Bisnis (MB) dan Program Diploma.
Educational Program “School of 4. Memaksimumkan pengeluaran dari
Graduate Studies on Management and sumber bantuan/hibah lembaga donor
Business”, and the “Diploma Program”. nasional atau internasional untuk
CHAPTER 5
4. Maximize the utilization of available investasi infrastruktur, fasilitas, properti,
Financial Strategy
funds received from national and dan untuk kegiatan program-program
international funding organization for riset unggulan dan publikasi
infrastructure, facilities, properties, internasional.
research programs and international
publications.
71
5. Advocate higher allocation of public 5. Mengoptimalkan pengeluaran yang
BAB 5
Strategi Pendanaan
resources for its Bogor Agricultural bersumberkan dari dana masyarakat
University operational program untuk kegiatan operasional penyeleng-
activities, institutional management, and garaan program, manajemen institusi,
fringe benefits for lectures and dan kesejahteraan khususnya bagi dosen
educational staff. dan tenaga kependidikan.
CHAPTER 5
Financial Strategy
72
Monitoring and Evaluation Strategy
Chapter 6
Strategi Monitoring dan Evaluasi
Monitoring and evaluation is part of Strategi Monitoring dan evaluasi
BAB 6
Bogor Agricultural University Strategic Plan merupakan bagian yang esensial dan tidak
2008-2013, and it is an essential instrument dapat dipisahkan dari Rencana strategi IPB
that will determine success or failure of the Tahun 2008-2013. Monitoring meliputi
University. Monitoring process in the kegiatan untuk mengamati/meninjau
University, is the process of doing the kembali/mempelajari serta mengawasi
systematic collection and analysis of secara berkesinambungan atau berkala
information, continuously or periodically, of terhadap pelaksanaan program/kegiatan
the University' operational and work plan yang sedang berjalan. Kegiatan monitoring
progresses. It is aimed at improving the dilakukan untuk menemukenali permasa-
efficiency and effectiveness of the University lahan, mencari alternatif pemecahan dan
Work Programs. It is based on targets set and menyarankan langkah-langkah penyelesaian
activities planned during the planning phases sebagai koreksi dini agar pelaksanaan kegiatan
of work. It helps to keep the work on track, berjalan secara efisien, efektif dan tepat
and can let management know when things waktu. Selain itu kegiatan monitoring untuk
are going wrong. If done properly, it is an mengetahui kesesuian antar rencana yang
invaluable tool for good management, and it telah ditetapkan dalam Renstra IPB Tahun
provides a useful base for evaluation. 2008-2013 dengan hasil yang dicapai.
Evaluation is the comparison of actual project Evaluasi adalah usaha untuk mengukur dan
impacts against the agreed strategic plans. It memberi nilai secara obyektif atas
looks at what the University set out to do, at pencapaian hasil-hasil pelaksanaan
what they have accomplished, and how the program/kegiatan yang telah direncanakan
University accomplished it. Monitoring and dalam Rencana strategi IPB 2008-2013 dan
evaluation are conduct to control University dijabarkan dalam rencana tahunan, serta

Work Programs activities based on Bogor dilakukan secara sistematis dan obyektif
Agricultural University Strategic Plan 2008- dengan menggunakan metode evaluasi yang
2013, to achieve expected goals correctly, relevan.
correct number, correct cost and correct Strategi monitoring dan evaluasi
CHAPTER 6
target. diutamakan pada peningkatan mutu
Monitoring and evaluation strategies are akademik dan sistem manajemen, pada: (1)
planned to find solution for finding problem unit pelaksana akademik (departemen dan
and becomes base to increase academic and pusat) dalam aspek pengawasan kualitas
Management System performance of the (quality control) pelaksanaan program
university, in : (1). Academic Units (Academic akademik; (2) unit penjaminan mutu
Departments and Centers) in its quality pendidikan ( quality assurance), yakni:
control aspects for their academic program Fakultas, Sekolah Pascasarjana dan Program
activities; (2). The Quality Assurance Units: Diploma; (3) unit penjaminan mutu
73
Faculties, the Graduate School, the Diploma penelitian dan pengabdian kepada
BAB 6
Program of Bogor Agricultural University; masyarakat (LPPM); (4) unit pelaksana
(3). The Quality Assurance Units of Research administrasi (direktorat dan kantor) dan unit
Programs and Community Services; (4). penunjang akademik; Acuan utama
Administrative Units (Directorates and pengukuran pada standarisasi yang berlaku
Offices) and the Supporting Units University di IPB, dan mengacu pula pada Standar
Officers and other Supporting Units of Bogor Nasional Pendidikan Tinggi (SNPT) dan
Agricultural University officers are standar akreditasi internasional. Standarisasi
responsible for their professional tersebut mencakup standarisasi mutu
performance the University's governance akademik (pendidikan, penelitian dan
structure based on the National Higher pengabdian kepada masyarakat), sedangkan
Education Institutions Standards as well as monitoring dan evaluasi pada capaian mutu
the National Accreditation Standards, which kinerja pada unit-unit pelaksana kegiatan
covers the quality assurance (education, mencakup: keluaran (outputs) , hasil
research, and community services). Assess (outcomes/results), manfaat (benefits) dan
learning outcomes and use performance dampak (impact) dari tiap program/kegiatan.
indicators to improve educational quality and
administrative effectiveness.
6.1 Principals Methods for Implementing 6.1. Prinsip Pelaksanaan Monitoring dan
Monitoring and Evaluation Evaluasi
Bogor Agricultural University will Pelaksanaan monitoring dan evaluasi
involve the following principles in dilakukan berdasarkan prinsip-prinsip
implementing the monitoring and evaluation sebagai berikut: (1) kejelasan tujuan dan hasil
process, the principles are as follows: (1). yang dicapai dari monitoring dan evaluasi;
Establishing indicators of efficiency, (2) pelaksanaan dilakukan secara obyektif; (3)
effectiveness and impact of the Monitoring dilakukan oleh petugas yang memahami
and Evaluation; (2). Based on objectivity: to konsep, teori, proses serta berpengalaman
CHAPTER 6
see what the University intend to achieve dalam melaksanakan monitoring dan
what difference did it want to make? What evaluasi agar hasilnya sahih dan handal; (4)
impact did it want to make?; (3). Attainable by pelaksanaan dilakukan secara transparan,
any qualified, competent, and fully trained sehingga pihak bersangkutan mengetahui
person who has the authority and resources to hasilnya dan hasilnya dapat dilaporkan
achieve the desired result; (4). Transparency: kepada stakeholders (pihak berkepentingan/
the University is responsible for establishing a pihak berkewenangan) melalui berbagai cara;
sound business environment so that various (5) melibatkan berbagai pihak yang
funding sources (such as government dipandang perlu dan berkepentingan secara
74
agencies, donors, students, and bondholders) proaktif (partisipatif); (6) pelaksanaannya
BAB 6
can confidently provide resources to support dapat dipertanggung-jawabkan secara
Bogor Agricultural University's academic internal maupun eksternal (akuntabel); (7)
mission; (5) Participatory: as it is a form of mencakup seluruh obyek agar dapat
internal evaluation, Bogor Agricultural menggambarkan secara utuh kondisi dan
University decide to involve as many people situasi sasaran monitoring dan evaluasi yang
with a direct stake in the work as possible. komprehensip; (8) pelaksanaan dilakukan
This may mean project staff and beneficiaries sesuai dengan jadwal yang telah ditetapkan
working together on the evaluation. If an dan pada saat yang tepat agar tidak
outsider is called in, it is to act as a facilitator of kehilangan momentum yang sedang terjadi;
the process, not an evaluator; (6). Describe the (9) dilakukan secara berkala dan
conditions that exist when performance berkelanjutan; (10) berbasis indikator kinerja
meets expectations; (7). Be expressed in terms dan (11) dilakukan secara efektif dan efisien,
of quantity, quality, time, cost, effect, manner artinya target monitoring dan evaluasi
of performance, or method of doing; (8). Will dicapai dengan menggunakan sumberdaya
be implemented according to the scheduled yang ketersediaannya terbatas dan sesuai
dates; and the assessing its progress towards dengan yang direncanakan.
what it wanted to achieve, its impact targets
(9). Periodicity and sustainable; (10). Based on
the criteria indicators; (11). Establishing
indicators of efficiency, effectiveness and
impact. It involves establishing and
sustaining appropriate legal and institutional
arrangements to uphold the rule of law and

maintain consistency of public policies and
programs.
6.2 The Mechanism Process of Monitoring 6.2. Mekanisme Pelaksanaan Monitoring
CHAPTER 6
and Evaluation dan Evaluasi
The mechanisms of monitoring and Mekanisme pelaksanaan monitoring dan
evaluation activity is a gradual conduct, it evaluasi dilakukan mulai dari pelaksana
means base on level and position of some one. kegiatan akademik, pelaksana kegiatan
The evaluation process starts at the academic administrasi dan pelaksana penunjang
units, administrative and supporting units as akademik selaku unit pengendali mutu,
the quality control unit. The evaluation selanjutnya hasil monitoring dan evaluasi
reports then, hierarchically will be reported to secara berjenjang dilaporkan ke atas, yaitu ke
their immediate superior, as the Quality unit penjaminan mutu, penanggung jawab
75
Control Units, then to the Quality Assurance. program lingkup IPB (Rektor dibantu para
BAB 6
The Quality Assurance, will submit the Wakil Rektor), Senat Akademik dan Dewan
reports to the Executive Boards (Rector and Guru Besar, dan MWA, serta selanjutnya
Vice Rectors), Academic Senate, Council of untuk program-program lingkup nasional
Professors, and finally to the Board of laporan tersebut disampaikan kepada
Trustees. At the conclusion of the evaluation Menteri Pendidikan Nasional atau melalui
process, specifically for the national level Direktur Jenderal Pendidikan Tinggi.
reports, will be submitted to the Minister of
National Education of Indonesia, through the
Director General of Higher Education.
MINISTER OF
NATIONAL
EDUCATION Consolidator of the Educational National Program
DIRETOR GENERAL OF
Administrator for the National Higher Learning Programs
HIGHER EDUCATION
MWA University’s highest decision making body
The highest academic normative

SA
DGB Administers moral and ethical integrity
RECTOR Administrator for Operational Plan

(VICE RECTORS)
QUALITY PROGRAMS COORDINATOR

CHAPTER 6
ASSURANCE UNIT
Directorate of Planning Monitoring, Evaluation, and Reports
QUALITY
and Development
MANAGEMENT UNIT
Monitoring and Evaluation

QUALITY CONTROL UNIT
Reporting
Quality Control and Accreditatiton
Figure 6.1. Mechanism of the Implementation of Monitoring and Evaluation Process
76
6.2.1 Monitoring and Evaluation of the 6.2.1. Monitoring dan Evaluasi oleh Unit
BAB 6
Quality Control Unit Pengendali Mutu
The Quality Control Units of Bogor Unit pengendali mutu adalah
Agricultural University are the Academic pelaksanaan kegiatan yang terdiri atas
Units, namely the Departmental Units which pelaksana kegiatan akademik, yaitu
are coordinated by Faculties, as well as departemen-departemen di bawah
Centers which are coordinated by Research koordinasi Fakultas dan pusat-pusat di
Program and Community Services (LPPM), bawah koordinasi Lembaga Penelitian dan
Administrative Units, and the Supporting Pengabdian kepada Masyarakat (LPPM),
Academic Units. pelaksana kegiatan administrasi, dan
1. Departmental Units pelaksana kegiatan penunjang akademik.
The monitoring and evaluation process 1. Departemen
for the Departmental Units is the quality Aktivitas monitoring dan evaluasi yang
control functions for learning and dilakukan oleh departemen bertujuan
teaching process. In addition, the untuk mengawasi kualitas (quality
monitoring and evaluation process will control) penyelenggaraan pendidikan
also appraise the academic activities sesuai dengan mandat dan tupoksinya
whether they are aligned with the untuk menggali data dan informasi yang
university' goals as mandated by the dijadikan dasar untuk bahan analisis
Boards and to investigate important data penjaminan mutu pendidikan terutama
and information as the basic performance yang berkaitan dengan hal-hal : (1)
indicators of the appraisal for the learning aktivitas proses belajar dan mengajar
and teaching process, as follows: (1). (perkuliahan, praktikum, kerja lapangan

Learning and teaching activities dan ujian); serta (2) prestasi mahasiswa
(Lectures, laboratory works, field works, dari hasil proses belajar dan mengajar; (3)
and examinations); (2). Assessment of the implementasi kurikulum mayor-minor;
University graduate' performance as (4) identifikasi permasalahan dan upaya
resulted by the Learning and Teaching pemecahannya dalam kegiatan
CHAPTER 6
Activities; (3). The implementation of pendidikan.
Major-Minor curriculum; and (4). 2. Pusat
Identify constraints and how to Aktivitas monitoring dan evaluasi yang
encounter those constraints in dilakukan oleh pusat bertujuan untuk
implementing both of academic and non- mengawasi kualitas (quality control)
academic activities. penyelenggaraan penelitian atau
2. Centers pengabdian kepada masyarakat.
The monitoring and evaluation process Menggali data dan informasi yang
77
for the Research and Community dijadikan dasar untuk bahan analisis
BAB 6
Services of Bogor Agricultural University penjaminan mutu penelitian dan/atau
is to provide quality assurance that all pengabdian kepada masyarakat
Centers under the Research and terutama yang berkaitan: (1) aktivitas
Community Services are implementing proses penelitian atau pengabdian
research and community services aligned kepada masyarakat; serta (2) kinerja
with the university' goals as mandated by yang dicapai dari hasil proses kegiatan
the Boards. In addition, the monitoring penelitian atau pengabdian kepada
and evaluation process will also masyarakat; (3) identifikasi permasa-
investigate important data for the lahan dan upaya pemecahannya dalam
establishment performance para-meters, kegiatan penelitian dan pengabdian
the criteria to be evaluated are as follows: kepada masyarakat.
(1). The programs of Research and 3. Direktorat dan Kantor
Community Services activities, (2). Work Aktivitas monitoring dan evaluasi yang
performance of the Research and dilakukan oleh direktorat dan kantor
Community Services activities; (3). bertujuan untuk menggali data dan
Identify problem solving and encounter informasi terutama yang berkaitan
constraints in implemen-ting both of dengan hal-hal: (1) identifikasi
academic and non-academic activities. permasalahan yang dihadapi dan upaya
3. Directorates and Offices pemecahan dalam pelaksanaan kegiatan
The monitoring and evaluation process yang berkaitan dengan tupoksinya; (2)
for the Directorates and Offices of Bogor kesesuaian pelaksanaan kegiatan dengan
Agricultural University is to provide rencana (3) kinerja yang dihasilkan
quality assurance that all Directorates (ketercapaian indikator kinerja

and Offices are aligned with the dibandingkan dengan indikator yang
university' goals as mandated by the ditetapkan.
Boards, as well as to investigate
4. Unit Kerja Penunjang Akademik
important data and information for the
CHAPTER 6
establishment performance parameters, Aktivitas monitoring dan evaluasi yang

the criteria for evaluation are as follows: dilakukan oleh Unit Kerja Penunjang
(1). Identify problem solving and Akademik (Perpustakaan, Universty
encounter constraints in implementing Farm, Unit Pelatihan Bahasa, RSH
the activities of those Directorates and Pendidikan, Unit Pengelola Asrama, Unit
Offices; (2). To appraise whether their Olah Raga dan Seni, Lab. Kimia Terpadu,
work programs are aligned with the work Unit Keamanan Kampus dan Poliklinik)
plan approved by the Boards; (3). To bertujuan untuk menggali data dan
appraise their job performance against informasi terutama yang berkaitan
78
the existing criteria indicators of job dengan hal-hal: (1) identifikasi
BAB 6
performances. permasalahan yang dihadapi dan upaya
4. Supporting Academic Units. pemecahan dalam pelaksanaan kegiatan
The monitoring and evaluation process yang berkaitan dengan tupoksinya; (2)
for the Supporting Academic Units of kesesuaian pelaksanaan kegiatan dengan
Bogor Agricultural University, consisted rencana (3) kinerja yang dihasilkan
of Library, University Farm, Language (ketercapaian indikator kinerja
Development Unit, Teaching Animal dibandingkan dengan indikator yang
Hospital for Veterinary students, ditetapkan.
Dormitory Management, Sport and
Performing Art Unit, Integrated
Chemical Laboratory, Security Unit, and
Policlinic are to evaluate whether those
units are performing their jobs aligned
with the standard performance approved
by the Boards. The criteria for the
evaluation are as follows: (1). Identify
problem solving and encounter
constraints in implementing the activities
of those Directorates and Offices; (2). To
appraise whether their work programs
are aligned with the work plan approved
by the Boards; (3). Their job performance

against the existing criteria indicators of
job performances.
6.2.2 Monitoring and Evaluation of 6.2.2. Monitoring dan Evaluasi oleh Unit
Quality Assurance Unit Penjaminan Mutu
CHAPTER 6
The Quality Assurance Units of Bogor Unit penjamin mutu terdiri atas Fakultas,
Agricultural University are Faculties Sekolah Pascasarjana, Lembaga Penelitian
(Colleges), School of Graduate Studies, and dan Pengabdian kepada Masyarakat (LPPM),
Research and Community Services (LPPM), dan Program Diploma.
and the Diploma Program. 1. Fakultas
1 Academic units (Faculties) Aktivitas monitoring dan evaluasi yang
The monitoring and evaluation process of dilakukan oleh fakultas bertujuan untuk
Faculties is the quality control functions melakukan penjamin mutu (quality
79
to appraise whether the learning and assurance) pendidikan sesuai dengan
BAB 6
teaching process in the Faculties are mandat dan tupoksinya untuk menggali
aligned with the university' goals as data dan informasi yang berkaitan
mandated by the Boards and to dengan hal-hal: (1) Analisis laporan
investigate important data and monitoring dan evaluasi departemen di
information for monitoring and bawah koordinasinya; (2) Identifikasi
evaluation process are as follows: (1). ketercapaian kinerja pendidikan
Analysis evaluation and monitoring dibandingkan dengan standar mutu yang
report on learning and teaching activities ditetapkan; (3) Identifikasi permasalahan
(Lectures, laboratory works, field works, penyelenggaraan pendidikan dan upaya
and examinations) performed by those pemecahannya.
Academic Units under their 2. Sekolah Pascasarjana
coordination; (2). Achievements of the Aktivitas monitoring dan evaluasi yang
Academic Units on their teaching and dilakukan oleh Sekolah Pascasarjana
learning process against the proposed bertujuan untuk melakukan penjamin
standard performance indicators; (3). mutu (quality assurance) pendidikan
Identify constraints and how to pascasarjana sesuai dengan mandat dan
encounter those constraints to improve tupoksinya untuk menggali data dan
the performance of both of academic and informasi yang berkaitan dengan hal-hal:
non-academic activities (1) analisis laporan monitoring dan
2 Postgraduate School evaluasi departemen pengampu
The monitoring and evaluation process of pendidikan pascasarjana; (2) Identifikasi
School of the Graduate Studies is the ketercapaian kinerja pendidikan pasca
quality control functions of the School in sarjana dibandingkan dengan standar

appraising whether the learning and mutu yang ditetapkan; (3) Identifikasi
teaching process aligned with the permasalahan penyelenggaraan
university' goals as mandated by the pendidikan pascasarjana dan upaya
Boards. The evaluation and monitoring pemecahannya.
CHAPTER 6
process is also to investigate important 3. Lembaga Penelitian dan Pengabdian

data for the improvement of standards of kepada Masyarakat (LPPM)
quality of learning and teaching process.
Aktivitas monitoring dan evaluasi yang
The criteria for evaluation process are as
dilakukan oleh LPPM bertujuan untuk
follows: (1). Analysis evaluation and
melakukan penjamin mutu (quality
monitoring report on learning and
assurance) penelitian dan pengabdian
teaching activities (Lectures, laboratory
kepada masyarakat sesuai dengan
works, field works, and examinations)
mandat dan tupoksinya untuk menggali
performed by the Graduate School; (2).
80
Achievements of the Academic Units on data dan informasi yang berkaitan
BAB 6
their teaching and learning process dengan hal-hal: (1) analisis laporan
against the proposed standard monitoring dan evaluasi pusat di bawah
performance indicators; (3). Identify koordinasinya; (2) identifikasi
constraints and how to encounter those ketercapaian kinerja penelitian dan
constraints to improve the performance pengabdian kepada masyarakat
of the in implementing both of academic dibandingkan dengan standar mutu
and non-academic activities yang ditetapkan; (3) identifikasi
3. Institute of Research and Community permasalahan penyelenggaraan peneliti-
Empowerment an dan pengabdian kepada masyarakat
An effective performance management serta upaya pemecahannya.
process sets the foundation for rewarding 4. Program Diploma
excellence of Research and Community Aktivitas monitoring dan evaluasi yang
Services of IPB (LPPM), in appraising dilakukan oleh Program Diploma
whether the learning and teaching bertujuan untuk melakukan penjamin
process aligned with the university' goals mutu (quality assurance) pendidikan
as mandated by the Boards. The diploma sesuai dengan mandat dan
evaluation and monitoring process is also tupoksinya untuk menggali data dan
to investigate important data and informasi yang berkaitan dengan hal-hal:
information for the improvement of (1) analisis laporan monitoring dan
standards quality of Research Programs evaluasi program keahlian di bawah
and Community Services of as follows: koordinasinya; (2) identifikasi
(1). Analysis evaluation and monitoring ketercapaian kinerja pendidikan diploma

report on learning and teaching activities dibandingkan dengan standar mutu
(Lectures, laboratory works, field works, yang ditetapkan; (3) identifikasi
and examinations) performed by the permasalahan penyelenggaraan
Graduate School; (2). Achievements of the pendidikan diploma dan upaya
Academic Units on their teaching and pemecahannya.
CHAPTER 6
learning process against the proposed
standard performance indicators; (3).
Identify constraints and how to encounter
those constraints to improve the
performance of the in implementing both
of academic and non-academic activities.
4. Diploma Program
The monitoring and evaluation process
81
for the Diploma Program of Bogor
BAB 6
Agricultural University is the quality
control functions in appraising whether
the learning and teaching process of the
Diploma Program is aligned with the
university' goals as mandated by the
Boards. The evaluation and monitoring
process is also to investigate important
data and information for the
improvement of standards of quality of
learning and teaching process. The
criteria for evaluation process are as
follows: (1). Analysis evaluation and
monitoring report on learning and
teaching activities (Lectures, laboratory
works, field works, and examinations)
performed by those Academic Units
under their coordination; (2).
Achievements of the Academic Units on
their teaching and learning process
against the proposed standard
performance indicators; (3). Identify
problem encounter in the
implementation of Diploma Program of
Bogor Agricultural University and its

problem solving.
6.2.3 Monitoring and Evaluation of 6.2.3. Monitoring dan Evaluasi oleh

CHAPTER 6
Executive Boards (Rector) Penanggung Jawab Program

The Board of Trustees has assigned Aktivitas monitoring dan evaluasi yang
responsibility to the Rector of Bogor dilakukan oleh Penanggung Jawab Program
Agricultural University for the management IPB (Rektor) yang pelaksanaannya dilakukan
of the University's business activities. To oleh Wakil Rektor dibantu oleh Direktorat
execute these activities, he is assisted by the Perencanaan dan Pengembangan dalam
Vice Rector for Evaluation and Directorate of mengkompilasi, merekapitulasi,
Planning and Development to compile, menganalisis dan memelihara data dan
recapitulate, analysis, and keep and store the informasi (laporan monitoring dan evaluasi
82
respective data information (Monitoring and dari unit-unit penjamin mutu dan unit-unit
BAB 6
Evaluation Reports from the Control Units pelaksana kegiatan). Fungsi Kantor
and also the Quality Assurance Units). The Manajemen Mutu dalam memfasilitasi
Quality Assurance Unit Bogor Agricultural berjalannya penjaminan mutu di lingkup IPB
University is responsible for the provision of adalah melakukan menetapkan target mutu
the Performance Indicators to appraise the pelaksanaan program berdasarkan standar
performance achieved by the all Units in the mutu/sasaran masing-masing indikator
University. The evaluation and monitoring kunci. Aktivitas monitoring dan evaluasi
process is also to investigate important data yang dilakukan oleh Penaggung Jawab
and information for the improvement of Program Pengembangan IPB menggali data
standards of quality of learning and teaching dan informasi yang berkaitan dengan hal-hal
process. The criteria for evaluation process : (1) analisis ketercapaian kinerja program
are as follows: (1). To appraise work dibandingkan dengan rencana program,
performance whether they are aligned with indikator kunci (ukuran hasil) dan target
Operational Plan as approved by the Board of yang ditetapkan; dan (2) identifikasi
Trustees, and against the against the permasalahan dan upaya pemecahannya
proposed standard performance indicators; dalam pelaksanaan program.
(2). Identify constraints and how to Laporan hasil monitoring dan evaluasi
encounter constraints in implementing both oleh Rektor IPB yang berkaitan dengan
of academic and non-academic activities. program pengembangan IPB dalam lingkup
At the conclusion of the evaluation program pembangunan pendidikan tinggi
process, the evaluation team (The Board of nasional secara berjenjang dilaporkan ke
Trustees and The Executive Boards) shall Direktorat Jenderal Pendidikan Tinggi yang
make a written recommendation to the selanjutnya oleh Direktur Jenderal

Minister of National Education of Indonesia, Pendidikan Tinggi dilanjutkan ke Menteri
through the Director General of Higher Pendidikan Nasional.
Education.
CHAPTER 6
6.2.4 Process of Monitoring and Evaluation 6.2.4. Monitoring dan Evaluasi oleh Senat
by Academic Senate and Professorial Akademik (SA) dan Dewan Guru
Committe Besar (DGB)
The monitoring and evaluation process Aktivitas monitoring dan evaluasi yang
by the Academic Senates is to investigate dilakukan oleh Senat Akademik untuk
important data and information in the related menggali data dan informasi yang berkaitan
subjects areas: (1). The analysis of Evaluation dengan hal-hal: (1) analisis laporan yang
and Monitoring Report by Rector of Bogor disampaikan Rektor; (2) identifikasi kinerja
83
Agricultural University; (2). Achievements dan kesesuaian program akademik dengan
BAB 6
of the Academic Units on their teaching and kebijakan dasar yang ditetapkan Senat
learning process against the existing Akademik; (3) identifikasi permasalahan
standard performance indicators approved pelaksanaan program akademik dan upaya
by the Board of Trustees; (3). Identify pemecahannya. Aktivitas monitoring dan
constraints and how to encounter those evaluasi yang dilakukan oleh Dewan Guru
constraints in implementing both of Besar (DGB) dilakukan sekurang-kurangnya
academic and non-academic activities. The 1 (satu) kali dalam setahun. Untuk hal
Council of Professors will implement their tertentu DGB dapat bersama-sama dengan
“Monitoring and Evaluation Process” SA melakukan monitoring dan evaluasi
periodically, at least once a year. On a berkaitan dengan hal-hal: (1) integritas moral
special case, the Senate Academic together dan etika sivitas akademika institut; (2)
Academic Senates will evaluate and kukuhnya kesujanaan di lingkungan institut.
monitor: (1). Moral integrity and the ethic of
the university community; and (2). Story
scholar value among the faculty member.
6.2.5 University Board of Trustees 6.2.5. Monitoring dan Evaluasi oleh

Majelis Wali Amanat (MWA)
The Board of Trustees is responsible
for examining and evaluating all the Aktivitas monitoring dan evaluasi yang
University's business activities in its dilakukan oleh Majelis Wali Amanat (MWA)
General Assembly Meeting held at least bi- dilakukan sekurang-kurangnya 2 (dua) kali
annually. To assure that the University's dalam setahun. Untuk hal tertentu MWA
assets are protected and that transactions dapat menugaskan Dewan Audit (DA) untuk
and events are recorded properly, the melakukan monitoring dan evaluasi yang
Boards may call on Board of Auditor dapat dilakukan secara berkala bulanan.
(Dewan Audit) to audit the monthly Monitoring dan evaluasi yang dilakukan
financial statements in accordance with MWA untuk menggali data dan informasi
CHAPTER 6
generally accepted auditing standards. In yang berkaitan dengan hal-hal: (1) analisis
addition, the monitoring and evaluation laporan yang disampaikan rektor; (2)
process by the Board of Trustees will also to identifikasi kinerja dan kesesuaian program
investigate important data and information akademik dan program non akademik
in the related subjects areas: (1). The dengan kebijakan umum yang ditetapkan
Analysis of the Rector Reports; (2) Identify MWA; (3) identifikasi permasalahan
the relevance of both academic and non- pelaksanaan program akademik dan non
academic program with the general policies akademik dan upaya pemecahannya.
adopted by the Board of Trustees; (3). Keseluruhan hasil monitoring dan evaluasi
84
BAB 6
Identify constraints and how to encounter tahunan yang meliputi pelaksanaan
those constraints to improve the performance program/kegiatan akademik dan non
of both of academic and non-academic akademik yang dilakukan Majelis Wali
activities. At the conclusion of the evaluation Amanat (MWA), bersama-sama dengan
process, the evaluation team (The Board of Rektor IPB melaporkan kepada Menteri
Trustees and The Executive Boards) shall Pendidikan Nasional.
make a written recommendation to the
Minister of National Education of Indonesia,
through the Director General of Higher
Education.

CHAPTER 6
85
Appendix
KETETAPAN
MAJELIS WALI AMANAT IPB
NOMOR : 89/MWA-IPB/2008
TENTANG
RENCANA STRATEGIS INSTITUT PERTANIAN BOGOR TAHUN 2008-2013
MAJELIS WALI AMANAT INSTITUT PERTANIAN BOGOR

Menimbang : a. Bahwa untuk pelaksanaan operasional, perencanaan program dan
kegiatan, serta pengambilan keputusan bagi semua unsur IPB dalam
mewujudkan visi dan misi IPB diperlukan suatu rujukan sebagaimana
telah ditetapkan dalam Ketetapan MWA IPB Nomor : 59/MWA-IPB/
2009 tentang Kebijakan Umum Institut Pertanian Bogor.
b. Bahwa dalam merealisasikan kebijakan Umum Institut Pertanian Bogor,
sebagaimana dimaksudkan pada butir a tersebut diatas diperlukan
tahapan-tahapan perencanaan dalam suatu periode tertentu.
c. Bahwa untuk memberikan arah bagi pengembangan Institut Pertanian
Bogor selama lima tahun ke depan diperlukan suatu Rencana Strategis
yang menggambarkan agenda strategis yang ingin dicapai sesuai
dengan visi dan misi Institut Pertanian Bogor.
d. Bahwa berdasarkan butir c tersebut diatas, Rektor Institut Pertanian
Bogor telah mengajukan usulan Rencana Strategis IPB Tahun 2008-2013
kepada MWA IPB dalam suatu Sidang Paripuma tanggal 31 Oktober
2008 untuk mendapatkan masukan.
e. Bahwa dengan memperhatikan butir c dan d tersebut di atas dan
mempertimbangkan masukan anggota MWA IPB selanjutnya
dipandang perlu untuk menetapkan Rencana Strategis IPB Tahun 2008-
2013, yang penetapannya dilakukan dengan suatu Ketetapan MWA IPB.
Mengingat : 1. Undang-Undang Republik Indonesia Nomor 20 tahun 2003 tentang
Sistem Pendidikan Nasional (Lembaran Negara Republik Indonesia
Tahun 2003 Nomor 78 Tambahan Lembaran Negara Republik Indonesia
Nomor 4301);
2. Peraturan Pemerintah Republik Indonesia Nomor 60 Tahun 1999
tentang Pendidikan Tinggi (Lembaran Negara Republik Indonesia
Tahun 1999 Nomor 115 Tambahan Lembaran Negara Republik
Indonesia Nomor 3859);
tentang Penetapan Perguruan Tinggi Negeri sebagai Badan Hukum
(Lembaran Negara Republik Indonesia Tahun 1999 Nomor 116
Tambahan Lembaran Negara Republik Indonesia Nomor 3860);
tentang Penetapan IPB sebagai Badan Hukum Milik Negara (Lembaran
Negara Republik Indonesia Tahun 2000 Nomor 272);
5. Keputusan Menteri Pendidikan Nasional Nomor
90/MPN.A4/KP/200 7 tentang Pengangkatan Anggota Majelis Wali
Amanat Institut Pertanian Bogor;
6. Keputusan Menteri Pendidikan Nasional Nomor 77 Tahun 2008
tentang Pengangkatan Anggota Majelis Wali Amanat Institut
Pertanian Bogor ;
Pertanian Bogor ;
Pertanian Bogor;
9. Ketetapan Majelis Wali Amanat IPB Nomor : 05/MWA-IPB/2002
tentang Tata Cara Sidang dan Pengambilan Putusan Majelis Wali
Amanat Institut Pertanian Bogor;
10. Ketetapan Majelis Wali Amanat IPB Nomor 17/MWA-IPB/2003
tentang Anggaran Rumah Tangga Institut Pertanian Bogor;
tentang Pengangkatan Pimpinan Majelis Wali Amanat Institut
Pertanian Bogor Periode 2007-2012;
tentang Kebijakan Umum Institut Pertanian Bogor ;
Memperhatikan : 1. Hasil Sidang Paripurna Majelis Wali Amanat Institut Pertanian Bogor
yang diselenggarakan pada tanggal 12 September 2008
2. Hasil Sidang Paripurna Majelis Wali Amanat Institut Pertanian Bogor
yang diselenggarakan pada tanggal 31 Oktober 2008;
yang diselenggarakan pada tanggal 07 November 2008 ;
yang diselenggarakan pada tanggal 19 Desember 2008 ;
MEMUTUSKAN
Pertama : Rencana Strategis Institut Pertanian Bogor Tahun 2008-2013 sebagaimana

tercantum dalam Lampiran Ketetapan ini;
Kedua : Rencana Strategis Institut Pertanian Bogor Tahun 2008-2013 sebagaimana
dimaksud pada Diktum Pertama ketetapan ini, menjadi rujukan dalam
penetapan kebijakan operasional, perencanaan program dan kegiatan, serta
pengambilan keputusan bagi semua unsur IPB selama lima tahun ke depan;
Ketiga : Ketetapan ini berlaku sejak ditetapkan.
Ditetapkan di : Bogor
Pada Tanggal : 19 Desember 2008
-------------------------------------------
MAJELIS WALI AMANAT INSTITUT PERTANIAN BOGOR
Ketua Wakil Ketua Sekretaris
Ttd. Ttd. Ttd.

Prof.Dr. Didik J. Rachbini Dr. Ishartanto Prof.Dr. Tridoyo Kusumastanto

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Strategic Plan

Bogor Agricultural University

Excellence in Organization, Transparency, Accountability,

Foreward from The Desk of Rector

Foreward from The Desk of Rector

FOREWARD FROM THE DESK OF RECTOR ............................................................... i

On 19 December 2008, the Board of Agricultural University's strategic plan, and

Agricultural University to be the State-owned telah melakukan penataan departemen

Agricultural University to be the World Class

with required qualifications. International

STRATEGIC MISSION VISION

SWOT Direction of STRATEGIC PLAN

INDICATORS AND TARGETS

1.3 Methods for the Formulation of 1.3 Metode Penyusunan

follows: dilakukan melalui lima tahap yaitu:

university community, literature reviews stakeholders, studi berbagai dokumen yang

1.4 The Organization 1.4. Organisasi IPB

Administrative Units are: Directorates and perpustakaan, bagian/lab, bengkel, rumah

headed by the Executive Secretary, and Direktorat Pengembangan dan

Affairs: assists the Rector in Direktorat Pengembangan Karir dan

Direktorat Administrasi Direktorat

Pelaksana Akademik Satuan Usaha

Figure 1.2. Organization Structure of IPB

University will become a competitive

manage the University financial

2.2 SWOT Matrix Analysis 2.2. Matriks Analisis SWOT

Table 2.1 Development Plan of Bogor Agricultural University 2025

S2 The adequacy of experienced W3 The competencies of Bogor

S9 Cooperation networks with W9 Lack of coordination and

international, national and local as

W11 The number of scientific

O2 The development of agribusiness T2 The next paradigm in national

O7 The status of Bogor Agricultural

university to improve the academic

O8 Public perception for Bogor

Based on the identified strength, Mencermati identifikasi kekuatan

Direction and The Strategic Plan

becoming more competitive pendidikan tinggi yang siap menghadapi

institutions and pervasive attention to cepat secara nasional dan global.

Direction and The Strategic Plan

Direction and The Strategic Plan

2. Peningkatan mutu penelitian dan

2. Improving the research quality and 4. Peningkatan kapasitas sumberdaya

The Foundation of Social

Direction and The Strategic Plan

Nation's Access and Improving the research

Decentralization and Competitiveness

Healthy Strengthening the

Figure 3.2. The Interrelationships of HELTS, Strategic Pillar of the Development of

Direction and The Strategic Plan

“to be the World Class Research University with

Figure 3.3. The Strategic Pilar to Achieve the Vision of

Policy and Strategic Program of IPB 2008-2013

status as a Research Based budaya di Asrama TPB,

Policy and Strategic Program of IPB 2008-2013

Undergraduate, the Graduate and 4. Peningkatan Mutu Kurikulum dan

(2) Peningkatan kerjasama kemitraan

Policy and Strategic Program of IPB 2008-2013

facilities, Bogor Agricultural hasil penelitian yang relevan dengan