1. IDC and MAHE Workshop (Joko’s personal notes up 15.30 pm Day 2) Bandung, 25-26 November 2010

2. Day 1 Plenary lecturers IDC workshop Dean Course planning

3. UNPAD Experience 2012-2016: research university 2017-2021: regional university 2021-2026: world class university RESPECT: Responsible, Excellence, Scientific, Professional, Encouraging and Integrity, Creative, Trusty 1967: local, expect to be the national assett Internal incentive for research Faculty of Medicine plays an important role

4. Germany Experience: UNISTAFF Founder (M. Fremerey 1) HE organizational images: (1) unconventional soccer match; (2) unconventional flight Organizational learning (Fifth Discipline, Peter Senge): expanding its capacity to create its future: autonomy, competition, quality, relevant services, sustainability Joint vision in leadership: acquisition, dissemination, utilization Tracer study in Germany: 40% of alumni work in the area that are not related to the subject --- soft skill (strategic skill) play important role Knowledge, creative organization Leadership is a complex ity

5. Germany Experience: UNISTAFF Founder (M. Fremerey 2) Balancing stability and change: case STORMA Project in Palu Balancing individual independence and the efficiency of the system: interdisciplinary, establishing priority Balancing self-organization and intervention: creating the taskforce Synergetic leadership: continuous org learning, internal n external changes, flexible n situational, participatory and team base

6. Germany Experience: DAAD reflexion Management n leadership: do we need them? Leadership from the middle: adjusting the strategy Leadership tools: communication, sanction, organization (traditional vs motivational) Three major administrative problems on campus: sex for the students, athletics for the alumni, parking for the faculty

7. My Questions How to adjust the vision? (Christian) How to awakening the mind set? … institutional culture: Dean or HoD are appointed not based on the real need/mapping In Indonesian situation we still need to combine the traditional and motivational organizations How to manage the budgetary and does UNPAD decide which disciplines that can lead the mission?

8. Training on Faculty Management and Leadership Huge number of univ, fac. : complexity Synergetic leadership: from good to great; prepare to face the challenges Targets: Dean, VD, HoD from small-middle sized univ Trainers: Intrntl exposure HE, related subject, managerial expr

9. Unibraw experience (H. Soetanto) Strategic issues: Nation competitiveness, unity, change of DGHE role, social responsibility, institutional capacity building, governance, QA How far have we gone? – Less than 10 HE on top list of world class univ – A set back to BLU – Org health: inst cap bldg; governance (elected based on popularity not meritocracy); QA

10. Key factors affecting erratic leadership: general 5 pathology faced by HE in Indonesia --- affirmative, abnormal, acute, arrogant Leadership: problem solver, trend setter, risk taker, composer, conductor, builder The spirit of change is halted by top-down government rule Unibraw experience (H. Soetanto)

11. ITB Experience (Intan Ahmad) Administrative n managerial tasks Always comments, complaints and less appraisal Art n practice is situational Problem for a new dean Who determine you as the leader? How to develop leadership in your faculty: staff with leadership potential; opportunity to face the challenge Setting the direction of change: leading by example (publication, collaboration, knowing the boss/rector, develop relationship with others)

12. Comments n Questions When the targeted mission (accreditation, ISO, certification, grant) achieved the HE communities tend to loosen the intensity --- surprisingly the deans and or HoDs often coming from the old paradigm group --- – don’t understand about RENSTRA, – blaming the un-conducive situation to the DGHE, former leaders, board of trustee/yayasan – ordering function rather than serving the unit 2 batches per year: by region – West: Jakarta-Batam-Pekanbaru-Medan-Semarang – East: Surabaya-Yogya-Malang-Balikpapan-Manado

13. Questions Tri (UNPAD) We are academically not trained as teacher and leaders, we also need to be trained in the curriculum area; Ratna (UI): why small to medium HE? Joni (ITS): one participant passes to one leader from his/her HE Ocky (UNDIP): such program is needed by UNDIP Joko (UNRI): If everyone knows that dean/HoD tasks are mounting and he or she may able to maneuver dynamically to guide his/her faculty…why in Indonesian case there is a fierce competitiveness to be the dean --- message for Dean Course content

14. Questions Rashila (UKM): cultural setting and transition Michael: 100% of Dean’s time must be managed at a balance way, be a happy dean Bram (UKI): context will be raised in MAHE and Dean Course Tri (UNPAD): we are academic who trained as manager Christian: window of coordination Supra (UGM): becoming dean is a kind of loosing, deanship is not very intriguing position anymore Michael: dean may hire a particular persons to perform the managerial tasks; creating trust in deanship; dean sometimes wants to be a manager --- needs for training

15. Day 2: MAHE (1). MAHE from University of Kassel case: a.Postgraduate level b.Targeted participants: non-academic staffs (HEI, DGHE, Litbang Diknas, BAPPENAS) c.Disciplines: HE management and research on HE d.Expected competencies: ??? e.Modules: introduction to HEI, structure n org of HEI, curriculum development, internationalization of HEI, ….. f.Each module: 5 full day seminar --- modules are given prior to classroom meeting g.Evaluation on module: paper (case or project), no exam h.Internship: 20 day program (120 hours) i.Thesis and oral examination

16. Day 2: MAHE (2). UGM Proposal MP3T Magister Pengelolaan Pengelolaan Tinggi: a.Planned since 1999 via various discussion n meeting b.Improvement on HR c.Multidiscipline; postgraduate level d.Staff: Permanent staff (?), INDOSTAFF (16), INDOSTAFF alumni from other HEI e.Intake: inner (ca. 750) n outer UGM f.Curriculum: 36 SKS course, 8 SKS thesis

17. Day 2: MAHE (3). UI Proposal for MAHE: a.HR identification b.Set up taskforce c.Set up goals d.Soul of the curriculum e.Who will run the program? f.Accommodating part timer g.Avoid the executive class h.Candidate: must have employment record i.Curriculum: 47 and 25 --- core course (3 aspects) and independent project

18. Day 2: MAHE (4). UB Proposal for MAHE: a.Master of Arts b.In Indonesian n English c.Curriculum: field trip to inside and outside Indonesia d.Lecturers: UB, experts from DGHE, former rectors, INDOSTAFF alumni

19. Day 2: MAHE (5). Michael Fremery inputs a.Needs assessment: main stakeholders, Indonesian profile, legitimation b.Focus: major: ‘change’ = quality n relevance; specific: comprehensive/mgt n adm/research on HE c.Target groups: graduate students and or professional d.Employment opportunities e.Levels of analysis: basic units, institutional, national, international f.Disciplinary perspectives: economics, pedagogics, sociology, psychology, OD, mgt n administration g.Methodology: expert, starting, teamwork, project emphasis, coaching, alumni co-operation h.International orientation: module, credit, international partners, Indonesian or English i.MAHE philosophy j.Institutional aspects: decentralized, establishing a Ctr for HEI, consortium, 1 university

20. Comment n Question My comment (Joko): UI, IPB, UGM n UB are main runners for our proposal, but UR is ready to be the co-host (meeting with VR2 be4 to Bandung) Setting schedule include permit from DGHE UI: MAHE as the medicine for HEI after the disposal of BHMN

21. Comment n Question Joko: (a) Curriculum: Tingkat kesulitan perlu dipikirkan – Community development management --- academician as brain, administrator as media – Management in promotional and public relation of HE --- sustainability – Management in establishing networking and collaboration (b) Management: – Budget needs to be set – Size of classes; domestic n or international program – Proportion of INDOSTAFF alumni as lecturers coz this is INDOSTAFF idea --- 4 concepts expect high rank mgr.

22. Comment n Question Meis (UNSRAT): payung, kontribusi alumni INDOSTAFF Bur (UNAND): statistic, pindah2 ke bbrp tempat, mapping Nur (UNJA): centred, intake, tenaga pengajar mlibatkn INDOSTAFF Muh. Hamsun (UNTAD): kompetensi --- kurikulum; INDOSTAFF sbg think tank ato eksekutor Ganda (UKI): assessment Alinda (IPB) n Trina (UNSRAT): apakah para staf adm di PT mmg perlu sekolah lagi Bram (UKI): kita perlu change krn utk RCU n WCU Damona (UI): dilema abadi --- break through; PT hrs menciptakan pkrjaan utk pegawainya

23. Comment n Question Illah (Dir. Akad):sounding dg Dirjen Dikti sdh dilakukan; pddkn di perbatasan; tiap PT nyantolnya kmn?; masih blm tepat mensyaratkan kl mau jd kepala biro/bag hrs S2; Indonesian Qualification Framework --- master di tk 8 --- INDOSTAFF sbg penguji; jmlh SKS 36 saja; grand design utama dr INDOSTAFF n kurikulum lokal dr lokal