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SELAMAT DATANG PADA PELATIHAN ASESOR TAHAP I-2009 INSTRUMEN - S 1 - 2008

SELAMAT DATANG PADA PELATIHAN ASESOR TAHAP I-2009 INSTRUMEN - S 1 - 2008. BAN-PT. Adil Basuki Ahza Sekretaris BAN-PT Gd D Lt 1 Depdiknas . Jln Fatmawati Cipete . Jakarta selatan 12410 URL.http://www.ban - pt.depdiknas.go.id, email: adilahza@yahoo.com.

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SELAMAT DATANG PADA PELATIHAN ASESOR TAHAP I-2009 INSTRUMEN - S 1 - 2008

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  1. SELAMAT DATANG PADA PELATIHAN ASESOR TAHAP I-2009 INSTRUMEN - S1- 2008 BAN-PT Adil Basuki Ahza Sekretaris BAN-PT Gd D Lt 1 Depdiknas. JlnFatmawatiCipete. Jakarta selatan 12410 URL.http://www.ban-pt.depdiknas.go.id, email: adilahza@yahoo.com

  2. Apa Makna, Arti, & Manfaat QA Mengapa “penjaminan mutu” ? Apa makna Penjaminan mutu bagi anda?

  3. Legal & Policy system: Infrastruktur Legal Akreditasi & BAN-PT • Undang Undang No. 20 Tahun 2003 tentang Sistem Pendidikan Nasional  Fokus pasal: 60-61! • Peraturan Pemerintah No. 19 Tahun 2005 tentangStandar Nasional Pendidikan • Keputusan Mendiknas No. 28 Tahun 2005 tentang BAN-PT • Undang Undang No. 14 Tahun 2005 tentang Guru & Dosen • Undang Undang No. 9 Tahun 2009 tentang Badan Hukum Pendidikan • Kebijakan Departemen Pendidikan Nasional RI & Kebijakan Mendiknas • Rencana Strategis Depdiknas 2005-2009 & 2010-2014

  4. Purposes Accreditation • Securing and improving the quality of higher education in Indonesia; • Providing an appropriate “Indonesian Label" to accredited higher education programs; • Facilitating trans-national recognition of academic qualifications through a recognized label; • Facilitating recognition of academic qualifications by the competent authorities; • Protecting consumers against false information and low-quality university degrees and other qualifications;

  5. AKREDITASI • Akreditasi = “Penjaminan Mutu Eksternal” (PME) • Konsep Sistem Penjaminan Mutu Perguruan Tinggi, Ditjen - Dikti: • Sistem Penjainan Mutu Internal (Internal QA) dan Sistem Penjaminan Mutu External (External QA) • Inti konsepnya: Peningkatan mutu secara berkelanjutan (Continuous Quality Improvement, CQI) • Baik tidaknya “sistem” tsb tergantung pada Baik/tidaknya atau kelancaran aliran siklus PDCA (Plan, Do, Check, Actions /Corrective Actions)

  6. Konsep mutu • Quality as excellence.Konsep: the highest level standard. Mutusbgkeunggulanbaikkomparatifmaupunkualitatif being the best, being excellent… namundlm 1 negaratdksemuabisa excellent • Quality as fitness of&for purpose. Mutusbgupayauntukpencapaiantujuan/maksuddanpewujudanmaksud, konsepproses, pencapaiantujuan & perbaikanmutu • Quality as a threshold.Mutusbgambang minimal ygharusdicapai standard  tdkjelas!. The problem is that it is not always clear what basic quality is. Setting threshold standards might also hinder innovations. Compliance with the threshold standards does not stimulate innovations. • Quality as added value. Mutusbgpenambahannilai (pd mhs, dana, penelitian, learning outcomes; pertanyaanapaygtelahdipelajariapa outcomes-nya. • Quality as value for money.Mutusbgnilainilaiuang • Satisfaction of the client.Mutusbgkepuasanpelanggan

  7. QMS - IQA - EQA • Sistem Manajemen Mutu: Banyak Konsepnya • asesor selayaknya lebih faham tentang konsep Sistem Manajemen Mutu daripada yg di ases • Fokus pada pengelolaan inputs, proses-proses, dan “outputs”, “outcomes”, Umpan-balik manajemen/pengendalian mutu outputs untuk re-energisasi inputs • IQA : • Sistem! • Fokus pada Stakeholders • Concerns pada Interfaces

  8. Asesmen Kecukupan PolaBaruAkreditasi MULAI Proses Akreditasi Asesmen Lapang Program Studi/ Perguruan Tinggi Kirim ke BANPT Asesmen Surveilen Keputusan& Sertifikat Persiapan Dokumen (Br,SE,Pf) AIPT &/or Program Studi

  9. Yang diakreditasi? TQM  QMS PerguruanTinggi/PS IQA Dg PDCA yg efektif!!

  10. PORTOFOLIO POSISI PENTING DOKUMEN AKREDITASI (bagi PS/PT) EVALUASI DIRI BORANG AKREDITASI FONDAMEN/FONDASI /BASIS bagi BANGUNAN QMS

  11. Fokus on QMS!!! PDCA – Cycle = Jantung & darahnya QC to GQM! GQM GQM TQM TQM QC LO BPR-e IQA KMS IQA

  12. SETIAP PS/PT:  MENJADI LEARNING ORGANIZATION (LO) !! • Setiap Penyelenggara PT/PS wajib taat azas “Good University Governance”  Akuntable!! • Terapkan 5 (lima) Pilar utama “LO” senyawa istiqomah (penuh komitmen, konsekuen, konsisten dan persisten), fokus pd pembelajaran “orang/unit” dan “organisasi” & perilaku: • Berfikir Sistem (System thinking) • Personal Mastery • Mental Model • Shared Leadership • Team learning

  13. Univ. (HE/SP) Quality System MAXIMIZE IT; or OPTIMIZE !! MAXIMIZE IT; or OPTIMIZE !! MINIMIZE IT!; or Zero it! Prevent/ Anticipate ZERO IT! =ZERO DEFECTS; Zero emission! / Calculated Risks • Desired OUTPUT: • QUALITY Products: Diploma, BS, MS, Dr, Research (IPR, Patent, Innovation, etc), Services, • Profits, • Satisfaction, • Integrated objectives/goals, dll EXTERNAL Environment: IPOLEKSOSBUD-HANKAM ControllableINPUTs: 7M, 7T ACADEMIC: Conversion Processes UncontrollableInputs: Beyond control, chaotic, risky • Undesirable outputs: • High DO rate • Grads: Lack of Attitude • Solid Waste • Liquid, vapor/gasses • Odor, Noise, etc. FEEDBACK MANAGEMENT: Information for decision maker; PDCA: efektif utk Re-energizing the System The Blood of QMS/IQAS Man, Machinery, Money, Methods, Materials, Market, Moment, mutu, jenis, harga, jumlah, tempat, waktu, guna, legal

  14. STANDAR AKREDITASI PROGRAM STUDI SARJANA Standar 1 Visi, Misi, TujuandanSasaran, serta strategi PENCAPAIAN Standar 2 Tata Pamong, KEPEMIMPINAN, Sistem Pengelolaan, dan penjaminan mutu Standar 3 mahasiswa dan Lulusan Standar 4 SumberDayaManusia Standar 5 Kurikulum, Pembelajaran, danSuasanaAkademik Standar 6 PEMBIAYAAN, Sarana dan Prasarana, SERTAsistem informasi Standar 7 Penelitian, PELAYANAN/PengabdianKepadaMasyarakat, DAN KERJASAMA

  15. Buku 1 NASKAH AKADEMIK AKREDITASI PROGRAM STUDI SARJANA Dokumen Buku II STANDAR DAN PROSEDUR AKREDITASI PROGRAM STUDI SARJANA Buku IIIA BORANG PROGRAM STUDI Buku IIIB PORTOFOLIO FAKULTAS/SEKOLAH TINGGI Buku IV PANDUAN PENGISIAN BORANG Buku V PEDOMAN PENILAIAN INSTRUMEN AKREDITASI PROGRAM STUDI SARJANA Buku VI MATRIKS PENILAIAN INSTRUMEN AKREDITASI PROGRAM STUDI SARJANA Buku VII PEDOMAN ASESMEN LAPANGAN AKREDITASI PROGRAM STUDI SARJANA Buku ED PEDOMAN PENYUSUNAN EVALUASI DIRI PROGRAM STUDI SARJANA

  16. DALAM PROSES ASESMEN, Para Asesor: • WAJIB MEMEGANG TEGUH “PrinsipUtama, Best Practices” & KodeEtik ASESMEN : • “Respect peer” dan “FihakYgDiassess” (tegastapihormat, santun, danhargaibudaya) • Peer bekerjamandiri: on equality basis tidakbolehada “exploitasikawan”, “junior” dan “senior” • Ingat: Manajemen/Pengelolaan PT & PS adalah “otonomiperguruantinggi” (UU Sisdiknas , 2003) Tidakbolehmemaksakankonsepdankiblat QMS

  17. Tugas Utama asesor UkurlahtiapbutirKriteriaAkreditasidari 9 (sembilan) aspekinisecaramandiri (expert judgement), obyektif & imparsial • Audit, asesmen dan menilai: bahwa yg dianut&diterapkan oleh assessee dilaksanakan secara baik& konsisten; •  Ukur setiap elemen (yg sesuai) dari sisi: • Keefektifan/keberhasilan pendekatan, model, upaya strategi,dll • Adequacy (kecukupan/memadai) • Appropriateness (kewajaran dan kepatutan) • Produktifitas (per satuan input atau proses) • Efisiensi (bandingkan proses terhadap input yg digunakan) • Viability (kemapu tumbuhan/berkembang di masa depan) • Sustainability (keberlanjutan masa depan) • Akuntabilitas (sikap/perilaku/bukti untuk mau bertanggungjawab) • Tanggungjawab

  18. ASESMEN YG AMICABLE?Benang pemilah: birokrasi vs collegial vs Nepotisme • BIROKRATIK (-) • PolaHubungan &perilaku: atasanbawahan; seringkali AUTOKRATIK • Kewenangandan Power exercise • Strictly Reward & Punishment • Status hubungandanperilakudlm EQA: Harusdihindari (Makruh dosa !!!) • NEPOTISME (-) • PolaHubungan & perilaku: lebihdarisekedarsesamakawan/saudara; KOLUSI !! corruptive • Kolutif: Kewenangan & power digunakanuntuk: Kepentinganprotektifthdfihakluar (ybs) • “Kasihan”, no matter what, hilang “akalsehat” • Status hubungandanperilakudlm QA: WAJIB dihindari (HARAM!!!) MODERATION, TEGAS, PENUH INTEGRITAS, AMICABLE (PENUH KASIH SAYANG, NYAMAN, OBJEKTIF, AKADEMIS & “TDK MENCEDERAI”)  Fokus CQI!! JANGAN dilakukan EXTRIM KANAN ! EXTRIM KIRI ! COLLEGIAL (+) PolaHubungan& perilaku: “Peer” = sesamadosen”; AKADEMIS!! Tidakmemilikikarakteristikstrukturaldalamproses/practices Kewenangan & power di share dlmbentuk: Comendation & Recommendation Status hubungandanperilakudlm EQA: WAJIB!!!: Harusdilaksanakan/berpahala

  19. A different approach to quality Enhancement Troublesome Improve & Innovate Doing the same but better Tough !! Changes: New Issues New Approaches Current Situation Hard! INNOVATION We can say that QA agencies & IQA are quite good at developing and promoting the left hand side of the table. They have difficulty operating on the bottom row, and of course, moving from the bottom left cell to the top right cell is a real challenge… IMPROVEMENT

  20. Organization Results Area ENABLER RESULTS Assessor shall comprehend: University Quality Management System Focus on 9 “key” areas: 7 People Satisfaction 2 People Management 9 Business Results 3 Policy & Strategy 6 Customer Satisfaction 5 Management Processes 1 Leadership 4 Resources 8 Impact on Society

  21. More Stable Growth Progressive Min-Max (Maitenance) Max-Max (Growth, Progressive-Proactive) More Swift/Rapid/ Opportunity never comes twice Manuver/Turn around Inovatif & Konglomerasi Niche Max-Min (Creative, Diversification) Min-Min Survival, Struggle/Liquidation More Focus Liquidation TOWS O More Aggressive More Selective W S T

  22. STATEGY PRIORITIZING HIGH DEGREE of IMPORTANCE VASTNESS of IMPACT ATTRACTIVENESS • DEGREE of URGENCY • CAPACITY/CAPABILITY • STRENGTH/CULTURE LOW HIGH

  23. Dynamic of TOWS (CQI  IQA) • STATE of Development • Competitive Position TIME

  24. Equipment/Instruments/Hardwares Man/human Lingkungan Methods/Technologies/strategies/Means/procedures Materials/Data/Information CAUSAL ROOTS ANALYSIS [CEDAC/Ishikawa] Masalah

  25. Force Field Analysis OUTLOOK SCENARIO STATUS QUO Analisis Medan Kekuatan

  26. VISI MISI ANALISIS LINGKUNGAN INTERNAL ANALISIS LINGKUNGAN EKSTERNAL Perencanaan strategis ISU STRATEGIS TUJUAN STRATEGIS Umpan balik FORMULASI STRATEGI-STRATEGI PERENCANAAN OPERASIONAL Perencanaan operasional ALOKASI SUMBERDAYA Rencana Aksi/Implementasi IMPLEMENTASI MONEV Proses Perencanaan Strategis

  27. More Stable Growth Progressive Min-Max (Maintenance) Max-Max (Growth, Progressive-Proactive) More Selective Manuver/Turn around Inovatif & Konglomerasi Niche Min-Min (Creative, Diversification) Max-Min Survival, Struggle/Liquidation More Focus Liquidation SWOT O More Aggressive More Swift/Rapid/ Opportunity never comes twice S W T

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