Strategic Planning Warming up

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Strategic Planning Warming -up

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• Iwan Darmansjah
• Lido II, 5-7 June 2003
• Offsite Implementing the Strategic Plan

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Hai FKUI, Wake-UP !

• We have
• A DREAM Vision to fulfill
• 4 Missions
• With 8 Guiding Principles to live with
• 5 Goals
• 18 Objectives
• 78 Strategies
• 70 Action Plans
• 35 Priority Action Plans

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Ancaman dari Segala Penjuru

• Fenomen globalisasi dan situasi negara berkembang
  yg terhimpit utang dan mempunyai SDM terjelek,
  tidak mempunyai track record untuk berpikir
  panjang selama 50 thn, sedangkan manusianya
  berpikir untuk diri sendiri. (maaf, jangan
  dibantah!)
• INGAT Kami mau maju, yang lain juga mau!

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The Global Outlook in the21st Century

• The Lugano Report
• on preserving capitalism in the 21st century
• Susan George
• Pluto Press, London 1999
• ISBN 0 7453 1532 1
• 14.99
• The relevance of this (pocket) book has grown
  since it was published

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(No Transcript)
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Some World Population Figures(estimates)

• 200 AD 46 mill. Roman Empire 36 m. in
  Europe (followed by the dark ages)
• 1000 36 mill. war, famine, conquest, pestilence
  (the Four Horsemen of the Apocalypse)
• 1975 4 billion dunia aman dan makmur
• 2000 6 bill. 82 in dev. countries
• 2020 8 bill. Population Reduction Strategy
• world pop. to be reduced to 6 bill.(?)
• 2050 9 bill. 2 bill. Haves, 7 bill.
  Have-nots

(excerpted from The Lugano Report)
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So, how can capitalism be preserved?

• The 7 billion Have-nots want to have the same
  facilities, burn energy, occupy land, crowd the
  city, and live a better life.
• Resources will come short and Prof John Last said
  that we we would need 4-5 more planets to live in
  comfort.
• PRS (population reduction strategy) is hard to
  implement in yr. 2020 (reduction of 2 billion
  people)
• A clash would be unavoidable.

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Conclusion of the Author

• The chances for Dev. C. to reform and become an
  ordered country (Korea, Thailand, Malaysia, ) had
  been from the 1970s on
• Now the time-window has expired, and it will be
  cruelly stigmatized for those that have lacked
  behind
• Globalization with its liberal open market,
  however, does not prevent an individual in
  developing C. to become (fantastically) rich
• However, there will be too many losers.

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What is the solution then for FKUI?

• Do we believe in The LUGANO REPORT?
• Are we optimistic (A) or pessimistic (B)?
• A. Kumpulkan nukleus 50 orang utk SP
• dan teken perjanjian dg darah
• B. Iklan Dicari Dekan yg NABI beserta
  MALAIKATNYA

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Tetapi, Jangan Putus Asa!
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Keputusan Strategis

• Keputusan strategis bukan keputusan biasa /
  rutin, namun berkaitan dg masa depan kita 10-20
  thn ke depan.
• Keputusan berkaitan dg kepastian keberhasilan,
  bila konsekuen dilakukan.
• Tidak pernah ada preseden sebelumnya.
• Menuntut komitmen tertinggi Pimpinan, diikuti
  semua staf bersama.

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SECTION 1. SHORT TITLE This Act may be cited as
the Government Performance and Results Act of
1993. SEC. 2. FINDINGS AND PURPOSES. (a)
FINDINGS- The Congress finds that-- 1.waste
and inefficiency in Federal programs undermine
the confidence of the American people in the
Government and reduces the Federal Governments
ability to address adequately vital public needs
2.Federal managers are seriously
disadvantaged in their efforts to improve program
efficiency and effectiveness, because of
insufficient articulation of program goals and
inadequate information on program performance
and 3.congressional policymaking, spending
decisions and program oversight are seriously
handicapped by insufficient attention to program
performance and results.
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Government Performance and Results Act of 1993

• A major milestone is last summers passage of the
  Government Performance and Results Act of 1993
  (GPRA, P.L. 103-62). Beginning in 1997, this bill
  will require all federal agencies to write a
  strategic plan that includes mission statement,
  outcome-based goals and objectives, descriptions
  of how goals will be achieved, resource needs and
  how objectives will link to performance plans, a
  list of external influences on goals, and a
  program evaluation schedule. GPRA will also
  require agencies to write an annual performance
  plan, and to submit an annual performance report,
  comparing actual to planned performance levels.
  For complying agencies, GPRA provides for waivers
  of administrative procedural requirements over
  staffing levels, salaries and funding transfers.
  The bill establishes pilot programs for early
  testing of these ideas, including a pilot test of
  performance budgeting, which will relate levels
  of planned outcomes to corresponding budget
  levels.

(A description of GPRA)
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BENEFIT- RISK of PENICILLIN G INJECTION

• Past practice
• 1960s All doctors in Indonesia inject PP for
  every case of fever with / without
  infection.
• Then 20.000 X 10 pat./day 200.000 inj./day.
• In 1 year 300 (days) X 200.000 inj. 60.000.000
  inj.
• 1 Anaphylactic Shock per 50.000 pats.
• Then. There will be 60.000.000/50.000
• 1200 A.S. annually
• Assume 10 fatality rate then. 120 Deaths
  annually

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BENEFIT- RISK of PENICILLIN G INJECTION (2)

• Assume
• Now with evidence-based therapy
• Estimated. 20.000 X 1 pat./week 20.000
  injections/wk.
• In 1 year 50 X 20.000 1.000.000
  injections.
• Then .20 A.S. annually with ca. 2 fatal
  cases/year.
• THIS IS MORE ACCEPTABLE !!

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The Tipping PointHow Little Things Can Make a
Big Difference

• by Malcolm Gladwell,
• National Bestseller, paperback ed. 2002. ISBN
  o-316-34662-4
• Contoh penicillin injection misuse telah
  berhenti sendiri setelah seorang dokter di Pati
  diajukan ke pengadilan (walaupun tidak dihukum)
  karena menyuntik streptomisin dg akibat pasien
  meninggal. Namun penisilin inj. secara salah
  kaprah praktis tidak dipakai lagi, walaupun tetap
  obat baik dan murah.
• Ini merupakan contoh yg dalam buku diatas
  dijuluki The Power of Context dg contoh
  bagaimana gangsterism di US berhenti karena hal
  kejadian yg di luar kebiasaan (tingkah laku
  manusia New York) seorang Bernard Goetz menembak
  4 pemeras di subway December 1984, yg pada waktu
  itu di luar kebiasaan orang kulit putih.

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The Power of Context

• Teori Malcolm Gladwell merupakan contoh (banyak
  contoh dibahas dalam bukunya) bagaimana kejadian
  yang biasa bisa mengubah kondisi buruk menahun
  dalam suatu sistem negara.
• Dengan kata lain How little things, in a
  different context, may bring about a big change
• Kita harapkan - dan berdoa - FKUI dengan
  inisiatif RENSTRA dapat mengubah (Real) Good
  Governance di negara ini.

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The Broken Windows Theory

• Many seemingly insignificant QOL crimes were
  tipping points for other more violent crimes
• Broken windows, if not repaired create state of
  disorder
• People walk in because no one cares or is in
  charge
• Grafiti creates disordered environment must be
  cleaned!
• Disorder creates more serious crime
• Not paying subway tickets harus ditindak,
  walaupun harga 1.25 was not worth the price.

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The Tipping PointSome Indonesian Examples

• Documents and publications may not contain
  textual and spelling errors (cacography). One
  will be reluctant to accept the seriousness of
  the content, and may doubt the importance of the
  article. Such a document is also awful reading
  stuff that may loose the merit of its intent and
  aim.
• Spreading the word of mouth by mispronouncing a
  word (cacoepy) creates an epidemic of language
  chaos.
• Disorder in the streets of Jakarta and other
  cities is created by the remnants of banners and
  plastic strings dangling on trees and telephone
  poles, creating a disordered look.
• An email address is personal therefore it needs
  a password. Letting secretaries handle your
  emails removes the personal ownership of the
  address. This will create reluctance for
  transmitting personal confidential messages for
  the other party which forms a crucial
  communication network.

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Strategic Issues to Make Things (really) Happen

• Hard-to-believe-facts happen every day in our
  life in Indonesia, leading to disorder, and
  waiting for CHANGE

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HARDfactsStrategic Issues of Change

• Establish infra-structure of effective committees
  (no phony committees)
• Peters Principle Manusia yg pekerjaannya
  terbagi dan berfungsi dlm terlalu banyak panitia
  tidak mgk bekerja efektif, apalagi utk melakukan
  planning atau riset.
• Sindrom Metro-Mini harus ditangani segera dg
  tegas, karena tujuannya yg dominan ialah
  mengumpulkan harta dengan cara tidak benar.
• Wrong man at the wrong place dalam memilih
  pemimpin atau anggota Panitia (contoh).

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HARDfactsStrategic Issues of Change

• Bahaslah semua issues dalam focus groups apa yg
  membuat FKUI unik dan kuat, dan kembangkanlah
  melalui action plans.
• What are the top areas of growth, and develop it
  into action plans.

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HARDfactsStrategic Issues of Change

• Develop active web-site for FKUI Strategic
  Planning as a prime tool for communication.
• Without it, it is difficult to assume that FKUI
  Strategic Planning will even start off.
• Computer and internet phobia must be quickly
  overcome.

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HARDfactsStrategic Issues of Change

• Beri Bagian dan ilmuwan kesempatan untuk
  berkembang dan berkarier.
• Guru besar dan ilmuwan merupakan asset dan roh
  universitas, bukan pimpinan.
• Academic freedom harus diberlakukan dan pimpinan
  membantu Bagian berkembang.
• Struktur hirarki kepemimpinan seperti militer
  harus diubah (seperti lazimnya universitas di
  luar negeri).

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HARDfactsStrategic Issues of Change

• Salah pengertian pohon penelitian dalam
  membangun riset.
• Pohon penelitian tumbuh dari penelitian yg sudah
  ada dan dikembangkan
• Tidak mungkin membuat pohonnya untuk nanti
  diisi dg penelitian. This will never work, karena
  SDM yg terpenting.

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HARDfactsStrategic Issues of Change

• Education teach wisdom, not only facts.
• Jangan tinggalkan etik/moral.
• Ethics and morality will perhaps only survive in
  religion and universities in the future. But,
  dont let it die.

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HARDfactsStrategic Issues of Change

• SDM Recruit new blood so as to get new ideas
• Terapkan retirement age dg bijak.

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HARDfactsStrategic Issues of Change

• Strategic planning drives the budget process for
  the long-term objective.
• Bukan budget drives the strategic plan
• Budget tidak dibuat dg menaikkan dari yg tahun
  lalu 10, karena ini hanya utk menyesuaikan
  inflasi yg besarnya 9-12
• Sehingga akan jalan di tempat
• Bila setelah di-alokasi kurang, uang harus
  ditambah dg jalan lain, atau aktivitas dikurangi.

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HARDfactsStrategic Issues of Change

• Accepting Leadership is crucial.
• Without true leadership everybody becomes their
  own leader, creating the well-known U () I
  phenomenon.
• Change of Deanship must support the Strategic
  Planning Process.