PI – Renstra & Renop 1200


BAB I

RENCANA STRATEGIS (RENSTRA) PROGRAM PASCASARJANA

UNIVERSITAS MUHAMMADIYAH SURABAYA

2018-2022

  1. Pendahuluan

 

Program Pascasarjana Universitas Muhammadiyah Surabaya, yang selanjutnya disebut dengan Program Pascasarjana UMSurabaya, pada dasarnya adalah salah satu lembaga setingkat fakultas yang ada di Universitas Muhammadiyah Surabaya, selain itu juga sebagai lembaga pendidikan tinggi di Jawa Timur yang dimiliki oleh Persyarikatan Muhammadiyah. Namun demikian, Program Pascasarjana adalah lembaga yang bersifat terbuka dan menempatkan diri sebagai lembaga pendidikan tinggi swasta di Jawa Timur yang bercirikan melting pot dalam arti sebagai wahana atau tempat pendidikan tinggi yang terbuka bagi semua lapisan masyarakat untuk berbaur, bersama- sama mengembangkan tradisi research dan intelektual tanpa memandang latar belakang ikatan etnisitas, identitas, kelompok maupun agama tertentu.

Sebagaimana diketahui Program Pascasarjana UMSurabaya dalam Universitas Muhammadiyah Surabaya di antara sekian banyak Universitas Muhammadiyah di Jawa Timur lainnya, maka Program Pascasarjana telah menjadi bagian dari lembaga pendidikan tinggi milik masyarakat dan ditempatkan sebagai aset pendidikan Nasional yang dimiliki bangsa Indonesia. Selain itu, juga sebagai lembaga pendidikan yang berfungsi sebagai proses pencerahan bangsa dalam menata peradaban intelektual, keilmuan, dan spiritual keagamaan yang mulia.

Sadar akan posisinya, Program Pascasarjana UMSurabaya senantiasa berusaha tumbuh berkembang memberikan pengabdiannya kepada masyarakat dalam penyediaan sumberdaya manusia, agen of moral and agen of change. Arah yang ingin dicapai oleh Program Pascasarjana adalah menjadikan lembaga ini sebagai wahana bagi proses penyebaran pencerahan dan kesadaran masyarakat, dapat mengabdikan diri demi pengembangan pengetahuan dan teknologi, memperkaya kebudayaan, memajukan

 

 

peradaban umat manusia, serta menata mental keagamaan yang kuat dan dilandasi dengan al-Qur’an dan as-Sunnah yang maqbulah.

Dalam perkembangannya, Program Pascasarjana UMSurabaya telah menunjukkan kemajuan baik dari segi kualitas maupun kuantitas. Program Pascasarjana UMSurabaya selalu berupaya untuk menyelenggarakan proses pendidikan sebaik mungkin. Dengan 3 Program Studi: Program Studi Pendidikan Agama Islam, Program Studi Pendidikan Bahasa dan Sastra Indonesia, dan Program Studi Hukum Ekonomi Syariah. Program Pascasarjana UMSurabaya berusaha menjadi institusi yang konsisten mengadakan pertumbuhan, perubahan, dan pembaharuan (growth, change and reform) ke arah yang lebih baik. Menyadari hal itu, Program Pascasarjana menyusun rencana pengembangan yang diarahkan pada terwujudnya perguruan tinggi yang berkualitas, khususnya dalam rangka memperluas akses, peningkatan mutu dan relevansi serta dalam upaya mewujudkan good university governance yang didasarkan pada prinsip-prinsip transparansi, akuntabilitas, responsibilitas dan keadilan.

Program Pascasarjana UMSurabaya sejauh ini dikelola secara otonom dan didasarkan pada prinsip-prinsip good practices dalam lingkungan organisasi dan budaya kualitas (quality culture) yang sehat, sejalan dengan kebijakan Kementerian Agama R.I. maupun Kementerian Riset, Teknologi, dan Pendidikan Tinggi Republik Indonesia.

 

 

  1. B. Visi dan Misi PROGRAM PASCASARJANA UMSurabaya

 

Visi:

 

Pascasarjana UMSurabaya menjadi lembaga yang unggul di bidang pendidikan, intelektualitas, moralitas, serta bersinergi dan berjiwa entrepreneur pada tahun 2020. Misi:

  1. 1. Menyelenggarakan pendidikan tinggi yang memiliki keunggulan dalam bidang

 

pendidikan, penelitian, pengabdian pada masyarakat, dan kerja sama.

 

  1. 2. Menyelenggarakan pembinaan sivitas akademika pascasarjana dalam kehidupan yang islami.
  2. 3. Mewujudkan tata kelola organisasi pascasarjana dengan prinsip good govermance.

 

  1. 4. Mengembangkan potensi kecakapan hidup pada sivitas akademika pascasarjana.

 

 

  1. 5. Memberikan pelayanan kegiatan penelitian, pelatihan, serta pengkajian dan pengembangan dalam bidang pendidikan.

Tujuan:

 

  1. 1. Menghasilakn magister pendidikan yang beriman, bertaqwa, dan berakhlakul karimah, berkepribadian islami serta memiliki kompetensi dan profesionalisme di bidangnya masing-masing sesuai dengan kebutuhan stakeholders.
  2. 2. Mampu menjadi sivitas akademika teladan melalui dakwah Islam melalui amar ma’ruf nahi munkar.
  3. 3. Mampu mewujudkan pengelolaan pascasarjana yang terencana, terorganisasi, produktif, dan berkelanjutan.
  4. 4. Mampu mengembangkan sivitas akademika yang berjiwa entrepreneur.

 

  1. 5. Mampu memberikan pelayanan penelitian, pelatihan, serta pengkajian dan pengembangan dalam bidang pendidikan.

 

 

Perumusan visi, misi dan tujuan Program Pascasarjana UMSurabaya tersebut, tidak lepas dari misi Universitas Muhammadiyah Surabaya dan Persyarikatan Muhammadiyah dalam menyelenggarakan pembinaan keimanan dan ketaqwaan terhadap Allah SWT, pendidikan dan pengajaran, penelitian dan pengabdian kepada masyarakat menurut tuntunan Islam.

Rumusan visi, misi dan tujuan Program Pascasarjana UMSurabaya mengandung makna bahwa Program Pascasarjana mengemban misi ganda. Untuk itu Program Pascasarjana berusaha untuk mampu berkiprah dan meningkatkan kualitas dalam era persaingan yang semakin terbuka. Civitas akademika Program Pascasarjana menyadari bahwa pertumbuhan, perubahan dan pembaharuan harus dilakukan secara komprehensif mencakup dimensi fisik dan non-fisik (mental – spiritual). Untuk meraih dimensi fisik dikembangkan secara optimal aspek-aspek yang terukur secara kuantitatif maupun kualitatif. Sedangkan untuk mengembangkan dimensi non-fisik ditumbuhkan keimanan dan ketaqwaan. Menyadari hal itu, Program Pascasarjana UMSurabaya terus berupaya untuk meningkatkan citra dan kualitasnya seperti yang dicanangkan dalam dokumen Rencana Strategis (Renstra) 2018-2022.

 

 

  1. ANALISIS SWOT

 

Dalam evaluasi diri, analisis situasi dikelompokkan menjadi dua, yakni situasi internal dan eksternal. Analisis situasi internal untuk mengkaji kekuatan dan kelemahan, sedangkan untuk analisis situasi eksternal untuk melihat peluang dan tantangan. Dalam menyusun analisis SWOT Program Pascasarjana UMSurabaya menggunakan indikator kepemimpinan (leadership), relevansi pendidikan, atmosfir akademik (academic atmosfir), manajemen internal (internal management), sustainabilitas (sustainability), serta efisiensi dan produktivitas.

 

 

Situasi Internal (Kekuatan dan Kelemahan)

 

 

 

Kepemimpinan (Leadership) Kekuatan

Komitmen Program Pascasarjana UMSurabaya dalam berbagai bidang sangat tinggi. Berbagai kebijakan dirumuskan untuk menjadi dasar penyusunan program selama lima tahun. Program tersebut disusun dengan mengedepankan prioritas pada pengembangan bidang akademik, sumber daya insani, sarana prasarana, keuangan, serta sistem informasi dan penguatan networking.

 

 

Kelemahan

 

Kemampuan Program Pascasarjana UMSurabaya untuk membangun organisasi yang sehat dan manajemen bersih dan transparan belum optimal. Kondisi tersebut tampak dalam beberapa hal, diantaranya efisiensi dan efektivitas pengelolaan Program Pascasarjana UMSurabaya belum tercapai, pengaturan beban kerja yang kurang spesifik, dosen yang dilibatkan dalam aktivitas administratif akhirnya tidak dapat berkonsentrasi pada tugas utamanya, yakni Tri Darma Perguruan Tinggi.

 

 

Relevansi Pendidikan

 

Kekuatan

 

 

Memiliki tiiga (3) program studi, yang mampu mengakomodasi variasi kebutuhan masyarakat, yaitu Program Studi Pendidikan Islam, Program Studi Pendidikan Bahasa dan Satra Indonesia, dan Program Studi Hukum Ekonomi Syariah

 

 

Kelemahan

 

  1. 1. Jumlah dosen tetap berpendidikan S3 belum banyak dan masih taraf penyelesaian studi S3 (sedang proses S3).
  2. 2. Jumlah anggaran operasional tahunan yang kurang.

 

  1. 3. Kurikulum belum berorientasi dunia kerja.

 

  1. 4. Jumlah lulusan yang bekerja di luar bidang studinya belum terdata dengan baik.

 

  1. 5. Perkembangan yang terjadi di masyarakat tidak dapat segera diikuti oleh perubahan kurikulum.

 

 

Atmosfir Akademik (Academic Atmosfir) Kekuatan

Semakin meningkatnya kualitas dosen baik dalam pencapaian gelar jabatan fungsional akademik yang dibuktikan dengan semakin banyaknya dosen yang bersertifikasi pendidik.

 

 

Kelemahan

 

  1. 1. Jumlah perolehan paten, publikasi ilmiah, dan tulisan dalam bentuk buku masih sangat rendah.
  2. 2. Rendahnya relevansi antara kegiatan pendidikan dengan penelitian dan pengabdian kepada masyarakat yang menjadi penyebab lemahnya efektivitas pembelajaran mahasiswa.
  3. 3. Kurangnya pembiasaan untuk melaksanakan penelitian dosen dan mahasiswa.

 

 

 

Manajemen Internal (Internal Management) Kekuatan

  1. 1. Penyusunan rencana anggaran dilakukan dengan mekanisme rapat dengan melibatkan unsur Pimpinan Program Pascasarjana, Prodi, Dosen dan Staf.

 

 

  1. 2. Pembagian dana antara Program Pascasarjana dan Prodi diatur secara tertulis dan jelas.

 

  1. 3. Informasi tentang penerimaan keuangan dan penerimaan mahasiswa saat daftar ulang dapat diakses secara online.
  2. 4. Rekrutmen dosen dan tenaga kependidikan mengacu pada kebutuhan berdasarkan rasio dosen-mahasiswa dan melalui panitia seleksi di tingkat universitas.

 

 

Kelemahan

 

  1. 1. Perencanaan belum mengacu pada kebutuhan riil, tetapi masih lebih didasarkan kepada pagu anggaran tahun sebelumnya dengan beberapa penyesuaian untuk tahun yang berbeda.
  2. 2. Belum ada mekanisme monitoring dan evaluasi internal yang berkelanjutan dalam pengadaan, penggunaan dan pelaksanaan anggaran di lapangan.
  3. 3. Sistem keuangan belum berorientasi pada output dan outcome tetapi masih berorientasi pada input dan proses sehingga tujuan dari setiap kegiatan dalam perencanaan terabaikan.
  4. 4. Pelaksanaan anggaran dengan perencanaannya belum tersentralisasi. Hal ini

 

menyebabkan perencanaan dan pelaksanaan berjalan terpisah.

 

  1. 5. Rekrutmen dosen dan tenaga kependidikan masih belum tersistem sesuai dengan kebutuhan.
  2. 6. Rendahnya kapasitas tenaga administrasi dalam mendukung kinerja organisasi.

 

  1. 7. Manajemen sumber daya manusia kurang dapat membangun efektivitas dan efisiensi.

 

 

Sustainabilitas (Sustainability) Kekuatan

Program Pascasarjana UMSurabaya memiliki unit-unit dan aset yang sangat potensial untuk dikembangkan sebagai unit penghasil tambahan dana bagi kegiatan Tri Darma Perguruan Tinggi.

 

 

Kelemahan

 

  1. 1. Pemanfaatan aset UMSurabaya untuk mendanai kegiatan pendidikan belum optimal.

 

 

  1. 2. Kesadaran dan dukungan terhadap pentingnya pengelolaan aset di lingkungan dosen dan tenaga kependidikan masih rendah.
  2. 3. Kemampuan pengelolaan aset masih rendah.

 

 

 

Efisiensi dan Produktivitas

 

Kekuatan

 

Lembaga Penjaminan Mutu terus berupaya agar penggunaan dana dapat meningkatkan efisiensi dan produktivitas.

 

 

Kelemahan

 

  1. 1. Lembaga Pengkajian dan Pengembangan Pendidikan belum berupaya maksimal meningkatkan mutu dosen dan pengembangan model pembelajaran agar berdampak pada mutu lulusan, efisiensi, dan produktivitas lulusan.
  2. 2. Resource sharing secara maksimal pada beberapa kegiatan, seperti saling memanfaatkan dosen.

 

 

Situasi Eksternal (Peluang dan Ancaman)

 

 

 

Peluang

 

  1. 1. Penawaran kerja sama dari dalam dan luar negeri yang cukup besar dalam kerangka

 

networking, benchmarking, double degree, dan berbagai skema kerja sama lain.

 

  1. 2. Sumber daya manusia dan sumber dana dari dalam dan luar negeri belum banyak digali untuk dimanfaatkan secara maksimal.
  2. 3. Demografi, geografi, dan potensi daerah Kota Surabaya, Jawa Timur, dan Indonesia

 

Timur cukup besar untuk bersinergi dalam pengembangan daerah.

 

  1. 4. Akses informasi yang tanpa batas dan semakin mudah dijangkau seiring pesatnya perkembangan teknologi informasi.
  2. 5. Lembaga donor dan riset lokal, regional, dan internasional dapat dimanfaatkan dalam pengembangan pendidikan dan rise
  3. 6. Reformasi perguruan tinggi dalam kebijakan anggaran berbasis kinerja memberikan peluang untuk bersaing dengan perguruan tinggi lain.

 

 

  1. 7. Undang-Undang Sistem Pendidikan Nasional dapat menjadikan Program Pascasarjana UMSurabaya lebih profesional.

 

 

 

Ancaman

 

  1. 1. Tuntutan pemerintah bagi perguruan tinggi untuk meningkatkan daya saing bangsa melalui increase workplace productivity berpeluang untuk bersaing tidak sehat antar perguruan tinggi.
  2. 2. Tuntutan masyarakat atau dunia usaha akan lulusan dan produk teknologi yang tinggi melalui komersialisasi rise
  3. 3. Semakin banyak perguruan tinggi swasta dan perguruan tinggi negeri yang tumbuh dan mengembangkan program studi yang kompetitif.
  4. 4. Persaingan kerja lulusan semakin ketat.

 

  1. 5. Globalisasi dan perdagangan bebas sangat membutuhkan kreativitas UMSurabaya

 

untuk meningkatkan nilai jualnya di pasar bebas.

 

 

 

  1. Rencana Strategis Pengembangan Jangka Panjang Program Pascasarjana UMSurabaya

 

Rencana Strategis Pengembangan (renstra) Program Pascasarjana UMSurabaya secara rinci sebagai berikut:

  1. 1. Format kelembagaan

 

– Program Pascasarjana UMSurabaya adalah unsur pelaksana akademik yang melaksanakan sebagian tugas pokok serta fungsi dan ciri khas UMSurabaya, dan berada di bawah Rektor.

– Program Pascasarjana UMSurabaya dipimpin seorang Direktur yang bertanggungjawab langsung kepada Rektor.

– Program Pascasarjana UMSurabaya memiliki tiga prodi, yaitu Pendidikan Agama Islam, Pendidikan Bahasa dan Sastra Indonesia dan Hukum Ekonomi Syariah.

– Tugas pokok Program Pascasarjana UMSurabaya adalah:

 

  1. a. Melaksanakan pendidikan atau pengajaran, penelitian, dan pengabdian kepada masyarakat dalam rangka pengembangan ilmu agama Islam, ilmu bahasa dan sastra Indonesia dan Hukum Ekonomi Syariah.
  2. b. Melaksanakan urusan administrasi akademik yang meliputi pendidikan dan pengajaran serta melakukan usaha administrasi pembinaan mahasiswa dan alumni.

– Fungsi Program Pascasarjana UMSurabaya adalah:

 

  1. a. Melaksanakan dan mengembangkan pendidikan dan pengajaran.

 

  1. b. Melaksanakan penelitian untuk mengembangkan ilmu pengetahuan. c. Melaksanakan pengabdian kepada masyaraka
  2. d. Melaksanakan pembinaan civitas akademika. e. Melaksanakan urusan ketatausahaan.
  3. 2. Unit-unit penunjang akademik

 

Dalam melaksanakan peran, tugas dan fungsi di atas, maka selain melalui pembinaan akademik secara rutin dan kontinyu, Program Pascasarjana UMSurabaya juga memiliki unit- unit penunjang, yaitu;

– Unit Penjaminan Mutu adalah suatu unit yang dibentuk Program Pascasarjana

 

UMSurabaya untuk melakukan tugas dan fungsi evaluasi terhadap input, proses,

 

 

dan output. Tugasnya adalah membantu Direktur untuk mejamin terwujudnya

 

atmosfir akademik yang kondusif dan sustainable

 

– Unit penerbitan, penelitian dan pengabdian pada mayarakat adalah biro yang ditunjuk untuk menghendel tugas dan wewenangnya dalam membantu Direktur untuk melakukan tugas penerbitan, baik jurnal, buku ajar, penelitian dan pengabdian mayarakat.

 

  1. E. Arah dan pokok-pokok pengembangan Program Pascasarjana UMSurabaya.

 

Arah dan pokok-pokok pengembangan Program Pascasarjana UMSurabaya, yang merupakan rencana strategi pengembangan dalam sepuluh tahun ke depan:

Tahun Pertama (2017-2018), pemantapan struktur Pimpinan dan Karyawan Program Pascasarjana maupun Program Studi serta peningkatan pelayanan dan kualitas akademik menuju penyelenggaraan pendidikan tinggi yang benar-benar mandiri, realistis dan proporsional.

Tahun Kedua (2018-2019), peningkatan kualitas pembinaan akademik, sarana dan prasarana menuju status terakreditasi minimal B.

Tahun Ketiga (2019-2020), peningkatan kualitas kerjasama dengan semua pihak, dalam rangka menuju pemberdayaan kampus yang mampu melakukan apresiasi terhadap perkembangan ilmu pengetahuan dan teknologi secara cepat, tepat dan proporsional.

Tahun Keempat (2020-2021), peningkatan berbagai sumberdaya Program Pascasarjana maupun Program Studi, baik yang menyangkut fisik kampus, personalia, sarana prasarana, finansial, dll, menuju lingkungan dan suasana kampus yang benar-benar dapat memberikan sumbangan nyata secara maksimal dalam kehidupan bermasyarakat, berbangsa dan bernegara.

Tahun kelima (2021-2022) adalah peningkatan berbagai sumberdaya Program Pascasarjana maupun Program Studi, baik yang menyangkut fisik kampus, personalia, sarana prasarana, finansial, dan lain-lain, menuju kampus yang benar-benar eksis dan menjadi alternatif utama calon mahasiswa dalam melanjutkan studi pendidikan tinggi.

Rencana strategis jangka panjang Program Pascasarjana dicanangkan dalam dokumen Renstra 2018-2022 secara keseluruahan terangkum dalam renstra UMSurabaya. Renstra tersebut disusun melalui pengkajian yang mendalam, mengacu

 

 

pada isu-isu internal maupun eksternal. Untuk jangka waktu sepuluh tahun kedepan, prioritas pengembangan Program Pascasarjana diarahkan untuk dapat menyelenggarakan program pendidikan tinggi yang bermutu dan berdaya saing tidak hanya di tingkat lokal dan nasional tetapi juga ditingkat internasional.

Sejalan dengan visi, misi dan tujuan Program Pascasarjana menetapkan beberapa sasaran sebagai berikut:

1) Bidang Pembelajaran, menghasilkan lulusan yang akan:

 

– Mampu menelaah dan mengaplikasikan teori-teori, dengan memanfaatkan pendekatan dan metode pembelajaran yang mutakhir dan teknologi informasi komunikasi.

– Mahir berkomunikasi dengan baik dan benar baik lisan maupun tulisan.

 

– Memiliki komitmen akademik dan mampu merespon persoalan kehidupan masa kini dan mendatang, khususnya masalah pendidikan di lingkungannya.

2) Bidang Penelitian

 

Mampu memecahkan permasalahan dan pengembangan dengan menghasilkan penelitian yang bermutu dan berguna bagi pengembangan ilmu.

3) Bidang Pengabdian

 

Mampu menyelenggarakan seminar, pelatihan, workshop serta berusaha melakukan kerjasama dengan pihak – pihak lain untuk meningkatkan kwalitas serta profesionalisme guru, dosen, pendidik yang pada akhirnya untuk peningkatan kualitas pendidikan di Indonesia dan kesejahteraan masyarakat Indonesia.

Strategi Pencapaian Program Pascasarjana (Program Pascasarjana) didasarkan pada lima hal yaitu manajemen, infrastuktur, sumber keuangan, pengembangan Sumber Daya Manusia (SDM), dan system informasi yang dilakukan secara simultan serta dengan rencana berkala lima tahun.

Strategi Pencapaian bidang manajemen meliputi pembenahan organisasi, aturan- aturan, penataan sumber daya manusia, dan keuangan. Strategi Pencapaian bidang infrastruktur di antaranya adalah pembangunan ruang perkuliahan dengan segala fasilitasnya, media pembelajaran, pembangunan masjid dengan segala kebutuhan kegiatannya, peningkatan jumlah dan judul buku serta jurnal ilmiah di perpustakaan juga peningkatan fasilitas internet. Strategi Pencapaian bidang sumber keuangan

 

 

meliputi sumber keuangan dari pembayaran kewajiban mahasiswa, sumbangan orang tua, bantuan lembaga lain/sponsorship, pendapatan dari usaha: penelitian dll, hibah/bantuan dana dari Pemerintah.

Strategi Pencapaian bidang pengembangan Sumber Daya Manusia (SDM)

 

meliputi promosi karyawan, penambahan dosen tetap, peningkatan jabatan akademik, studi lanjut dosen tetap, peningkatan jumlah mahasiswa yang masuk setiap angkatan, meningkatkan metode seleksi dan kualitas mahasiswa baru, serta meningkatkan kualitas lulusan. Sedangkan renstra bidang system informasi difokuskan pada penerapan system informasi manajemen untuk administrasi keuangan, akademik, SDM, dan perpustakaan agar berfungsi mendukung proses pembelajaran serta pelatihan-pelatihan personel yang terlibat dalam sistem organisasi.

No Agenda dan bentuk Kegiatan Out Come
1 Manajemen  
1. Pembenahan Organisasi 1. Struktur Organisasi Tertata
2. Aturan-aturan 2. Peraturan-Peraturan/SOP Unit- unit Kegiatan
3. Penataan SDM 3. Pembakuan Penataan SDm
4. Penataan Keuangan 4. Pembakuan Penataan Keuangan
2 INFRASTRUKTUR  
1. Pembangunan Ruang Kuliah 1. Ruang Kuliah yang Memadai
2. Media Pembelajaran 2. Media Pembelajaran sesuai dengan kebutuhan
3. Pemanfa’atan Masjid 3. Masjid sebagai pusat kegiatan civitas akademika
4. Pembangunan Gedung Perpustakaan dan peningkatan jumlah judul buku/jurnal 4. Gedung perpustakaan dengan jumlah buku-jurnal yang mencerminkan suasana akademik
3 SUMBER KEUANGAN  
1. Akuntabilitas dan Kualitas

Manajemen Pelayanan Keuangan

1. Staf keuangan terorganisir dalam pranata yang menunjang volume kegiatan
2. Pengembangan sumber daya keuangan 2. Catatan aset terupdate setiap tahun
3. Sistem Pembayaran yang terpadu 3. Meningkatnya sumber daya keuangan dan di distribusikan dengan segala prioritas
4. Kebijakan Penetapan kewajiban 4. Efisiensi

 

Strategi pencapaian kelima hal di atas dicanangkan dalam waktu lima tahun secara simultan, tahun 2018–2022.

 

 

  pembayaran mahasiswa  
5. Sistem Informasi keuangan yang transparan 5. Tertatanya catatan keuangan
6. Pembentukan unit-unit komersial 6. Adanya sumber keuangan baru selain dari mahasiswa
4 SUMBER DAYA MANUSIA  
1. Komitmen dan kolaborasi

Pimpinan dan staff

1. Peningkatan kapasitas SDM dalam hal komitmen dan kolaborasi Pimpinan dan staff
2. Penerapan sistem kepegawaian 2. Profil pimpinan dan staff yang bekerja secara efisien dan efektif yang menumbuhkan motivasi dan etos kerja zang tinggi
3. Peningkatan kualitas civitas akademika 3. Peningkatan jabatan akademik, studi lanjut, jumlah mahasiswa dan kualitas lulusan
4. peningkatan kuantitas dan kualitas penelitian dan pengabdian dosen 4. Jumlah penelitian dan pengabdian bertambah
5.Pemanfaatan hasil tesis mahasiswa dengan menajemen yang jelas 5. tesis mahasiswa menjadi artikel yang dimuat di jurnal khusunya di jurnal internal.
5. Peningkatan kualitas jurnal prodi masing-masing 5. Jurnal terindeks DOAJ
  6. adanya penelitian kolaboratif dosen dan mahasiswa yang terwadahi dalam hibah pascasarjana 6. terwujudnya proposal hibah pascasarjana minimal masing-maisng prodi satu proposal
  7. Meningkatkan kemampuan dalam menyusun RPS dan perangkat pembelajaran minimal satu mata kuliah yang diampu 7. Setiap dosen minimal memiliki satu RPS dan perangkat pembelajaran untuk satu mata kuliah termasuk modul/bahan ajar
5 SISTEM INFORMASI  
  1. Penerapan Sistem Informasi 1. Tertata sistem informasi manajemen administrasi keuangan, akademik, SDM

 

Dalam rangka mencapai visinya, yaitu menjadikan kampus sebagai pengembangan kompetensi moral maupun intelektual dan penguatan daya saing, maka harus dapat memberdayakan semua jurusan/program studi beserta sumberdayanya untuk mencapai cita-cita tersebut.

Pada era globalisasi, keterlibatan teknologi informasi dan komunikasi atau information and communication technology (ICT) di dalam dunia pendidikan sudah tidak dianggap sebagai sebuah pilihan, tetapi telah menjelma menjadi kebutuhan mutlak yang harus dimiliki dan dimanfaatkan oleh perguruan tinggi jika ingin meningkatkan kualitas penyelenggaraan pendidikannya.

Berpijak dari kenyataan di atas, dengan rencana strategis yang berorientasi masa depan, dan didukung oleh semua jurusan/program studi beserta sumberdayanya, penerapan teknologi akan dapat membenahi administrasi manajemen pendidikannya dan meningkatkan kualitas penyelenggaraan pendidikannya. Dengan demikian, akan turut mendukung menyukseskan kebijakan Kemenristekdikti RI maupun Dinjen Diktis Kemenag untuk mendorong terwujudnya perguruan tinggi yang berkualitas, religius dan dikelola secara otonom dalam lingkungan organisasi yang sehat.

 

 

Peran dan tugas Perguruan Tinggi adalah untuk mempromosikan penggunaan teknoligi informasi dan juga meningkatkan informacy literacy yaitu kemampuan seseorang untuk untuk memberdayagunakan informasi yang diperolehnya untuk membantu dan meningkatka kinerja aktifitas sehari-hari. Istilah informacy letercy dalam kamus bahasa inggris diartikan “the ability to rend and write”yang berate kemampuan untuk membaca dan menulis. Bunz (2002) mengatakan bahwa technology literacy sebagai alat untuk mempermudah dan mencapai tujuan.

Dalam penggunaan teknolgi informasi, Universitas Muhammadiyah Surabaya melaksanakan system informasi online dalam semua yang berkaitan dengan administrasi akademik dan keuangan agar mahasiswa dapat mengakses dengan mudah. Untuk itu peran ICT di Universitas Muhammadiyah Surabaya dalam administrasi penyelenggrana pendidikan tinggi. Adapaun mengenai penggunaan ICT diantaranya adalah:

  1. a. Pendaftaran mahasiswa baru secara online dengan menggunakan website, sehingga calon mahasiswa dimana saja dapat melakukannya tanpa harus secara fisik dating ke Peguruan Tinggi tersebut,
  2. b. Pengisian kartu rencana studi (KRS) juag dengan system online yang dapat memungkinkan mahasiswa menggambil mata kuliah yang ditawarkan dengan menggunakan perangkat digita
  3. c. Mengakses nilai hasil studi (KHS) secara online sehingga mahsiswa dapat melihat nilai yang diperoleh setelah melakukan ujian, hal ini dapat dilakukan melalui interne

 

BAB II

LAPORAN EVALUASI DIRI

  1. A. Latar Belakang dan Rasional

 

  • Latar Belakang

 

Visi, Misi dan tujuan Program Pascasarjana UMSurabaya untuk menjadi salah satu program unggulan bidang kajian pendidikan Islam, pendidikan bahasa dan sastra Indonesia dan Hukum Ekonomi Syariah dengan menghasilkan Sarjana tingkat Magister yang unggul di bidang pendidikan, intelektualitas, moralitas, serta bersinergi dan berjiwa entrepreneur pada tahun 2021.

Untuk mendukung pencapaian Visi, Misi dan tujuan tersebut, dibentuk lembaga organisasi yang kondusif dengan personalia yang kompeten. Sistim pengelolaan ditekankan kepada profesionalisme, yaitu kejujuran, ketekunan dan keahlian. Sejalan dengan itu suasana akademis dikembangkan melalui keterlibatan aktif mahasiswa dalam seminar kelas dan pelaksanaan kuliah yang diampu para Guru Besar, Doktor yang sesuai dengan disiplin ilmu mereka. Semua itu didukung oleh sarana dan prasarana yang cukup memadai, mulai dari Perpustakaan sebagai bahan dan sumber rujukan, ruangan kelas yang kondusif dll.

Sumber utama dana operasional Program Pascasarjana berasal dari Sumbangan Pendidikan Mahasiswa dan dari Universitas Muhammadiyah Surabaya serta Sumbangan lain yang tidak mengikat yang kesemuanya itu dapat dipertanggungjawabkan.

Sampai sekarang tahun 2018, jumlah mahasiswa yang diterima per angkatan cenderung meningkat. Dengan demikian PROGRAM PASCASARJANA UMSurabaya Magister Studi Islam Program Studi Pendidikan Islam, Magister Pendidikan Program Studi Pendidikan Bahasa dan Sastra Indonesia, dan Magister Program Studi Hukum Ekonomi Syariah Universitas Muhammadiyah Surabaya perlu merespon kepercayaan masyarakat itu dengan melalui pengajuan akreditasi ke Badan Akreditasi Nasional Perguruan Tinggi demi peningkatan kualitas yang berkesinambungan.

 

 

  • Rasional.

 

Mutu pendidikan sangat ditentukan oleh ketersediaan lembaga dan sumberdaya manusia pengelola lembaga. Pembentukan lembaga khususnya yang menangani peningkatan kualaitas pembelajaran dan penjaminan mutu pembelajaran, serta peningkatan wawasan manajerial kelembagaan merupakan hal urgen untuk dilakukan.

  1. B. Analisis Lingkungan Eksternal

 

Globalisasi telah melahirkan tuntutan-tuntutan baru pada institusi pendidikan tinggi. Salah satu pemicu tuntutan itu adalah pencapaian kemajuan teknologi informasi dan komunikasi untuk meningkatkan daya saing bangsa. Sejalan dengan tuntutan ini, pemerintah telah menetapkan acuan utama dalam kebijakan dasar pengembangan pendidikan tinggi ke depan yang diarahkan untuk meningkatkan daya saing bangsa.

Tantangan terbesar yang harus dihadapi Program Pascasarjana UMSurabaya kedepan adalah

 

menjadikan Program Pascasarjana UMSurabaya sebagai Program Studi yang mandiri secara manajemen dan mempunyai keunggulan dalam bidang masing-masing.

  1. C. Evaluasi Kinerja dan Pengelolaan Program

 

  1. 1. Pendidikan

 

Proses Belajar Mengajar (Microteaching)

 

Salah satu komitmen Program Pascasarjana UMSurabaya dalam rangka memajukan pendidikan tinggi di Indonesia adalah meningkatkan kualitas lulusannya.

Berdasarkan data yang dimiliki mahasiswa di seluruh Program Studi diketahui bahwa menurut sebagian besar dari mahasiswa penyebab output lulusan sesuai dengan harapan adalah metode pengajaran yang digunakan oleh para dosen sebagian besar sudah berlangsung secara profesional dan disertai dengan diskusi yang interaktif, penugasan membuat makalah, Simulasi sidang, dan seminar. Bahan bacaan yang dianjurkan oleh dosen juga sudah menunjukkan kecenderungan untuk

 

 

merekomendasikan buku referensi yang dimiliki dosen atau buku-buku yang ada di perpustakaan.

Berdasarkan hal tersebut, maka Program Pascasarjana UMSurabaya agar dalam pengembangan metode dalam pembelajaran semakin meningkat, maka perlu adanya bantuan laboratorium microteaching yang memadahi, sehingga outcame dari Program Pascasarjana UMSurabaya semakin hari semakin lebih profesional.

Layanan Internal (Perpustakaan)

 

Layanan administrasi berlangsung dengan melibatkan tata usaha, laboran, dan perpustakaan. Berdasarkan data terhadap mahasiswa di seluruh jurusan diketahui bahwa tingkat kepuasan mahasiswa terhadap kualitas layanan administrasi akademik, layanan perpustakaan dan layanan administrasi keuangan cukup baik. Namun demikian pelayanan perpustakaan dengan keterbatasan buku referensi masih kurang sesuai dengan referensi mata kuliah yang dianjurkan.

Berdasarkan hal tersebut, maka dipandang perlu adanya bantuan perpustakaan sehingga mahasiswa, dan dosen terpenuhi semua refensi dalam menunjang perkuliahan yang kondusif.

Kurikulum

 

Kurikulum yang digunakan di Program Pascasarjana UMSurabaya selalu dievaluasi 2 tahun sekali. Perbaikan kurikulum dilakukan berdasarkan hasil evaluasi internal dari mahasiswa dan dosen maupun masukan dari stakeholder lainnya seperti lulusan dan pengguna lulusan.

Penelitian

 

Penelitian yang dilakukan oleh dosen di Program Pascasarjana UMSurabaya baik secara kuantitas maupun kualitas masih perlu untuk ditingkatkan. Kuantitas penelitian dosen dalam dua tahun terakhir menunjukkan kecenderungan stagnan. Sedangkan karya ilmiah yang dihasilkan oleh dosen Program Pascasarjana

 

 

UMSurabaya dalam dua tahun terakhir juga belum menunjukkan peningkatan.

Berpijak pada masalah di atas, maka Standar Operasional Prosedur (SOP) tentang penelitian dosen harus dilaksanakan secara baik. Diharapkan dengan adanya SOP akan membawa dampak langsung pada meningkatnya kapasitas penelitian dosen melalui program hibah penelitian, membuka akses informasi tentang pemanfaatan dana penelitian baik dari pihak universitas, Kopertais, Kopertis, Ditjen Diktis

/ Dikti atau dari institusi lainnya.

 

Pengabdian pada Masyarakat

 

Selain melaksanakan kegiatan pendidikan pengajaran, penelitian, dan kegiatan pengabdian kepada masyarakat merupakan tuntutan Tri dharma perguruan tinggi yang juga menjadi kewajiban setiap dosen. Kuantitas pengabdian masyarakat yang dilaksanakan dosen Program Pascasarjana UMSurabaya dipandang cukup baik karena hanya dosen Program Pascasarjana UMSurabaya yang terlibat langsung dengan public, social keagamaan, dan masyakat.

Pengabdian masyarakat merupakan bentuk implementasi hasil

 

penelitian dosen kepada stakeholder. Pelaksanaan kegiatan pengabdian kepada masyarakat dapat dilakukan melalui pengabdian secara individual/personal sesuai dengan minat dosen atau terstruktur melalui lembaga yang ada di institusi yaitu LPPM (Lembaga Penelitian dan Pengabdian Kepada Masyarakat) untuk memberikan pelayanan masyarakat.

Standar Operasional Prosedur (SOP) tentang pengabdian masyarakat yang telah ada memuat dosen dan mahasiswa selalu ikut untuk mengatasi berbagai masalah yang dihadapi masyarakat, misalnya bakti social, penyuluhan agama (khutbah jum’at) dan lain sebagainya. Hal yang dapat dilakukan adalah: (1) meningkatkan keterpaduan antara

 

 

penelitian, pembelajaran dan pengabdian; (2) meningkatkan profesionalisme dosen dan pengelolaan kegiatan pengabdian kepada masyarakat, dan (3) meningkatkan kerjasama dengan external stakeholder.

  1. E. Evaluasi Ketersediaan dan Manajemen Sumberdaya

 

  1. A. Sumber Daya Manusia

 

Profil Staf Akademik

 

Jumlah staf akademik berdasarkan tingkat pendidikan dan jabatan akademik menunjukkan peningkatan yang signifikan dari tahun ke tahun. Hasil feed back dari mahasiswa terhadap kinaerja dosen pada setiap akhir semester menunjukkan prestasi yang cukup baik, yaitu rata- rata mahasiswa memberikan penilaian terhadap dosen cukup baik dari segi kesapan mengajar, komunikasi di kelas dan luar kelas, bimbingan, dan lain sebagainya.

Dari uraian di atas, Program Pascasarjana UMSurabaya berupaya untuk transparansi

 

manajemen, kepemimpinan, pelayanan, dan bimbingan sehingga rasa keadilan di antara staf akademik dan mahasiswa tercipta keharminisan. Namun demikian juga harus adanya peningkatan kualitas Dosen dengan menugaskan belajar pada jenjang yang lebih tinggi, misalnya ke S.3, serta peningkatan karya ilmiah dosen yang dimuat dalam jurnal-jurnal ilmiyah baik nasional, regional, maupun internasional.

Profil Staf Non-Akademik

 

Staf non-akademik Program Pascasarjana UMSurabaya mempunyai tingkat pendidikan yang cukup yaitu SMA dan S.2. sehingga sudah tidak menjadi kendala atau hambatan yang berarti dalam meningkatan etos kerja. Selain itu juga bentuk pelayanan yang cepat, tepat, ramah dan memuaskan menjadi suatu visi staf non akademik sehingga semua yang menjadi tugas dan tanggungjawabnya dapat terselesaikan dengan baik. Untuk memberi pelayan yang baik maka kerjasama antar staf selalu di bina

 

 

untuk adanya kesamaan persepsi standar kerja, selain itu sistim informasi akademik UMSurabaya yang sentralistik akan memudahkan mahasiswa dalam mengakses rencana sudi dan hasil studi karena sudah menggunakan system online yang berada dalam kendali Badan Administrasi akademik (BAAK).

Keuangan

 

Biro Administrasi Keuangan (BAK) adalah unsur pembantu pimpinan yang bertugas di bidang pelayanan administrasi keuangan. Salah satu fungsi administrasi keuangan BAK adalah pelayanan administrasi keuangan mahasiswa dan semua kewajiban mahasiswa sudah menjadi satu pintu dibawah kendali BAK.

Pengelolaan keuangan dilakukan secara menyatu (sentralisasi

 

keuangan), hal ini dilakukan karena pada prinsipnya bahwa subsidi silang selalu diterapkan.

Pendapatan yang diterima Program Pascasarjana UMSurabaya yang berasal dari biaya tetap dialokasikan untuk pengeluaran rutin. Prosentase alokasi pengeluaran pokok Program antara lain: untuk gaji karyawan/dosen dan belanja rutin untuk operasional pengeluaran untuk ATK. Sedangkan prosentase distribusi pengeluaran rutin yang lain seperti rapat-rapat dinas, operasional kendaraan, perjalanan dinas, maintenance, dan pemeliharaan ruang kelas. Disamping itu Program juga menganggarkan dana untuk mendukung pengembangan SDM, publikasi, atmosfer akademik, pengembangan laboratorium, penerbitan, dan bahan habis pakai untuk kepentingan praktikum mahasiswa. Di bidang kemahasiswaan untuk menopang aktifitas pengembangan minat dan bakat mahasiswa. Program juga mengalokasikan dana tertentu sebagai salah satu pos anggaran pokok untuk pengeluaran insidental seperti dana sosial, THR, dan akreditasi.

 

 

Mekanisme anggaran yang dibutuhkan untuk kepentingan pelaksanaan kegiatan di tingkat Program, lembaga, dan bagian harus diajukan ke Universitas satu bulan sebelum pelaksanan kegiatan. Pengajuan anggaran ditujukan kepada Rektor. Pengelolaan keuangan harus dilakukan secara transparan, dan paling lambat satu bulan setelah kegiatan harus sudah dipertanggung jawabkan dengan bukti-bukti fisik yang mendukung.

Sistem Informasi Manajemen

 

Dalam lingkungan Program Pascasarjana UMSurabaya penggunaan sistem informasi akademik menjadi sentralistik dibawah kendali biro administrasi akademik (BAAK). Pada layanan keuangan berada dalam kendali Biro administrasi keuangan (BAK), sementara itu yang berkaitan dengan administrasi umum, rumah tangga dan SDM berada dalam pengendalian BAUS dan sudah menggunakan sistim informasi online. Layanan perpustakaan Program Pascasarjana UMSurabaya masih bersifat manual, semua data katalog, referensi, data kunjungan, dan sirkulasi perpustakaan belum paperless. Sehingga proses Sehingga proses layanan perpustakaan menjadi tidak efektif dan efisien.

  1. Sarana dan Prasarana

 

  1. 1. Profil Laboratorium

 

Berdasarkan data dapat diketahui bahwa Program Studi-Program Studi yang ada di UMSurabaya telah memiliki labortorium, misalnya Program Studi teknik mempunyai 9 laboratorium, Program Studi Keguruan dan Ilmu Pengetahuan mempunyai 4 laboratorium, dan Program Studi Ilmu Kesehatan mempunyai 10 laboratorium. Sementara untuk Program Pascasarjana UMSurabaya memiliki 2 laboratorium, yaitu laboratorium bahasa dan microteaching.

  1. 2. Perpustakaan

 

 

Perpustakan Program Pascasarjana berdiri sendiri tidak menyatu dengan perpustakaan UMSurabaya. Sebagian besar masih terbitan lama dan juga terlihat adanya keterbatasan judul baik buku teks maupun jurnal. Untuk setiap judul yang tersedia di perpustakaan hanya memiliki kurang lebih satu copy. Dari tabel diatas dapat diketahui juga adanya ketidakaktifan dosen dalam pengadaan diktat maupun laporan penelitian.

Fasilitas dan peralatan di ruang baca perpustakaan Program Pascasarjana masih kurang memadai dan perlu ditingkatkan. Luas bangunan Perpustakaan Program Pascasarjana tidak terlalu luas dan sudah memiliki ruangan khusus untuk kepala perpustakaan, ruang tata usaha, ruang pengelolaan dan ruang referensi. Fasilitas fisik yang dimiliki dipandang sudah cukup.

  1. 3. Profil Sarana dan Prasarana Kelas

 

Ketersediaan sarana kelas untuk Program Pascasarjana UMSurabaya pada tahun akademik mulai 2003 sampai sekarang mempunyai jumlah kelas yang tetap.

Berdasarkan hasil dialog dan pembagian kuesioner dengan seluruh civitas akademik (perwakilan mahasiswa, dosen dan alumni) diketahui bahwa permasalahan yang dihadapi terkait dengan kondisi sarana dan prasarana kelas adalah; belum tercukupinya peralatan IT yang lebih modern, dan sarana pengajaran karena dengan jumlh kelas dan peraltan yang dimiliki.

  1. G. Sistem Penjaminan Mutu Program Pascasarjana UMSurabaya

 

Penjaminan mutu pendidikan tinggi adalah proses penetapan dan pemenuhan standar mutu pengelolaan pendidikan tinggi secara konsisten dan berkelanjutan, sehingga stakeholders memperoleh kepuasan. Dengan kata lain, tujuan penjaminan mutu adalah memelihara dan meningkatkan mutu pendidikan tinggi secara berkelanjutan, yang dijalankan oleh suatu perguruan tinggi secara internal untuk mewujudkan visi dan misinya, serta untuk

 

 

memenuhi kebutuhan stakeholders melalui penyelenggaraan Tridharma

 

Perguruan Tinggi.

 

Dalam rangka untuk mencapai visi, misi, tujuan dan strategi pengembangan serta menjamin mutu pendidikan tinggi di Program Pascasarjana UMSurabaya perlu adanya upaya keras dari seluruh sivitas akademika baik yang memimpin maupun yang dipimpin, secara bersama-sama berkomitmen untuk menjamin dan meningkatkan mutu pendidikan tinggi di UMSurabaya. Untuk kepentingan tersebut pimpinan Program Pascasarjana UMSurabaya telah mengambil beberapa kebijakan strategis yakni:

  1. 1. Memberikan motivasi kepada seluruh sivitas akademika (melalui rapat pimpinan, acara dialog dengan pimpinan, pengajian rutin) mengenai pentingnya komitmen untuk senantiasa menjamin dan meningkatkan mutu pendidikan tinggi di Program Pascasarjana UMSurabaya.
  2. 2. Untuk jangka waktu lima tahun ke depan (2018-2022), prioritas

 

pengembangan Program Pascasarjana UMSurabaya diarahkan untuk mendukung kebijakan pengembangan pendidikan tinggi yang dikemas dalam Strategi Jangka Panjang Pendidikan Tinggi.

 

BAB III

RENCANA KEGIATAN

  1. Rasional

 

Sesuai dengan visinya, Program Pascasarjana UMSurabaya berusaha menjadi lembaga yang unggul di bidang pendidikan, intelektualitas, moralitas, serta bersinergi dan berjiwa entrepreneur pada tahun 2020. Dalam rangka pencapaian visi tersebut dibutuhkan Rencana Strategis Jangka Panjang yang didukung oleh semua jurusan/program studi beserta sumberdayanya. Adapun secara ringkas Renstra Program Pascasarjana UMSurabaya difokuskan pada lima prioritas utama, yaitu: (1) Manajemen, (2) Infrastruktur, (3) Sumber Keuangan; dan (4) Sumber Daya Manusia (5) Sistem Informasi. Agenda prioritas pengembangan tahap pertama 2018-2022 telah menghantarkan Program Pascasarjana UMSurabaya

.

 

 

menjadi sebuah institusi pendidikan tinggi yang survive dan konsisten mengadakan pertumbuhan (growth). Sedangkan agenda prioritas pengembangan Program Pascasarjana UMSurabaya tahap kedua 2017-2023, kegiatannya difokuskan pada penguatan kondisi Program Studi guna mencapai sustainabilitas, melalui penguatan pola penjaminan dan pengembangan mutu (quality assurance dan quality enhancement) manajemen (sistem tatakelola) perguruan tinggi.

Berdasarkan hasil evaluasi diri, akar permasalahan utama yang melatarbelakangi masalah-masalah yang muncul dan menghambat pencapaian rencana pengembangan Program Pascasarjana UMSurabaya adalah belum adanya sistem tatakelola/standar operasional prosedur (SOP). Pada prinsipnya, Kemenristekdikti RI mengharapkan perguruan tinggi yang dapat dikelola secara profesional dengan mengedepankan prinsip good university governance (GUG) serta mengutamakan mutu pelayanan khususnya untuk internal stakeholder. Tanpa sistem ketatakelolaan yang sistematis akan mengakibatkan rendahnya kualitas pelayanan yang diberikan kepada stakeholders.

 

 

  1. B. Deskripsi Ringkas Program Pengembangan

 

  1. 1. Peningkatan mutu manajemen proses akademik berbasis ICT

 

Latar Belakang

 

Mutu manajemen proses akademik yang berupa proses pembelajaran perlu ditingkatkan dengan penerapan SOP yang baku di seluruh universitas. Sedangkan untuk peningkatan manajemen proses akademik yang berupa layanan internal adalah dengan penerapan ICT.

 

Rasional

 

Dasar rasional dari peningkatan mutu manajemen proses akademik berbasis ICT dapat dikemukakan sebagai berikut: penerapan SOP yang baku akan menata seluruh proses akademik dengan baik sehingga pengawasan proses pembelajaran dapat berjalan maksimal. Sejalan dengan era teknologi informasi saat ini, manajemen perguruan tinggi perlu diarahkan pada ICT. Demikian halnya dengan manjemen pembelajaran. Oleh karena itu SOP pembelajaran yang baku juga perlu menerapkan peraturan pembelajaran berbasis ICT. Peningkatan mutu

 

 

manajemen proses akademik pada layanan internal akademik diperlukan dengan pertimbangan bahwa setiap stakeholder dalam perguruan tinggi membutuhkan sejumlah data dan informasi yang lengkap, cepat, dan akurat, terkait dengan proses akademik. Pimpinan institusi dapat memantau kinerja utama perguruan tinggi maupun portofolio sejumlah Program Studi yang ada dalam proses akademik. Dengan sistem informasi manajemen (SIM) akademik terpadu, laporan atau indikator tersebut dapat diimplementasikan di seluruh pusat operasional akademik yang dapat diakses oleh seluruh mahasiswa dan dosen dari seluruh terminal akses yang tersedia.

 

Tujuan

 

  1. a) Meningkatkan mutu manajemen pembelajaran yang efektif, efisien, dan aktraktif
  2. b) Meningkatkan manajemen layanan internal akademik c) Meningkatkan kepercayaan internal stakeholder

– Mekanisme dan Rancangan

 

Untuk mencapai tujuan dari program, dibuat rancangan tahapan pelaksanaan program sebagai berikut: (1) Tahap awal pelaksanaan program adalah dengan pembuatan SOP, (2) Pada tahap kedua dilaksanakan realisasi peningkatan mutu manajemen proses akademik berbasis ICT, (3) Implementasi dan evaluasi keberhasilan program.

  1. 2. Peningkatan akuntabilitas dan kualitas manajemen pelayanan keuangan

 

Latar Belakang

 

Berdasarkan hasil evaluasi diri, ternyata di dalam Program Pascasarjana UMSurabaya terdapat berbagai macam kendala yang berkaitan dengan permasalahan pengaturan manajemen sistem keuangan. Kendala yang dihadapi antara lain: ketidakpuasan terhadap pelayanan administrasi keuangan, sistem manajemen yang dikelola secara konvensional, kurangnya transparansi sistem anggaran.

Rasional

 

 

Kecukupan dana untuk melaksanakan kegiatan Universitas tidak hanya bergantung pada banyaknya dana yang dapat dikumpulkan, namun juga bergantung pada kemampuan pengelolaan dana. Implementasi sistem informasi manajemen keuangan perguruan tinggi merupakan suatu sistem yang tepat, guna mengatur pengelolaan dana tersebut.

Tujuan

 

Meningkatkan kualitas layanan manajemen keuangan

 

 

Mekanisme dan Rancangan

 

Tahap awal pelaksanaan program dilakukan dengan memperbaiki sistem audit keuangan universitas. Pendekatan yang dilakukan dalam rangka perbaikan sistem audit keuangan dilakukan dalam tiga tahapan, yaitu: manajemen operasi, posisi keuangan dan tertib keuangan. Manajemen operasi implementasinya melalui pembuatan SOP-keuangan untuk penataan sistem manajemen keuangan organisasi, sumber daya, aset, dan daftar aset Program maupun universitas tiap tahun. Sedangkan posisi keuangan menunjukkan likuiditas kekayaan universitas yang ditujukan untuk perencanaan distribusi keuangan kearah kebutuhan yang tepat. Tertib keuangan dapat dilakukan dengan penggunaan komputerisasi sistem pelayanan dimana sumber daya manusia harus dapat ditingkatkan yang kemudian dapat diterapkannya sistem audit keuangan yang terintegrasi dan dapat diakses semua Program Studi.

 

  1. 3. Peningkatan Mutu Manajemen Dan Kecepatan Layanan Akses Sumber

 

Informasi Perpustakaan

 

Latar Belakang

 

Hasil evaluasi diri menunjukkan motivasi kunjungan mahasiswa dan dosen ke perpustakaan masih kurang, jumlah dosen yang memiliki karya ilmiah dan pengabdian kepada masyarakat masih sedikit, pengguna perpustakaan mengalami kesulitan dalam mengakses bahan pustaka, layanan akses berbasis ICT yang rendah, tingkat kepuasan pengguna perpustakaan rendah dan koleksi

 

 

bahan pustaka yang terbatas serta kurang up to date. Oleh karena itu, mutu manajemen dan kecepatan layanan akses sumber informasi perlu ditingkatkan.

Rasional

 

Perpustakaan sebagai pusat sumber informasi harus dapat meningkatkan layanan kepada para pengguna. Oleh karena itu, teknologi ICT dapat mendorong sistem manajemen perpustakaan untuk mengubah sistem pelayanannya, yakni dari tradisional (konvensional) menuju ke sistem elektronik/digital yang merupakan suatu sistem pelayanan terbuka dan mandiri. Implementasi sistem ini memungkinkan layanan menjadi lebih baik dan pengguna akan lebih puas.

Tujuan

 

Meningkatkan kualitas layanan manajemen perpustakaan

 

Mekanisme dan rancangan

 

Implementasi program ini akan meliputi beberapa tahapan, yaitu: untuk mengatasi permasalahan diatas dibutuhkan penetapan SOP proses digitalisasi dokumen, penetapan SOP pembakuan format dokumen digital, penetapan SOP metode pembelajaran yang berorientasi pada Programme Based Learning (PBL) dan penetapan SOP kurikulum yang berbasis pada penciptaan kompetensi siswa. Perpustakaan selalu berupaya untuk meningkatkan ragam dan jumlah koleksi sumber informasi yang tersedia baik melalui usaha mandiri maupun bekerjasama dengan pepustakaan perguruan tinggi lainnya (interlibrary loan). Penetapan SOP inventarisasi dokumen, meliputi inventarisasi proses digitalisasi, pembakuan format dokumen digital, penanganan proses digitalisasi, pengelolahan akhir dokumen digital hingga publikasi dan peningkatan kualitas interaksi antar perpustakaan melalui Muhammadiyah Digital Library Network (MLDN), sehingga diharapkan perpustakaan dapat menerapkan SOP pengelolaan manajemen berbasis ICT.

  1. 4. Peningkatan etos kerja staf melalui penguatan budaya korporas

 

Latar Belakang

 

Berdasarkan analisa evaluasi diri menunjukkan bahwa permasalahan yang muncul dalam hal kepegawaian di Program Pascasarjana UMSurabaya yaitu belum adanya

 

 

transparansi manajemen, rendahnya akuntabilitas dan tanggung jawab manajemen, dan belum terciptanya responsibilitas.

Rasional

 

Untuk mengatasi permasalahan di atas dibutuhkan adanya peningkatan etos kerja staf dan membentuk SOP dalam mewujudkan budaya korporasi menuju Good University Governance (GUG).

Tujuan

 

  1. a) Meningkatkan etos kerja

 

  1. b) Peningkatan kualitas staf akademik dan non akademik

 

 

Mekanisme dan Rancangan Program

 

Program peningkatan etos kerja etos kerja staf melalui penguatan budaya korporasi menuju Good University Governance (GUG) akan diturunkan dalam beberapa aktifitas di bawah ini: (1) Pembuatan Standar Operasional Prosedur (SOP) agar proses pembelajaran lebih terarah dan terwujud iklim transparansi, tanggung jawab, kepatuhan dan keadilan di lingkungan sivitas akademika, (2) Implementasi Sistem Informasi Manajemen yang dalam peningkatan layanan manajemen kepegawaian, dan (3) Evaluasi penerapan SIM kepegawaian.

 

 

BAB IV PENUTUP

 

 

 

 

Rencana Strategis tahun 2018-2022 adalah dasar pembuatan Rencana Operasional, Program Kerja Program Pascasarjana UMSurabaya, dan Anggaran Tahunan Program Pascasarjana Universitas Muhammadiyah Surabaya dan Program studi dilingkungannya. Semua rencana Program Pascasarjana dan program studi yang belum selesai dengan Rencana Strategis ini akan diselenggarakan.

Pendanaan Rencana Strategis ini berasal dari anggaran Universitas, dana masyarakat, dan sumber-sumber lainnya. Dalam keadaan terjadi perubahan lingkungan strategis di luar prediksi sehingga Rencana Strategis ini menghadapi kendala besar untuk implementasinya, maka dapat dilakukan perubahan atas inisiatif pimpinan Program Pascasarjana, setelah meminta pertimbangan senat dan pimpinan universitas.

Rencana Strategis ini akan dijabarkan dalam Rencana Operasional Program Kerja, dan Anggaran Pembiayaan kegiatan Program Pascasarjana dan akan dilengkapi dengan indikator kinerja untuk mengevaluasi keberhasilan program-program yang tercantum di dalam Rencana Strategis ini.

 

 

RENCANA OPERASIONAL PROGRAM PASCASARJANA UNIVERSITAS MUHAMMADIYAH SURABAYA

KERJA TAHUN 2018-2019

 

          Dokumen Rencana Operasional ini adalah penjabaran lebih lanjut dari Rencana Strategis Pascasarjana Universitas Muhammadiyah Surabaya 2018-2022. Dokumen ini memuat rumusan rencana dan target pencapaian yang bersifat kuantitatif dan operasional masing-masing indicator kinerja pencapaian tujuan dan sasaran yang hendak dicapai baik untuk jangka menengah (tahun 2022) maupun jangka pendek (tahunan) dari masing-masing sasaran yang telah ditetapkan dalam rencana strategis.

Dokumen Rencana Operasional ini berisi misi, tujuan, sasaran, dan indicator kinerja untuk mengetahui pencapaian tujuan, sasaran strategis termasuk target-target kuantitatif dan program utama untuk mewujudkan vsi dan misi 2018-2022 yakni menjadikan Program Pascasarjana sebagai program yang unggul di bidang intelektualitas,

 

Misi    :

Menyelenggakan pendidikan tinggi yang memiliki keunggulan dalam bidang pendidikan, penelitian, pengabdian kepada masyarakat.

 

Tujuan Strategis:

Menghasilkan lulusan yang beriman, berakhlaq, memiliki kompetensi serta profesionalisme di bidangnya sesuai kebutuhan stakeholders.

 

Sasaran Strategis 1 : Tercapainya mutu kemahasiswaan, pembelajaran, dan kompetensi lulusan

 

 

 

No Indikator Kinerja Target Program Pascasrjana
1 Jumlah mahasiswa baru 150  
2 Jumlah total mahasiswa aktif 39+73+58= 170  
3 Rasio mahasiswa yang ikut seleksi dan diterima 1:1  
4 Presentasi Program Studi yang menerapkan Kurikulum Pendidikan Tinggi 100%  
5 Persentasi mata kuliah yang memiliki RPS 80%  
6 Persentase mata kuliah yang memiliki deskripsi mata kuliah 80%  
7 Persentase mata kuliah yang memiliki modul/bahan ajar 70%  
8 Persentase monev pembelajaran dengan hasil baik 100%  
9 Persentase mutu soal ujian baik disertai kisi-kisi dan analisis butir soal 80%  
10 Persentase program studi melakukan peninjauan kurikulum 5 tahun terakhir 100%  
11 Rata-rata banyaknya mahasiswa per dosen pembimbing akademik/dosen tetap/wali per semester ≤ 20  
12 Jumlah rata-rata pertemuan pembimbingan per mhs per smt ≥ 4  
13 Rata-rata mahasiswa per dosen pembimbing tesis ≥ 7  
14 Rata-rata jumlah pertemuan/pembimbingan selama penyelesaian tesis ≥ 6  
15 Persentase kehadiran dosen tetap dalam perkuliahan (16 x pertemuan) 100%  
16 Jumlah kegiatan tenaga ahli/pakar sebagai pembicara dalam seminar/pelatihan, pembicara tamu dari luar PT sendiri (minimal 4 x /PS/Tahun 12  
17 Persentase mata kuliah yang menggunakan e-learning 25%  
18 Rata-rata lama studi Program Magister (dalam tahun) 2  
19 Rata-rata IPK Lulusan 3,5  
20 Persentase Lulus tepat waktu 90%  
21 Persentase lulusan yang bekerja sesuai dengan bidang program studi 80%  
22 Rata-rata masa tunggu lulusan (dalam bulan) < 3  
23 Persentase jumlah sampel/jumlah lulusan/tahun dalam tracer study 70%  
24 Frekuensi temu alumni per tahun 1  

 

Strategi untuk mencapai sasaran 1 dilakukan melalui:

  1. Peningkatan mutululusan serta menerapkan penjaminan mutu dalam proses pembelajaran dengan kebijakan mengutamakan kualitas pendidikan akademik dan kecakapan hidup serta penyebaran informasi yang mudah diakses mahasiswa.
  2. Pengembangan metode dan proses pembelajaran serta penguatan kecakapan hidup melalui kegiatan kemahasiswaan.
  3. Peningkatan kompetensi lulusan dalam bahasa Inggris atau bahasa asing, pemanfaatan teknologi informasi, serta kemahiran dalam penggunaan computer melalui berbagai pelatihan.
  4. Peningkatan persentase jumlah mahasiswa program studi dengan kebijakan penataan prioritas melalui perekrutan mahasiswa bermutu.
  5. Penyempurnaan system tata kelola peningkatan mutu proses pembelajaran.
  6. Peningkatan dan penjaminan mutu kurikulum dan silabus secara berkelanjutan untuk memenuhi dan melampui standar mutu dengan kebijakan secara bertahap yakni semua program studi harus melakukan benchmarking sesuai dengan kemampuan, melakukan evaluasi diri serta merencanakan program dengan keunggulan local.

 

Sasaran Strategis 2 : Tercapainya mutu penelitian,  pengabdian masyarakat, dan

publikasi ilmiah

 

No Indikator Pencapaian Target Pencapaian
1 Jumlah program studi/fakultas/akademi komunitas baru. 2  
2 Jumlah jurnal ber-ISSN dan ber-E-ISSN jurnal akreditasi nasional tidak terakreditasi (OJS) 3  
3 Jumlah jurnal yang terakreditasi nasional. 1  
4 Jumlah penelitian dosen (% dari jumlah dosen) 30%  
5 Jumlah penelitian hasil kerja sama (joint research) (% dari jumlah dosen). 5%  
6 Jumlah pengabdian masyarakat dosen (% dari jumlah dosen) 80%  
7 Jumlah penelitian/perolehan paten/hak kekayaan intelektual. 6  
8 Jumlah publikasi ilmiah (jurnal penelitian) yang terakreditasi nasional  (% dari jumlah dosen) 35%  
9 Jumlah publikasi ilmiah (jurnal penelitian) yang terakreditasi international (% dari jumlah dosen) 35%  
10 Jumlah publikasi ilmiah di jurnal nasional tidak terakreditasi  (% dari jumlah dosen) (OJS) 80%  
11 Jumlah publikasi dalam bentuk buku (% dari jumlah dosen) 5  
12 Jumlah publikasi dalam bentuk proceeding (% dari jumlah dosen) 60%  
13 Jumlah perolehan jenis hibah penelitian (% dari jumlah dosen) 25%  
14 Jumlah perolehan jenis hibah pengabdian (% dari jumlah dosen) 25%  
15 Jumlah perolehan hibah jenis institusi. 1  
16 Jumlah kerja sama di bidang pendidikan, penelitian dan pengabdian masyarakat dengan badan/lembaga di dalam negeri 6  
17 Jumlah kerja sama di bidang pendidikan, penelitian dan pengabdian masyarakat dengan badan/lembaga di luar negeri 3  

 

 

Sasaran 3

 

:

 

Tercapainya peningkatan kerja sama dalam dan luar negeri

 

No Rencana Kegiatan Indikator Pencapaian Target Pencapaian
    Persentase tenaga kependidikan yang bergelar sarjana. 100%  
     
Persentase dosen yang bergelar doktor. 80%  
Persentase dosen yang memiliki jabatan lektor kepala. 20%  
Persentase dosen yang bersertifikat pendidik. 60%  
Persentase dosen yang menjadi anggota profesi/masyarakat ilmiah. 100%  
Persentase dosen dan tenaga kependidikan yang mengikuti diklat. 60%  
Persentase dosen dalam mengikuti pekerti/AA 80%  

 

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