Message from ABFI Institute Senior Officers

Transcription

1 Message from ABFI Institute Senior Officers To all ABFI INSTITUTE PERBANAS leaders, professionals and employees: Initial step to have a discussion on a term of direction in Hotel Novus, Cipanas, West Java, Indonesia, on April, 6-8, 2009 was indeed a breakthrough practice for ABFI Institute Perbanas. Hotel Novus initiative has resulted in a strategic document that can be used as a business guideline unifying every strategic steps to be a better ABFI Institute Perbanas in the future. By 2019 ABFI INSTITUTE PERBANAS will have been the top 5 Asian Bankers Center of Excellence where 80 % of alumni be professionally employed not more than 6 months after their graduation. And this document shows the path to achieve it. To support the above initiative, we, ABFI INSTITUTE PERBANAS Senior Officers hereby endorse and approve this Strategic Planning as a formal business guideline that must be used by all ABFI INSTITUTE PERBANAS leaders, professionals, and employees in their effort to achieve ABFI INSTITUTE PERBANAS end goals. Jakarta April 30, 2009 Cyrillus Harinowo Chancellor of ABFI Institute Sukatmo Padmosukarso Chairman of Perbanas Education Foundation Andi Mohammad Hatta Chairman of Executive Committee Sigit Pramono Chairman of Indonesian Banking Association 1

2 Two interrelated reports were produced to reflect ABFI Institute Perbanas Strategic Plan 1) the Blue Print and 2) Detailed Business Plan Report, are as follows: 1. Blue Print 2. Detailed Business Plan 0. Background & Methodology ABFI Institute Perbanas Today s Dimensions The Assessment of Environmental & Education Industry Pressures Aspiration & Key Success Factors The Road map & Blue Print to V Detailed Planning Committee & Project Planning Time Table Summary Banking & Finance Based Curriculum & Program Study. 2. Added Value Research & Publication Activities 3. Continuous Professional Education & Certification 4. Continuous Development of International Educational Capability 5. Creation of Effective Business Development Organization & Task Force 6. Active Participation in Community Services & Industry Linkage 7. Future Oriented Physical Infrastructure & Technology System Development 8. Creative Finance /Funding Development & financial projection 9. Value & Goal Based Human Capital Development 10. Strict adherence to Core Value 11. V2019 Communication Program This Document (Part 1 of the Report) Separate Document (Part 2 of the Report) 2

3 Background & Methodology Based on the mandate from Chairman of Perbanas Education Foundation No 037/Skr/Ypp/III/2009, dated March , a Strategic Planning Workshop was conducted on April 6 8, 2009 in Hotel Novus, Cipanas, Jawa Barat, Indonesia to set up an ABFI Institute Perbanas strategic direction for The workshop was facilitated by Andi Mohammad Hatta, who is also the Chairman Of ABFI Institute Perbanas Executive Committee To ensure strong commitment from the participants, the process and methodology of the strategic planning were designed for active participation, consensus, and approval in every phase of the process. The Strategic Planning Workshop were attended by 36 participants from various field and expertise to enrich the plan. 3

4 1. ABFI Institute Perbanas to day s dimension 4

5 A. History: ABFI Institute Perbanas was founded and solely owned by Indonesian Banks Association (PERBANAS) through it s Education Foundation (Perbanas Education Foundation) on February 19, 1969 with initial name Akademi Ilmu Perbankan (AIP), In 1982 the name was altered to Akademi Akuntansi Perbankan (AAP) when Accounting Study Program was developed and introduced. In1985 AAP was transformed to Sekolah Tinggi Ilmu Ekonomi (STIE) to up grade its status from Academy to an Institute. In1993 The Perbanas Education Foundation created a new school called Sekolah Tinggi Manajemen Informatika dan Komputer to tap computer and IT educational market and consequently owned and managing 2 schools. In 2007 both schools were merged into Asian Banking - Finance and Informatics Institute to create better synergy and to address the fierce competitive educational market. 5

6 B. Infrastructure Dimensions Campus is located in Jakarta Golden Business Triangle with sqm2, occupied by 6 independent buildings for classes and offices, with over books in a Central Library, 15 laboratories for computers, finance, dealing room, English center, mini banks (Syariah and Conventional) sqm2 empty land is available in Ciderum and Caringin, Ciawi West Java for future campus development Wang and IBM i-series computer based and system 6

7 C. STUDENTS PROGRESS Student Year 7

8 Students progress for D III: Declining number of students, all study majors in DIII, especially accounting computerization. Year 8

9 Student progress for S1 Majoring in Management Study: Increasing number of regular program majoring in management study. Rebounding number of student for non regular program in management study (intensive module) Initials introduction of international class program Year 9

10 Students progress for S1 Majoring in Accounting Study: Increasing number of students in regular program, majoring in accounting study. Rebounding number of students for non regular program in accounting study (intensive module) Initials introduction of international class program Year 10

11 Student progress for S1 Majoring in Informatics Study: Declining number of regular and non regular programs majoring in informatics study. Declining number of non regular programs in information technology study (intensive module) & computerization study Rebounding number of regular program majoring in information technology & computerization system studies. Year 11

12 Students progress for Graduate Study: All graduate programs declined in 2008, except for MM Risk Management Program Year 12

13 Total Graduates For All Programs SA SM DA DM SI TI SK DKA Total Graduattion Year 13

14 D. Human Capital Progress Akademik Non Akademik Total Employee Dosen Tetap Dosen Tidak Tetap Karyawan Tetap Kary.Tidak Tetap Status 14

15 E. Revenue Vs Cost Progress 70,000,000,000 60,000,000,000 Revenue vs Cost 50,000,000,000 Penerimaan Penegluaran 40,000,000,000 30,000,000, / / / / /2008 Year 15

16 F. Position in Banking Education Industry: PERBANAS has been well known as the brand for best banking school in Indonesia but contradictorily not many ABFI Institute Perbanas alumni are pursuing their careers in Indonesian Banking Industry. Unmatched learning curriculum with Banking Industry practices is believed to be the major reason for this problem. ABFI Institute Perbanas is directly or indirectly competing with thousands of Indonesian Economic Schools, and unfortunately is not capitalizing on its strengths in Banking & Finance. As the result its position in Education Industry is not prominent. 2 nd tier student quality enrollments have been the case of ABFI Institute Perbanas. The Indonesian Students first choice enrollment are in the top 20 Indonesian Universities/Institutes. To day there are not many Banking & Finance Education players in Asian Education Market and therefore it is a great opportunity to tap niche market where ABFI Institute Perbanas can bank on it s strength. 16

17 G. Conclusion of ABFI Institute Perbanas to day s dimension: ABFI Institute Perbanas is a relatively mature school, it has been in Indonesian education market for the last 30 years, back grounded by close ties with Indonesian Bank Association as sole owner, good campus location, and available land for further campus development are several strengths that should be capitalized forward. ABFI Institute Perbanas however, has not been a target for 1 st quality student enrollment and as consequences the student basic quality and intake are often in instable trend. Unmatched industry expectation curriculum and unfocused education industry target market are believed to be the root cause of this trend, and further result in low alumni absorption in Banking & Finance Job Market. Refocusing ABFI Institute Perbanas target market by capitalizing it s strength in Banking & Finance Education will be logical solution and worth pursuing. 17

18 2. Assessment of Environmental & Educational Industrial Pressures

19 Assessment Of Environmental Pressure Social & Culture in 2019 Increasing number of high schools students to be accommodated in the universities, and more options to choose higher education to their preference. Better family welfare and good financial planning will increase their ability to prepare for future study. More banking and financial institutions will provide financial support, broadening opportunity to enroll in higher education. School modernization, technology application (including life style), greater demand for good school governance will require different learning delivery system. Positive paradigm and people literacy in banking industry will be inline with future banking & finance higher competency standard 19

20 Assessment Of Environmental Pressure Political & Legal in % of educational budget will be provided by Indonesian Government trough APBN but it will require higher qualifying standard to obtain. Increasing demand for higher lecturers qualification including but not limited to English proficiency. Issuance of new license for higher education will be more difficult. Broader Authority for Regional Government to make decision in educational aspects. More Asian players in higher education education industry is getting competitive. New opportunity to capitalize the present tax regulation in developing education infrastructure. 20

21 Assessment Of Environmental Pressure Economy in 2019 The economic environment is projected to grow: 4% - 8%, with annual inflation rate of 6% - 7%. Increasing population of 1,2% per annum will create approximately 285 millions people. GNP is in between USD 7,000 USD 7,500 with uneven income distribution As a result of economic, inflation and population growth, and along with banking and financial sector growth, real sector is expected to grow correspondently Opportunity to go regional for most of the business will apparent when ASEAN ECONOMIC COMMUNITY is realized in 2015 including educational industry. 21

22 Assessment Of Environmental Pressure Technology in 2019 Revolution in computer power and price coupled with super wider bandwidth will color the IT application for educational purposes in the future. It will change the way higher education delivers the study content to the students. More applications with the following capabilities: Biometric based learning Personal e-learning driven by on-demand technology Virtual and contextual learning driven by broadband wireless and tele presence multi interaction Intensive collaboration with other parties as a result of highly integrated value network system etc. 22

23 Assessment Of Education Industrial Pressure Evolution to 2019 Student characteristics will be driven by self actualization, with age group of years old, coming from regional student source and focus in international exposure with rapid accelerating capability Barriers to entry is liberal, wealthier, with global international exposure and global university ranking competition based More flexible and entertaining lifestyle, including in millennium generation, multi lingual capability, next generation communication style, multi culture and internalization interaction. Technology adaptation with 5G Speed bandwidth capability, integrated data center, advance ERP and hyper media gadget. Utilizing modern management approach, more empowerment on cross functional, application of high autonomous system with dynamic fund structure, and finally more interactive. Direction toward BHP (education legal entity) with fully liberalization structure at the end, after passing local joint venture and limited liberation stages. 23

24 Assessment Of Education Industrial Pressure Evolution to 2019 (contd) Program curriculum will be more demand oriented, flexible with cross disciplinary and dynamic multiple competency. Industrial characteristics will be driven by international competitors, lecturers, and output absorption. Facility will be driven by integrated technology availability, closely linked with fully customer relationship oriented. Learning approach will be more diverse, hyper innovative with interactive & self reflection learning assessment and highly educated student market segmentation. 24

25 Assessment Of Education Industrial Pressure Structure in 2019 The number of Asian higher institutions as well as market size will increase, more focus, borderless, English literate and consequently more competitive. More universities will base their learning delivery through IT based including e- learning, so that more alternatives in learning resources. Market concentration will gear to niche segment, differentiated, customized product, and on-demand orientation. 25

26 Assessment Of Education Industrial Pressure Competition in top Indonesian Universities are indirectly competing with registered banking schools i.e. by running one or more banking learning modules in their respective Economic Schools. This situation is projected to continue until The Number of Asian higher educations directly competing in banking & finance programs are about 79 in Indonesia (18 are presently located in Jakarta including ABFII, STEKPI, IBS and one in Malang ), and 10 in Asia, they are: - The Arab Academy for banking & financial sciences, Amman - Jordan - Egyptian Banking Institute, Cairo Egypt - British University, Dubai, - MSc Finance & Bank - The Hajvery University for Commerce & Banking, Lahore India - The ICFAI University (Institute Of Chartered Financial Analyst Of India) for Bachelor & Master Degrees in Banking - Mahanakorn University for MBA-Finance & Banking, Bangkok, Thailand - Asian University for BBA Finance & Banking, Bangkok, Thailand - Banking University Of Ho Chi Mihn City, Vietnam - Central University Finance & Economic, MBA-Banking Management, Beijing China - The Chinese University Of Hong Kong, Banking University Citibank 26

27 Assessment Of Education Industrial Pressure Competition in 2019 (contd) The winner of future banking schools competition are believed to be those that could maximize technology in their course delivery system, including fast penetration into Asian market along with opportunity created by ASEAN Economic Community in As consequences, many non focus higher education institutes will be forced out of business. To day ABFII is not ranked in top Indonesian Universities/Institutes but it is believed to be Indonesian best banking schools. By focusing on it s core as School Of Banking, maximizing its ties with Indonesian Bank Association and applying effective technology for it s future course delivery, no doubt that ABFII will be a prominent Banking School in Asia in the future. 27

28 3. Our Aspiration 28

29 . Having analyzed our background, environmental pressure, and education industry future competitive situation, we affirm our aspiration as follows: To be the most reputable Asian banking education institute, aiming to be top 5 Asian banker s center of excellent by 2019 where most of our alumni be professionally employed not more than 6 months after their graduation V

30 In pursuing our aspiration we will strictly guided by our CORE VALUES as follows: E = ENERGY & ENDURANCE T = TRUST H = HUMANITY I = INTEGRITY C = COMPETENCE 30

31 4. The Roadmap & The Blue Print To V2019..and a roadmap has been created to embark to V2019 journey successfully. Through SWOT analysis, 10 key success factors have been identified and 22 core initiatives (16 business & 6 supporting initiatives ) have been developed. These initiatives are clearly reflected in the following V2019 strategic plan blue print. 31

32 VISION 2019 BLUE PRINT Asian Most reputable Education Institute Goals Asian top 5 Bankers Center of Excellence 80% alumni employed within 6 months after graduation STRI CT ADH ERE NCE TO COR E VAL UE Banking & Finance Based Curriculum & Program Study Redesigning curriculum and study programs including syariah. Various Degree programs Develop innovative course delivery e-library & Learning Value added Research Activities Applied Banking / Finance Researches & Case Studies Based line Researches Continuous Professional Education & Certification Executive/ Professional Development Programs & certification Including Syariah Customize in house training & certification program Continue Development International Educational Capability Initial stage into internationalization Inter-University Collaboration. International exchange program. Creation Of Business Development Organization & Taskforce Development of focus organization unit Development of marketing communication & Sales task force. Brand Image Improvement Active participation in Community Services & Industrial Linkage Innovative community assistant Services Banking/Finance field orientation for teachers & students Physical Infrastructure & Technology System Development # Future Oriented & Integrated Campus. # On demand technology architecture Creative Fund Raising Development # Donation Based Funding Scheme # Multi Optional Financing Scheme Value & Goals Based Human Capital Development #Mission Based Organization Structure # Performance & Career Management System

33 ..and therefore our mission statements are concluded as : WE ARE AN AFFILIATE OF INDONESIAN BANKS ASSOCIATION, OUR MISSION IS TO BE THE MOST REPUTABLE ASIAN EDUCATION INSTITUTE AIMING TO BE TOP 5 BANKERS CENTER OF EXCELLENT BY 2019 WHERE MOST OF OUR ALUMNI BE PROFESSIONALLY EMPLOYED NOT MORE THAN 6 MONTHS AFTER THEIR GRADUATION. WE BELIVE WE CAN SUCCESSFULLY ACHIEVE OUR MISSION THROUGH THE IMPLEMENTATION OF: apple Right banking/finance curriculum, apple Added value research activities, applecontinuous professional education apple International education capability, apple Focus business development organization, apple Active participation in community services, apple Future oriented physical infrastructure and on demand technology, applecreative fund raising development program, apple Value & goal based human capital system, and most of all, apple Strict adherence to our core values. 33

34 5. Detailed Plan Committee & Project Timetable 34

35 .to ensure on the time implementation of our V 2019 initiatives a Detailed Plan Committee has been formally appointed to prepare and realize V2019 detail plan. Detailed plan must be completed not later than 31 st of July V 2019 Detail Planning Committee Chairman : Dr. Fatchudin Prof. Dr. Adler Manurung, Member Prof. Dr. Sudarsono, M.Sc, Member Prof. Dr. Narumi Lapoliwa, Member Imam Wahyudi, Ph.D, Member Dr. David Situmorang, Member Novianta Hutagalung, MBA, Member Edhi Juwono, M.M, Member 35

36 Project Plan Time Table Discussing first draft Mission Based Organization Structure to execute & monitor strategic plan progress and achievements ( Start processing April 29, 2009) Presenting the Strategic Plan to Broader Stake holders (May 6, 2009 forward) Monitoring the completion of Detailed Strategic Plan (April 8 to 31 st July 2009) Strategic Plan Kick Off ( October 1, 2009) Strategic Plan Preparation (October December 2009) V2019 Formal Implementation (January 1, 2010) 36

37 Summary V2019 Strategic Plan is only the beginning milestone enabling ABFI Institute Perbanas to create a roadmap to be a prominent player in Asian Banking and Finance education market. But the actual challenge however, is effective implementation of all key success factors and strategic initiatives. To realize them successfully, Energy, Endurance, Trust, Humanity, Integrity and Competence are core requirements. 37