Message from ABFI Institute Senior Officers

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 2009 – 2019 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
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
0.
Background & Methodology………………………………….……... 4
•
ABFI Institute Perbanas Today’s Dimensions …………….… 5- 18
•
The Assessment of Environmental & Education Industry Pressures
2009 – 2019 ………………………………………………….…... 19- 28
•
Aspiration & Key Success Factors………………..…………. 29 -31
•
The Road map & Blue Print to V 2019………………………… 32 -34
•
•
Detailed Planning Committee & Project Planning
Time Table ….……………………………………………………35 -37
•
Summary………………………………………………………………. 38
This Document (Part 1 of the
Report)
2. Detailed Business Plan
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Banking & Finance Based Curriculum & Program Study .
Added Value Research & Publication Activities
Continuous Professional Education & Certification
Continuous Development of International Educational
Capability
Creation of Effective Business Development Organization &
Task Force
Active Participation in Community Services & Industry Linkage
Future Oriented Physical Infrastructure & Technology System
Development
Creative Finance /Funding Development & financial projection
Value & Goal Based Human Capital Development
Strict adherence to Core Value
V2019 Communication Program
Separate Document (Part 2 of the
Report)
2
Background & Methodology
•
Based on the mandate from Chairman of Perbanas Education Foundation
No 037/Skr/Ypp/III/2009, dated March 19 2009 , 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 2009 – 2019. 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
1. ABFI Institute Perbanas to
day’s dimension
4
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
B. Infrastructure Dimensions
•
Campus is located in Jakarta Golden Business Triangle with 12.684 sqm2,
occupied by 6 independent buildings for classes and offices, with over
14.000 books in a Central Library, 15 laboratories for computers, finance,
dealing room, English center, mini banks (Syariah and Conventional).
•
26.774 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
Student
C. STUDENTS’ PROGRESS
Year
7
Students’ progress for D III:
• Declining number of students, all
study majors in DIII, especially
accounting computerization.
Year
8
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
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
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
Students’ progress for
Graduate Study:
• All graduate programs declined
in 2008, except for MM Risk
Management Program
Year
12
Total Graduates For All Programs
600
SA
SM
DA
DM
SI
TI
SK
DKA
Total Graduattion
450
300
150
0
2004
2005
2006
Year
2007
2008
13
D. Human Capital Progress
300
225
Total Employee
Akademik
Non Akademik
150
75
0
Dosen Tetap
Dosen Tidak Tetap
Karyawan Tetap
Kary.Tidak Tetap
Status
14
E. Revenue Vs Cost Progress
70,000,000,000
Revenue vs Cost
60,000,000,000
Penerimaan
Penegluaran
50,000,000,000
40,000,000,000
30,000,000,000
2003/2004
2004/2005
2005/2006
Year
2006/2007
2007/2008
15
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.
•
2nd 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
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 1st 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
2. Assessment of
Environmental & Educational
Industrial Pressures 2009 - 2019
18
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
Assessment Of Environmental Pressure
Political & Legal in 2019

20% 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
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
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
Assessment Of Education Industrial Pressure
Evolution to 2019
•
Student characteristics will be driven by self actualization, with age group of 15
– 60 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
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
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 elearning, so that more alternatives in learning resources.
•
Market concentration will gear to niche segment, differentiated, customized product,
.
and on-demand orientation
25
Assessment Of Education Industrial Pressure
Competition in 2019
•
20 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 2019.
•
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
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 2015. 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
3. Our Aspiration
28
…. 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 “
V2019
29
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
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
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
Banking &
Finance
Based
Curriculum &
Program
Study
STRI
CT
ADH
ERE
NCE
TO
COR
E
VAL
UE
Redesigning
•curriculum
and study
programs including
syariah.
Various Degree
programs
Develop innovative
course delivery
e-Library & Learning
•
•
•
Value added
Research
Activities
Continuous
Professional
Education &
Certification
Applied Banking / •Executive/
•Finance
Researches &
Professional
Case Studies
Based line
•Researches
Development
Programs &
certification Including
Syariah
Customize in house
•training
& certification
Continue
Development
International
Educational
Capability
Creation Of
Business
Development
Organization &
Taskforce
Active
participation in
Community
Services &
Industrial
Linkage
Initial stage into
Development of
Innovative
•internationalization
•focus
•community
organization
assistant
unit
Development of
marketing
communication &
Sales task force.
Brand Image
Improvement
Inter-University
•
•Collaboration.
International
•exchange
program.
program
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
Services
Banking/Finance
•field
orientation for
teachers & students
…..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:
 Right banking/finance curriculum,  Added value research activities, Continuous
professional education  International education capability,  Focus business development
organization,  Active participation in community services,  Future oriented physical
infrastructure and on demand technology, Creative fund raising development program, 
Value & goal based human capital system, and most of all,  Strict adherence to our core
values.
33
5. Detailed Plan Committee &
Project Timetable
34
….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 31st of July 2009.
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
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 31st July 2009)
•
Strategic Plan Kick Off ( October 1, 2009)
•
Strategic Plan Preparation (October – December 2009)
•
V2019 Formal Implementation (January 1, 2010)
36
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