Strategic Planning

Based on various identified strategic issues by considering the capacity and capability of resources, the Department of Biochemistry has established a development strategy for the Department of Biochemistry for 2014-2018, namely:

  1. Expanding Access and Improving the Quality of Education and Student Affairs
  2. Research Quality Improvement
  3. Improving the Quality of Community Service
  4. Capacity Building and Cooperation Network
  5. Increasing the Welfare of Lecturers, Education Staff, and Students
  6. Management System Strengthening and Dynamics

The determination of the development strategy generally follows IPB’s 2014-2018 development strategy policy. The Biochemistry Department establishes a development strategy with a focus on achieving targets focused on 3 (three) main aspects, including:

  1. Building the foundations of Research-Based University (RBU) and entrepreneurship (Entrepreneurial University). With this capital, it is targeted that the Department of Biochemistry FMIPA-IPB will have high competitiveness and compete healthily with other study programs both at the national and international levels. Efforts in this direction need to be carried out more aggressively through conducive and stimulating efforts. Research development in the form of research grants or collaborative research linked to the teaching and learning process can then improve the quality of the teaching and learning process (PBM), encourage student and lecturer participation in various research packages that accelerate annual graduates, scientific publications, patents, and commercial research products. The increase in the rate of graduates, research publications, and obtaining patents has become a generator of the public image which increases opportunities for the commercialization of research products to the wider community which has implications for increasing public trust and developing commercial businesses. Improving public trust will enlarge various partnerships with both the private and government sectors which are the strength of collaborative research and consortiums. Increasing commercial research products will strengthen commercial efforts and improve institutional income. This sustainable, healthy income is a driver for the welfare of employees and lecturers, suppliers of research facilities/infrastructure and research incentives that are expected to increase interest and culture, as well as quality research actors to support the cycle of developing superior research proposals in a sustainable manner
  2. Building good institutional capacity and governance of the Department of Biochemistry FMIPA-IPB (good university governance or GUG). The development of GUG is carried out through the improvement of the corporate governance system which will build the trust and confidence of stakeholders and support the development of “commercial business”. With this stewardship, it is hoped that the trust of the public will increase if the Department of Biochemistry FMIPA-IPB is sound enough in the following four systems: (1) audit, (2) accounting, (3) the existence of independent committees (segregation of functions within the organization) and (4 ) publication of reports (Keasey and Wright, 1997). This goodwill needs to be translated into good management practices that require good organizational forms, policies, and procedures, and qualified human resources with good integrity
  3. Increasing social responsibility and prosperity, the Department of Biochemistry FMIPA-IPB must be able to contribute to the creation and improvement of social welfare in the wider community which includes problem-solving, education and community empowerment, increasing income, and providing employment opportunities. This is expected to occur through graduate products, research products, and commercial business products developed by the Department of Biochemistry FMIPA-IPB in their core competencies. The ability of the Department of Biochemistry to contribute to improving the welfare of the wider community will have reverse implications for increasing public trust