Transparent and Verified Evidence of Performance
DHK-STP measures impact not by the number of activities, but by technologies in use, businesses that grow, revenue returning to the university, and tangible contributions to the vision of Universitas Hasanuddin and the national downstreaming ecosystem.
All target figures are indicative and must be calibrated through a 90-day baseline audit. Baseline figures come from the 2026 IBT-STP accreditation proposal and still require reconciliation of definitions.
Performance in Four Groups
Indicative Targets by Year
The following targets are strategic proposals within the DHK-STP Grand Strategy 2026–2030, not official targets. Final figures will be set after a 90-day baseline audit verifying tenant, portfolio, facility, contract, revenue, and staffing data.
Five Phases to 2030
Statute consolidation, baseline audit, data cleansing, pipeline SOPs, stage-gates, 10–15 priority portfolios, first transactions.
Faculty pipeline, teaching factory network, STP service catalogue, deal room, industry advisory council.
Portfolio expansion, licensing/spin-offs/joint ventures, investor forum, STP living lab, Eastern Indonesia partnerships.
Product scale-up, national cooperation, market expansion, a mature STP revenue model.
Non-tuition revenue, STP utilisation, impact report, alumni ventures, reinvestment fund, global partnerships.
How Downstreaming Realises the University's Direction
The institutional restructuring of Unhas for the 2026–2030 leadership period strengthens the agenda of innovation, downstreaming, business governance, and university fiscal independence, with the Innovation and Business Management portfolio providing strategic coordination. The four rows below map that direction to concrete contributions by the directorate and the indicators monitored.
Contribution to University Key Performance Indicators
Six of the eight national higher-education performance indicators relate directly to the work of DHK-STP. The achievement column will be completed after reconciliation with the university planning unit.
Support for the National Downstreaming and Entrepreneurship Agenda
The directorate's work does not stop at the university's own interests. The six contributions below position Unhas as an active hub in the national innovation agenda, particularly for Eastern Indonesia.
Providing a structured route from invention to transaction so that university research does not end in a report.
Growing research-based startups as a career path for graduates and a source of national innovation.
Serving as the single entry point for industry, state and regional enterprises, and government seeking research capacity.
Positioning Eastern Indonesia as an innovation hub rather than merely a technology market.
Reducing dependence on imported technology in the food, aquaculture, livestock, and health sectors.
Opening pilot production and testing facilities to small enterprises, startups, and institutions outside the university.
Benefits Felt Beyond the Campus
Most supported technologies target smallholder commodities: aquaculture ponds, livestock, forest products, food, and health. Impact is measured through user income, employment, and the sustainable use of resources.
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