Senin, 07 Maret 2011

University of Florida Mission Statement

University of Florida Mission Statement

The University of Florida is a public land-grant, sea-grant and space-grant research university, one of the most comprehensive in the United States. The university encompasses virtually all academic and professional disciplines. It is the largest and oldest of Florida's eleven universities, a member of the Association of American Universities and has high national rankings by academic assessment institutions. Its faculty and staff are dedicated to the common pursuit of the university's threefold mission: teaching, research and service.
The University of Florida belongs to a tradition of great universities. Together with its undergraduate and graduate students, UF faculty participate in an educational process that links the history of Western Europe with the traditions and cultures of all societies, explores the physical and biological universes and nurtures generations of young people from diverse backgrounds to address the needs of the world's societies.
The university welcomes the full exploration of its intellectual boundaries and supports its faculty and students in the creation of new knowledge and the pursuit of new ideas.
  • Teaching is a fundamental purpose of this university at both the undergraduate and graduate levels.
  • Research and scholarship are integral to the educational process and to the expansion of our understanding of the natural world, the intellect and the senses.
  • Service reflects the university's obligation to share the benefits of its research and knowledge for the public good. The university serves the nation's and the state's critical needs by contributing to a well-qualified and broadly diverse citizenry, leadership and workforce.
The University of Florida must create the broadly diverse environment necessary to foster multi-cultural skills and perspectives in its teaching and research for its students to contribute and succeed in the world of the 21st century.
These three interlocking elements — teaching, research and scholarship, and service — span all the university's academic disciplines and represent the university's commitment to lead and serve the state of Florida, the nation and the world by pursuing and disseminating new knowledge while building upon the experiences of the past. The university aspires to advance by strengthening the human condition and improving the quality of life.

Goals and Principles of the 2007 Strategic Work Plan

The University of Florida aspires to join the ranks of the nation's top public research universities. The best universities are aided by careful planning, a commitment to excellence by faculty, staff, students, alumni and donors, and a determination to invest in areas that enhance quality.
It is this commitment to academic excellence and the resulting achievements that will lead to the university's recognition as one of the top public research universities. The president's work plan, developed in light of two principles, is formulated to help the university attain this goal.
The first principle: Strategic planning represents the highest level of planning in pursuit of the university's long-range goals. Its purpose is to identify the fundamentals essential to achieving the overarching goals of the university and to identify areas for investment, in light of the university's current position, the research environment, and social and academic considerations. This plan concentrates on goals and areas of investment rather than on details of how to achieve them, implementation strategies or where the resources needed are to be sought. These additional levels of planning must be undertaken in the light of the more general statement of goals in this plan.
The second principle: Strategic planning is a dynamic process and it must be sensitive to new opportunities, to changes in resources and conditions, and to new information. The university's strategic plan is therefore considered a living document that will be re-evaluated and refocused periodically in light of accomplishments and new opportunities.
Faculty are an essential part of this process because they see change at the discipline level before others. Administrators, in turn, are responsible for attending to relevant changes in policy at the state and national levels, new developments on the frontiers of science, and other social, academic and cultural developments relevant to the university's mission. This requires communication and transparency between faculty and administrators so the university can move quickly in response to change.
It is critical, however, that the university optimize allocation of its resources in areas that promise the greatest returns in enhancing the university's recognition, in meeting its measured indicators of success and the needs of students and faculty, and in addressing state priorities.
It is equally critical that all components of the university contribute to the university's pursuit of excellence. The ultimate goal is excellence in every facet of its work, and while recognizing the importance of establishing priorities, a part of the strategy of identifying promising areas of investment is not to let other areas fall into neglect or to suggest that support of other projects and areas is not also essential.
No plan can encompass all of the on-going projects and goals of colleges and units that deserve support. In particular, the areas of investment identified below under Strategies for Maximum Impact should not be perceived as being proposed in place of, but rather in the context of, the traditional goals of Academe.
The current strategic work plan is a successor to the 2002 strategic plan. Though there are many continuities with the previous plan, this plan, with input from faculty through the Faculty Senate, evaluates and refocuses the university's stragetic planning. .

The human capital of the university consists of its faculty, students and staff. To achieve the university's mission, it is critical to create a broadly diverse student body, faculty and campus community where students can learn and faculty members can teach and pursue research in many settings and from many perspectives.
The concept of broadly diverse includes talent, experience and perspective, geographic and socio-economic background as well as culture, race and ethnicity, gender and many other attributes. A diverse campus environment enables students to learn better and to acquire the multicultural skills needed to live and work productively in an increasingly diverse and global world.
A diverse faculty supports collaborative and creative research that identifies and meets these needs. As the world has become increasingly global, industry and the workplace have depended on higher education and academic research to provide a more diverse workforce to develop and market ideas and products and to identify the needs of its changing societies and cultures.

Shared Governance and the 2007 Strategic Work Plan

Shared governance, in which faculty and administrators participate in significant decisions about the operation of the institution, is the hallmark of the American university system. This system is a bulwark of academic freedom and of the process of free inquiry, open expression, dissent and discovery that have given the American university system its international prominence.
The shared governance system is founded on the recognition that
  • University faculty, by virtue of their disciplinary expertise, are in the best position to make decisions about curricular, instructional, academic personnel and research policy;
  • Decisions about academic policy should be independent of short term or political considerations, and;
  • The perspective of faculty members is essential for making sound decisions about allocating resources, setting goals, choosing administrators and promoting an environment for students most conducive to the university's educational mission.
Shared governance invests the faculty in the university, ensures the engagement of an enormous pool of talent, creativity and institutional memory in pursuit of the university's goals and increases productivity at every level.
In the words of Robert Maynard Hutchins, one of the twentieth century's great university presidents, “We get the best results in education and research if we leave their management to people who know something about them.”
The university's success in the future will depend on the ability of faculty members to formulate a vision for their units and to initiate strategies to realize unit goals. Shared faculty governance at the University of Florida has undergone a renaissance in recent years, and is expressed through the structures of the Faculty Senate and their further articulation in colleges and departments.
Through these structures, faculty members participate in setting important academic policy directions for the institution. It must be a central goal of the university to nurture and expand the university's shared governance structure and to develop a deeply engaged culture of mutual respect and trust between faculty and administrators in the goal of bringing the university into the top ten of public AAU institutions.
As a part of this process, the Faculty Senate-Presidential Task Force on the Implementation of Shared Governance Structure identifies several goals, best practices and recommended principles for shared governance.
  • Goal 1: Ensure the continued development of shared faculty governance at the University of Florida and its integration into all aspects of academic life at college and department levels.
The first priority of the University of Florida is investment in its faculty. The university's success begins with the success of individual faculty members and teams of faculty. Department and college recognition, as well as the university's reputation, rest on these successes. The university will advance its status among the public universities of this nation only as the quality, size and research productivity of the faculty grow.
The keys to reaching these goals are full engagement of the faculty in the enterprise of the university, effective recruitment and retention of the best faculty and support for professional development to ensure the greatest return on faculty investment.

Faculty Size

The University of Florida's student-faculty ratio, 21/1, places it third from last out of 120 institutions surveyed, according to the figures provided by US News and World Report in March 2007. This compares unfavorably with peer public AAU universities.
The University of Wisconsin at Madison and Ohio State University have a ratio of 13/1. The Universities of North Carolina at Chapel Hill, Illinois at Urbana, Michigan at Ann Arbor, California at Berkeley and Virginia at Charlottesville range from 14/1 to 15/1, and Texas at Austin is 18/1. Growth in the faculty is crucial to the University of Florida achieving its goals, for four reasons:

  1. The student-faculty ratio is a rough indicator of the resources put into the university's educational mission. Opportunities for students to work more closely with faculty and to receive mentoring by faculty are restricted by the university's high student-faculty ratio. To provide students an education competitive with that provided by the best public universities in the country, comparable resources must be put into their education.
  2. Faculty size is connected with the university's research productivity in several ways:
    • More research is done by more faculty members
    • A critical mass of faculty working in related areas is needed for many research projects and increases the research productivity of faculty over what they could achieve individually, and;
    • The higher the student-faculty ratio, the more time faculty must spend in their roles as instructors as opposed to pursuing research and publication.
      While any university must balance teaching and research, it is clear that the University of Florida's aspiration to be among the top ten public AAU universities is hampered by its relatively high student-faculty ratio.
  3. Faculty size is important for the success of interdisciplinary initiatives, which can be successful only if they can draw on strong disciplinary faculties. To the extent the university's core disciplines are weak relative to its peer institutions, the University of Florida will be at a competitive disadvantage with respect to developing and pursuing interdisciplinary initiatives.
  4. Increasing faculty size is crucial for the university's goal of increasing the strength of its graduate programs and the numbers of Ph.D. students that it trains. Graduate student mentoring is labor intensive; hence, an increase in the number of graduate students trained must be accompanied by an increase in faculty to train them.
  • Goal 2: Design and implement a program for increasing the number of faculty to achieve parity with top ten public AAU universities in those departments and colleges most critical to the University of Florida's core mission and academic reputation.
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Faculty Diversity

At the same time the university aims to increase the size of the faculty, it must also aim to increase the diversity of the faculty to provide the best teaching and research. The university's faculty members must represent excellent scholarship and teaching, reflect a variety of life experiences and perspectives and have the ability to foster multicultural skills and the appreciation of diversity in the university community through their research, teaching and mentoring.
The university's student body and faculty reflect many aspects of broad diversity, but the racial and gender aspects of such diversity have proven more difficult to achieve and are not yet adequate. Substantial improvements must be made to achieve the racial and gender aspects of the broad diversity needed in the faculty ranks.
  • Goal 3: Develop and implement a systematic strategy to improve the racial and gender aspects of broad faculty diversity that the University of Florida needs to achieve its educational mission.
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Salaries and Benefits

The best faculty can be recruited and retained only if the university offers competitive salaries and benefits.
Current salaries at the University of Florida rank in the bottom quartile among AAU public universities and only around the median when adjusted for cost-of-living. The university's fringe benefits package also ranks just below the median for AAU public universities.
These circumstances must improve to ensure success in the recruitment and retention of talented faculty. The university has begun this improvement through the Salary Performance Plan for Professors and through internal salary enhancement initiatives. The past three years have seen 4-5% merit salary programs.
  • Goal 4: Raise faculty salaries to the mean of the top ten public AAU universities. Improve the university's fringe benefits package so that it is commensurate with those of top ten public AAU Quality of Life.
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Quality of Life

The quality of life at the university and in Gainesville and the surrounding communities is also essential for effective recruitment and retention of faculty.
Faculty members express keen interest in how the university addresses their concerns about quality of life issues, and in particular, to what degree the university fosters a family-friendly environment. These issues arise in connection with child-care, employment of a spouse and partner benefits, among others.
The faculty survey identified numerous issues that should be addressed involving university policies related to climate. These results identify specific areas that need attention.
  • Goal 5: Align the university's policies concerning quality of life issues with those at top ten public AAU universities. Improve the overall climate for faculty, with special attention to issues identified in the faculty survey.
It is also essential to recognize the importance of the city of Gainesville and surrounding counties to the future of the university. A vibrant, sustainable community with good schools, transportation and public safety will help attract and retain the best faculty. The university must work with the community across many dimensions to promote its development as a good place to live.
  • Goal 6: Work with the surrounding community and the city of Gainesville to improve the quality of life in the community and to ensure a vibrant, sustainable environment in which to live and work.
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Professional Development

The university must not only hire the best faculty, it must foster an environment in which they can achieve their full potential in the academy as teachers, researchers and leaders. This is important not only because it will help to realize the greatest return on the university's investment in faculty, but also because it is a crucial component in retaining its best faculty and in recruiting the best new faculty.
Junior faculty must be supported in developing productive research programs and in achieving professional recognition for their work, as well as in developing their leadership and teaching skills. As they develop and establish a record of achievement, junior faculty need appropriate guidance to realize the goals set by departments, colleges and the university. The Faculty Senate has recommended policies for mentoring junior faculty and for a mid-term review to assist them as they move toward the tenure evaluation process.
The most important decisions made about faculty are those having to do with promotion and tenure: they are the principle means by which the quality of the institution is maintained and developed. Before awarding tenure, the university must be convinced that the faculty member will be a productive scholar, teacher and leader for the long term.
Faculty members should have an appropriate period of time to establish a record of achievements that reasonably predicts their success. The Faculty Senate has reviewed the university's promotion and tenure policies and has made a series of recommendations for their revision.
  • Goal 7: Implement at department and college levels the Faculty Senate recommendations on tenure, promotion, mid-term review and mentoring.
Senior faculty must be encouraged to continue their development as teachers and graduate student mentors and also to continue their professional development through a competitive sabbatical program. The university's sabbatical program is not competitive with the best public universities either in number or in levels of support. This has two negative results.
First, an equally talented faculty will produce less research, fewer books and fewer interdisciplinary initiatives, and gain over the course of their careers less recognition than at a university with a better research leave program. Second, it puts the university at a competitive disadvantage in recruiting at both the junior and senior levels and in retaining faculty recruited by universities with better research leave programs.
  • Goal 8: Increase the number of opportunities for sabbaticals and levels of support to align more closely with sabbatical programs at top ten public AAU universities.
In addition, the university must assist faculty members in obtaining national and international recognition and membership in national and international academies. The university is proud to have a number of faculty members holding such membership, but not all faculty worthy of these honors have been recognized to date. Both faculty and administrators should highlight the exceptional work of colleagues in meetings and publications and should nominate them for appropriate awards and recognitions.
The university has created several internal awards and titles that recognize outstanding achievements. These include the title of Distinguished Professor, the Academy of Distinguished Teaching Scholars, the University of Florida Research Professor awards, Teacher of the Year awards, Doctoral Mentoring awards and the Teacher-Scholar of the Year award.
Through the University of Florida Foundation, the university has initiated a $150 million campaign to enhance the scholarly environment and to foster creative work of the faculty. This faculty challenge campaign will help to provide endowed chairs, research funds, graduate student support and modern teaching technologies to enable faculty to produce leading research and to prepare the next generation of the nation's leaders.
  • Goal 9: Develop strategies to recognize and reward, internally and externally, faculty who have demonstrated outstanding achievement, including strategies to increase faculty membership in national and international academies.
  • Goal 10: Complete the $150 million Faculty Challenge Campaign.
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Postdoctoral Fellows and Associates

Postdoctoral fellows and associates are significant contributors to research and teaching and play a critical role in the university. In order to compete nationally and internationally for the best possible candidates, postdoctoral fellows and associates need competitive salaries, benefits, office space, professional development opportunities and other support services.
  • Goal 11: Provide postdoctoral fellows and associates with salaries, benefits, office space, professional development opportunities and other support services commensurate with those at top ten public AAU universities.

University Of Florida

Academic Advising Center
  100 Farrior Hall at 100 Fletcher Drive
  P.O. Box 112015, University of Florida
  Gainesville, FL 32611-2015
Phone: 352-392-1521
Accounting, Fisher School of
  210 Gerson Hall
  P.O. Box 117166, University of Florida
  Gainesville, FL 32611-7166
Phone: 352-273-0200
ADA Compliance Office
  EHS Building 179, Newell Drive
  P. O. Box 115055, University of Florida
  Gainesville, FL 32611-5055
Phone: 352-392-7056, V
Phone: 352-846-1046, TDD
Admissions, Office of
  201 Criser Hall
  P.O. Box 114000, University of Florida
  Gainesville, FL 32611-4000
Phone: 352-392-1365
Agricultural and Life Sciences, College of
  2002 McCarty Hall D
  P.O. Box 110270, University of Florida
  Gainesville, FL 32611-0270
Phone: 352-392-1963
Athletic Association Ticket Office
Phone: 352-375-4683, ext. 6800
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  Museum Road and Reitz Union Drive
  P.O. Box 118450
  Gainesville, FL 32611-8450
Phone: 352-392-0194
Building Construction, M.E. Rinker Sr. School of
  304 Rinker Hall
  P.O. Box 115703, University of Florida
  Gainesville, FL 32611-5703
Phone: 352-273-1150
Business Administration, Warrington College of
  267 Stuzin Hall
  P.O. Box 117160, University of Florida
  Gainesville, FL 32611-7160
Phone: 352-273-0165
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Career Resource Center
  CR 100, J. Wayne Reitz Union
  P.O. Box 118507, University of Florida
  Gainesville, FL 32611-8507
Phone: 352-392-1601
Continuing Education, Division of
Department of Independent Study by Correspondence
  2209 N.W. 13 Street, Suite D
  Gainesville, FL 32609-3498
Phone: 352-392-1711, ext. 200
Counseling Center
  301 Peabody Hall
  P.O. Box 114100, University of Florida
  Gainesville, FL 32611-4100
Phone: 352-392-1575
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Dean of Students Office
  202 Peabody Hall
  P.O. Box 114075, University of Florida
  Gainesville, FL 32611-4075
Phone: 352-392-1261
Dentistry, College of
  D-35 Health Science Center
  P.O. Box 100445, University of Florida
  Gainesville, FL 32610-0445
Phone: 352-273-5955
Design, Construction and Planning, College of
  331 Architecture Building
  P.O. Box 115701, University of Florida
  Gainesville, FL 32611-5701
Phone: 352-392-4836
Disability Resources Program
  001 Reid Hall
  P.O. Box 114075, University of Florida
  Gainesville, FL 32611-4075
Phone: 352-392-8565, ext. 200, V
Phone: 352-392-3008, TDD
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Education, College of
  140 Norman Hall
  P.O. Box 117040, University of Florida
  Gainesville, FL 32611-7040
Phone: 352-392-0728
Engineering, College of
  312 Weil Hall
  P.O. Box 116550, University of Florida
  Gainesville, FL 32611-6550
Phone: 352-392-2177
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Financial Aid - Student Financial Affairs
  107 Criser Hall
  P.O. Box 114025, University of Florida
  Gainesville, FL 32611-4025
Phone: 352-392-1275
Financial Services (Student Accounts)
  113 Criser Hall
  P.O. Box 114050, University of Florida
  Gainesville, FL 32611-4050
Phone: 352-392-0181
Fine Arts, College of
  101 Fine Arts Building A
  P.O. Box 115800, University of Florida
  Gainesville, FL 32611-5800
Phone: 352-392-0207
Forest Resources and Conservation, School of
  121 Newins-Ziegler Hall
  P.O. Box 110410, University of Florida
  Gainesville, FL 32611-0410
Phone: 352-846-0847
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Graduate School
  280 Grinter Hall
  P.O. Box 115515, University of Florida
  Gainesville, FL 32611-5515
Phone: 352-392-4646
Health and Human Performance, College of
  200 Florida Gym
  P.O. Box 118200, University of Florida
  Gainesville, FL 32611-8200
Phone: 352-392-0578
Honors Program
  118 Hume Hall
  P.O. Box 113260, University of Florida
  Gainesville, FL 32611-3260
Phone: 352-846-6083
Housing and Residence Education, Department of
  S.W. 13 Street and Museum Road
  P.O. Box 112100, University of Florida
  Gainesville, FL 32611-2100
Phone: 352-392-2161
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Infirmary - Student Health Care Center
  1 Fletcher Drive
  P.O. Box 117500, University of Florida
  Gainesville, FL 32611-7500
Phone: 352-392-1161
International Center
  170 Hub
  P.O. Box 113225, University of Florida
  Gainesville, FL 32611-3225
Phone: 352-392-5323
Journalism and Communications, College of
  1000 Weimer Hall
  P.O. Box 118400, University of Florida
  Gainesville, FL 32611-8400
Phone: 352-392-1124
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Latin American Studies, Center for
  319 Grinter Hall
  P.O. Box 115530, University of Florida
  Gainesville, FL 32611-5530
Phone: 352-392-0375
Law, Fredric G. Levin College of
  164 Holland Hall
  P.O. Box 117621, University of Florida
  Gainesville, FL 32611-7621
Phone: 352-273-0890
Liberal Arts and Sciences, College of
  100 Academic Advising Center (Farrior Hall)
  P.O. Box 112015, University of Florida
  Gainesville, FL 32611-2015
Phone: 352-392-1521
  P.O. Box 117001, University of Florida

  Gainesville, FL 32611-7001
Architecture & Fine Arts Library: 352-273-2805
Education Library: 352-273-2780
Health Science Center Library: 352-392-4011
Journalism Library: 352-392-0455
Judaica Library (Price Library): 352-273-2791
Legal Information Center: 352-273-0700
Library West: 352-273-2525
Library East (Smathers): 352-392-0361
Marston Science Library: 352-273-2851
Music Library: 352-273-2815
Vet Med Reading Room: 352-392-4700 ext. 5445
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Medicine, College of
  M-125 Health Science Center
  P.O. Box 100216, University of Florida
  Gainesville, FL 32610-0216
Phone: 352-392-3071
Military Science, Division of
Air Force
Address: 204 Van Fleet Hall
P.O. Box 118535, University of Florida
Gainesville, FL 32611-8535
Phone: 352-392-1355

Address: 103 Van Fleet Hall
P.O. Box 118536, University of Florida
Gainesville, FL 32611-8536
Phone: 352-392-1395

Address: 20 Van Fleet Hall
P.O. Box 118537, University of Florida
Gainesville, FL 32611-8537
Phone: 352-392-0973
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Natural Resources and Environment, School of
  103 Black Hall
  P.O. Box 116455, University of Florida
  Gainesville, FL 32611-6455
Phone: 352-392-9230
Nursing, College of
  G-205 HPNP Complex
  P.O. Box 100197, Health Science Center, University of Florida
  Gainesville, FL 32610-0197
Phone: 352-273-6400
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Pharmacy, College of
  G-232 HPNP Complex
  P.O. Box 100495, Health Science Center, University of Florida
  Gainesville, FL 32610-0495
Phone: 352-273-6312
Physician Assistant Program, College of Medicine
  1329 S.W. 16 Street, Suite 1160
  P.O. Box 100176, Health Science Center, University of Florida
  Gainesville, FL 32610-0176
Phone: 352-265-7955
Police, University
  Building 51, Museum Road
  P.O. Box 112150, University of Florida
  Gainesville, FL 32611-2150
Phone: 352-392-1111
President, Office of the
  226 Tigert Hall
  P.O. Box 113150
  Gainesville, FL 32611-3150
Phone: 352-392-1311
Provost and Senior Vice President, Office of the
  235 Tigert Hall
  P.O. Box 113175
  Gainesville, FL 32611-3175
Phone: 352-392-2404
Public Health and Health Professions, College of
  G–205 HPNP Complex
  P.O. Box 100185, Health Science Center, University of Florida
  Gainesville, FL 32610-0185
Phone: 352-273-6379
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Registrar, Office of the University
  222 Criser Hall
  P.O. Box 114000, University of Florida
  Gainesville, FL 32611-4000
Phone: 352-392-1374
Reitz Union, J. Wayne
  Museum Road
  P.O. Box 118505, University of Florida
  Gainesville, FL 32611-8505
Phone: 352-392-1649
Transportation and Parking (and Campus Bus Service)
  Customer Service
  Building 112, Gale Lemerand Drive
  P.O. Box 112325,
  Gainesville, FL 32611-2400
Phone: 352-392-2241
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Veterinary Medicine, College of
  2015 S.W. 16 Avenue
  P.O. Box 100125, University of Florida
  Gainesville, FL 32610-0125
Phone: 352-392-4700
Welcome Center
  Museum Road and Reitz Union Drive
  Gainesville, FL 32611-8450
Phone: 352-392-2959

Persons with hearing impairments should use the Florida Relay Service number when a TDD number is not listed. The FRS number is 1-800-955-8771 TDD.

Minggu, 06 Maret 2011

Pekanbaru Riau

Kota Pekanbaru
Masjid Agung An-Nur Pekanbaru

Motto: Bersih, Tertib, Usaha Bersama, Aman dan Harmonis
Letak Pekanbaru di Riau
Kota Pekanbaru terletak di Indonesia
Kota Pekanbaru
Letak Pekanbaru di Indonesia
Koordinat: 0°30′48.56″N 101°26′49.86″E / 0.5134889°LU 101.4471833°BT / 0.5134889; 101.4471833
Negara Indonesia
Provinsi Riau
 - Walikota Herman Abdullah
 - Wakil Walikota Erizal Muluk
 - Total 632,26 km2
Ketinggian 5 m (16 ft)
Populasi (2010[1])
 - Total 903.902
 Kepadatan 1.429,64/km²
Kecamatan 12
Kelurahan 58
Zona waktu WIB (UTC+7)
Kode telepon +62 761
Situs web

Kota Pekanbaru adalah ibu kota dan kota terbesar di provinsi Riau, Indonesia. Kota Pekanbaru merupakan kota jasa.[2] Bandar Udara Sultan Syarif Kasim II serta dua pelabuhan di Sungai Siak, yaitu pelabuhan Pelita Pantai dan pelabuhan Sungai Duku, merupakan pintu gerbang kota Pekanbaru.
Perkembangan perekonomian kota ini sangat dipengaruhi oleh kehadiran perusahaan minyak, pabrik pulp dan kertas serta penambahan lahan perkebunan kelapa sawit beserta pabrik pengolahannya.

Daftar isi


[sunting] Sejarah

Kata pekan dalam bahasa Melayu dapat bermaksud pasar, sehingga pekanbaru bermakna sebuah pasar baru. Perkembangan kota ini pada awalnya tidak lepas dari pengaruh fungsi sungai Siak sebagai sarana transportasi dalam mendistribusikan hasil bumi dari kawasan daratan tinggi Sumatera. Beberapa sejarahwan percaya Sriwijaya awalnya berpusat di sekitar Candi Muara Takus[3] dan kemungkinan kawasan yang berada pada sehiliran aliran sungai Siak telah menjadi salah satu pelabuhan dari kerajaan Sriwijaya. Sebuah ekspedisi militer Portugis pada tahun 1514 dikirim menelusuri sungai Siak dengan tujuan menemui dan memastikan lokasi dari kerajaan ini.[4]
Kota ini mulai menjadi pemukiman pada masa kesultanan Siak Sri Indrapura, yaitu pada era kekuasaan Sultan Abdul Jalil Alamudin Syah, yang kemudian diteruskan oleh putranya Raja Muda Muhammad Ali. Selanjutnya, pada tanggal 23 Juni 1784, berdasarkan musyawarah datuk-datuk empat suku (Pesisir, Lima Puluh, Tanah Datar, dan Kampar), kawasan ini dinamai dengan Pekanbaru. Berdasarkan SK Kerajaan, yaitu Besluit van Her Inlanche Zelf Destuur van Siak No.1 tanggal 19 Oktober 1919, Pekanbaru menjadi bagian dari Kesultanan Siak dengan sebutan distrik.[5][6]
Pada tahun 1931, Pekanbaru dimasukkan ke dalam wilayah Kampar Kiri yang dikepalai oleh seorang controleur yang berkedudukan di Pekanbaru dan berstatus landschap sampai tahun 1940. Kemudian menjadi menjadi ibukota Onderafdeling Kampar Kiri sampai tahun 1942.[7]
Setelah pendudukan Jepang pada tanggal 8 Maret 1942, Pekanbaru dikepalai oleh seorang gubernur militer yang disebut gokung. Kemudian, berdasarkan Undang-undang nomor 22 tahun 1948, ditetapkan kabupaten Kampar dan kota Pekanbaru diberikan status kota kecil, dan menjadi kota praja setelah keluarnya Undang-undang nomor 1 tahun 1957. Kota Pekanbaru resmi menjadi ibu kota provinsi Riau pada tanggal 20 Januari 1959 berdasarkan Kepmendagri nomor Desember 52/I/44-25[6] sebelumnya yang menjadi ibu kota adalah Tanjung Pinang[8] (kini menjadi ibu kota provinsi Kepulauan Riau).
Pada tahun 2005 dan 2006 kota ini memperoleh piala Adipura untuk kota terbersih dengan kategori kota besar di Indonesia.

[sunting] Geografi

Secara geografis kota Pekanbaru memiliki posisi strategis berada pada jalur lintas timur Sumatera, terhubung dengan beberapa kota seperti Medan, Padang dan Jambi. Kota ini dibelah oleh sungai Siak yang mengalir dari barat ke timur dan berada pada ketinggian berkisar antara 5 - 50 meter di atas permukaan laut. Kota ini termasuk beriklim tropis dengan suhu udara maksimum berkisar antara 34.1 °C hingga 35.6 °C, dan suhu minimum antara 20.2 °C hingga 23.0 °C.[9]
Sebelum tahun 1960 Pekanbaru hanyalah kota dengan luas 16 km² yang kemudian bertambah menjadi 62.96 km² dengan 2 kecamatan yaitu kecamatan Senapelan dan kecamatan Limapuluh. Selanjutnya tahun 1965 menjadi 6 kecamatan, tahun 1987 menjadi 8 kecamatan dengan luas wilayah administrasi bertambah menjadi 446,50 km² dan setelah pematokan ulang menjadi luas sekarang ini. Kemudian pada tahun 2003 jumlah kecamatan dimekarkan menjadi 12 kecamatan.[9]

[sunting] Kependudukan

Kota Pekanbaru merupakan kota dengan jumlah penduduk paling banyak di provinsi Riau. Etnis Minangkabau merupakan masyarakat terbesar dengan jumlah sekitar 37,7% dari seluruh penduduk kota[10]. Mereka umumnya sebagai pedagang dan telah menempatkan bahasa Minang sebagai pengantar selain bahasa Melayu dan bahasa Indonesia.
Selain orang-orang Minang, perekonomian kota banyak dijalankan oleh masyarakat Tionghoa. Beberapa perkebunan besar dan perusahaan ekspor-impor banyak dijalankan oleh pengusaha-pengusaha Tionghoa. Sementara etnis Melayu, Jawa dan Batak juga memiliki proporsi yang besar sebagai penghuni kota ini.
Tahun 1930 1954 1961 1971 2005 2006 2007 2008
Jumlah penduduk 2.990 28.314 70.821 145.030 772.705 776.601 779.899 785.380
Sejarah kependudukan kota Pekanbaru
Etnis Jumlah (%)
Minang 37,7
Melayu 26,1
Jawa 15,1
Batak 10,8
Tionghoa 7,0
Sunda 1,0
Banjar 0,2
Bugis 0,2
Sumber: Bappeda Kota Pekanbaru

[sunting] Pemerintahan

Kota Pekanbaru secara administratif dipimpin oleh seorang wali kota, pada masa kepemimpinan wali kota Herman Abdullah termasuk berhasil dalam menertipkan sistem birokrasi pemerintahannya, sehingga mampu meningkatkan kinerja dalam memberikan layanan kepada masyarakatnya.[12] Namun pada tahun 2010 berdasarkan survei persepsi kota-kota di seluruh Indonesia oleh Transparency International Indonesia (TII), kota ini termasuk kota terkorup di Indonesia bersama dengan kota Cirebon, hal ini dilihat dari Indeks Persepsi Korupsi Indonesia (IPK-Indonesia) 2010 yang merupakan pengukuran tingkat korupsi pemerintah daerah di Indonesia, kota ini sama-sama mendapat nilai IPK sebesar 3.61, dengan rentang indeks 0 sampai 10, 0 berarti dipersepsikan sangat korup, sedangkan 10 sangat bersih. Total responden yang diwawancarai dalam survei yang dilakukan antara Mei dan Oktober 2010 adalah 9237 responden, yang terdiri dari para pelaku bisnis.[13][14]
Berdasarkan peraturan daerah (Perda) kota Pekanbaru nomor 12 tahun 2008, pemerintah kota telah menetapkan pelarangan bagi masyarakat untuk melakukan pengemisan di depan umum dan di tempat umum di jalan raya, jalur hijau, persimpangan lampu merah dan jembatan penyeberangan serta melarang setiap orang untuk memberikan sumbangan dalam bentuk uang atau barang kepada gelandangan dan pengemis di jalan raya, jalur hijau, persimpangan lampu merah dan jembatan penyeberangan atau di tempat-tempat umum.[15]

[sunting] Perwakilan

Dari hasil Pemilu Legislatif 2009, jumlah anggota DPRD kota Pekanbaru adalah sebesar 45 orang[16][17] yang tersusun atas perwakilan 12 partai[18]
DPRD kota Pekanbaru 2009-2014
Partai Kursi
Lambang Partai Demokrat Partai Demokrat 9
Lambang Partai Golkar Partai Golkar 9
Lambang PKS PKS 5
Lambang PAN PAN 5
Lambang PPP PPP 4
Lambang PDS PDS 4
Lambang PDI-P PDI-P 2
Lambang PKB PKB 2
Lambang Partai Hanura Partai Hanura 2
Lambang PBB PBB 1
Lambang Partai Gerindra Partai Gerindra 1
Lambang PDK PDK 1
Total 45

[sunting] Perekonomian

Pusat Pertokoan di Jalan Tuanku Tambusai.
Kota Pekanbaru pada triwulan I 2010 mengalami mengalami peningkatan inflasi sebesar 0.79%, dibandingkan dengan triwulan sebelumnya yang mencapai 0.30%. Berdasarkan kelompoknya, inflasi terjadi hampir pada semua kelompok barang dan jasa kecuali kelompok sandang dan kelompok kesehatan yang pada triwulan laporan tercatat mengalami deflasi masing-masing sebesar 0.88% dan 0.02%. Secara tahunan inflasi kota Pekanbaru pada bulan Maret 2010 tercatat sebesar 2.26%, terus mengalami peningkatan sejak awal tahun 2010 yaitu 2.07% pada bulan Januari 2010 dan 2.14% pada bulan Februari 2010.[19]
Posisi Sungai Siak sebagai jalur perdagangan bagi kota Pekanbaru, telah memegang peranan penting dalam meningkatkan pertumbuhan ekomoni kota ini. Penemuan cadangan minyak bumi pada tahun 1939 memberi andil besar bagi perkembangan dan migrasi penduduk dari kawasan lain. Sektor perdagangan dan jasa saat ini menjadi andalan bagi kota Pekanbaru, yang terlihat dengan menjamurnya pembangunan ruko pada jalan-jalan utama kota ini. Selain itu, muncul beberapa pusat perbelanjaan modern, diantaranya: Plaza Senapelan, Plaza Citra, Plaza Sukaramai, Mal Pekanbaru, Mal SKA, Mal Ciputra Seraya,[20] Makro, Metropolitan Trade Center & Giant, dan Metro Swalayan Pekanbaru.
Selain itu beberapa pasar tradisional yang masih berdiri, antara lain Pasar Bawah, Pasar Raya Senapelan / Pasar Kodim dan pasar Andil.

[sunting] Kesehatan

Kota Pekanbaru memiliki beberapa rumah sakit yang dikelola oleh pemerintah maupun swasta. Dalam memberikan pelayanan kesehatan bagi masyarakat, pemerintah kota Pekanbaru mencoba melengkapi sarana dan prasarana yang ada saat ini diantaranya akan membangun gedung baru untuk Rumah Sakit Umum Daerah Arifin Achmad yang saat ini baru memiliki sebanyak 264 kamar untuk rawat inap, dengan selesainya bangunan tersebut kapasitas rawat inapnya, akan bertambah menjadi 400 kamar.[21]

[sunting] Pendidikan

Gedung Fakultas Kedokteran Universitas Riau
Beberapa perguruan tinggi juga terdapat di kota ini diantaranya Universitas Riau. Sementara di kota ini terdapat perpustakaan daerah provinsi Riau, yang bernama Perpustakaan Soeman HS. Perpustakaan ini terletak di jalan Sudirman bersebelahan dengan kompleks kantor gubernur, dan termasuk salah satu perpustakaan "termegah di Indonesia", dengan arsitektur yang unik, serta telah memiliki koleksi 300 ribu buku pada tahun 2008.[22]
Pendidikan formal SD atau MI negeri dan swasta SMP atau MTs negeri dan swasta SMA negeri dan swasta MA negeri dan swasta SMK negeri dan swasta Perguruan tinggi
Jumlah satuan 286 119 48 13 37 42
Data sekolah di kota Pekanbaru

[sunting] Pelayanan Publik

Sungai Siak dari atas Jembatan Siak, Pekanbaru
Untuk mengantisipasi kebutuhan energi listrik dimasa mendatang, pemerintah kota Pekanbaru telah mengusahakan pembebasan lahan seluas 40 ha untuk pembangunan PLTU Tenayan Raya.[25]
Sementara untuk memenuhi kebutuhan air bersih, Pemerintah kota melalui PDAM memanfaatkan air permukaan dari sungai Siak yang mempunyai kapasitas 5000 liter/detik sebagai sumber air baku bagi Instalasi Pengolah Air Bersih, yang terpasang dengan kapasitas 380 liter/detik. Selanjutnya sistem pengolahan penuh dan chlorinasi digunakan untuk memproduksi air bersih dengan kapasitas 350 liter/detik. Dari kapasitas produksi yang ada, telah terdistribusi dalam 18.660 unit Sambungan Rumah (SR) dan 45 Hidran Umum (HU). Setiap SR rata-rata digunakan 5 – 6 orang dan HU dapat digunakan 100 orang. Fasilitas ini memang belum mencukupi kebutuhan keseluruhan masyarakat kota ini, sehingga sebagian besar masyarakat masih memanfaatkan secara langsung air permukaan dari sungai Siak tersebut.[26]
Saat ini pemerintah kota telah menetapkan tempat pembuangan akhir (TPA) sampah di 2 lokasi dengan metode open dumping, yaitu kawasan Limbungan seluas 5 Ha dengan jarak dari kawasan pemukiman 19 km dan Kulim seluas 3 Ha dengan jarak dari kawasan pemukiman 8 km. Selain itu gerobak sampah masih digunakan untuk pengumpulan tak langsung, jumlah total gerobak yang ada saat ini adalah 305 buah dengan kapasitas rata-rata 1 m³ untuk melayani pengumpulan individual pada 5 wilayah pengumpulan. Sarana pemindahan yang ada berupa bak sampah pasangan batu-bata dan pelat baja sebanyak 32 buah dengan daya tampung 157.5 m³. Saat ini kapasitas penampungan TPS baru mencapai 8 % terhadap total timbunan yang ada. Untuk armada angkutan pengambilan sampah langsung digunakan truk bak terbuka, jumlah pengangkutan yang dilakukan adalah 2 – 3 kali per harinya, sehingga kapasitas pengangkutan baru mencapai 20 %. Sedangkan setiap harinya terdapat 170 m³ timbunan sampah, sehingga jumlah sampah yang telah dikelola dan terangkut sampai ke TPA baru mencapai 120 m³/hari atau sekitar 60 %.[26]
Daerah kota Pekanbaru yang memiliki ketinggian antara 1 sampai 20 meter dengan curah hujan dalam klasifikasi sedang, yaitu antara 100-200 per bulan. Secara umum permasalahan banjir di kota ini adalah masalah genangan air, baik akibat adanya limpasan dari saluran drainase yang ada maupun akibat terhambatnya pengaliran air. Saluran drainase yang ada saat ini baru mencakup 13.930 Ha, yang terdiri dari sistem drainase besar sepanjang 10.123 meter, sistem drainase kecil sepanjang 15.456 m dan sistem drainase tersier sepanjang 7.789 m.[26]
Pemerintah kota saat menetapkan pengembangkan kawasan permukiman perkotaan ke arah ke selatan, timur dan barat kota (kecamatan Tampan, kecamatan Marpoyan Damai, kecamatan Bukit Raya, kecamatan Tenayan Raya, dan kecamatan Payung Sekaki). Sedangkan kecamatan Senapelan, kecamatan Sukajadi, kecamatan Sail dan kecamatan Limapuluh sebagai kawasan perdagangan dan jasa dengan skala pelayanan regional dan internasional, perumahan perkotaan (town house dan apartemen), yang diintegasikan dengan sistem jaringan transportasi massal dan sistem jaringan transportasi regional melalui jalan tol, akses ke bandara dan pelabuhan di Sungai Siak.

[sunting] Perhubungan

Bus Trans Metro Pekanbaru
Pekanbaru dihubungkan oleh jaringan jalan yang tersambung dari arah Padang di sebelah barat, Medan di sebelah utara, dan Jambi di sebelah selatan. Terminal Bandar Raya Payung Sekaki merupakan pusat pelayanan transportasi antar kota dan antar provinsi, yang telah direncanakan pemerintah setempat menjadi sarana orientasi dan perpindahan antar moda transportasi dengan akses ke sistem jaringan transportasi regional, bandara, dan pelabuhan.
Bandara Sultan Syarif Kasim II menjadi salah satu bandar udara tersibuk di Sumatera dan dicanangkan akan menjadi salah satu bandara internasional di pulau Sumatera.Berdasarkan data yang diperoleh dari situs Angkasa Pura II pada tahun 2008 penumpang yang melalui bandara ini mencapai angka 1,8 Juta penumpang per tahun, menempatkan bandara ini sebagai bandara tersibuk ketiga di regional Sumatera setelah Bandara Polonia, Medan dan Bandara Hang Nadim, Batam.
Pelabuhan Pekanbaru yang terletak di tepi Sungai Siak dan berjarak 96 mil ke muara sungai, menjadi sarana transportasi untuk komoditi ekspor seperti kelapa sawit. Selain itu, pelabuhan ini juga menghubungkan Pekanbaru dengan kawasan di Kepulauan Riau, seperti Tanjung Pinang dan Batam.

[sunting] Pariwisata

Kota Pekanbaru memiliki beberapa bangunan dengan ciri khas arsitektur Melayu diantaranya bangunan Balai Adat Melayu Riau yang terletak di jalan Diponegoro, Bangunan ini terdiri dari dua lantai, di lantai atasnya terpampang beberapa ungkapan adat dan pasal-pasal Gurindam Dua Belas karya Raja Ali Haji. Di kiri dan kanan pintu masuk ruangan utama dapat dibaca pasal 1 - 4, sedangkan pasal 5 – 12 terdapat di bagian dinding sebelah dalam ruangan utama. Kemudian di jalan Sudirman terdapat Gedung Taman Budaya Riau, gedung ini berfungsi sebagai tempat untuk pagelaran berbagai kegiatan budaya dan seni Melayu Riau dan kegiatan-kegiatan lainnya. Sementara bersebelahan dengan gedung ini terdapat museum yang bernama Museum Sang Nila Utama yang memiliki berbagai koleksi benda-benda seni, budaya dan bersejarah propinsi Riau.

[sunting] Olahraga

PSPS Pekanbaru merupakan klub utama sepak bola yang dimiliki oleh kota ini, dan bermarkas di Stadion Kaharudin Nasution Rumbai.
Sejak tahun 2009 kota ini mulai membenahi berbagai fasilitas olahraga setelah provinsi Riau terpilih sebagai tuan rumah penyelenggara PON XVIII tahun 2012, dan direncanakan kota ini akan memiliki sebuah stadion utama untuk acara tersebut dengan kapasitas 63.932 kursi.[27]
Sementara beberapa Lapangan Golf, tersebar di beberapa tempat pada kawasan kota ini, antara lain Pekanbaru Golf Course Country Club di Kubang Kulim, Simpang Tiga Golf Course di Kompleks AURI, Rumbai Golf Course di Kompleks IKSORA Rumbai, dan Lapangan Golf Labersa di Kompleks Labersa.

[sunting] Pers dan Media

Saat ini kota Pekanbaru memiliki stasiun tv swasta yaitu Riau Televisi dan Melayu TV. Media cetak atau surat kabar yang cukup banyak dikenal masyarakat kota Pekanbaru antara lain: Riau Pos, Tribun Pekanbaru, Pekanbaru Pos, Riau Mandiri, Pekanbaru MX dan Koran Riau.[rujukan?]
Sedangkan stasiun radio yang telah mengudara di kota Pekanbaru antara lain Radio Aditya 87.6 FM, Radio Pro 2 88.4 FM, Radio Ikmi 90.8 FM, Radio Pro 3 91.2 FM, Radio Rabbani 91.6 FM, Radio Persada 92.4 FM, Radio Mentari 94.3 FM, Radio Pondasi 95.9 FM, Radio Graha 96.7 FM, Radio Barabas 97.5 FM, Smart 98.3 FM, Radio Pro 1 99.1 FM, Radio Mandiri 99.5 FM, Radio Racika 100.2 FM, Radio CBS 101.0 FM, Radio Monaria 101.8 FM, Radio Cendana 102.6 FM, Radio Hidayah 103.4 FM, Radio Warna 104.2 FM, dan Radio Gress 105.8 FM.[rujukan?]

[sunting] Rujukan

  1. ^ Cities & Municipalities (diakses pada 7 November 2010)
  2. ^ Profil daerah kabupaten dan kota. Penerbit Buku Kompas. 7 Maret 2011. ISBN 979-709-054-X. 
  3. ^ Soekmono, R. (2002). Pengantar sejarah kebudayaan Indonesia 2. Kanisius. ISBN 979-413-290-X. 
  4. ^ Schnitger, F.M. (1964). Forgotten Kingdoms in Sumatra. E. J. Brill. 
  5. ^ Samin, S.M. (2006). Dari kebatinan senapelan ke Bandaraya Pekanbaru: menelisik jejak sejarah Kota Pekanbaru, 1784-2005. Pemerintah Kota Pekanbaru bekerjasama dengan Masyarakat Sejarawan Indonesia (MSI) Cabang Riau dan Penerbit Alaf Riau. 
  6. ^ a b "Sejarah Pekanbaru". Pemda kota Pekanbaru. Diakses pada 1 Oktober 2010. 
  7. ^ Diah, M. (1986). Dampak modernisasi terhadap hubungan kekerabatan daerah Riau. Departemen Pendidikan dan Kebudayaan, Proyek Inventarisasi dan Dokumentasi Kebudayaan Daerah. 
  8. ^ Syamsuddin, B. M. (1995). Cerita rakyat dari Bintan. Grasindo. ISBN 979-553-705-9. 
  9. ^ a b "Wilayah geografis". Pemda kota Pekanbaru. Diakses pada 1 Oktober 2010. 
  10. ^ Bappeda Kota Pekanbaru
  11. ^ "Penduduk menurut Kabupaten/Kota 2006-2008". BPS Riau. Diakses pada 1 Oktober 2010. 
  12. ^ Muhammad, Fadel (2008). Reinventing local government: pengalaman dari daerah. Jakarta: Elex Media Komputindo. ISBN 979-27-3367-1. 
  13. ^ Pekanbaru dan Cirebon, Kota Terkorup (diakses pada 9 November 2010)
  14. ^ Konferensi Pers: Peluncuran Indeks Persepsi Korupsi Indonesia 2010 (diakses pada 9 November 2010)
  15. ^ "Peraturan Daerah kota Pekanbaru nomor 12 tahun 2008". 
  16. ^ "Anggota DPRD Pekanbaru 2009-2014". Diakses pada 1 Oktober 2010. 
  17. ^ "Gubernur Riau Harapkan Anggota DPRD Bebas dari KKN". Diakses pada 1 Oktober 2010. 
  18. ^ a b "45 DPR Kota Pekanbaru 2009-2014 Resmi Dilantik". Diakses pada 1 Oktober 2010. 
  19. ^ "Kajian Ekonomi Regional Provinsi Riau Triwulan I 2010" (PDF). Bank Indonesia Pekanbaru. Diakses pada 7 November 2010. 
  20. ^ Mal Ciputra Seraya
  21. ^ Bangun Gedung Baru, Kapasitas Rawat Inap RSUD Arifin Achmad Bertambah (diakses pada 7 November 2010)
  22. ^ "Termegah di Indonesia, Perpustakan Soeaman HS resmi dibuka",, 28 Oktober 2008.
  23. ^ Data Siswa
  24. ^ Data Sekolah
  25. ^ "Harga Lahan PLTU Rp10.000 per Meter". Pemda Kota Pekanbaru. Diakses pada 2 Oktober 2010. 
  26. ^ a b c "Kota Pekanbaru" (PDF). Diakses pada 7 November 2010. 
  27. ^ Venues/Lokasi Acara PON XVIII Riau 2012 (diakses pada 7 November 2010)

[sunting] Tautan luar

Wikitravel   Lihat panduan wisata Kota Pekanbaru di Wikitravel
 l  b  s 
Kota-kota besar di Indonesia
  Kota Provinsi Populasi     Kota Provinsi Populasi
1 Jakarta DKI Jakarta 9.588.198 Kota Pekanbaru
Kota Pekanbaru
7 Depok Jawa Barat 1.751.696
2 Surabaya Jawa Timur 2.765.908 8 Semarang Jawa Tengah 1.553.778
3 Bandung Jawa Barat 2.417.584 9 Palembang Sumatera Selatan 1.452.840
4 Bekasi Jawa Barat 2.336.489 10 Makassar Sulawesi Selatan 1.339.374
5 Medan Sumatera Utara 2.109.339 11 Tangerang Selatan Banten 1.303.569
6 Tangerang Banten 1.797.715 12 Bogor Jawa Barat 952.406

[sunting] Galeri

Cari tahu mengenai Pekanbaru pada proyek-proyek wiki Wikimedia lainnya:
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