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Professional ETHICS Professional KNOWLEDGE Professional HSMC HSMC HSMCMANNERS HSMC HSMC

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Contents

4

Message from the Chairman Board of Governors and College Council

5

Message from the Acting President and Provost

6

Vision and Mission

7

Strategic Objectives

8

Executive Summary

10

Strategic Planning Process

12

Strategic Focus Areas 1 2 3 4 5 6 7

Programme Development Teaching and Learning Quality Enhancement Research Performance Student Development and Services Image-building and External Relations Financial and Manpower Planning College Facilities and Services

34

Strategic Planning Groups

36

The Way Forward


Message from the Chairman of the Board of Governors and College Council

04 Founded in 2010, Hang Seng Management College (HSMC) has successfully established itself as a selffinanced tertiary education institution offering degree and associate degree programmes with a focus on business and management. In line with the mission of the S H Ho Foundation and former Hang Seng Bank Directors—who founded the Hang Seng School of Commerce—our objective is to develop future leaders and entrepreneurs who excel in their chosen professions and uphold a high standard of self discipline and integrity. HSMC is in a unique position to prepare our students to meet the challenges of an increasingly globalised environment by offering the opportunity to broaden their horizon through exchange programmes, internships and work placements. Our graduates will be equipped with practical skills and training to complement their academic achievements. The campus expansion project is on schedule and there are plans to launch several new degree programmes in 2014/15. Based on the progress achieved, a strategic review has been conducted with significant input from the Faculty, Management, Council Members and Governors. The 2013–2018 Strategic Plan is the fruit of extensive consultation and intellectual debates over a period of five months. This Strategic Plan defines our institutional aspirations and culture, examines our relative strengths and unique connectivity to the business and financial community, and identifies strategic initiatives that provide a roadmap in pursuit of our goals—including the attainment of university status. I wish to sincerely thank everyone at HSMC for their contribution in the development of this important Strategic Plan. With your continuing dedication and support, I am confident HSMC will continue to flourish and become the preferred choice for students seeking a unique and all-round university education.

Hang Seng Management College

Rose Lee Chairman Board of Governors and College Council


Message from the Acting President and Provost

05 To Strive For Strength We should not delude ourselves that we are living in a perfect world and everything will come up roses, but then we also should have ideals for which we work and strive. In Hang Seng Management College, all of us share a vision—to become “a leading private university”. We first started operating in 2010, and since then we have encountered some difficulties, the birth pangs which we have fortunately managed to overcome. Now in our fourth year of operation, we are in a period of building, consolidating our strength and adding more efficacy in our midst. Two more new buildings have been completed in September 2013, and a student hostel complex is scheduled to be finished in late 2014. We are also expanding our student population (in 2013/2014, the enrollment already exceeds 4,000); and we are recruiting new teachers through global recruitment. Starting with 2015, we will enter into a period of maturation, when we will be ready for the acquisition of university title with our diverse range of programmes, efficient quality control and internal governance and excellent performance in research by our faculty members. As the Chinese saying goes: “It takes ten years to grow trees but a hundred years to nurture people”. There is no denying that our strategic plan is a fast-track one. The world has been advancing at an unprecedented speed since the new millennium, and we have to move with the times. While we are proceeding with alacrity, we should not lose sight of quality in the shadow of quantity and speed. The traditional view of a university is that it is constantly engaged “in the pursuit of excellence”. I have to emphasise that this mission still holds true. Hang Seng Management College, as with other tertiary institutions, has the obligation to nurture outstanding talents and advance free and responsible knowledge for the benefit of mankind. Prof Gilbert C F Fong Acting President and Provost Strategic Plan 2013–2018


Vision

06

Hang Seng Management College

To be a leading private university, recognised for excellence in teaching, learning and research, especially in the areas of business and management.

Mission

To advance knowledge and understanding of human activities, especially those related to business and management; to nurture innovative and enterprising leaders for a knowledge-based economy; to provide an education which focuses on theoretical exploration, professional knowledge and skills as well as business ethics; and to be committed to free enquiry and responsible scholarship.


07 Strategic Objectives

a

To afford a modern and stimulating campus environment to facilitate and support teaching and learning activities.

b

To develop and offer innovative academic programmes which respond to changing community needs.

c

To provide a holistic and challenging educational experience for students.

d

To cultivate students’ global perspective through internationalisation.

e

To develop strategic partnerships with industries and businesses.

f

To create internship opportunities for students to gain practical experience in the workplace.

g

To encourage and support dynamic research, initially focusing on regional relevance and gradually broadening to more extensive horizons.

h

To strengthen governance structure.

i

To enhance quality control through internal and external monitoring.

j

To explore new ways and sources of funding to augment the financial base of the College. Strategic Plan 2013–2018


Executive Summary The

College

with

its

started

its

first Academic

strategic Planning

planning Retreat

process held

on

18 January 2012, followed by the second Academic Planning Retreat a year later on 18 January 2013, a Retreat for senior administrative staff in the same month and a Strategic Planning Day for members of Board and Council on 2 February 2013.

08

The process involved altogether 50 academic staff, 30 senior administrative staff and 15 Board and Council members. On 4 March 2013, the College’s senior management team held an open State of the College Forum to share with all staff members a draft of the Five-year Strategic Plan and solicited their views and comments. There are two important focal points in the proposed Five-year Strategic Plan for the period 2013–2018: one is the Roadmap to University; and the other is the Desired Attributes of HSMC Graduates. For the first focus, the College needs to place considerable emphasis on programme development, teaching and learning quality, research performance, quality assurance and support in human and financial resources. As for the second focus, the challenge is to identify the desired attributes of HSMC graduates through systematic collection of data about employers’ choice/preference and their feedback on our graduates’ performance, and to integrate these findings into the College’s curriculum and student development services. A concept recently proposed by the Acting President is the personification of the desired attributes of HSMC graduates as

(HSMC men and women), who should possess

professional ethics, professional knowledge and professional manners.


To guide the development of the College towards these ends, the Strategic Plan encompasses seven strategic focus areas: 1) Programme Development; 2) Teaching and Learning Quality Enhancement; 3) Research Performance; 4) Student Development and Services; 5) Image-building and External Relations; 6) Financial and Manpower Planning; and 7) College Facilities and Services. Each strategic focus area, led by a member of the senior management team with specific strategic goals, action items, timelines and performance indicators, will be clearly spelt out to facilitate actions by concerned parties according to schedule. It is also proposed that the Five-year Strategic Plan will be a rolling plan, in such a way that progress will be reported annually and revisions be made to update the Plan for the next five-year period.

09

GOAL Private University Private & SelfPublic accreditation Sectors’ Status Recognition Student Development & Services

Quality of Student Intake

Programme Development

Quality of Academic & Administrative Staff

Strong Financial Position

Internal Governance

Campus Development

Image Building

Financial & Manpower Resources

Internal/External Communications

Key Success Factors in the Development of HSMC into a Private University at Different Stages (Developed by Miss Tong Hing Min, Member of College Council)

Strategic Plan 2013–2018


Strategic Planning Process

10

The Context Within three years since its establishment in March 2010, HSMC has gathered the momentum to become a key player in the self-financed tertiary education sector. The College successfully acquired from the Government six pieces of land adjoining the current site to embark on an extensive campus development plan to provide a modern and stimulating learning environment for its students. A professional team of faculty and administrative staff has been formed with strong commitment to strive for further development of the institution. New development is in the pipeline. The number of programmes is expected to be doubled in 2014/15. It is also heartening to see the programmes currently on offer are well-received, and that student population has grown to 3,300 in 2012/13. Underlying such context of vigorous development and rapid progress is the aspiration of HSMC to become a leading private university, a long-term direction identified from the outset when its predecessor, Hang Seng School of Commerce (HSSC), was transformed from a senior secondary school into a post-secondary college. The management of HSMC feels that it should critically review the College’s position and formulate a strategic plan to map out its future in the next five years from 2013 to 2018, which not only encompasses the roadmap to a private university, but also a guide to building the necessary framework of teaching, learning and research. It will contribute to the sustainable growth of the College, enabling it to become a leading management institution of higher education that serves the society and future generations.

Hang Seng Management College

Besides, the management takes note that the initiative to formulate a strategic plan was strongly recommended by the Hong Kong Council for Accreditation of Academic and Vocational Qualifications (HKCAAVQ) when degree-conferring status was granted to HSMC in 2008 upon successful completion of the Institutional Review exercise. The College was advised that “in a period of transition and expansion, clear objectives, goals as well as plans to achieve these goals are of utmost importance.�


The Process To ensure that the vision, mission and goals set out in the strategic plan will be well placed to meet the needs of its stakeholders and the community at large, HSMC involved and engaged its Governors, Council members, academic and administrative staff in the strategic planning process.

The College’s first Academic Planning Retreat was held on 18 January 2012, with the theme “Empowerment, Voice, and Action”. Four key issues: Strategic Direction, Teaching, Learning and Research, New Programme Development, and Review of Service Modules were discussed. Vision, mission and goals were revisited, and some initial thoughts on the future direction were developed.

To take the strategic planning exercise to the next stage, HSMC organised the second Academic Planning Retreat with the theme “Roadmap to University and Beyond” on 18 January 2013. Seven strategic focus areas were identified under a draft framework of the College’s Five-year Strategic Plan: 1) Programme Development, 2) Teaching and Learning Quality Enhancement, 3) Research Performance, 4) Student Development and Services, 5) Imagebuilding and External Relations, 6) Financial and Manpower Planning and 7) College Facilities and Services. More than 50 participants were divided into six groups to discuss the strategic goals and specific action items.

As for the seventh strategic focus area on College Facilities and Services, Heads and senior staff of all administrative units held a retreat earlier on 4 January 2013 to discuss the challenges faced by all administrative units, the ways to gauge user expectations and the measures to improve delivery of services.

On top of all these planning efforts, HSMC is indebted to the support and valuable input of its Governors and Council members. A Strategic Meeting Day was organised on 2 February 2013 for members of the Board of Governors and College Council to hold discussions with the College’s senior management team on its positioning and strategic directions.

On 4 March 2013, a State of the College Forum was held for all members of the staff. The senior management team briefed colleagues on the blueprint of the College’s future development, and shared with them the tentative strategic plans as developed from the discussions during the academic planning retreats and the Strategic Meeting Day.

The management of HSMC then incorporated the feedback collected and finalised the Five-year Strategic Plan 2013–2018. The Strategic Plan was approved by the College Council on 24 May 2013.

11


Strategic Focus Areas 1 Programme Development 2 Teaching and Learning Quality Enhancement 3 Research Performance 4 Student Development and Services 5 Image-building and External Relations 6 Financial and Manpower Planning 7 College Facilities and Services


Strategic Focus Area 1

Programme Development

In line with the College’s vision of becoming a leading private university, HSMC will need to achieve successful validation of five new programmes and the successful revalidation of its existing programmes*. This will allow the College to proceed to apply for Programme Area Accreditation (PAA) and Institutional Review (IR) in preparation for the attainment of university status.

* Programmes offered by HSMC (as of September 2013): • Bachelor of Arts in English (Honours) • Bachelor of Business Administration (Honours) • Bachelor of Business Administration (Honours) in Supply Chain Management • Bachelor of Journalism and Communication (Honours) • Bachelor of Translation with Business (Honours) • Associate in Business Administration


14

Goal 1: Successful validation of five new programmes (BBA–FA, BMSIM, BBA–CG, BBA–MGT, BSc–DSBI)

Goal 2: Successful revalidation (with clean passes) of the five existing degree programmes (BBA, BBA–SCM, BTB, BJC and BA–ENG) and one subdegree programme (AD)

Hang Seng Management College

1.1

Review the structure of the School of Business and individual departments to streamline workflow, establish a mechanism for periodic review and enhance the quality assurance system for new programmes.

1.2

Allocate resources to ensure adequate clerical and secretarial support to programme development, especially in the submission of documents to the HKCAAVQ and in making logistic arrangements for programme validation panel meetings.

1.3

Draw up detailed timelines and work plans to meet the tight schedules of validation exercises of the five new degree programmes. Arrange optional ‘mock validation’ before internal validation to gauge comments from various departments for refining the submission documents.

1.4

Develop guidelines and procedures for the entire validation exercise to ensure quality and timeliness of submission. Conduct quality assurance check, with the involvement of the QA Director, to ensure accuracy in the contents and formats of the submission documents before delivery.

2.1

Review the existing programme documentation; scrutinise and act good all the comments made to the programmes by the respective validation panel(s) in the previous validation exercise(s).

2.2

Collect, collate and provide evidence-based documentation with onus of proof for programme revalidation to better meet the requirements of the HKCAAVQ.

2.3

Draw up detailed timelines and work plans to meet the schedules of revalidation exercises of existing programmes, with an optional ‘mock revalidation’ before the internal revalidation exercise, to gauge comments to refine the submission documents and prepare better for the revalidation exercise.


Goal 3: Successful acquisition of Programme Area Accreditation (PAA) with self-accreditation status in relevant programme areas

3.1

Conduct self-evaluation and submit the report to the HKCAAVQ for acquisition of PAA status.

Successful Institutional Review (IR) 3.2

Benchmark with other private universities e.g. Hong Kong Shue Yan University, and make reference to their experience for the acquisition of private university status.

3.3

Develop a timetable in preparation for IR. Draw up a list of identified gaps and follow-up action items for the College’s reference, which should cover overall governance, institutional structure, management, resources, academic environment and quality assurance.

3.4

Submit documents to the HKCAAVQ for IR.

3.5

Follow up on issues identified in IR and recommendations made in the IR report to get ready for Discipline Review (DR).

15

Successful Discipline Review (DR) for the programmes with clean pass(es) in revalidation

Goal 4: Successful compliance to and registration of Ordinance Cap 592 and pave the road to private university

3.6

The academic development plan and the short-term and long-term strategic plans for the programme area(s) featuring programme design, development and corresponding academic and resources considerations should be ready for review by the HKCAAVQ.

3.7

Submit DR documents which demonstrate the quality and quality assurance mechanism of the programme(s).

4.1

With positive outcome of DR, the registration of Ordinance Cap 592 (Accreditation of Academic and Vocational Qualifications Ordinance) is to be pursued.

Strategic Plan 2013–2018


16

Goal 5: Initiation of other types of new programmes (such as summer programmes, executive training programmes and top-up degree programmes)

Goal 6: Initiation of postgraduate programme(s)

Hang Seng Management College

5.1

Review existing parameters for vetting new programme development proposals.

5.2

Set up a task force to explore the feasibility of conducting executive training programmes.

5.3

Introduce summer semester/programmes which allow higher flexibility to students’ learning and support the student exchange programmes. This will also help to utilise campus resources during the summer period. Summer programmes such as General Education classes, Chinese language and cultural modules and English enhancement modules are recommended.

5.4

Review the provision of top-up degree programmes which serve as an additional articulation pathway for AD graduates. The College would explore the possibility of establishing a separate entity for the provision and operation of top-up degree programmes and AD programmes.

6.1

Submit programme proposals to the HKCAAVQ for validation by 2017/18 if postgraduate degree programme(s) would be offered after the College has acquired university status. Collaborative opportunities with overseas universities/ parties will be considered.


Strategic Focus Area 2

Teaching and Learning Quality Enhancement

HSMC is committed to the provision of quality teaching and a stimulating learning environment to our students. It has already established a Teaching and Learning Quality Committee (TLQC) to oversee developments in this area. Supportive measures to promote good teaching practices at the university level will be implemented and reviewed on a regular basis; outcome-based and criterion-referencing teaching approaches will be adopted, and a task force will be set up to further explore and promote e-learning opportunities.


18 Goal 1: Implementation of supportive measures to enhance quality teaching

Goal 2: Exploring and creating an e-learning community to facilitate effective teaching and learning

Hang Seng Management College

1.1

Organise teaching related seminars and workshops to support academic staff in their continuous professional development in teaching.

1.2

Establish reward systems to recognise academic staff with outstanding teaching performance (e.g. Teaching Performance Award).

2.1

Set up a task force under the Teaching and Learning Quality Committee (TLQC) to explore e-learning opportunities and to develop a plan to promote e-learning, involving learning support units such as Library and the Information Technology Services Centre (ITSC).

2.2

Invite experts in the area of e-learning to share their experience and knowledge with academic staff, as well as to introduce the technology and software for e-learning and teaching.

2.3

Develop a system to help academic staff to use technology in teaching.


Goal 3: Adoption of a holistic and developmental approach to evaluate teaching

Goal 4: Implementation of outcome-based teaching with criterion-referenced assessment

3.1

Review the teaching methodology of AD programme and its articulation to degree programmes.

3.2

Review the existing teaching performance criteria, including regular review of the end-of-module evaluation mechanism and additional teaching performance evidences to evaluate the teaching performance of academic staff.

3.3

Create a supportive learning environment among academic staff (e.g. voluntary class visits).

4.1

Organise workshops and seminars to facilitate adoption of outcome-based teaching and criterion-referenced assessment.

4.2

Promote adoption of criterion-referenced assessment in a pilot exercise.

4.3

Formulate policies, guidelines and rubrics to facilitate smooth implementation of criterion-referenced assessment across all modules.

19


Strategic Focus Area 3

Research Performance

To become a recognised private university, the College must be able to demonstrate high-level research performance and capabilities of its academic staff. To enhance research performance and promote research activities, efforts will be made by the Research Policy and Scholarly Activities Committee (RPSAC) to encourage staff engagement in research activities through setting up an internal research grant scheme and providing financial support to academic staff to assist them in their applications for external competitive research grants.


Goal 1: Creating an infrastructure to support research and scholarly activities

Goal 2: Nurturing a research culture in the College and among academic staff

1.1

Provide more financial support to academic staff for presenting papers at conference or carrying out general research activities.

1.2

Provide financial support to academic staff to assist them in applying for external competitive grants.

1.3

Develop an internal research grant to support academic staff to conduct small scale research which can be used as pilot study for external grants.

1.4

Review and enhance the adequacy of library resources in support of research activities.

2.1 Organise research related seminars and experience sharing sessions at College, School and department levels. Colleagues and scholars from other institutions will be invited to participate in these academic exchanges. 2.2

Goal 3: Highlighting the importance of research and scholarly activities and recognising good research performance

21

Encourage academic staff without a doctoral degree to pursue doctoral qualification.

3.1 Adopt an appropriate mechanism for evaluating the research performance of academic staff (for annual appraisal and promotion purposes): • achievable research expectation for professorial staff at different grades; • appropriate review period (annual assessment of research performance based upon a two to three-year cycle). 3.2

Develop a reward system to recognise academic staff with outstanding research performance.

Strategic Plan 2013–2018


Strategic Focus Area 4

Student Development and Services

It is essential to adopt an integrated and systematic approach in analysing students’ needs and expectations, collecting feedback from employers on the work performance of our student interns and graduates and thereby constructing a model of the desired attributes of HSMC graduates. This is to guide the College’s curriculum development and the appropriate alignment of an integrated student development programme to equip our students with the necessary attributes and skills. Internship and internationalisation are the two important pillars of our student development; and the new student hostels to be completed in 2014/15 will provide an excellent opportunity for the College to design an exciting hall life education programme to enrich our students’ out-of-classroom learning experience.


Goal 1: Development of an integrated student development programme with the aim of equipping students with essential skills for personal growth and career development that align with desired graduate attributes

1.1 Review and revamp the existing student development programme for an integrated programme that aims to equip students with the essential skills for personal growth and career development in the following five key areas:

Goal 2: Establishment of a strong internship and career guidance programme for students based on systematic collection and critical analysis of employers’ feedback on students’ work performance

2.1

Leverage relationships with business and industry partners by actively engaging them in internship and/or mentorship programmes as well as career development activities.

2.2

Collect feedback on interns’ and mentees’ performance from employers and mentors systematically through formal and informal means, e.g. gatherings and visits to companies that enable systemic review of our student development programme. It helps prepare our students for employment with a focus on the identification of weak areas for improvement.

Goal 3: Establishment of a strong student exchange programme for the purposes of expanding students’ international horizons and broadening their global perspectives

3.1

Increase the number of exchange partner institutions and the number of exchange students (both incoming and outgoing).

3.2

Increase diversity of student profile through admission of nonlocal students.

3.3

Strengthen interaction between local and non-local students through different cultural activities, e.g. International Day, Korean Night, German Night, etc.

social and emotional development; community service; • cultural and global perspectives; • self-management; and • career education and training. •

23

Strategic Plan 2013–2018


24

Goal 4: Enhancing students’ competency in languages so that on graduation they are biliterate (Chinese and English) and trilingual (Cantonese, Putonghua and English)

Goal 5: Strengthening the existing pastoral and support system for student development through a series of student support programmes

Goal 6: Effective hall life education as an integral part of out-of-classroom learning to facilitate character development

Hang Seng Management College

4.1

Enhance the language learning support to students through activities organised by the English Language Centre and the Institute for Chinese Language and Culture.

4.2

Design and organise language immersion programmes to provide informal language learning opportunities (e.g. English Table, Putonghua Table, global café) on campus for students.

4.3

Establish language competency exit requirements for degree programmes and motivate students to attain good results by providing funding support on examination fees.

5.1

Review and enhance the personal tutor system by assigning students to teachers of their classes in the first two years.

5.2

Design the mentor-mentee system in the way that senior-year students are mobilised to provide guidance and support for younger students.

5.3

Analyse students’ needs and expectations systematically to inform service planning and manage students’ expectations.

6.1

Design a comprehensive hall life education programme that fosters the all-round personal development of students. The new student hostels will provide an environment that supports self-learning, self-management and a healthy lifestyle with daily social and cultural exchanges and sports and recreational activities.


Strategic Focus Area 5

Image-building and External Relations

As a young institution, HSMC places great emphasis on enhancing the image and profile of the College as a businessoriented, inter-disciplinary, vibrant and modern institution of higher learning, and strengthening collaborations with different stakeholders to solicit their support for College activities and development. Internally, the College also needs to strengthen communication with staff and students and cultivate a sense of pride as a member of HSMC.


Goal 1: Building the College identity as a businessoriented, inter-disciplinary, vibrant, modern and innovative institution

Goal 2: Bridging the gap between targeted identity and perceived image

26 Goal 3: Strengthening the relationship with external stakeholders, including industry, alumni, parents and donors

1.1

Set up a new platform for all public relations activities at the College level to coordinate events and manage media relationship.

1.2

Re-design promotion materials such as the College website, videos and brochures to emphasise HSMC as a degree-granting institution and refresh the College’s image with all new facilities and buildings.

1.3

Brief all staff members on the new vision and mission of HSMC to achieve better alignment.

2.1

Promote the image of the College by featuring academic achievements, excellence in research, student awards and latest events of the College.

2.2

Conduct surveys on student competency in relation to stakeholders’ attitudes and expectations of a private university and the perceived image of the College.

2.3

Invite community and industry leaders to visit HSMC to raise the profile of the College and solicit their long-term support.

3.1

Identify and seek reputable firms to sponsor College-wide activities and research.

3.2

Explore internship opportunities to develop a wider industry network.

3.3

Strengthen the communication channels with alumni and invite them to actively participate in College affairs (e.g. serving as advisors and mentors).

3.4

Keep the donors updated on news and development of the College, and invite them to attend College functions.


Goal 4: Strengthening the relationship with internal stakeholders to foster a sense of belonging and pride

Goal 5: Fostering initiatives of community participation (consultancy work, community projects, and participation in external competitions)

4.1

Promote HSMC’s affinity credit card to staff, students and alumni.

4.2

Develop a range of HSMC souvenirs that help to enhance the sense of belonging of staff, students and alumni.

4.3

Develop more channels on campus to announce events and recognise the achievements of students/staff.

5.1

Organise fundraising activities that help to raise the profile of the College as a vibrant institution.

5.2

Strengthen the mechanism to encourage student participation in external competitions and community programmes.

5.3

Establish a platform for academic staff to offer consultancy services to the industry.

5.4

Organise community projects to serve residents in the neighbourhood.

27


Strategic Focus Area 6

Financial and Manpower Planning

As a self-financed and rapidly growing institution, the College has to ensure that adequate resources are available and ready to support its long term development. A detailed five-year financial and manpower plan should be devised to ascertain the College’s financial and manpower needs in the next five years, on the assumption of a number of planning parameters and the identification of the College’s priority areas for development. There is also the need to seek and explore other sources of funding to support the College’s strategic development and new initiatives. This is a critical time for building up staff competencies and capabilities and firmly establishing a performance-based reward culture.


Goal 1: Development of a detailed five-year financial and manpower plan to ensure a healthy financial position with adequate manpower resources in support of College development

Goal 2: Establishment of a fair and equitable resource allocation policy and process

Goal 3: Exploration of new resources to generate revenue

1.1

Establish planning parameters such as staff-student ratios, full-time:part-time staff mix, professorial and teaching staff mix, etc.

1.2

Study and review the cost structure of the College budget.

1.3

Identify priority and strategic areas of College development and the resource allocation implications.

1.4

Draw up a detailed five-year budget plan in support of the strategic development of the College.

2.1

Study and adopt a suitable funding model or resource allocation mechanism.

2.2

Devise procedures and guidelines in budget preparation and provide necessary training to Heads of departments/units.

2.3

Entrust Heads of departments/units to take budgetary responsibility by exercising due care in the use of allocated funding.

2.4

Upgrade the existing accounting system to facilitate better decision making in budget planning and control.

3.1

Develop and launch fundraising programmes to solicit donations from donors, enterprises, charitable foundations, etc.

3.2

Grant permission to use College facilities where donation is solicited.

3.3

Offer revenue-generating executive training programmes and summer programmes.

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Strategic Plan 2013–2018


Goal 4: Building up staff competency and expertise through effective recruitment and successful staff development programmes

4.1 Review and devise effective recruitment plans for international and local recruitment of academic staff. 4.2 Review and devise effective recruitment plans for managerial and support staff with detailed job specifications and matching people with jobs. 4.3 Review and benchmark the remuneration packages of local institutions to ensure that they are competitive to attract and retain the best talents. 4.4 Ensure successful implementation of academic staff development programmes to enhance and maintain quality teaching at university level. 4.5 Develop and implement staff development programmes for executive and support staff to upgrade their skills and knowledge to meet job needs.

30

4.6 Enhance the management and leadership skills of management staff.

Goal 5: Maintenance of an effective performance management system to align performance of individual staff to the attainment of College’s vision and mission

5.1

Review the performance management mechanism constantly to enhance its fairness and transparency.

5.2

Give due recognition to staff ’s contribution and reward outstanding performers.

5.3

Identify improvement needs and formulate development plans for staff members.


Strategic Focus Area 7

College Facilities and Services

The College is fortunate in having acquired six plots of land to construct new buildings to expand its campus facilities and services. The challenge is to align the campus development plan with the overall space requirements of different Schools/departments/units of the College and to optimise the usage of existing and new facilities to meet user needs and expectations. In terms of delivery of services to staff and students, all the administrative offices have identified their own key processes, and have established relevant policy guidelines and procedures for these key processes. They aim at enhancing service quality through a better understanding of user needs and running in line with the strategic direction of the College.


32 Goal 1: Overall planning of College facilities, space requirements, allocation and utilisation in support of teaching, learning and research

Goal 2: Successful completion of Phases 1 and 2 of the campus expansion project

Hang Seng Management College

1.1

Identify user needs, design standardised space norm and complete overall planning of the College’s space requirements according to a number of planning parameters.

1.2

Design a renovation project for the Main Building that aligns with the overall planning, space utilisation and allocation, taking into account the completion of new buildings and the overall space requirements of the College.

1.3

Conduct a critical review on the usage of College facilities and formulate policies and procedures on the use of existing and new facilities so as to enhance the efficiency and effectiveness of delivery of quality services, e.g. room booking system, etc.

1.4

Maximise usage of College facilities during summer/nonterm time periods with reference to the practices of other institutions.

2.1

Monitor closely the construction of new buildings and ensure that the budget is not overrun and that the projects are completed without delay.

2.2

Strengthen communication with different stakeholders by conducting briefings, consultation meetings, etc. on a regular basis.


33 Goal 3: Maintaining a sustainable campus for continuous development of the College

Goal 4: Building the infrastructure of administrative support services—understanding user requirements and enhancing user satisfaction through delivery of quality services

3.1

Plan and schedule annual preventive maintenance programme for existing and new buildings.

3.2

Formulate College-wide cleaning and hygiene standards.

3.3

Promote environmental consciousness among the College community and implement green initiatives in an effort to build a sustainable campus.

4.1

Identify key processes of the office; establish clear, efficient and effective policy guidelines and procedures on all key processes.

4.2

Collect and understand user needs, and adopt appropriate strategies in enhancing communication with users through different channels, including the organisation of regular briefing/ consultation sessions and conducting annual user satisfaction surveys.

4.3

Build an integrated team through enhanced internal staff communication and coordination to achieve common goals and promote collegiality and teamwork.

4.4

Upgrade existing systems and promote use of technology to enhance work efficiency and provide necessary training to different stakeholders.

Strategic Plan 2013–2018


Strategic Planning Groups

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Hang Seng Management College

Strategic Focus Area

Convenor

Participants

Programme Development

Associate Vice-President (Curriculum)

Academic Planning and Development Committee, Programme Development and Review Committee, relevant Programme Committees, Deans, Programme Directors, Director of Quality Assurance and Programme Development and Administration Office

Teaching and Learning Quality Enhancement

Vice-President (Academic and Research)

Staff Development Committee, Teaching and Learning Quality Committee, Information Technology Services Centre and Library

Research Performance

Vice-President (Academic and Research)

Library and Learning Resources Committee, Research Policy and Scholarly Activities Committee, Staff Development Committee, Schools, Departments, Information Technology Services Centre and Library

Student Development and Services

Vice-President (Organisational Development)

Admissions Committee, New Hostel Planning Committee, Student Affairs Committee, Programme Directors, Programme Offices, Department of Chinese, Department of English, Department of General Education, English Language Centre, The Institute for Chinese Language and Culture, Registry and Student Affairs Office

Image-building and External Relations

Associate Vice-President (Public Relations)

Schools, Departments, Alumni Affairs Office and Public Relations Office

Financial and Manpower Planning

Vice-President (Organisational Development)

Staff Development Committee, Deans, Schools, Departments, Finance Office, Human Resources Office and Task Force on Fundraising

College Facilities and Services

Vice-President (Organisational Development)

Accommodation and Facilities Management Committee, Campus Development Office, Facility Management Office, General Office and administrative offices


List of Abbreviations AD

Associate in Business Administration

BA–ENG

Bachelor of Arts in English (Honours)

BBA

Bachelor of Business Administration (Honours)

BBA–CG

Bachelor of Business Administration (Honours) in Corporate Governance

BBA–FA

Bachelor of Business Administration (Honours) in Financial Analysis

BBA–MGT

Bachelor of Business Administration (Honours) in Management

BBA–SCM

Bachelor of Business Administration (Honours) in Supply Chain Management

BJC

Bachelor of Journalism and Communication (Honours)

BMSIM

Bachelor of Management Science and Information Management (Honours)

BSc–DSBI

Bachelor of Science (Honours) in Data Science and Business Intelligence

BTB

Bachelor of Translation with Business (Honours)

DR

Discipline Review

HKCAAVQ

Hong Kong Council for Accreditation of Academic and Vocational Qualifications

HSMC

Hang Seng Management College

IR

Institutional Review

ITSC

Information Technology Services Centre

PAA

Programme Area Accreditation

QA Director

Director of Quality Assurance

RPSAC

Research Policy and Scholarly Activities Committee

TLQC

Teaching and Learning Quality Committee

35


The Way Forward The Five-year Strategic Plan will be a rolling plan in that annual reviews will be conducted at College level to evaluate whether the goals under the seven strategic focus areas are met with successful deliverables according to the key performance indicators and within the target timelines. During the course of implementation, individual process owners will closely monitor the progress and engage relevant stakeholders to revisit the strategies and make adjustment to the action plans as deemed necessary. An annual report will then be submitted to the Council, to take stock of the progress made, adjust the strategies and specific action items and develop a strategic plan for the next five-year period, i.e. 2014–2019.

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In pursuit of the aspirations set out in this five-year Strategic Plan, HSMC will need more than ever before to harness the support of all its stakeholders to build a sustainable and excellent academic institution. With the concerted efforts of all its stakeholders, we have high hopes that HSMC will be able to fulfil its dream of becoming a leading private university in the near future.


Strategic Plan 2013–2018 The Planning Team Prof Gilbert C F Fong, Acting President and Provost Prof Lee Tien Sheng, Vice-President (Academic and Research) Dr Karen K S Chan, Vice-President (Organisational Development) Prof Lau Ho Fuk , Associate Vice-President (Curriculum) Prof Scarlet H Tso, Associate Vice-President (Public Relations) Prof Raymond W M So, Dean of School of Business Prof Thomas Y T Luk , Dean of School of Humanities This Strategic Plan was approved by the College Council on 24 May 2013.

Š Hang Seng Management College 2013. All rights reserved.



HSMC Strategic Plan 2013-2018