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This past year has borne witness to a number of significant developments of the Council: a new organisational structure of the Secretariat has been put in place; a Vision and Mission statement has been adopted and the Strategic Plan for 2009-2012 has been approved by the Council; and several important documents pertaining to the accreditation and assessment services of the Council have been approved by the Council for implementation. A New Organisational Structure
On 1 July 2008 the Secretariat of the Council started running on a new organisational structure. Based on their preferences indicated, staff members were assigned to the Division of Academic Accreditation, Division of Vocational Accreditation, Division of Assessment, Unit of Research, Development and Training, QF and QR Unit, Office of Corporate Services, and Office of Corporate Communications, allowing them to focus on one area of work. We have crafted the Divisions, Units and Offices in a way to enable a high level of empowerment in decision-making and resource allocation within the team. Guided by the strategic objectives of the Council and its respective business plan, each unit is encouraged to discuss among its team members possible ways of improving efficiency and effectiveness by critically analysing work models and experimenting with new tools and approaches. We believe our staff is the most valuable asset of the Council. Recruiting, developing and retaining staff members are crucial activities in building our “productive capacity”. Our new organisational structure is designed to provide a stable yet challenging environment for our staff to learn, to perform, to grow and to innovate. We have instituted a staff appraisal system which helps to identify the staff member’s need for growth and professional development. All the guidelines and procedures pertaining to human resources development are integral parts of the document “Policy on Appointment, Salary Administration and Performance Management” which was formally approved by the Council in its meeting on 18 September 2009. Vision and Mission Statement In May 2008, a steering committee was formed to formulate and draft the Vision and Mission Statement of the Council. After many rounds of discussion and consultation involving all members of the Council and the Secretariat, the final version passed the Council in its meeting on 16 January 2009. Our Vision:
Our Mission:
For the first time in its 19-year history, the Council has put in place a common platform for all to strive in our various capacities to achieve the corporate goals. As pointed out by the Council Chairman in last year’s Annual Report, “An organisation that is committed to a long haul must have a vision ... a beacon that will guide us on a long journey, a destination that is on every roadmap.” Based on our Vision and Mission Statement, the Secretariat developed a Strategic Plan for 2009-2012 which was endorsed by the Council on 18 September 2009. All Divisions, Units, and Offices contributed to the making of the Plan. To achieve the strategic objectives, each unit is drawing up its business plan to meet the key performance indicators set for each milestone. Major Initiatives During the reporting period, several important documents pertaining to the accreditation and assessment services were approved by the Council for implementation. They are:
These documents help clarify the accreditation criteria and guidelines for our existing services and define the working models of our new services. They will be further expounded in the relevant sections of this Report. In striving to achieve our strategic objectives and to excel in our services, the driving force is the general recognition by stakeholders and the public of the care, fairness and professionalism that we have put into our work. With transparent processes, proactive communication and an open-minded attitude, we will work closely with our stakeholders to deliver quality services. We have to be convinced of our decisions, and able to defend them, while being mindful that the outcome and the way it is perceived locally and internationally could have a profound effect on the development of tertiary and vocational education in Hong Kong.
Prof. Yiu-Kwan Fan, BBS, JP |
