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Strategic
Objective 1:
To enhance
the all-round development of students, particularly in the areas
of global outlook, critical and creative thinking, social and national
responsibility, cultural appreciation, life-long learning, biliteracy
and trilingualism, entrepreneurship and leadership.
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Strategic
Action
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Goal
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S1.1
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Academic
departments and relevant centres to review and strengthen curricula,
teaching and assessment methods, and to ensure the inclusion of
components that could help students to attain the qualities listed
in the objective.
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To ensure
that each programme must contain, where appropriate, elements that
would enhance students' all-round development, particularly in those
areas listed in the objective; so as to develop a basic ‘core-competence'
in our graduates.
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S1.2
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Establish
an intensive, high-pace training and development programme to enhance
the leadership skills of our students to boost their employability.
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To conduct
a pilot run and based on which, long-term goals will be set and
modifications to the programme will be made.
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S1.3
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Provide
opportunities to a substantial portion of our full-time students
for learning experience on the Chinese mainland during their period
of study at the PolyU.
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To enable
full-time undergraduate and sub-degree students to participate
in the programme.
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S1.4
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Implement
regular student exchange programmes.
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To have
an appropriate number of outbound and inbound exchange students
involved in the programmes.
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S1.5
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Expand
Preferred Graduate Development Programme (PGDP) to provide more
students with workplace learning experience locally, on the Chinese
mainland and in overseas countries.
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To provide
more students to placements on the Chinese mainland and overseas.
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Enhancement
of current operations
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Goal
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E1.1
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Emphasize
workplace learning through cooperative education. Reform and actively
promote sandwich programmes.
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To devise
a system that could facilitate further development and promotion
of such activities.
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E1.2
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Expand
our extra-curricular programmes to embrace areas such as creative
thinking, global outlook, learning techniques, cultural appreciation
and communication skills.
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To initiate
or expand relevant programmes so as to enable full-time students
to participate in such programmes or part thereof.
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E1.3
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Actively
promote and increase the use of multi-media technology in programme
delivery. Speed up Web-delivery and distance-learning capability.
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To ensure
that some of our undergraduate and postgraduate subjects will have
an interactive ‘on-line' delivery version.
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E1.4
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Promote
mentorship programme.
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To encourage
all academic departments to establish mentorship programme so that
more full-time students will be supported by mentors.
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E1.5
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Enhance
biliteracy and trilingualism of students.
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To further
develop mechanisms for students to improve and demonstrate their
competence in both languages.
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Strategic
Objective 2:
To substantially
enhance our academic strength and raise the profile of research
and postgraduate studies.
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Strategic
Action
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Goal
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S2.1
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Phase
out non-core programmes with low student and market demand and weak
departments of insignificant or no strategic value.
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To identify
such programmes and departments and make recommendations
as appropriate.
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S2.2
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Enhance
integration and collaboration across departments and faculties through
multi-disciplinary programmes.
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To ensure
that most academic departments will have major-minor option and
each faculty will have double degree (including inter-faculty initiatives).
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S2.3
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Actively
support the development of University Strategic Focus Areas (USFA)
and Areas of Strategic Development (ASD) based on existing strength
and market demand by recruiting and developing world-class scholars.
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To develop
world-class Area of Excellence (AoE) and ASD of regional prominence
in each of the USFA's.
To recruit
additional world-class scholars.
To support
staff members for overseas placement for a period up to one year
and to provide competitive earmarked research fundings for a suitable
number of young professors with very promising potential.
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S2.4
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Build
‘China Business' to become a specialism of regional or world prominence.
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S2.5
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Further
improve institution’s research outputs, inclusive of high-level
consultancy, patentable research output, innovative technology and
products of high value-addedness.
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To substantially
enhance the quality and quantity of the institution’s research
output. Establish a target RAE research index for each department
and an evaluation based on the mechanism and criteria used in the
RAE.
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S2.6
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(A) Significantly
increase the number of taught postgraduate students
mainly through self-financed programmes.
(B) Significantly
increase the number of research degree students.
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To increase
the number of taught postgraduate students.
To increase
the number of research degree students.
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Enhancement
of current operations
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Goal
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E2.1
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Enhance
collaborative research across departments and faculties.
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Cross
departmental/faculty collaboration to be driven by Deans of Faculty
and implemented by Research Committee. Funding may be allocated
to these projects on a merit basis.
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Strategic
Objective 3:
To align
programmes and research with the needs of the HKSAR, the Chinese
mainland and the Southeast Asian region; emphasize applied research
and development that could elevate the quality of life and create
wealth; and further strengthen our partnership with industry and
selected institutions.
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Strategic
Action
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Goal
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S3.1
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Develop
corporate partnerships with business and industry in R&D and
management/executive development under the framework of IfE,
through strategic partnerships with business and universities in
the HKSAR and on the Chinese mainland.
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To develop
more partnerships.
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S3.2
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Expand
Teaching Company Scheme. Assure our leadership in this activity.
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To add
more new schemes every year.
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S3.3
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Encourage
initiation of innovative ideas at all levels. Facilitate the establishment
of spin-off companies through IfE.
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To establish
a number of Innovation and Technology Incubation Programme (ITIP)
groups.
To establish
several spin-off companies through the Entrepreneurship Support
Programme (ESP).
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Enhancement
of current operations
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Goal
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E3.1
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Further
strengthen our links with industry and the professions.
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To expand
existing schemes/activities to enable industrial specialists and
distinguished professionals to attach to the PolyU and participate
in research and consultancy activities.
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Strategic
Objective 4:
To develop
management excellence; and to strengthen a sense of belonging, quality
culture, innovation and creativity, commitment to strive for excellence,
and forward-looking mentality in the entire PolyU community.
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Strategic
Action
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Goal
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S4.1
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Facilitate
the adaptability and operational competence of middle and senior
management through training and on-the-job development.
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To implement
some leadership and management development programmes for senior
executives (HoD level and above).
To implement
training programmes for middle management executives.
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S4.2
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Recognise
and reward outstanding achievements, contributions and innovative
initiatives. Identify and publicize models.
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To award
performance bonus to staff with outstanding performance.
To expand
award programmes for outstanding teachers at departmental level.
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Enhancement
of current operations
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Goal
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E4.1
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Further
inculcate a service culture and commitment to reduce bureaucracy
in non-academic departments. Re-engineer selected departments and
units.
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To complete
the second batch of the re-engineering exercise and its implementation.
To complete
identification of target departments for the third batch of the
re-engineering exercise and their implementation.
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E4.2
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Ensure
sound department planning and implementation in alignment with the
PolyU Strategic Plan in a highly focused and cost-effective manner.
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To complete
the review of business plans and budgets, and hold meetings with
the Senior Management Committee (SMC) to discuss measures for improvement
and implementation.
SMC members
to ensure improvement and implementation when preparing and approving
the business plans and to submit reports to the Management
Upgrade Committee.
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E4.3
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Ensure
visibility of the implications of policy changes and the
tangible benefits of change in management structure and processes
via effective communication.
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To optimize
the use of Management Newsletter, Vision and e-mail to convey relevant
information.
To enhance
communication through various Consultative Groups and informal gatherings
hosted by the President.
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E4.4
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Frequently
remind the University community of the importance of quality culture,
innovation, team spirit, shared responsibility and ownership.
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To implement
campaign and reminder system.
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Strategic
Objective 5:
To expand
our student base and to become the leading provider of professional
and continuing education programmes in a professional context in
the HKSAR.
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Strategic
Action
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Goal
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S5.1
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Establish
more PolyU Outposts on the Chinese mainland.
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To establish
more Outposts on the Chinese mainland in addition to the existing
ones.
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S5.2
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Increase
self-financed part-time PolyU programmes leading to awards. Aggressively
develop SPEED and IfE and develop franchised programmes of
high market demand.
(Please
also refer to S2.6 above.)
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To increase
self-financed programmes with a substantial number of franchised
joint-award programmes of high market demand.
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Enhancement
of current operations
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Goal
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E5.1
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Actively
develop The Hong Kong CyberU (HKCyberU) in partnership with Pacific
Century CyberWorks. Offer quality programmes, particularly those
of strength and uniqueness.
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To offer
more programmes, short courses and single subject/seminars.
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Objective 6:
To enhance
image building, marketing, alumni development, and development of
external funding sources.
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Strategic
Action
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Goal
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S6.1
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Aggressively
develop IfE activities in consultancy, commercialization
of innovative technology and products, and contract research.
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To enhance
marketing efforts. To provide more incentives and support to staff
for engagement in such activities.
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Enhancement
of current operations
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Goal
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E6.1
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Strengthen
marketing strategy, departmental marketing and PR capability, and
units responsible for marketing and public relations. Enhance market
intelligence capability and sensitivity to market needs. Motivate
all staff and students to promote and project a strong and positive
image of the PolyU at all times.
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To significantly
increase the exposure and positive publicity for PolyU and its departments
by helping departments build their publicity mechanisms and
by strengthening the capability and effectiveness of existing offices.
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E6.2
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Build
stronger links with alumni by providing them with more services
and learning / development opportunities.
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To establish
an Alumni Affairs and Development Office. To provide more
alumni benefits. Actively develop non-local alumni association or
alike.
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E6.3
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Solicit
more research funding from external sources and develop funding
sources outside the HKSAR.
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To facilitate
and support the development of more funding applications and help
increase the chance of success by enhancing the quality of applications.
To provide top-up fund to projects supported by external
funding.
To search
and identify funding sources outside the HKSAR through linkage with
overseas institutions, and solicit research funding.
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E6.4
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Promote
active use of campus during summer break.
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To constantly
review and further improve the utilization rate of the campus.
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Strategic
Objective 7:
To promote the internationalization
of the PolyU.
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Strategic
Action
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Goal
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S7.1
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Promote
recruitment of non-local students at undergraduate level. Offer
a number of scholarships to cover full or partial (half)
financial support.
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To recruit
students (including self-financed, partially and fully sponsored).
(These
will primarily be overseas students when there are separate intakes
of Chinese mainland students.)
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Enhancement
of current operations
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Goal
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E7.1
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Insist
on the use of English as the medium of instruction.
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To implement
an effective monitoring mechanism, and to offer an enhancement programme
to further improve the quality of delivery in English.
To establish
a group to assess the effectiveness of using English as a medium
of instruction.
To ensure
language competence and delivery skills of new recruits by requesting
candidates for academic positions to conduct a presentation and
candidates for non-academic positions to attend a written test.
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