Bulletin Autumn‧Winter 1999

Suggestions and Responses A p a r t f r o m c o mm e n d a t i o n o n t he U n i v e r s i t y 's ma n a g eme nt p r ac t i ces, the UG C r e p o r t also c on t a i n s constructive suggestions for each of the review areas. Mo s t of the suggestions were i n fact to encourage the University to achieve continuous improvement i n areas that are already w o r k i ng we l l. Such recommendations and the University's response t o them are summarized below: 1 Strategic Directio n Greater f o rma l i t y i n integrating its plans, for example, b y d e v e l o p i n g an i n s t i t u t i o n al d e v e l o pme n t p l a n w h i c h documents all its strategic initiatives; more external i npu t for the University's planning process. CUHK; Wi l l continue to review and update its overall strategic p l a n and increase the range of external i n p ut for planning purposes. 2 Resource Allocation Max imi ze the potential of external f und i ng sources; greater flexibility i n space allocation. CUHK; W i l l make good use of oppo r t un i t i e s to b r i ng i n external funds; w i l l review the allocation process and encourage greater flexibility, but has difficulty meeting all demands due to the dire lack of buffer space and the long time-lag between the identification of needs and UGC / government approval for new space and new buildings. 3 Implementation of Plans Formalize the best practice i n implementatio n and monitoring across the University by installing a framework of milestone s and performance indicators. CUHK; Clear milestone s and performance indicators already exist i n many units but w i l l continue to be developed across the University. 4 Roles, Responsibilities, and Training a. Develop the dean's post i n to a f u l l - t i me and appo i n t ed position. CUHK ; The issue has been debated at the University w i t h the ma j o r i t y of its members f a v o u r i n g elected deans wo r k i ng on a concurrent basis, but the University w i l l continue to review the system, wh i ch is wo r k i ng we l l currently. b. Ensure p r ope r de l i nea t i on of roles and c omp a t i b i l i t y b e t we e n the School of C o n t i n u i ng Studie s (SCS) a nd faculties; give mor e representation to the development of continuing education on the Administrative an d Planning Committee (AAPC). C h i n e s U n i v e r s i t y B u l l e t i n A u t u m n • W i n t e r 1999 30