Newsletter No. 153

2 No. 153 4th November 1999 CUHK Newsletter Coming off wi thFlyingColoursinManagementReview UNIVERSITYGETS PAT ON THE BACK FROM U GC For Full Review Report and CUHK Response, Go to http://www.cuhk, edu.hk/mgtreview/ A f t er months of information collection and analysis of the University's management processes,on-site visits by a review panel, and interviews with administrators and teaching staff of the University, the University Grants Committee (UGC) has issued a management review report which has many good things to say about the University. It was impressed by the high standard of the documents provided for the review, the overall calibre of the staff it met and their commitment to the University, the capable leadership of the Vice-Chancellor, and the uniqueness of its collegiate system. The panel also commended the University on the clarity and participatory nature of its planning processes, theflexibility and transparency of its resource allocation mechanism, the efficiency and cost-effectiveness of its administrative units, and the widespread and effective application of information technology on campus. Apart from commendation on the University's management practices, the UGC report also contains constructive suggestions for each of the review areas: strategic direction; resource allocation; implementation ofplans; roles, responsibilities, and training; service delivery; and management information and systems. In response to the report, the University has issued an official statement. The full text of the report and the University's responsehas been posted on the CUHK website (http://www. cuhk.edu, hk/mgtreview/) for public viewing. The following are the highlights of the UGC's comments, suggestions, as well as the University's responseto them. STRATEGIC DIRECTION Overall commendation: CUHK 's mission and overall strategic p l an enjoy widespread ownership; management structure is clear and can ensure consultation and review at various levels; p l a n n i ng process is participatory i n nature; academic, resource and administrative p l a n n i ng are clearly l i n k ed t h r ough the committee structure. Suggestions and response: UGC: Greater formality i n integrating its plans, for example, by developing an institutional development plan wh i ch documents all its strategic initiatives; more external input for the University's planning process. CUHK: Wi ll continue to review and update its overall strategic plan and increase the range of external i nput for planning purposes. RESOURCE ALLOCATION Overall commendation: Resource allocation process is performance-based, transparent, effective, and flexible; the N ew Fund i ng Mo d el is w o r k i ng we l l and provides incentives for achieving value for money; management is lean and efficient; administrative cost is one of the lowest among local tertiary institutions. Suggestions and response: UGC: Maximize the potential of external f und i ng sources. CUHK: Wi ll make good use of opportunities to bring i n external funds. UGC: Greater flexibility i n space allocation. CUHK: Wi ll 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. IMPLEMENTATION OF PLANS Overall commendation: Processes to ensure the i mp l emen t a t i on of plans are effective; procedures to mon i t or the progress of i mp l emen t a t i on are dear and a l l ow w i de participation. Suggestions and response: UGC: Formalize the best practice i n implementation and monitoring across the University by installing a framework of milestones and performance indicators. CUHK: Clear milestones and performance indicators already exist in many units but w i l l continue to be developed across the University. ROLES, RESPONSIBILITIES, AND TRAINING Overall commendation: Staff members understand their roles and responsibilities we l l and have a strong sense of i den t i ty w i t h CUHK; the vice-chancellor has a clear leadership style and is able to strike a good balance between strong executive leadership and ma i n t a i n i ng a spirit of collegiality; management structure and reporting lines are clear and well-defined; the colleges play a u n i q ue and impo r t ant role i n the p r ov i s i on of a balanced education and the generation of useful resources; the enhanced staff appraisal scheme can facilitate communication and h uman resources planning, training, and development. Suggestions and response: UGC: Develop the dean's post into a full-time and appointed position. CUHK: The issue has been debated at the University w i t h the majority of its members favouring 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 ll currently. UGC: Ensure proper delineation of roles and compatibility between the School of Continuing Studies (SCS) and faculties; give more representation to the development of continuing education on the Administrative and Planning Committee (AAPC). CUHK: Has adopted an updated policy i n February 1999 to set strategic directions for different professional development and continuing education programmes and has installed mechanisms to ensure synergy between SCS and academic departments over the offer of programmes; is in the process of making statutory amendment to include the director of SCS as a f u ll member of the Senate; w i l l consider h ow the development of continuing education can be better represented on the AAPC. UGC: Coordinate staff training and development programmes more formally, ensuring greater linkage between performance appraisals and the identification of training needs. CUHK: This is already being done w i t h the launch of an updated policy and structure for staff training and development matters. SERVICE DELIVERY Overall commendation: A service culture is i n place, especially among administrative units, to provide satisfactory services to users; review mechanisms are we l l- established across the university; the internal management efficiency reviews have been successful i n achieving a 10 per cent p r odu c t i v i ty gain or a 10 per cent cost savings i n relevant units via re-engineering and reorganization. Suggestions and response: UGC: Comparison w i t h other institutions locally and overseas to identify best management practices in order to improve continuously; expand its management efficiency reviews to cover academic departments. CUHK: Wi ll step up efforts at bench-marking and w i l l consider whether to extend management efficiency reviews to teaching departments. MANAGEMENT INFORMATION AND SYSTEMS Overall commendation: There is widespread and effective application of i n f o rma t i on technology across the University; C U HK has been conscientious i n assessing and addressing user requirements; the I T Strategic Committee has been successful i n ma p p i ng out an over-arching competitive I T strategy for the next five years. Suggestions and response: UGC: Continue to develop a coherent IT strategy and coordinate responses to management information requirements. CUHK: Wi ll b u i ld on an excellent start and continue to improve its IT strategy for the benefit of all academic and administative units as we ll as all students and staff as they march into the 21st century.