The Review 2003

5 6 The following pages will describe the many other ways in which the University has put the community’s investment to good use in the past year. But in order to maintain our quality and output, we must from time to time re-visit the way we manage that investment. In 2002- 03 we spent many months reviewing our strategic development and our governance and management. We recognise that in order to be a top university, we need to think more strategically, streamline our management and adapt to a changing financial environment. Much of our thinking has focused on how to ensure that we advance our areas of excellence and get the most benefits from our unique posi t ion as China’s only Engl ish- language university. The centrepiece of our efforts has been the drafting of Strategic Development: 2003-2008 , a comprehensive plan that wi l l guide the University’s thinking and action over the next five years. We have focused on four areas that we believe will enable us to continue to be a leading institution in the 21st century. First and foremost, we intend to continue to enhance our research and teaching excellence, for the benefit of the Hong Kong and international communities. We also want to raise our global presence and visibi l ity through increased exchanges between our staff and students and those recruited from Mainland China and overseas. And we will continue to develop par tnerships wi th society and serve the community, so that we give value for money. The f inal goal is wide-reaching and complex. On the one hand, we wish to develop and support “The University Family”, to foster a sense of loyalty and belonging among students, staff and alumni. This can help to enhance our reputation as a dynamic and fulfilling place to work and study. On the other hand, we need to keep abreast of the latest developments in university governance if we are to attain our goal of sitting among the top echelon of international universities. During the year, we completed an intensive review of our governance and management structures towards that end. The review, called Fit for Purpose , was conducted by an independent panel that included two international experts, Professor John Niland of the University of New South Wales and Professor Nei l Rudenst ine of Harvard University, and the Hon. Chief Justice of Hong Kong, Andrew Li. They consulted students, staff, alumni, Council and Senate members, and other stakeholders in the University. Whi le praising the University’s The Review 2003 INVESTING IN OUR FUTURE achievements, the panel recommended several signi f icant changes to enhance accountability and transparency in accordance with international best practices. Our thanks go to all involved in this endeavour both within and without the University family. We have already started to implement many of the recommendations. One over-riding concern was that the large memberships of our Council and Senate were not conducive to discussion and decision- making. The Counci l governs al l of the University’s affairs and its numbers have been reduced from 55 to 24, with the share of lay members increased to two-thirds. The Senate, as the principal academic authority, has been reduced in size from 180 members to 50 members. In addi t ion, a r igorous search exercise is in progress to appoint as full-time officers Deans, Pro-Vice-Chancellors and a Deputy Vice-Chancellor. Having a full-time managerial team will enable me, and future Vice-Chancellors, to achieve a more effective administration of the University and expend our external mission of promot ing the University to the outside world.