VTC CALENDAR 2022-2023 Information contained in this Calendar is correct as at 1 December 2022, while the staff list is per establishment and strength on 15 September 2022.
Table of Contents Part 1 General Information 1 Foreword 2 VTC Ordinance 3 Vision, Mission and Core Values 4 Vocational and Professional Education and Training 5 Strategic Planning 6 Part 2 Governance and Management Structure 7 Governance and Management Structure 8 The Council and its Committees 10 The Executive Director and Management’s Organisations 14 Academic Management Structure 22 Academic and Related Regulations 25 Corporate Services 26 VTC Honorary Fellowships 33 Part 3 Member Institutions, Support Units and Services 35 VTC’s Member Institutions 36 Learning and Student Support Services 45 Fees, Financial Assistance and Scholarships and Award Schemes 52 Part 4 Vocational and Professional Education and Training Services 61 Vocational and Professional Education and Training Programmes 62 Training Services Organised by Training Boards 72 Apprenticeship and Related Training Services 72 Vocational and Professional Education and Training Assessments 75 Skills Competitions 77 Vocational Training for People with Disabilities 79 Training and Assessment Centres 81
Part 5 Appendices 105 Appendix 1 - Standing Committee 106 Appendix 2 - Administration Committee 108 Appendix 3 - Audit Committee 110 Appendix 4 - Estates Committee 112 Appendix 5 - Finance Committee 114 Appendix 6 - Training Boards 116 Appendix 7 - Caucus 146 Appendix 8 - Quality Enhancement Steering Committee 147 Appendix 9 - Strategic Plan Implementation Steering Group 149 Appendix 10 - Information Technology Steering Committee 151 Appendix 11 - Staff Development Committee 152 Appendix 12 - Safety and Health Central Committee 154 Appendix 13 - Council Consultative Committee 156 Appendix 14 - Institute Council of Technological and Higher Education Institute of Hong Kong 158 Appendix 15 - Vocational Education and Training Management Committee 160 Appendix 16 - PEAK Management Committee 162 Appendix 17 - Campus Executive Committee 163 Appendix 18 - HTI/CCI/ICI Management Committee 165 Appendix 19 - Youth College Executive Committee 166 Appendix 20 - Corporate Services Management Committee 168 Appendix 21 - Higher Education Advisory Committee 169 Appendix 22 - Discipline Advisory Board 171 Appendix 23 - Academic Board of Technological and Higher Education Institute of Hong Kong 173 Appendix 24 - Faculty Board of Technological and Higher Education Institute of Hong Kong 175 Appendix 25 - General Education Steering Committee of Technological and Higher Education Institute of Hong Kong 177 Appendix 26 - Vocational Education and Training 179 Academic Board Appendix 27 - Vocational Education and Training Policy and Quality Committee 182 Appendix 28 - Learning and Teaching Steering Committee 185 Appendix 29 - Discipline Academic Committee 187
Appendix 30 - Discipline Quality Assurance Committee 190 Appendix 31 - Programme Board 192 Appendix 32 - Module Board 195 Appendix 33 - Programme-Level Board of Examiners 197 Appendix 34 - Module-Level Board of Examiners 199 Appendix 35 - Foundation Studies Board 200 Appendix 36 - PEAK Academic Committee 203 Appendix 37 - Shine Skills Centre Academic Committee 205 Appendix 38 - Staff List 208 Appendix 39 - List of External Examiners 209 Appendix 40 - Locations and Contacts of VTC’s Member Institutions 238 List of Abbreviations 251
1 GENERAL INFORMATION Part 1 PART 1 GENERAL INFORMATION
2 VOCATIONAL TRAINING COUNCIL Part 1 FOREWORD 1.1 Established in 1982, the Vocational Training Council (VTC) is the largest vocational and professional education and training (VPET) provider in Hong Kong. VTC provides valuable credentials for some 200,000 students each year through a full range of pre-employment and in-service programmes with internationally recognised qualifications. 1.2 VTC draws strengths from its member institutions, breadth of its programmes and a variety of accredited qualifications to provide a new world of OPPORTUNITIES to learners of all ages and abilities. Championing a teaching and learning approach that is practical, hands-on and outcome- based, VTC does not only focus on the acquisition of knowledge and skills, but equally on ACTION itself. This “think and do” approach cultivates a passion for learning while imparting the necessary skills and know-how for SUCCESS. 1.3 VTC is a major organisation in Hong Kong providing a comprehensive system of VPET to meet the needs of industry for well-educated and well- trained manpower at degree, higher diploma, diploma, and certificate levels, as well as to satisfy the aspirations of students at secondary and post- secondary levels.
3 GENERAL INFORMATION Part 1 VTC ORDINANCE ESTABLISHMENT OF VTC 1.4 VTC was established in 1982 under the VTC Ordinance, Cap 1130 of the Laws of Hong Kong. The Ordinance was amended in August 1991 to widen the remit of VTC to include vocational training for persons with disabilities and the administration of the Apprenticeship Ordinance. The Ordinance was further amended in April 2005 to empower VTC to perform its functions outside Hong Kong with revised scope of work. OBJECTS OF THE COUNCIL 1.5 The objects of the Council as set out in the VTC Ordinance are: - to advise the Chief Executive on the measures required to ensure a comprehensive system of technical education and industrial training suited to the developing needs of Hong Kong; - to institute, develop and operate schemes for training operatives, craftsmen, technicians and technologists needed to sustain and improve industry; - to promote the training of apprentices; - to provide and co-ordinate the provision of skills training to persons with a disability who are aged 15 and over for the purpose of improving their employment prospects and preparing them for open employment; and - to establish, operate and maintain technical colleges, technical institutes, industrial training centres and skills centres.
4 VOCATIONAL TRAINING COUNCIL Part 1 VISION, MISSION AND CORE VALUES 1.6 VTC’s roles and responsibilities are reflected in its vision and mission, as follows: VISION - To be the leading provider of vocational and professional education and training in the region. MISSION - To provide a valued choice to school leavers and working adults to acquire values, knowledge and skills for lifelong learning and enhanced employability. - To provide valued supports to industries for their manpower development. 1.7 VTC has adopted the following core values in driving its vision and mission forward: CORE VALUES - Integrity - Client-focused - Excellence - Entrepreneurship - Partnerships
5 GENERAL INFORMATION Part 1 VOCATIONAL AND PROFESSIONAL EDUCATION AND TRAINING 1.8 VTC provides VPET services mainly through its member institutions, including Technological and Higher Education Institute of Hong Kong, Institute of Professional Education And Knowledge, School for Higher and Professional Education, Hong Kong Institute of Vocational Education, Hong Kong Design Institute, Youth College, Hotel and Tourism Institute, Chinese Culinary Institute, International Culinary Institute, Maritime Services Training Institute, Pro-Act Training and Development Centre, Integrated Vocational Development Centre, and Shine Skills Centre. Full-time and part- time programmes covering a wide range of disciplines, including health and life sciences, business, childcare, elderly and community services, design, engineering, hospitality, information technology and interdisciplinary subjects, are offered to students from post-secondary 3 to post-secondary 6 levels. 1.9 VTC also provides skill-based training to students and in-service practitioners to meet the needs of all major sectors of Hong Kong’s commerce and industry. In addition, VTC administers apprenticeship training schemes under the law, and provides vocational training and support services for people with disabilities. 1.10 In providing VPET services, VTC works closely with the Hong Kong Special Administrative Region (HKSAR) Government, employers and the community to assess the current and future skills requirements of the workforce so as to ensure the relevance and future-readiness of the skills in the workforce.
6 VOCATIONAL TRAINING COUNCIL Part 1 STRATEGIC PLANNING 8-YEAR STRATEGIC PLAN 1.11 VTC formulates strategic plans to steer its growth and development and maps out in the plan directions and core strategies to support its development. The strategic plan outlines VTC’s development for an eight- year period (8-year Strategic Plan), which is subject to review and adjustment through annual review exercises. 1.12 In June 2020, the Council formulated its Fourth 8-Year Strategic Plan covering the period from 2021/22 to 2028/29 to enable VTC to grasp opportunities in a fast-growing knowledge-based economy and to meet future challenges. The Fourth Plan takes a central theme of “Skilling for the Future”, building on the strengths and foundation laid down in previous strategic plans. In the Fourth Plan, VTC adopts a multi-faceted approach to equip our students and staff with the knowledge, skills and attitudes required for a better and sustainable future.
7 GENERAL INFORMATION Part 1 PART 2 GOVERNANCE AND MANAGEMENT STRUCTURE GOVERNANCE AND MANAG MENT ST UC URE Part 2
Part 2 8 VOCATIONAL TRAINING COUNCIL GOVERNANCE AND MANAGEMENT STRUCTURE OVERVIEW 2.1 VTC is committed to maintaining high standards of corporate governance. The corporate structure is well-defined, and authority is delegated within clearly defined parameters, ensuring efficiency in achieving its mission. VTC’s governance and management operates at three levels: a) The Council, together with its committees and boards, is the highest authority and responsible for corporate policy, strategies and management at a macro level; b) The Executive Director, supported by the Caucus and various committees, is responsible for the execution of the Council’s policy and day- to-day management of VTC; and c) The Vocational Education and Training Academic Board (VETAB) and the Higher Education Advisory Committee (HEAC), together with various committees and boards under their purview, provide advice on academic matters and oversee their management. 2.2 Table 1 outlines VTC’s governance and management structure and shows the relationships among various parties. Each committee and board has specific terms of reference governing its responsibility and accountability. Corporate policies and strategies at the highest level are mapped out by the Council’s committees on the recommendations of the Executive Director, after they have been carefully deliberated upon by the Caucus, the Executive Director’s core team and, where necessary, the dedicated task forces set up thereunder.
Part 2 9 GOVERNANCE AND MANAGEMENT STRUCTURE Table 1: VTC’s Management and Committee Structure (as at 1 Nov 2022) The Council The Executive Director Caucus Strategic Plan Implementation Steering Group (SPISG) VET Management Committee (VETMC) Statistics Committee IVE (including MSTI) / HKDI Campus Executive Committees HTI/CCI/ICI Management Committee Youth College Executive Committee Quality Enhancement Steering Committee (QESC) Information Technology Steering Committee (ITSC) Staff Development Committee (SDC) Local Safety, Health and Environment Sub-committees Council Consultative Committee (CCC) IVE Staff Consultative Sub-committee (IVESCSC) Standing Committee Design Institute Advisory Board (DIAB) Higher Education Advisory Committee (HEAC) The VET Academic Board (VETAB) VET Policy and Quality Committee (VETPQC) Corporate Services Management Committee (CSMC) Keys: VET: Vocational Education & Training --- Close liaison but no formal reporting Student Admissions, Progression andRecords Committee (SAPRC) Learning & Teaching Steering Committee (LTSC) Learning & Teaching Development Committee (LTDC) Discipline Academic Committees (DAC) Programme / Module Boards (P/MB) Discipline Quality Assurance Committees (DQAC) Programme-level / Module-level Board of Examiners (P/MBoE) Discipline Advisory Boards (DAB) Foundation Studies Board (FSB) Course / Programme Boards (C/PB) Board of Examiners (BoE) PEAK Management Committee Administration Committee Estates Committee Finance Committee Training Boards Board of Directors/School of Business and Information Systems (SBI) Steering Committee on the Development of the New VTC Campus at Kowloon East (Cha Kwo Ling) (SCCKL) Fund Raising Steering Committee (FRSC) Audit Committee Board of Directors/ VTC Enterprises Limited Board of Directors / VTC School for Higher and Professional Education (SHAPE) Board of Directors / The Institute of Professional Education And Knowledge (PEAK) Board of Directors / VTC Social Enterprises Limited Board of Governors / Technological and Higher Education Institute of Hong Kong (THEi) Safety and Health Central Committee (SHCC) PEAK Academic Committee (PAC) Programme-level Board of Examiners Shine Skills Centre Academic Committee Shine Vocational Education and Training Programme Board Board of Examiners
Part 2 10 VOCATIONAL TRAINING COUNCIL THE COUNCIL AND ITS COMMITTEES THE COUNCIL 2.3 The Council is the highest authority of VTC. It is composed of 22 members, including senior government officials and non-governmental representatives from the industrial, commercial, service, labour and educational sectors. The appointment of all members is determined by the Chief Executive of the Hong Kong Special Administrative Region, with the exception of the Executive Director, who sits on the Council as an ex-officio member. The current membership of the Council (as at November 2022) is shown below. The Council’s meetings are held on a quarterly basis, and extraordinary meetings are convened as and when required. Chairman Mr. Tony TAI Chark-tong, JP Deputy Chairmen Dr. Daniel YIP Chung-yin, JP Mr. Paul CHONG Kin-lit, BBS, MH Members Ms. Sabrina Chao Sih-ming, BBS, JP Dr. Rocky Cheng Chung-ngam Mr. Alan CHEUNG Yick-lun, MH Ms. Quince CHONG Wai-yan, JP Ms. Monica LEE-Müller Yuk-har Professor Kenneth Leung Mei-yee, JP Mr. Ricky Leung Wing-kee Dr. Wingco Lo Kam-wing, JP Ms. Low Khah-gek Mr. Dominic Pang Yat-ting The Hon. Sunny Tan Mr. Tse Wang-yu Mr. Harold Wong Tsu-hing, JP Mr. Peter Wong Wai-yee Mr. Bosco Ying Pui-chi Deputy Secretary for Education (or his / her representative) Director-General of Trade and Industry (or his / her representative) Commissioner for Labour (or his / her representative) Executive Director, VTC
Part 2 11 GOVERNANCE AND MANAGEMENT STRUCTURE FUNCTIONAL COMMITTEES 2.4 The Council has set up five functional committees, namely the Standing Committee, the Administration Committee, the Audit Committee, the Estates Committee, and the Finance Committee, to assist its management of VTC. 2.5 The Standing Committee acts for the Council on all matters requiring policy and executive decisions, and discharges the functions of the Council, except those reserved for the Council. It normally meets once a month, between the regular Council meetings. Its terms of reference and composition together with a list of the current membership are in Appendix 1. Its membership comprises not more than ten Council Members (including the Council Chairman, Deputy Council Chairmen, Executive Director, Chairmen of other functional committees, and other Council Members) and one VTC staff representative. Should the Council consider it necessary, the Council may invite up to three external members to join the Standing Committee as advisors. 2.6 The other four functional committees of the Council, namely the Administration Committee, the Audit Committee, the Estates Committee, and the Finance Committee, are responsible for the formulation of policy in their respective areas of responsibilities, i.e. human resources matters and public relations, internal audits, accommodation and capital projects, and financial matters. One VTC staff representative sits on each of these functional committees, except the Audit Committee. The terms of reference and membership list of each committee are in Appendices 2 to 5. The Audit Committee meets at least twice a year. The other committees meet as and when required. TRAINING BOARDS 2.7 VTC is assisted by 25 Training Boards (TBs) which are established to assess the manpower demand of the various industries they represent and to recommend initiatives to meet such demand. They also play an important advisory role on setting out directions, strategic development and quality assurance mechanisms for VTC’s programmes. With memberships comprising stakeholders in nearly all major economic sectors in Hong Kong, the TBs will continue to be an effective platform for identifying and addressing issues related to manpower development, as well as to VPET in Hong Kong. To assess the manpower demand and training needs, the TBs conduct full-scale manpower surveys for respective sectors in a four-year cycle, supplemented by manpower updates through focus groups and desk research. Findings and
Part 2 12 VOCATIONAL TRAINING COUNCIL recommendations from these surveys provide VTC, the Government, training and educational institutions, and employers with useful information for future manpower planning as well as formulation of education and training policies. 2.8 The 25 TBs are: a) Accountancy Training Board b) Apprenticeship Training Board c) Automobile Training Board d) Banking and Finance Training Board e) Beauty Care and Hairdressing Training Board f) Building, Civil Engineering and Built Environment Training Board g) Chinese Culinary Institute Training Board h) Electrical and Mechanical Services Training Board i) Electronics and Telecommunications Training Board j) Fashion and Textile Training Board k) Hotel, Catering and Tourism Training Board l) Import/Export/Wholesale Trades Training Board m) Innovation and Technology Training Board n) Insurance Training Board o) Jewellery, Watch and Clock Training Board p) Management and Supervisory Training Board q) Manufacturing Technology Training Board r) Maritime Services Training Board s) Media and Communications Training Board t) Print Media and Publishing Training Board u) Real Estate Services Training Board v) Retail Trade Training Board w) Security Services Training Board x) Transport and Logistics Training Board y) Vocational Training Board for People with Disabilities 2.9 Membership of the TBs consists of representatives of the relevant sectors, educational and training institutions, public officers appointed by the Secretary for Education, and members who are appointed on an ad personam basis (i.e. on the basis of their personal expertise, experience and professionalism). The Executive Director of VTC or his/her representative is a member of these TBs. 2.10 In general, the TBs meet three times a year. They are assisted by working parties on specific issues and projects. The terms of reference and membership lists of the TBs are in Appendix 6.
Part 2 13 GOVERNANCE AND MANAGEMENT STRUCTURE 25 Training Boards • Accountancy Training Board • Apprenticeship Training Board • Automobile Training Board • Banking and Finance Training Board • Beauty Care and Hairdressing Training Board • Building, Civil Engineering and Built Environment Training Board • Chinese Culinary Institute Training Board • Electrical and Mechanical Services Training Board • Electronics and Telecommunications Training Board • Fashion and Textile Training Board • Hotel, Catering and Tourism Training Board • Import/Export/Wholesale Trades Training Board • Innovation and Technology Training Board • Insurance Training Board • Jewellery, Watch and Clock Training Board • Management and Supervisory Training Board • Manufacturing Technology Training Board • Maritime Services Training Board • Media and Communications Training Board • Print Media and Publishing Training Board • Real Estate Services Training Board • Retail Trade Training Board • Security Services Training Board • Transport and Logistics Training Board • Vocational Training Board for People with Disabilities Standing Committee Administration Committee Estates Committee Finance Committee VOCATIONAL TRAINING COUNCIL Audit Committee Table 2: The Structure of the Council and its Committees and Boards (as at 1 November 2022) 2.11 Table 2 presents the structure of the Council and its committees and boards.
Part 2 14 VOCATIONAL TRAINING COUNCIL THE EXECUTIVE DIRECTOR AND MANAGEMENT’S ORGANISATIONS THE SENIOR DIRECTORATE 2.12 The Executive Director reports directly to the Council and serves on the Council’s five functional committees. The major duties and responsibilities of the Executive Director include: a) formulating policies on VPET, and overseeing their implementation; b) overseeing the planning, development and delivery of VPET services, as approved by the Council; c) liaising, consulting and collaborating with the Government, industries and other bodies involved in VPET; and d) administering the Vocational Training Council Ordinance and the Apprenticeship Ordinance (as the Director of Apprenticeship). 2.13 The Executive Director is assisted by five Deputy Executive Directors in the management of VTC. The management structure of VTC is shown in Table 3.
Part 2 15 GOVERNANCE AND MANAGEMENT STRUCTURE Table 3: Management Structure of the VTC (as at 1 November 2022) Deputy Executive Director (D) Deputy Executive Director (E) Legend: CCI: Chinese Culinary Institute HKDI: Hong Kong Design Institute HQAS: Headquarters (Academic Services) HTI : Hotel and Tourism Institute ICI: International Culinary Institute IVDC: Integrated Vocational Development Centre IVE: Hong Kong Institute of Vocational Education PEAK: The Institute of Professional Education And Knowledge Pro-Act Centre: Pro-Act Training and Development Centre SSC: Shine Skills Centre VDPO: Vocational Development Programme Office YC(Intl): Youth College International Principal, School for Higher and Professional Education President, Technological and Higher Education Institute of Hong Kong Senior Assistant Executive Director, Headquarters (Academic Services) Principals, Youth College (Incl. YC(Intl), Pro-Act Centre & VDPO) Principals, IVE & HKDI Principal, School of Business and Information Systems Director, Maritime Services Training Institute Director, Communications and Public Relations Office Head, Central Administration and Services Division Head, Estates, Health and Safety Division Head, Information Technology Services Division Head, Corporate Environmental and Sustainable Development Office Director, Digital Future Office Principal, HTI / CCI / ICI Director, Vocational Training for People with Disabilities Office (Incl. SSC) Principal, PEAK Director, Quality Enhancement and Accreditation Office and Centre for Learning & Teaching Director, Institutional Advancement Office Director, Mainland and International Affairs Office Senior Assistant Executive Director, Office of the Director of Apprentice- ship Senior Assistant Executive Director, Headquarters (Industry Partnership) (Incl. IVDC) Head, Finance and Supplies Division Head, Human Resources Division Head, Internal Audit Unit Head, Strategic Planning Office Deputy Executive Director (B) Deputy Executive Director (A) Deputy Executive Director (C) General Manager Qualifications Framework Secretariat Council Committees Council Executive Director
Part 2 16 VOCATIONAL TRAINING COUNCIL THE EXECUTIVE DIRECTOR’S COMMITTEES 2.14 The Executive Director is supported by a team of senior staff in the management of VTC, i.e. the Caucus. It normally meets once a month to discuss important policy issues and management matters, and to monitor the overall operation of VTC. Its membership list is in Appendix 7. 2.15 The Executive Director is also assisted by a Quality Enhancement Steering Committee (QESC) and a Strategic Plan Implementation Steering Group (SPISG). The QESC oversees the quality assurance system and related matters in VTC. Its terms of reference and composition are in Appendix 8. The SPISG helps the Executive Director in steering and monitoring the progress of implementation of VTC’s strategic plans. Its terms of reference and membership are in Appendix 9. 2.16 In addition, the Executive Director is supported by a number of dedicated committees to oversee the provision of central services to various operational units in VTC. The Information Technology Steering Committee advises the Executive Director on the strategic development and provision of IT services. The Staff Development Committee provides advice on staff development policies. The Safety and Health Central Committee ensures that the working environment of VTC meets the safety and health standards. The terms of reference and composition of these Committees are in Appendices 10 to 12. 2.17 The Council Consultative Committee (CCC) provides a forum for the management to exchange views with staff representatives on staff matters, with the aim to achieve better understanding and co-operation between management and staff, and to work towards promoting better efficiency. The CCC meets once every three months. Its aims, functions and composition are in Appendix 13.
Part 2 17 GOVERNANCE AND MANAGEMENT STRUCTURE MANAGEMENT COMMITTEE STRUCTURES Technological and Higher Education Institute of Hong Kong 2.18 The Board of Governors (BOG) is the highest governing body of the Technological and Higher Education Institute of Hong Kong (THEi). It is responsible for formulating the Institute’s policy and strategic, resource and management plans. 2.19 The Institute Council (IC) reports to BOG, and is the executive body responsible for administering and managing THEi’s day-to-day operations. The IC is chaired by the President and comprises the principal academic and administrative officers of THEi and six external members appointed by the BOG. The terms of reference and composition of the IC are shown in Appendix 14. The governance structure of THEi is shown in Table 4.
Part 2 18 VOCATIONAL TRAINING COUNCIL VTC Higher Education Advisory Committee VTC Vocational Education and Training Academic Board VTC Quality Enhancement Steering Committee THEi Institute Council THEi Academic Board THEi Board of Governors THEi Quality Assurance Committee Faculty Board (Design & Environment) General Education Steering Committee Faculty Board (Management & Hospitality) Faculty Board (Science & Technology) Table 4: THEi’s Governance Structure (as at 1 November 2022) Keys: Close liaison but no formal reporting
Part 2 19 GOVERNANCE AND MANAGEMENT STRUCTURE VTC’s Member Institutions (Other than THEi) 2.20 VTC’s member institutions (other than THEi) include Institute of Professional Education And Knowledge (PEAK), Hong Kong Institute of Vocational Education (IVE), Hong Kong Design Institute (HKDI), Hotel and Tourism Institute (HTI), Chinese Culinary Institute (CCI), International Culinary Institute (ICI), Maritime Services Training Institute (MSTI), Youth College (YC), and Pro-Act Training and Development Centre (Pro-Act Centre). The management committees for these institutions are shown in Table 5. 2.21 The Vocational Education and Training Management Committee (VETMC), chaired by a Deputy Executive Director, is responsible for matters about the effective operation of programmes at sub-degree or equivalent levels, including the strategic development, allocation of resources, and formulation of administrative policies and guidelines. Its terms of reference and composition are in Appendix 15. 2.22 The PEAKManagement Committee reports to the VETMC on matters relating to the development and operations of PEAK. Its terms of reference and composition are in Appendix 16. 2.23 For IVE/HKDI, a Campus Executive Committee (CEC) is set up for each institute to oversee major operations of the campus. The CEC is chaired by the Campus Principal, and comprises the heads of teaching departments and academic and administrative support units at each campus. Its terms of reference and composition are in Appendix 17. To foster synergy and collaboration, some member institutions may oversee the operations and resources management of other member institutions. 2.24 HTI, CCI and ICI are under the supervision of a Deputy Executive Director. The terms of reference and composition of the Management Committee for HTI / CCI / ICI are in Appendix 18. 2.25 The Youth College Executive Committee, chaired by a Principal, oversees the operations and resources management of Youth Colleges, including Pro-Act Centres under its charge. Its terms of reference and composition are in Appendix 19.
Part 2 20 VOCATIONAL TRAINING COUNCIL HTI / CCI / ICI MC IVE/HKDI Campus EC* Statistics Committee PEAK MC Youth College EC* Youth College Site Management Teams Vocational Education and Training Management Committee (VETMC) The Executive Director and Caucus Table 5: Management Committee Structure for PEAK, IVE, HKDI, Pro-Act Training and Development Centres, HTI/CCI/ICI, MSTI and Youth College (as at 1 November 2022) Notes: * Its purview will cover the operation of relevant Pro-Act Training and Development Centres / MSTI / YC (International) Youth College • Pro-Act (Automobile), Pro-Act (Electrical), Pro-Act (Electronics), Pro-Act (Fashion Textiles), Pro-Act (Gas), Pro-Act (Mechanical), Pro-Act (Precision Engineering), Pro-Act (Printing), Pro-Act (Welding) IVE • IVE (Lee Wai Lee) with Pro-Act (Jewellery) • IVE (Tuen Mun) with MSTI • IVE (Tsing Yi) with YC (International) • IVE (Lee Wai Lee) and HKDI with YC (International) Keys : CCI: Chinese Culinary Institute EC: Executive Committee HKDI: Hong Kong Design Institute HTI: Hotel and Tourism Institute ICI: International Culinary Institute IVE: Hong Kong Institute of Vocational Education MC: Management Committee MSTI: Maritime Services Training Institute PEAK: Institute of Professional Education And Knowledge
Part 2 21 GOVERNANCE AND MANAGEMENT STRUCTURE Corporate Services 2.26 Corporate services include general administration, estates, health, safety and environment, finance and supplies, human resources, information technology services, and external relations (including marketing and publicity). Relevant administrative committees are established to oversee corporate services that support the Council’s programmes and activities. 2.27 The Corporate Services Management Committee is chaired by the Executive Director and monitors the implementation of policies and strategies on corporate services. Its terms of reference and composition are in Appendix 20.
Part 2 22 VOCATIONAL TRAINING COUNCIL ACADEMIC MANAGEMENT STRUCTURE INTRODUCTION 2.28 VTC has established a comprehensive academic management structure to steer, support and monitor the delivery of VPET. Through various TBs and Discipline Advisory Boards (DABs), industries provide extensive input to VTC’s programme planning, curriculum development and quality assurance. ADVISORY COMMITTEE AND BOARD 2.29 The Higher Education Advisory Committee (HEAC) provides professional and industry input to the development and quality assurance of degree programmes offered by THEi as well as the collaborative degree programmes operated jointly with local/non-local institutions. HEAC comprises representatives from commerce, industry and government bureaux, and reports to the Council’s Standing Committee. Its terms of reference and composition are in Appendix 21. 2.30 DABs have been established to seek input from respective industries on programme planning, curriculum development, and quality assurance of programmes offered by the disciplines. Its terms of reference and composition are in Appendix 22.
Part 2 23 GOVERNANCE AND MANAGEMENT STRUCTURE COMMITTEE STRUCTURE FOR ACADEMIC MANAGEMENT Technological and Higher Education Institute of Hong Kong 2.31 The Academic Board (AB) of THEi is the highest academic body which regulates the academic affairs of the Institute, subject to the financial control of the Institute Council. To ensure that THEi programmes are developed in the same direction as those of VTC, the AB will forward its recommendations on new programmes to the VETAB for endorsement. Its terms of reference and composition are given in Appendix 23. The QualityAssurance Committee under the AB is responsible for the quality assurance of the Institute’s programmes and non-local programmes collaborated with other education institutes/bodies. It is, at the same time, also advised by the VTC’s Quality Enhancement Steering Committee in the formulation and implementation of its quality assurance system. Each Faculty Board under the AB is responsible for the teaching and general organisation of its programmes and the implementation of the academic policies and regulations of the Institute. Its terms of reference and composition are given in Appendix 24. In addition, the General Education Steering Committee is responsible to the AB for assuring the quality of General Education curriculum. Its terms of reference and composition are given in Appendix 25. VTC’s Member Institutions (Other than THEi) 2.32 The VETAB, chaired by the Executive Director of VTC, is the highest academic body of VTC. It is responsible for setting standards, approving and overseeing all aspects of academic activities within VTC. It is supported by two central policy committees, namely the Vocational Education and Training Policy and Quality Committee (VETPQC), and the Learning and Teaching Steering Committee (LTSC). The terms of reference and composition of the VETAB, the VETPQC and the LTSC are in Appendices 26 to 28. The academic management committees under the VETAB are shown in Table 1. 2.33 At the discipline level, a Discipline Academic Committee (DAC), chaired by the Academic Director, steers the development of the discipline and reports to the VETAB. Its terms of reference and composition are in Appendix 29. Each DAC is supported by a Discipline Quality Assurance Committee on the quality assurance of the programmes offered by the discipline. Its terms of reference and composition are in Appendix 30.
Part 2 24 VOCATIONAL TRAINING COUNCIL 2.34 Within each discipline, Programme Boards (PB) and Module Boards (MB) are set up to look after the operation of the programmes and common vocational/generic and enrichment modules. Boards of Examiners (BoE) for programmes and common vocational/generic and enrichment modules are responsible for matters relating to the assessments of students. The terms of reference and composition of the PB, MB, Programme-level BoE and Module-level BoE are in Appendices 31 to 34. 2.35 The Foundation Studies Board (FSB) looks after the development and operations of Foundation Studies programmes below sub-degree level. The terms of reference and composition of the FSB are in Appendix 35. 2.36 The PEAK Academic Committee (PAC) is responsible for upholding the academic standards of the programmes offered by PEAK and overseeing its curriculum development, learning and teaching, and assessment processes. PAC reports to VETAB on academic management matters, including approval of new programmes and revision of existing programmes. Its terms of reference and composition are in Appendix 36. 2.37 The Shine Skills Centre Academic Committee oversees the provision and operations of the programmes/modules offered by Shine Skills Centre. Its terms of reference and composition are in Appendix 37.
Part 2 25 GOVERNANCE AND MANAGEMENT STRUCTURE ACADEMIC AND RELATED REGULATIONS 2.38 Academic and related regulations, including the General Academic Regulations, Examination Regulations, Appeal Regulations, and Library Regulations, form the academic framework of VTC and ensure smooth operation of the programmes. Information on the following regulations is available at respective VTC websites below. a) General Academic Regulations (http://www.vtc.edu.hk/~vtccal/calendar/gars.pdf) • General Academic Regulations for Higher Diploma Programmes • General Academic Regulations for Diploma of Foundation Studies Programme • General Academic Regulations for Diploma of Vocational Education andDiploma ofVocational Education-Earn andLearnScheme Programmes • GeneralAcademic Regulations for Diploma ofVocational Baccalaureate Programmes • General Academic Regulations for Certificate, Diploma, Professional Certificate, and Professional Diploma Programmes at QF Levels 1 – 4 • General Academic Regulations for Certificate, Professional Certificate, Professional Diploma, Postgraduate Certificate, and Postgraduate Diploma Programmes at QF Levels 5 and 6 • General Academic Regulations for Senior Secondary Applied Learning Courses b) Examination Regulations (http://www.vtc.edu.hk/~vtccal/calendar/exam.pdf) c) Appeal Regulations (http://www.vtc.edu.hk/~vtccal/calendar/appeal.pdf) d) Library Regulations (http://www.vtc.edu.hk/~vtccal/calendar/library.pdf)
Part 2 26 VOCATIONAL TRAINING COUNCIL CORPORATE SERVICES CENTRALADMINISTRATION AND SERVICES DIVISION 2.39 The CentralAdministration and Services Division provides secretariat, translation and interpretation services to the Council and its functional committees and boards, and support services in relation to legal matters, logistics support, general administration and staff recreational activities for operational units. The Division also provides central administrative support on accommodation matters relating to VTC premises and campus development. The Division comprises two sections, namely Secretariat Services Section and Administrative Services Section. CENTRE FOR LEARNING AND TEACHING 2.40 The Centre for Learning and Teaching (CLT) is a dedicated unit that promotes effective, innovative and quality learning and teaching. CLT provides all teaching and instructing staff with structured programmes, seminars/webinars, workshops, briefings and sharing sessions on a regular basis to keep staff updated and upskilled. 2.41 CLT also provides focused and keen support to the Council initiatives. At present, it offers staff training and services on initiatives including Project-based Learning (PBL), Workplace Learning and Assessment (WLA) and Digital Future to equip teaching and instructing staff with the necessary knowledge and skills to facilitate them in conducting quality learning and teaching for effective implementation of these initiatives. 2.42 CLT provides pedagogical support for important functions including the learning management platform and the implementation of digital learning and teaching. It also facilitates blended learning for teachers and students by providing professional advice and technical support in the production of multimedia learning materials and e-resources. 2.43 On the enhancement of continuing professional development and support in learning and teaching, CLT conducts studies on current global VPET trends on a need basis to keep teaching and instructing staff abreast of the latest development of VPET, and offers updated subject knowledge to support learning and teaching activities. 2.44 CLT provides media production services including graphic design, desktop publishing, audio recording, video and multimedia production for learning and teaching enhancement, and support in Council’s special projects and events.
Part 2 27 GOVERNANCE AND MANAGEMENT STRUCTURE CORPORATE ENVIRONMENTALAND SUSTAINABLE DEVELOPMENT OFFICE 2.45 TheCorporateEnvironmentalOfficehas been renamedand restructured as the Corporate Environmental and Sustainable Development Office to oversee a broader scope of functions of the Office gradually expanding from coordination of environmental-related educational activities to cover also sustainable development and implementation of the Carbon Neutrality Plan for VTC in response to the Government’s proactive strategies on the reduction of carbon emissions to attain carbon neutrality before 2050, as well as the Smart and Green Campus Initiative outlined in the VTC Strategic Plan. The Office aims to engage key stakeholders in environmental protection, to promote the environmental accomplishment both within VTC and to the community, to formulate and implement the VTC Carbon Neutrality Plan, to steer infrastructure development works on sustainability development, and to devise and implement strategic development plans for Smart and Green Campuses in the VTC. DIGITAL FUTURE OFFICE 2.46 The Digital Future Office was established to take forward the Council’s strategic initiative “Digital Future of VTC”. The Office formulates the strategy for and oversees the implementation of two major digitalisation initiatives. The first one is enhancement of Digital Learning and Teaching, which includes enhancement of VTC students’ digital skills, implementation of blended mode of learning and teaching, deployment of digital technologies in assessment for learning, upgrade of learning spaces to facilitate digital learning and teaching, and capability building for staff members. The second one is institutionalisation of Digital Workplace, which aims to leverage digital technologies for optimisation of work processes, enhancement of student services and data-driven decision making. ESTATES, HEALTH AND SAFETY DIVISION 2.47 The Estates, Health and Safety Division is responsible for the planning and project management of alterations, additions and improvement works, repair and maintenance works of all VTC premises as well as new capital works projects for campus development. It also monitors and gives advice on occupational health and safety matters. The Division aims to improve the physical environment for teaching and learning, and provide a safe and healthy workplace for staff.
Part 2 28 VOCATIONAL TRAINING COUNCIL COMMUNICATIONS AND PUBLIC RELATIONS OFFICE 2.48 The Communications and Public Relations Office is responsible for planning and implementing the overall marketing and public relations campaigns for the Council. The objective is to promote the VTC corporate image and VPET to the society. FINANCE AND SUPPLIES DIVISION 2.49 The Finance and SuppliesDivision offers services on financial planning and management, costing and financial analysis, funds administration, treasury and other accounting services, procurement and stores management. HEADQUARTERS (ACADEMIC SERVICES) 2.50 Headquarters (Academic Services) (HQ(AS)) provides central academic and administrative support services to VTC’s member institutions. 2.51 The scope of work of the HQ(AS) covers: a) programme planning and data management; b) academic administration and curriculum development; c) student admission & records and student finance; d) student services & affairs and VPET publications; e) applied learning courses; f) Hong Kong Vocational English Programme; g) statistical services; h) central committee support; and i) lifelong learning. HEADQUARTERS (INDUSTRY PARTNERSHIP) 2.52 Headquarters (Industry Partnership) (HQ(IP)) engages and collaborates with industry partners, trade and employer organisations to: a) administer and promote apprenticeship training in Hong Kong and help industries to nurture skilled personnel for development; b) promote and collaborate with industries to facilitate learning at authentic training environment including workplace learning and assessment; c) promote and coordinate lifelong learning to enable upskilling and reskilling of working adults through the Integrated Vocational Development Centre (IVDC);
Part 2 29 GOVERNANCE AND MANAGEMENT STRUCTURE d) provide professional support services to international and regional skills competitions and to promote VPET through organising local skills competitions and related activities; e) coordinate professional secretarial support for 25 TBs of the Council, conduct manpower surveys and information update; and administer various training schemes and different VPET assessments including Recognition of Prior Learning for nine industries and cross-border credentials; and f) strengthen and coordinate the industry networking efforts and activities of the VTC’s various operational units. HUMAN RESOURCES DIVISION 2.53 The Human Resources Division is responsible for the development of human resources strategies, policies and guidelines to enable VTC to attract, motivate, develop and retain a dynamic and competent workforce. The Division’s services include manpower planning, staff appointments and deployment, training and development, performance management, compensation and benefits, and staff relations. INFORMATION TECHNOLOGY SERVICES DIVISION 2.54 The Information Technology Services Division (ITSD) plans, implements and manages the academic and administrative information systems and network infrastructure of the Council. 2.55 The Division serves the Information Technology Steering Committee and helps formulate IT strategy and related policies. To support the implementation of the initiatives under the Council’s Fourth 8-year Strategic Plan on Digital Future to foster efficiency, innovation and growth, a strategic IT enhancement plan has been proposed with focus on IT infrastructure, cyber security and information governance. INSTITUTIONALADVANCEMENT OFFICE 2.56 The Institutional Advancement Office (IAO) was established to build and strengthen VTC’s relationships with employers, industries, trade associations, philanthropists, charitable foundations, alumni and other stakeholders with a key role to foster collaborations with and solicit financial and in-kind support for student development and institutional advancement of VTC.
Part 2 30 VOCATIONAL TRAINING COUNCIL INTERNALAUDIT UNIT 2.57 The Internal Audit Unit reports to the Audit Committee. The Unit conducts independent reviews of VTC’s activities and operations of various operational units to ensure compliance with VTC’s established policies and procedures, and to ensure effectiveness, efficiency and economy of VTC’s operating and financial systems. MAINLAND AND INTERNATIONALAFFAIRS OFFICE 2.58 The Mainland and International Affairs Office (MIAO) is responsible for establishing and enhancing collaborations between VTC and VPET institutions in the Mainland and overseas to build a diversified talent pool and unleash the strength and potential of Hong Kong youths for career aspirations in different countries. 2.59 To echo the Council’s strategic initiative to deepen the collaborations in the Guangdong-Hong Kong-Macao Greater Bay Area (GBA), the MIAO actively explores and engages with partners in the region to open up more cooperation opportunities and develop a physical presence in the Mainland. Concurrently, MIAO continues to forge closer ties with overseas partners in building VTC's global brand presence. MIAO’s services also evolve alongside the latest development in society, for example, advocating virtual student exchanges and organising webinars on global perspectives and VPET knowledge. As a result, Mainland and international collaborations and exchanges are extended beyond physical boundaries. QUALITY ENHANCEMENTANDACCREDITATION OFFICE 2.60 The Quality Enhancement and Accreditation Office (QEAO) is vested with the responsibility to pursue quality enhancement (QE) of VTC VPET programmes, the further improvement and the implementation of the quality assurance (QA) system in the Council. The Office by adopting rigorous approaches thrives to improve VTC’s programmes and services through continuous review and enhancement of the QA framework. The Office promotes quality culture and emphasises self-initiated esnhancement of quality and performance of services all the time.
Part 2 31 GOVERNANCE AND MANAGEMENT STRUCTURE 2.61 The QEAO provides staffing and research support to the Quality Enhancement Steering Committee (QESC) to chart and direct QA policies and initiatives as well as driving the QE culture in VTC. The Office develops performance indicators and reviews targets to monitor the overall performance across the Council, sets QE Gold Standards to ensure quality of learning programmes for the benefit of students and fosters the knowledge management system on QE in the interest of all staff. In the long-term development of staff capability and pedagogies in VTC, the Office provides support in the development of VTC strategic initiatives on the VPET programmes, namely “Dual Professionalism”, “Project-based Learning” and “Workplace Learning and Assessment”. 2.62 The Office coordinates external accreditations on VTC learning programmes by the Hong Kong Council for Accreditation of Academic and Vocational Qualifications (HKCAAVQ) and facilitates the seeking of professional recognition by renowned authorities including the Hong Kong Institution of Engineers (HKIE). On acquiring the requisite accreditations, the Office collaborates with the academic disciplines and teaching units to ensure all the standards are met and best results are achieved. 2.63 By providing proper training and experience sharing, the Office inculcates among all VTC staff the concept of QE culture. Meanwhile, it administers Quality Initiatives and organises annual selections to identify and reward outstanding staff under three award schemes, namely “the Teaching Excellence Award”, “the Staff Excellence Award”, and “the Staff Suggestion Scheme”. The three schemes have been engendering quality in teaching, staff performance in VPET and VTC services. In regard to other internal QE initiatives, the Office steers the annual Programme Review exercise and the biennial Self-assessment exercise to regularly review performance and ensure improvement actions are taken in areas for improvement. 2.64 In pursuance of continuous improvement, the QEAO also conducts regular Quality Reviews on the operational units and in doing so the Office draws experiences and insights from external specialists and experts to ensure objectivity, currency and validity of the reviews. On day-to-day operations, the Office always pursues the initiatives of knowledge management and digitalisation by drawing expert assistance from the ITSD of VTC. The Office has been working on developing a Resources Portal for storing and sharing valuable learning and teaching resources among all staff. In addition, the Office runs paperless and online meetings and accreditation exercises with the external authorities to enhance efficiency and foster green management.
Part 2 32 VOCATIONAL TRAINING COUNCIL STATISTICS SECTION 2.65 The Statistics Section is responsible for providing professional services in conducting surveys, compiling and analysing data, as well as preparing management statistics required by the Council and the public. These statistics are mainly to assist the Council in formulating strategic plans on VPET, to serve as yardsticks for the achievement of the Council’s plans, and to serve as performance indicators for the quality of the Council’s VPET. The Section also provides professional support for the conduct of ad-hoc surveys initiated by different operational units. STRATEGIC PLANNING OFFICE 2.66 The Strategic Planning Office is responsible for the formulation, preparation and implementation of VTC’s strategic plans and annual plans. The Office assists the Council and senior management in drawing up the strategic plans and setting specific strategies to steer the development of VPET in Hong Kong. It also provides support to the SPISG in overseeing the implementation of VTC’s strategic plans. 2.67 The Office assists the Executive Director in monitoring and reviewing the progress of implementing strategic initiatives identified and submits progress reports to the Council and the SPISG at regular intervals.
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