VTC CALENDAR 2023-2024 Information contained in this Calendar is correct as at 1 January 2024, while the staff list is per establishment and strength on 16 September 2023.
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 46 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 76 Vocational Training for People with Disabilities 78 Training and Assessment Centres 80
Part 5 Appendices 107 Appendix 1 - Standing Committee 108 Appendix 2 - Administration Committee 110 Appendix 3 - Audit Committee 112 Appendix 4 - Estates Committee 114 Appendix 5 - Finance Committee 116 Appendix 6 - Training Boards 118 Appendix 7 - Caucus 147 Appendix 8 - Quality Enhancement Steering Committee 148 Appendix 9 - Strategic Plan Implementation Steering Group 150 Appendix 10 - Digital Strategy Committee 152 Appendix 11 - Digital Transformation Steering Committee 154 Appendix 12 - Environmental and Sustainable Development Steering Committee 156 Appendix 13 - Staff Development Committee 158 Appendix 14 - Safety and Health Central Committee 160 Appendix 15 - Council Consultative Committee 162 Appendix 16 - Institute Council of Technological and Higher Education Institute of Hong Kong 164 Appendix 17 - Vocational Education and Training Management Committee 166 Appendix 18 - PEAK Management Committee 168 Appendix 19 - Campus Executive Committee 169 Appendix 20 - HTI/CCI/ICI Management Committee 171 Appendix 21 - Youth College Executive Committee 172 Appendix 22 - Corporate Services Management Committee 174 Appendix 23 - Higher Education Advisory Committee 176 Appendix 24 - Discipline Advisory Board 178 Appendix 25 - Academic Board of Technological and Higher Education Institute of Hong Kong 180 Appendix 26 - Programme Board of Technological and Higher Education Institute of Hong Kong 182 Appendix 27 - School of General Education and Languages Board of Technological and Higher Education Institute of Hong Kong 184 Appendix 28 - Vocational Education and Training Academic Board 186 Appendix 29 - Vocational Education and Training Policy and Quality Committee 189
Appendix 30 - Learning and Teaching Steering Committee 192 Appendix 31 - Discipline Academic Committee 194 Appendix 32 - Discipline Quality Assurance Committee 197 Appendix 33 - Programme Board 199 Appendix 34 - Module Board 202 Appendix 35 - Programme-Level Board of Examiners 204 Appendix 36 - Module-Level Board of Examiners 206 Appendix 37 - Foundation Studies Board 207 Appendix 38 - PEAK Academic Committee 210 Appendix 39 - Shine Skills Centre Academic Committee 212 Appendix 40 - Staff List 215 Appendix 41 - List of External Examiners 216 Appendix 42 - Locations and Contacts of VTC’s Member Institutions 246 List of Abbreviations 259
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 support to industries for their manpower development. 1.7 VTC has adopted the following core values in driving its vision and mission forward: CORE VALUES - To serve with integrity - To be client-focused - To strive for excellence - To be entrepreneurial - To forge partnerships with stakeholders
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 (THEi), Institute of Professional Education And Knowledge (PEAK), School for Higher and Professional Education (SHAPE), Hong Kong Institute of Vocational Education (IVE), Hong Kong Design Institute (HKDI), Hong Kong Institute of Information Technology (HKIIT), Youth College (YC), Hotel and Tourism Institute (HTI), Chinese Culinary Institute (CCI), International Culinary Institute (ICI), Maritime Services Training Institute (MSTI), ProAct by VTC, Integrated Vocational Development Centre (IVDC), 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 its relevance and future-readiness.
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 MANAGEMENT STRUCTURE 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
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 HKSAR, 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 January 2024) 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, J.P. Deputy Chairmen Dr. Daniel YIP Chung-yin, B.B.S., J.P. Mr. Paul CHONG Kin-lit, B.B.S., M.H. Members Ms. Sabrina CHAO Sih-ming, B.B.S., J.P. Dr. Rocky CHENG Chung-ngam Mr. Alan CHEUNG Yick-lun, M.H. Ms. Winnie CHIU Wing-kwan, J.P. Ms. Monica LEE-MÜLLER Yuk-har, M.H. Professor Kenneth LEUNG Mei-yee, J.P. Mr. Ricky LEUNG Wing-kee Dr. Wingco LO Kam-wing, B.B.S., J.P. Ms. LOW Khah-gek Mr. Dominic PANG Yat-ting The Hon. Sunny TAN Mr. TSE Wang-yu Mr. Harold WONG Tsu-hing, J.P. 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 various industries they represent and to recommend measures to meet such demand. They also play an important advisory role in setting out directions, strategic development and quality assurance mechanisms for VTC’s programmes. With membership comprising stakeholders in nearly all major industry sectors in Hong Kong, the TBs are effective platforms 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 group interviews and desk research. Findings and
Part 2 12 VOCATIONAL TRAINING COUNCIL recommendations from these surveys provide VTC, the Government, training and educational institutions, professional bodies, commercial chambers 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) Advanced Manufacturing Training Board c) Apprenticeship Training Board d) Automobile Training Board e) Banking and Finance Training Board f) Beauty Care and Hairdressing Training Board g) Building, Civil Engineering and Built Environment Training Board h) Chinese Culinary Institute Training Board i) Electrical and Mechanical Services Training Board j) Electronics and Telecommunications Training Board k) Fashion and Textile Training Board l) Healthcare and Wellness Training Board m) Hotel, Catering and Tourism Training Board n) Innovation and Technology Training Board o) Insurance Training Board p) Jewellery and Timepiece Training Board q) Maritime Services Training Board r) Media and Communications Training Board s) Merchandise Trading and E-commerce Training Board t) Print Media and Publishing Training Board u) Real Estate Services Training Board v) Retail Trade Training Board w) Security and Disciplined 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 from trade associations, professional bodies, industry leading enterprises, workers’ unions, public or statutory bodies, independent experts and Government Bureaux or Departments. The Executive Director of VTC or his representatives are members of these TBs. 2.10 In general, the TBs meet three times a year. They are assisted by subboards and 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 2.11 Table 2 presents the structure of the Council and its committees and boards. Standing Committee Administration Committee Audit Committee Estates Committee Finance Committee 25 Training Boards • Accountancy Training Board • Advanced Manufacturing 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 • Healthcare and Wellness Training Board • Hotel, Catering and Tourism Training Board • Innovation and Technology Training Board • Insurance Training Board • Jewellery and Timepiece Training Board • Maritime Services Training Board • Media and Communications Training Board • Merchandise Trading and E-commerce Training Board • Print Media and Publishing Training Board • Real Estate Services Training Board • Retail Trade Training Board • Securityand Disciplined Services Training Board • Transport and Logistics Training Board • Vocational Training Board for People with Disabilities VOCATIONAL TRAINING COUNCIL Table 2: The Structure of the Council and its Committees and Boards (as at 1 November 2023)
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 Executive Director Deputy Executive Director (E) Principal, SHAPE President, THEi Senior Assistant Executive Director, HQ(AS) Principals, IVE & HKDI Principals, YC (Incl. YC(Intl), Pro-Act Centre & VDPO) Principal, SBI Director, MSTI Director, CPRO Head, CASD Director, ECDO Head, CESDO Principal, HKIIT Principal, HTI / CCI / ICI Principal, PEAK Director, VTPDO (Incl. SSC) Director, IAO Director, QEAO and CLT General Manager, QFS Director, MIAO Senior Assistant Executive Director, HQ(IP) (Incl. IVDC) Senior Assistant Executive Director, ODA Head, FSD Head, HRD Head, IAU Chief Digital Officer, Central IT Council Committees Council Deputy Executive Director (C) Deputy Executive Director (B) Deputy Executive Director (D) Deputy Executive Director (A) Table 3: Management Structure of the VTC (as at 1 November 2023) Legend: CASD: CCI: CESDO: CLT: CPRO: DO: ECDO: FSD: HKDI: HKIIT: HTI: HQ(AS): Central Administration and Services Division Chinese Culinary Institute Corporate Environmental and Sustainable Development Office Centre for Learning and Teaching Communications and Public Relations Office Digital Office Estates and Campus Development Office Finance and Supplies Division Hong Kong Design Institute Hong Kong Institute of Information Technology Hotel and Tourism Institute Headquarters (Academic Services) Head, SPO Director, DO Chief Information Officer, ITSD HQ(IP): HRD: IAO: IAU: ICI: ITSD: IVDC: IVE: MIAO: MSTI: ODA: PEAK: Headquarters (Industry Partnership) Human Resources Division Institutional Advancement Office Internal Audit Unit International Culinary Institute Information Technology Services Division Integrated Vocational Development Centre Hong Kong Institute of Vocational Education Mainland and International Affairs Office Maritime Services Training Institute Office of the Director of Apprenticeship Institute of Professional Education And Knowledge Pro-Act Centre: QEAO: QFS: SBI: SHAPE: SPO: SSC: THEi: VDPO: VTPDO: YC: YC(Intl): Pro-Act Training and Development Centre Quality Enhancement and Accreditation Office Qualifications Framework Secretariat School of Business and Information Systems School for Higher and Professional Education Strategic Planning Office Shine Skills Centre Technological and Higher Education Institute of Hong Kong Vocational Development Programme Office Vocational Training for People with Disabilities Office Youth College Youth College International
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 Digital Strategy Committee and the Digital Transformation Steering Committee advise the Executive Director on the strategic development and provision of IT services. The Environmental and Sustainable Development Steering Committee steers the development of VTC-wide strategies and policies relevant to the environmental and sustainable development. 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 14. 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 15.
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 the property and managing the general affairs of the Institute, subject to the directions of the Board of Governors. 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 16. The governance structure of THEi is shown in Table 4.
Part 2 18 VOCATIONAL TRAINING COUNCIL Higher Education Advisory Committee Research Committee Learning and Teaching Committee THEi Board of Governors THEi Institute Council THEi Academic Board Quality Assurance Committee Departmental Assessment Board Programme Board SGEL Board General Education Assessment Board Table 4: THEi's Governance Structure (as at 1 January 2024) Keys: Close Liaison but no formal reporting Standing Committee VTC Council VTC Vocational Education and Training Academic Board Student Discipline Committee VTC Quality Enhancement Steering Committee Department Committee Programme Teams Department Committee Programme Teams Department Committee Programme Teams Department Committee Programme Teams Department Committee Programme Teams Department Committee Programme Teams SGEL Teams Programme Industry Advisory Committee (for Applied Degree only) 6 Departmental Advisory Committee Departmental Level Institute Level Legend SGEL: School of General Education and Languages
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), Hong Kong Institute of Information Technology (HKIIT), 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 17. 2.22 The PEAK Management Committee reports to the VETMC on matters relating to the development and operations of PEAK. Its terms of reference and composition are in Appendix 18. 2.23 For IVE / HKDI / HKIIT, 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 19. 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 20. 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 21.
Part 2 20 VOCATIONAL TRAINING COUNCIL The Executive Director and Caucus Statistics Committee Vocational Education and Training Management Committee (VETMC) PEAK MC IVE / HKDI / HKIIT Campus EC* HTI /CCI / ICI MC Youth College EC* Youth College Site Management Teams Notes: Ύ 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: EC: HKDI: HKIIT: HTI: ICI: IVE: MC: MSTI: PEAK: Pro-Act Centre: YC: Chinese Culinary Institute Excecutive Committee Hong Kong Design Institute Hong Kong Institute of Information Technology Hotel and Tourism Institute International Culinary Institute Hong Kong Institute of Vocational Education Management Committee Maritime Services Training Institute Institute of Professional Education And Knowledge Pro-Act Training and Development Centre Youth College Table 5: Management Committee Structure for PEAK, IVE, HKDI, HKIIT, Pro-Act Centres, HTI/CCI/ICI, MSTI and YC (as at 1 November 2023)
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 22.
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 23. 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 24.
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 25. The Quality Assurance 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. The Programme Board under the AB is responsible for the teaching and general organisation of the academic programmes and the implementation of the academic policies and regulations of the Institute. Its terms of reference and composition are given in Appendix 26. In addition, the School of General Education and Languages Board is responsible to the AB for assuring the quality of General Education curriculum. Its terms of reference and composition are given in Appendix 27. 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 28 to 30. 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 31. 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 32.
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 33 to 36. 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 37. 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 38. 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 39.
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 and Diploma of Vocational Education-Earn and Learn Scheme Programmes • General Academic Regulations for Diploma of Vocational Baccalaureate Programmes • General Academic Regulations for Certificate, Diploma, Professional Certificate, and Professional Diploma Programmes at Qualifications Framework (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 (https://library.vtc.edu.hk/web/english/guides/regulation.php)
Part 2 26 VOCATIONAL TRAINING COUNCIL CORPORATE SERVICES CENTRAL ADMINISTRATION AND SERVICES DIVISION 2.39 The Central Administration 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 in line with the latest learning and teaching developments and technological advancements in education. 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 ENVIRONMENTAL AND SUSTAINABLE DEVELOPMENT OFFICE 2.45 The Corporate Environmental and Sustainable Development Office is dedicated to promoting environmental sustainability and supporting the long-term strategic development goals of the Council. The office is responsible for developing and implementing environmental and sustainable development policies pertaining to the Carbon Neutrality Plan for VTC in response to Hong Kong’s Climate Action Plan 2050, as well as the Green Campus Initiative outlined in the VTC Strategic Plan, fostering a culture of sustainability throughout the Council, engaging with stakeholders to achieve sustainability goals, and monitoring and reporting on the progress toward achieving the Council’s sustainable development objectives. The Environmental and Sustainable Development Steering Committee (ESDSC) is established under the chairmanship of the Executive Director to oversee and steer the development of VTC-wide strategies and policies relevant to environmental and sustainable development. 2.46 By pursuing these objectives in the long run, the Corporate Environmental and Sustainable Development Office helps the Council to build a more resilient and sustainable future, while also creating value for our stakeholders and the community as a whole. DIGITAL OFFICE 2.47 The Digital Office (DO), formerly known as the Digital Future Office, was established to drive the Council’s strategic initiative, “Digital Future of VTC”. DO plays a pivotal role in shaping the VTC’s digital future through strategic planning, effective governance, and prudent project prioritisation. By embracing these key functional areas, the DO enables the VTC to navigate the digital landscape with confidence, ensuring that digital initiatives are aligned with organisational goals and contribute to the continued success and growth of the institution. The office works together with the Information Technology Services Division (ITSD) to play a corporate function as “Central IT” to foster better synergy in the digital transformation journey and facilitate digitalisation process across academic disciplines, campuses and corporate operational units. 2.48 The Central IT serves the Digital Strategy Committee and the Digital Transformation Steering Committee, is responsible for overseeing the VTC’s IT-related resources and prioritising projects, with advice for the senior management’s consideration.
Part 2 28 VOCATIONAL TRAINING COUNCIL ESTATES AND CAMPUS DEVELOPMENT OFFICE 2.49 The Estates and Campus Development Office is responsible for the Master Plan for Campus Development and the project management of repairs and maintenance, minor and major alterations, additions and improvements projects for all VTC owned and leased premises and campuses as well as new building and campus development projects. The Office is committed to providing a satisfactory environment for students and staff to be engaged in study and work. COMMUNICATIONS AND PUBLIC RELATIONS OFFICE 2.50 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 2.51 The Finance and Supplies Division 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) 2.52 Headquarters (Academic Services) (HQ(AS)) provides central academic and administrative support services to VTC’s member institutions. 2.53 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) statistical services; g) central committee support; and h) lifelong learning.
Part 2 29 GOVERNANCE AND MANAGEMENT STRUCTURE HEADQUARTERS (INDUSTRY PARTNERSHIP) 2.54 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); 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 2.55 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 2.56 The Information Technology Services Division (ITSD) plays a pivotal role in the comprehensive planning, implementation, and management of academic and enterprise-level information systems, cybersecurity measures, and the Council’s IT infrastructure. 2.57 ITSD assumes a crucial role as the “Central IT” function in close collaboration with the Digital Office (DO), driving the council’s digital transformation initiatives across academic disciplines, Campuses, and corporate operational units, facilitating seamless coordination, optimal resource allocation, and meticulous planning, execution, and development of digitalisation endeavors throughout the Council.
Part 2 30 VOCATIONAL TRAINING COUNCIL INSTITUTIONAL ADVANCEMENT OFFICE 2.58 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. INTERNAL AUDIT UNIT 2.59 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 INTERNATIONAL AFFAIRS OFFICE 2.60 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. 2.61 To echo with the Council’s strategic initiative to deepen the collaborations in the Guangdong-Hong Kong-Macao Greater Bay Area (GBA), 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 student exchanges, industrial attachment and organising seminars, conferences and forums on global perspectives and VPET knowledge. As a result, Mainland and international collaborations and exchanges are further enhanced.
Part 2 31 GOVERNANCE AND MANAGEMENT STRUCTURE QUALITY ENHANCEMENT AND ACCREDITATION OFFICE 2.62 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 as well as seeking external accreditation for VTC’s learning programmes from statutory bodies. The Office by adopting rigorous approaches thrives to improve VTC’s programmes and services through continuous reviews and enhancement of the QA framework. It also promotes quality culture and emphasises self-initiated enhancement of quality and performance of services all the time. 2.63 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. Besides, the Office steers the annual Programme Review exercise and the biennial Self-assessment exercise to regularly review performance and ensure effective actions are taken in areas for improvement. 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. In addition, the Office provides professional support in the development of key elements in the VTC strategic initiatives on VPET Learning Pathways, and Staff Capability. 2.64 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.
Part 2 32 VOCATIONAL TRAINING COUNCIL 2.65 By providing proper training and experience sharing, the Office inculcates among all VTC staff the concept of QE culture. Meanwhile, on top of hosting annual QE Forum in sharing good practices from Operational Units (OUs) to reinforce the overall quality culture in VTC, 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. 2.66 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 also runs paperless and online meetings and accreditation exercises with the external authorities to enhance efficiency and foster green management. STATISTICS SECTION 2.67 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 2.68 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. 2.69 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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