106
香港科技大學
2010-2011
年報
HKUST 2010-2011 Annual Report
管治
Governance
107
T
he governance structure as provided in the University
Ordinance consists of three major bodies: the Court
(advisory), the Council (governing), and the Senate
(academic). The founding fathers on the Planning
Committee of the University referred to the three bodies
as the three “supremes”. Membership details are in the
appendix.
COURT, COUNCIL AND SENATE
The Court
While it is mandated to meet annually, the Court convened
twice during the report period. To facilitate participation,
it has been decided to delink Court meetings from Council
meetings. In addition, Court meetings are to be held off
campus, in a central location in the heart of the business
area. The 2010 annual Court meeting, held on 13 December
in Central, has set the trend.
The attendance rate at both meetings of the Court in 2010-
2011 was high. Court Members participated enthusiastically
in exchanging views on the University’s 5-year Strategic
Plan, which crystallizes the concept of “1-HKUST”. There
is a common aspiration among the participants to keep up
this encouraging momentum.
The Council
As the “supreme governing body” and the first among
the three “supremes” to have come into existence, the
Council plays a pivotal role leading all important aspects of
University affairs except those within the academic arena.
The Council met three times during the year, while its
Standing Committee conferred five times.
Shortly after the new senior management team was
in place, the Council steered a review on the strategic
direction of the University. The University’s 5-year Strategic
Plan for 2011-2016 was developed. For the first time,
specific Key Performance Indicators were introduced into
an Annual Operation Plan to track progress of strategic
initiatives according to defined deliverables. The Council
also monitored the formulation of Mainland Strategies
bringing them in close alignment with the University’s
internationalization efforts.
Academic Development Proposals (ADP) formed the basis
for resources allocation by the University Grants Committee
(UGC). As part and parcel of the University’s 5-year Strategic
Plan (2011-2016), the ADP (2012-2015) was the subject of
a special meeting of the Standing Committee of Council,
when the Administration explained the design of the ADP
in relation to UGC’s generic requirements for the document.
At the meeting, the landscape of the new four-year
undergraduate curriculum, which features new majors
re-developed from existing programs, was explicated.
During the period under review, the Council welcomed
in a number of new Members and acknowledged with
thanks those who stepped down. Some outgoing Council
Members joined the Court to serve in another capacity.
The entire complement of 27 Council Members is now
firmly on board, and they include the newly elected
Chairman of the Convocation. With active participation of
Members in Council’s seven Committees, which focus to
work in specific areas, the Council has worked closely with
the Management to oversee the affairs of the University.
The Council also played a pivotal role in promoting good
corporate governance, and in monitoring the University’s
strategic initiatives. In particular, the Council promoted the
brand name of the University and helped to strengthen its
institutional advancement efforts.
The Senate
The Senate as the “supreme academic body” meets
regularly every two months, except in summer. This year
was no exception.
Of a wide range of academic matters deliberated by the
Senate, the following is worth particular mention.
To meet the challenges and opportunities brought by
the implementation of the 3-3-4 academic structure,
admissions and program-related requirements have been
reviewed and endorsed by the Senate, which include
a broad-based core curriculum, the General Entrance
Requirements, and the migration of the existing general
education requirement to the new University Common
Core structure.
To help promote and sustain interdisciplinary activities and
collaboration between the Division of Environment and
other academic departments of the University, the Senate
has revised the faculty appointment and academic review
arrangements for a Joint Appointment Policy.
During the year under review, the Senate has also approved
the establishment of a new division. The new Division of
Biomedical Engineering will serve as an interdisciplinary
academic unit to coordinate and promote, across schools
and departments, faculty collaboration in research and
educational activities of direct interest to biomedical
engineering.
根
據《香港科技大學條例》，科大的管治架構包括三個主
要機構，分別為顧問委員會（諮詢）、校董會（管治）及
教務委員會（教務）。大學籌備委員會的創會委員已就此三重
架構定位，各司其職，其委員名單詳見附錄。
顧問委員會、校董會及教務委員會
顧問委員會
遵照《大學規程》，顧問委員會須於每學年召開會議一次。
於報告期內，顧問委員會共召開兩次會議。其年度會議於
2010
年
12
月
13
日舉行，並首次與校董會會議分開舉行，而
會議地點亦改於中環商業區，以鼓勵委員參與。
顧問委員踴躍出席
2010-2011
的年度會議，並就以「同一科
大」為本的五年策略發展計劃積極發表意見，委員一致認同
科大應保持這種「同一科大」的精神及發展動力。
校董會
校董會是科大首個成立的「最高管治機構」，領導科大在學術
範疇以外的所有重要事務，肩負重任。校董會於年內共召開
三次會議，其轄下的常務委員會則舉行了五次會議。
科大新管理層履任後，校董會迅即檢視科大的策略方針，並
制訂科大
2011-2016
年的五年策略發展計劃。而具體的「主
要績效指標」亦納入於「年度營運計劃」中，進一步落實各項
措施的進度。校董會同時審視內地發展策略的制訂，以配合
科大的國際化發展。
「學術發展建議書」為大學教育資助委員會（教資會）資源分
配的基礎。大學學術發展建議書（
2012-2015
年）是科大五年
策略發展計劃（
2011-2016
年）的重要部分，校董會常務委員
會在特別會議上就建議書進行討論，會上大學管理層闡釋建
議書如何配合教資會的一般規定，並重點介紹新四年制本科
課程的特點，當中包括重新編制新的主修課程等。
年內，校董會樂見多名新委員加入，並向退任委員致以衷心
謝意。部分委員於退任後加入顧問委員會，以另一身份貢獻
科大。校董會的全體
27
名成員現已履任，其中包括新當選
的科大評議會主席。校董會委員積極參與校董會下設七個委
員會的工作，並繼續與科大管理層緊密合作。
校董會在推廣良好企業管治和監察科大策略的推行方面，發
揮著關鍵性作用。校董會並將致力協助科大進一步提升校
譽、強化大學拓展。
教務委員會
教務委員會是科大的「最高教務機構」，除暑假外，每兩個月
均會舉行會議，今年亦不例外，先後召開了五次會議。
年內，教務委員會就廣泛的學術事宜作出討論，以下各項尤
為重要：
為迎接推行「三三四」學制帶來的挑戰及機遇，教務委員會檢
討並通過「三三四」新學制下的入學要求及各項課程的相關規
定，包括：多元化的核心課程、學院統一收生的基本要求、
及將大學現時的通識課程轉移到各項核心教育課程的安排。
為了推動跨學科學習及加強環境學部與科大其他學術部門的
合作，教務委員會亦就教職員任命及學術評審安排作出檢
討，並訂定聯合聘任政策。
教務委員會同時通過成立一個新學部：生物醫學工程
學部。該學部將以跨學科形式運作，負責協調及推廣
生物醫學工程領域的活動，包括跨學院與跨學系研究和教
學等。
