FOREWORD - Hong Kong Baptist Universitypers.hkbu.edu.hk/ak/forms/StaffHandbook2011.pdf · CIE...

FOREWORD Welcome to Hong Kong Baptist University! To help you adapt and adjust to this new environment, which might be quite different from where you have come from, we have specifically prepared this set of information for your ready reference. Some of the information contained herein concerns regulations established by the Council, such as the Rules Governing the Acceptance of Advantages, and Declaration of Interests; while some others have been included for general interest and guidance. It should be noted that the regulations are binding upon staff in appropriate circumstances. The University will make and amend regulations from time to time for the administration of terms/conditions of service and benefits. These additions/amendments will be announced to staff through the Personnel Office Circulars, and updated on Personnel Office homepage (http://pers.hkbu.edu.hk/). For more information on the history, governance structure of the University, its academic programmes, academic regulations, policies and practices, staff lists, research activities, administrative organization and University facilities etc., please visit the Homepage of the University (http://www.hkbu.edu.hk). Reference may also be made to the following:

• HKBU Calendar/Bulletin • HKBU Committee Directory • HKBU Prospectus • HKBU Research Publications • Manual of Academic Regulations, Policies and Procedures

Should you need any further information or assistance, please feel free to contact colleagues in the Personnel Office. We are most happy to offer you the assistance needed. If you have any comments about the Staff Handbook, please contact Ms. Alice Chu at 3411 7512.

We wish you a lasting and rewarding relationship with the Hong Kong Baptist University. Director of Personnel September 2011

Organizational Structure

Associate Vice-Presidents

President and Vice-Chancellor

# Academy, departments, divisions and research institutes/centres under the faculties and schools as well as University-wide institutes/centre are listed overleaf.

August 2011

Academy of Visual Arts

Faculty of Arts#

School of Business#

School ofChinese Medicine#

School of Communication#

Faculty of Science#

Faculty ofSocial Sciences#

Graduate School

Centre for Holistic Teaching and Learning

Vice-President (Academic)

Academic Registry

Internal Audit Office

School of Continuing Education

Office of Student Affairs

Vice-President (Research and Development)

International Office

Library Communications and Public Relations Office

Office of Information Technology

David C Lam Institute for East-West Studies

University Advancement Office

University-wide Institutes/Centre#

Vice-President (Administration)and Secretary

Personnel Office

Estates Office

General Administration Office

Finance Office

Mainland Affairs

3-3-4 Academic Reform

Knowledge Transfer

Community Affairs

General Education Office

Knowledge Transfer Office

Alumni Affairs Office

Quality Assurance

Chaplain’s Office

Faculty of Arts Departments and Centre Department of Chinese Language and Literature Department of English Language and Literature Language Centre Department of Music Department of Religion and Philosophy Research Centres Centre for Applied Ethics Centre for Chinese Cultural Heritage Centre for Sino-Christian Studies Centre for Translation School of Business Departments Department of Accountancy and Law Department of Economics Department of Finance and Decision Sciences Department of Management Department of Marketing Research Institute/Centres Chinese Businesses Case Research Centre Centre for Corporate Governance and Financial Policy Institute for Enterprise Development Centre for Human Resources Strategy and Development Other Wing Lung Bank International Institute for Business

Development School of Chinese Medicine Divisions Teaching Division Division of Continuing and Professional Education Research and Development Division (including Institute for

the Advancement of Chinese Medicine Limited) Clinical Division Research Centre Shum Yiu Foon Shum Bik Chuen Memorial Centre for

Cancer and Inflammation Research

School of Communication Academy and departments Department of Communication Studies Academy of Film Department of Journalism Research Centre Centre for Media and Communication Research Other Institute for Journalism and Society Faculty of Science Departments Department of Biology Department of Chemistry Department of Computer Science Department of Mathematics Department of Physics Research Institutes/Centres Centre for Advanced Luminescence Materials Institute of Computational and Theoretical Studies Institute for Computational Mathematics Croucher Institute for Environmental Sciences Centre for e-Transformation Technology Research High Performance Cluster Computing Centre Hong Kong Organic Resource Centre Centre for Mathematical Imaging and Vision Centre for Nonlinear Studies Centre for Quantitative Systems Biology Statistics Research and Consultancy Centre Centre for Surface Analysis and Research Research Centre for Ubiquitous Computing Joint Institutes/Centre Beijing-Hong Kong-Singapore Joint Centre for Nonlinear

and Complex Systems HKBU-RCEES Joint Institute of Environmental Sciences Peking University-HKBU Joint Research Institute for

Applied Mathematics

Faculty of Social Sciences Departments Department of Education Studies Department of Geography Department of Government and International Studies Department of History Department of Physical Education Department of Social Work Department of Sociology Research Centres Centre for the Advancement of Social Sciences Research Centre for Child Development Centre for China Urban and Regional Studies Comparative Governance and Policy Research Centre Dr Stephen Hui Research Centre for Physical Recreation and

Wellness Centre for Geo-computation Studies Hong Kong Energy Studies Centre Modern History Research Centre Centre for Youth Research and Practice Others CIE Wellness Promotion Centre Resource Centre for Liberal Studies in Schools Centre for Olympic Studies University-wide Institutes/Centre Advanced Institute for Contemporary China Studies Institute of Creativity Mr Simon Suen and Mrs Mary Suen Sino-Humanitas

Institute Sino-Forest Applied Research Centre for Pearl River Delta

Environment

Governance Structure and Committee Organization

May 2011

Honorary University Fellowship Committee

Campus Development and Facilities Management Committee

Standing Committee

Honorary Degrees Committee

Personnel Committee

Audit Committee

Finance Committee

Strategic Development Fund Allocation Sub-Committee

Staff Affairs Committee

Sports Facilities Management Committee

Knowledge Transfer Committee

Internationalisation Advisory Committee

General Tender Board

Christian Ministry Committee

Board of Continuing Education

Advisory Committee on Graduate Employment

Information Technology Committee

Environmental Health and Safety Committee

Senior Executive Committee

Student Residence Management Board

Main Tender Board

Major Boards/Committees under the Administration

Council Court

Committee on the Use of Human and Animal Subjects in Teaching and Research

Academic Development Committee

Undergraduate Regulations Committee

Research Committee

Student Affairs Committee

Taught Postgraduate Regulations Committee

Quality Assurance Committee

Library Committee

Teaching and Learning Policy Committee

Teaching Development Grants Panel

Outcomes-Based Teaching and Learning Task Force

e-Learning Committee

Undergraduate Scholarship Committee

Research Postgraduate Studies Committee

Undergraduate Admissions Committee

General Education Committee

Sub-Committee on Self-financed Sub-degree Programmes

Senate

Faculty/School Boards

Programme Management Committees

Table of Contents Foreword Organizational Structure Governance Structure and Committee Organization University Anthem SECTION 1: PERSONNEL MATTERS I. Staff Identity Card………………………………………….…….. 2II. Immigration Requirements for Staff from outside Hong Kong….. 3III. Staff Records……………………………………………….…….. 6IV. Insurance Coverage………………………………………………. 8 SECTION 2: REGULATIONS AND GUIDELINES I. Guidelines on Leave Taking………………………………………. 13II. Arrangements on the Approach of Typhoon/Rainstorms………..... 17III. Confidentiality and Personal Data Privacy………………………... 20IV. Acceptance of Advantages–Prevention of Bribery…………...…... 21V. Declaration of Interest by Staff Members………………...………. 26VI. Duties and Office Hours………………………………...……........ 29VII. Regulations Governing Outside Practice………………………......

A. Consultancy and Investigational Work…………………...…...B. Outside Practice not classified as Consultancy and

Investigational Work…………………….…...……………......C. Engagement in Public Office…………………………………..D. Clinical Outside Practice for Staff of School of Chinese

Medicine……………………………………………………….

3030

3538

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VIII. Procedures in Handling Staff Grievances……...…………………. 45IX. Policy Statement on Equal Opportunities…………………………. 54X. Policy Statement on Discrimination/Harassment…………………. 56XI. Policy Statement on Health, Safety and Environment…...……...... 65XII. Administrative Guidelines for the Protection of Intellectual Property

Rights……………………………………………...……………….

67XIII. Guidelines on Acceptance of Donations………………...……....... 79

SECTION 3: APPOINTMENT & RELATED MATTERS I. Review of Appointment…………………………………………...

A. Academic/Teaching Staff……………………………………..B. Non-teaching Staff……………………………..…………….

838388

II. Promotion………………………………….………………………A. Academic/Teaching Staff……………………………………..B. Non-teaching Staff……………………………….…………...

9494

101 III. Performance-based Reward System……………………..………... 107

SECTION 4: STAFF SUPPORT, TRAINING & DEVELOPMENT I. Counselling Service……..……………............................................ 109 II. Staff Interest Groups………………………………………………. 110 III. Staff Orientation/Induction/Training Programmes………………... 113 IV. Policy Guidelines on Staff Development Grant in Support of

Short-term Development Programmes…………………....……….

114 V. Policy Guidelines on Staff Development Grant in Support of

Long-term/Intermittent-term Development Programmes………….

119 VI. Sabbatical Leave Programme…………………………………....... 125 VII. Academic Staff Fellowship Programme………………………....... 130 VIII. Staff Development Award for Non-teaching Staff………….……. 130 SECTION 5: FACILITIES & OTHER INFORMATION I. Joint Sports Centre……………...…………….………………....... 132 II. Wai Hang Sports Centre and Dr. Stephen Hui Sports Hall….......... 135 III. Health Services Centre………...………………………….………. 137 IV. University Campuses and Campus Master Plan………….....…….. 138 V. Campus Maps……………………………………………...……… 146

SECTION 1

PERSONNEL MATTERS

Personnel Matters - Staff Identity Card

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I. STAFF IDENTITY CARD 1. Issuance

The University provides staff identity cards for full-time staff members with 3 months and above contracts and will also provide the same for part-time staff members with 3 months and above contract periods upon request. For issuance of staff cards, staff members can either provide the Personnel Office with a recent photograph (front-view, hatless with 1 x 1 dimension) or make arrangement to take the photograph at the Personnel Office.

Staff dependants (including spouse and dependent children) eligible for fringe benefits will be issued an Affiliate Card.

2. Purposes

The Staff Identity/Affiliate Card serves as a personal identification; a pass for entering the University premises; and a certification for using University facilities. The Staff Identity/Affiliate Card also serves as a certification of their eligibility for medical and dental benefits under the Integrated Medical Scheme when visiting the on-campus western medicine clinic/appointed dental group and appointed Chinese medicine clinics. Staff Identity Card/Affiliate Card is not transferrable to any other person for use.

3. Loss & Return

Staff should report loss of Staff Identity/Affiliate card(s) to the Personnel Office at the earliest possible time. Staff are required to return their staff card and/or affiliate card(s) issued under their names as they leave the service of the University. Affiliates should also return their cards on cessation of their affiliate status with the University. An administrative fee will be charged for replacement of each Staff Identity/Affiliate card and for inability to return cards on cessation of employment/affiliate status.

Personnel Matters - Immigration Requirements for Staff from outside Hong Kong

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II. IMMIGRATION REQUIREMENTS FOR STAFF FROM OUTSIDE HONG KONG

1. Enquiries

Information provided in this section is for general reference only. Staff members coming from overseas are advised to note that immigration requirements are subject to change. For enquiries, please contact the Immigration Department at 7 Gloucester Road, Immigration Tower, Wanchai, Hong Kong (Telephone number 2824-6111), or visit the Immigration Department Webpage (http://www.info.gov.hk/immd).

2. Employment Visa

a. Under the Hong Kong Immigration Ordinance, an appointee coming from outside Hong Kong who does not have the right of abode in the Hong Kong Special Administrative Region (HKSAR) shall have to apply for an employment visa to work in Hong Kong.

b. Applications for employment visas should be submitted to the

nearest Chinese embassy/consulate-general in their place of residence or directly to the Hong Kong Immigration Department at least ten weeks prior to the intended date of travel (and preferably earlier). Upon request from the Immigration Department, the University will issue a Certificate of Employment to sponsor the application. Employment visas will need to be renewed upon expiry.

3. Extension of Stay

a. On first arrival in Hong Kong, appointees from outside Hong Kong will normally be granted a stay of twelve months in the first instance. About one month prior to the expiry of the permitted period of stay, they will need to apply for further extension which may then be granted varying from six months to one year at the discretion of the Immigration Department. Eligible members of their family will also need to renew their visa for extended period of stay at the appropriate time.

b. Staff members will need a supporting letter from the University as

employer, to the effect that they are still in employment with the


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University. Staff members who wish to apply for such supporting letters are welcome to contact the Personnel Office (extn: 8015) two weeks in advance to allow time for processing. It is important for staff members to present their renewed visa in person to the Personnel Office for verification and record purposes.

4. Re-Entry Visa

a. Non-permanent residents of the Hong Kong Special Administrative Region, irrespective of their nationality and type of travel document held, do not require a re-entry visa to enter Hong Kong provided that they return within their valid limit of stay and that the circumstances upon which they have acquired their residential status remain unchanged. Non-permanent residents, if returning after a long absence of, say, 12 months or more, may be required to approach the Immigration Department Headquarters to have their residential status verified.

b. As for those who require re-entry visa to resume residence in the

HKSAR, please call the Hong Kong Immigration Department at 2824-6111 for details and updated information.

5. Hong Kong Identity Card

a. Appointees from outside Hong Kong who enter and are permitted to stay in Hong Kong for more than 180 days are required by law to register for the issuance of a Hong Kong Identity Card within 30 days of their arrival. The University is also required by law to keep records of identification of all its staff. It is necessary for staff members to present their Hong Kong Identity Cards in person to the Personnel Office for verification and record purposes within one month of their employment.

b. Applications for the Hong Kong Identity Card must be made in

person at the Registration of Persons Branch Offices of the Hong Kong Immigration Department. The branch nearest to the campus is at Cheung Sha Wan Government Offices, 3rd Floor, 303 Cheung Sha Wan Road, Kowloon (Telephone No.: 2150-7933). Applicants should bring along with them all necessary personal identification documents including a valid passport (or other


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identification documents) and birth certificates for dependent children. Children under the age of 11 need not apply.

c. All people staying in Hong Kong are required by law to carry

either their Hong Kong Identity Card or Passport whenever they leave home. Other identification documents will not be accepted as alternatives. Failure to produce such documents on the spot when checked by the appropriate authority may lead to arrest and, on conviction, a fine may be imposed.

Personnel Matters -Staff Records

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III. STAFF RECORDS The University shall collect, maintain, use and dispose of personal data of staff in accordance with the requirements of the Personal Data (Privacy) Ordinance.

1. Collection and Use of Data

Upon assumption of duty and throughout the employment of a staff member with the University, his/her personal data shall be collected and used for various personnel management purposes, which include, but not limited to, the provision of benefits, remuneration and payroll, preparing tax returns, facilitating performance appraisals, review of appointment, promotion, organising training and development activities, etc. Data of their dependent family members may also be collected and only on a need basis.

2. Maintenance of Data

a. The data collected are kept mainly at the Personnel Office and the

staff’s affiliated department/office, and may be transferred to the insurer, medical/dental practices, fund administrators/managers of our Superannuation Fund or Mandatory Provident Fund appointed by the University, for the above-mentioned purposes.

b. To ensure accuracy of the personal data held, staff will be asked

to verify the data collected and recorded through the University Information System (UIS) on initial appointment. It is important for staff to verify their personal data carefully, update the Personnel Office as soon as possible for any subsequent changes and provide appropriate documentary proof whenever necessary. For updating addresses, telephone numbers, and contact in case of emergency, a DIY function is available on UIS. For other updating, which requires supporting documents, please complete a Change/Update of Personal Data (PERS/APT/F105) or Change/Update of Family Data (PERS/APT/F114) Form which are available at the Personnel Office and downloadable from the Personnel Office Homepage (http://www.hkbu.edu.hk/~pers), and return the completed form together with supporting documents.

Personnel Matters – Staff Records

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c. All staff whose appointment is for 1 year & above shall be provided with a Certificate of Service providing information on their employment history with the University, such as position(s) held and duration, as well as the reason for leaving, when they leave the service of the University. Staff who do not fall under the above category may also apply to the Personnel Office (extn: 7856) for the Certificate of Service. Certificate of Service issued to the staff on departure will be free of charge. A fee will be charged for further requests after departure.

d. Certain personal data of the employees will be retained after they

have ceased to be employed. Such data are required for residual employment-related activities including, but not limited to, the provision of job reference (for factual data only), processing applications for re-appoinment, matters relating to retirement benefits, and fulfilling contractual or statutory obligations. Other personal data of the ex-employees will be disposed of as soon as possible, and in no circumstances exceeding 7 years after the employees left University services.

3. Access to and Correction of Personal Data

Staff members may request for access to and correction of their own personal data held by the University by completing a form, Application for Access to Personal Data (PERS/PDPO/F1). Staff members may approach the Personnel Office, which is the primary holder of staff members’ personal data, for access or correction of their own data. An administrative fee /and photo-copying fee will be charged for access of these data.

For details about the University’s “Privacy Policy Statement”, please visit the University Homepage. “Personal Information Collection Statement (PICS) for employment”, and “Guidelines for Handling Staff Personal Data” can be found in the Personnel Office Homepage.

Personnel Matters – Insurance Coverage

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IV. INSURANCE COVERAGE 1. Employee’s Compensation

a. The University has insured all its employees against personal

bodily Injuries or death by accident occurred or diseases contracted while they are at work as required under the Employees’ Compensation Ordinance (Cap. 282). Compensation to staff in case of accident will be determined in accordance with the Employees’ Compensation Ordinance. The maximum compensation amount under the Employees’ Compensation Ordinance depends on the age of the injured employee at the time of the accident. The current limits are:

Death : Maximum 84 months’ salary (monthly

salary capped at HK$21,000) Total Permanent Disablement

: Maximum 96 months’ salary (monthly salary capped at HK$21,000)

b. Claim Notification

In the event that personal injury by accident occurs during working hours, staff must inform the Personnel Office as soon as practicable. The Personnel Office will, as required under the Ordinance, file a notification to the Labour Department. The Personnel Office will also send a copy of the notification to the Finance Office for insurance claim.

2. Personal Accident Insurance for Staff Receiving Gratuity

a. While staff who are "Full" members of the University

Superannuation Scheme will have insurance coverage for death and total permanent disability, staff receiving gratuity are provided with a Group Death/Total Permanent Disability Insurance with coverage equivalent to 12 months of staff’s basic salary in the unfortunate event of death/total permanent disability irrespective of cause.


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b. Claim Notification

Staff should inform the Finance Office as soon as practicable upon occurrence of accident and provide all documentary evidence relating to the damage within 30 days after the accident.

3. Travel Insurance Coverage (for Staff and Students)

a. The University shall provide travel insurance coverage for staff members going overseas for business and students going overseas while participating in activities organised by the University. For the purpose of making claims, Heads of Departments/Offices should keep the following data for each trip:

i. Names of staff members/students

ii. Start date and end date of the business trip/student activity

iii. Itinerary (e.g. HK – London – HK) iv. Purpose of the trip (e.g. conference)

b. Terms and Conditions

In case of emergency, the staff member may make a collect call to the hotline and quote the policy number for assistance: Policy Number* : TTT0000297ZC 24-hour emergency hotline : (852) 2886-3977 Age limit : 17 – below 81 Aggregate limit per accident : HK$50 million (*Note: The above Policy Number is valid up to 30 June 2012, the most up-to-date number can be obtained by viewing the request form at http://www.hkbu.edu.hk/~fohome/internal/dl1.htm.)


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c. Coverage *

Insured Benefits

Maximum Amount of Benefits

1 Worldwide Emergency Assistance Service - Medical Evacuation & Repatriation - Compassionate Visit &Child Escort - Convalescence Assistance - Others

Actual Cost HK$15,000 each HK$7,800 As per policy

2 Personal Accident Plan 1 – Staff Plan 2 – Student

HK$500,000 HK$500,000

3 Major Burn – Second or Third Degree (additional benefit of Personal Accident)

HK$100,000

4 Medical Expenses inclusive of follow-up treatment in Hong Kong only - Sub-limit Non-Western medicine

physician (including registered Chinese medical practitioners)

- Sub-limit for Chinese Bonesetters &/or Acupuncturist &/or Chiropractor

HK$250,000 HK$150 / visit / day HK$2,000 in aggregate for Policy Year HK$2,000 per accident HK$4,000 in aggregate for Policy Year

5 Trip Cancellation & Curtailment HK$25,000 / Trip 6 Flight Delay and Re-route

Cash allowance for every 5-hour delay

HK$1,000 HK$300

7 Baggage and Personal Effects - Sub-limit any one article / pair / set - Sub-limit any one Lap-Top Computer - Sub-limit any one sports equipment

HK$10,000 HK$3,000 HK$10,000 HK$5,000

8 Personal Money HK$3,000 9 Travel Document HK$2,000 10 Baggage Delay – On Emergency

Purchases for delay over 6 hours

HK$1,000

11 Personal Liability HK$1,000,000


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*Staff are strongly advised to read the "Fact Sheet for Group Travel Insurance" carefully, which is available at http://www.hkbu.edu.hk/~fohome/internal/dl1.htm, and to take note, in particular, of the scope of coverage, exclusion and the most up-to-date policy number for obtaining emergency assistance from the insurance company.

d. Insurance cost of business trips will be funded from central

insurance budget.

4. For staff staying behind after the business trip or on non-business trips (e.g. staff development programme and leave trips) who wish to enjoy the same cover, they could fill in the request form obtainable at http://www.hkbu.edu.hk/~fohome/internal/dl1.htm and submit it together with a crossed cheque payable to "Hong Kong Baptist University" in accordance with the premium rate as set out in the form. Enquiries on travel insurance may be directed to the Finance Office at 3411-7683.

5. Staff are advised that the University is not responsible for the loss of

or damage to their personal property and so will not provide insurance coverage for them.

Enquiries: Finance Office 3411-7683 Updated by Finance Office July 2011

SECTION 2

REGULATIONS AND

GUIDELINES

Regulations and Guidelines – Guidelines on Leave Taking

13

I. GUIDELINES ON LEAVE TAKING Leave must be applied for and approved by the appropriate authorities before it is taken. Staff are reminded that they are not covered by any medical benefits while travelling abroad on personal leave. Staff should therefore make their own arrangements for medical insurance coverage while travelling abroad. For detailed regulations governing the grant of each type of leave, please refer to the Personnel Office Homepage (http://pers.hkbu.edu.hk). The following guidelines are presented for general reference only. 1. Annual Leave

a. The provision of annual leave to each staff member should be made in accordance with the relevant clause on “Leave” as specified in the Letter of Appointment/Terms of Service.

b. Staff are encouraged to take leave on an annual basis to get rest

from work, and to avoid excessive accumulation of leave. c. All applications for leave should be endorsed by the Head of

Department/ immediate supervisor and approved by Faculty/ School Dean/ Head of Office concerned. In all cases, due consideration should be given to the staffing requirements of the Department/Office.

d. Application for annual leave should be made well in advance,

with a reasonable length of notice period as advised by the Head of Department/immediate supervisor. An administrative/support staff should take his/her annual leave during the period of lower administrative activities. In the case of teaching staff, annual leave shall cover the period of lower teaching activities in the summer months. Applications for annual leave whilst classes are in session will not be approved unless there are strong compassionate grounds for doing so, subject to the approval of the Faculty/School Dean.

e. In view of the special needs of each Faculty/School/Department/

Office, staff may be required to take their annual leave during


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some designated leave periods as assigned by the Faculty/School/Department/Office. However, the Faculty/School/ Department/Office concerned should inform the staff well in advance, normally not less than one month prior to the leave arrangement.

f. Staff who wish to go abroad during leave are advised to inform

the Head of Department/Office before departure from Hong Kong, and provide a means for emergency contact.

g. For staff on fixed-term employment, earned annual leave should

be taken within the contract period. There will not be any payment in lieu of leave not yet taken upon completion of contract.

2. Sick Leave

a. Sick leave shall be granted if a staff member is, for whatever reason, sufficiently incapacitated either mentally or physically to prevent him/her from carrying out his/her duties in accordance with the regulations as stipulated by the University and subject to the provisions as specified in his/her Letter of Appointment/Terms of Service.

b. Sick leave in excess of two days shall not be granted without a

medical certificate signed by a medical practitioner registered in Hong Kong [(http://www.mchk.org.hk/doctor/index.htm - list of "registered medical practitioners in HK") and (http://www.cmchk.org.hk/cmp/chi/idx_rdoctor.htm - list of "registered Chinese Medicine practitioners")]. Notwithstanding this, the supervisor may request for the production of a medical certificate for sick leave of two days or less, if deemed necessary. The medical certificate should specify the reason and the recommended period of sick leave. At the end of any period of sick leave, an extension shall be considered only if a further medical certificate is furnished.

c. The University Administration reserves the right to further

consult the medical practitioner or seek alternative medical advice before granting approval, especially in cases involving repeated/extended periods of sick leave.


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d. Sick leave without pay may be granted when the staff member has exhausted his/her entitlement to paid sick leave. Unless otherwise specified, terms and conditions of service during a period of unpaid sick leave will be the same as those for a period of no pay leave.

e. Sick leave while absent from Hong Kong shall be provided in

accordance with paragraph 2b above, or under special circumstances, at the discretion of the President & Vice-Chancellor or the Vice-President on his behalf.

f. In the case of illness lasting or likely to last for a prolonged

period, the Council may seek advice on the matter of sick leave from a medical board of three medical practitioners. The appointee may, if he/she so wishes, nominate one member of the medical board. On receiving such advice, the Council may at its discretion extend the period of sick leave and determine the terms of the sick leave. The University may terminate the appointment of a staff member if the medical board considers that he/she is incapacitated, either mentally or physically, such that he is prevented by the incapacity in question from carrying out his/her duties.

3. Maternity Leave

a. A female staff member shall be entitled to maternity leave without pay if she has completed 4 weeks of service; and be granted 10 weeks' maternity leave on full pay if she has completed 40 weeks of service before the commencement of her maternity leave and in accordance with stipulations of the Employment Ordinance. A staff member who is not eligible for full-pay maternity leave shall take any annual leave due to her and thereafter be granted maternity leave without pay to cover a total absence from work of ten weeks. Terms and conditions of service during a period of unpaid maternity leave will be the same as those for a period of no pay leave.

b. In making an application for maternity leave, a female staff

member shall present a certificate signed by a registered medical practitioner specifying the expected date of confinement and the period of leave recommended.


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c. With the agreement of the Dean or Head of Department/Office, maternity leave may commence within a period of not less than 2 weeks before or not more than 4 weeks before the expected date of confinement. If the staff member does not exercise her option of, or fails to secure the agreement of her Dean or Head of Department/Office to the commencement date of leave, maternity leave shall commence 4 weeks immediately before the expected date of confinement.

4. Other Leave

For other types of leave provided for different purposes and for different categories of staff, please refer to the Personnel Office Homepage (http://pers.hkbu.edu.hk) for details.

(Note: Should there be difference between the detailed regulations promulgated on the Personnel Office Homepage and the above information, you are advised to adhere to the more regularly updated version of the regulations on the Personnel Office Homepage.)

Regulations and Guidelines – Arrangements on the Approach of Typhoon/Rainstorms

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II. ARRANGEMENTS ON THE APPROACH OF TYPHOON/RAINSTORMS

1. Arrangements for University Offices on the Approach of

Typhoons/Rainstorms

a. Staff members are advised to familiarize themselves with the arrangements of the University on the approach of typhoon/rainstorms and to take note that any announcement made by the Education Department does not apply to the University.

b. In view of the varied job nature of individual offices and the need

for certain staff members to be on shift duties or stand-by for emergency calls, wherever necessary, staff should follow the specific guidelines laid down by their supervisors under these emergency situations.

c. The General Administration Office will advise the Office of

Information Technology (ITO) on the approach or actual hoisting of the Typhoon Signal No. 8 or the issuing of the Red/Black Rainstorm Warning Signal if it takes place during office hours. The ITO will then disseminate the message to all Departments/Offices through the University Homepage. Arrangements for special events/functions may be announced through the public media via the Government Information Service.

Typhoon

a. University offices will be closed when Typhoon Signal No. 8 or

above is hoisted. If this takes place during normal working hours, all offices will be closed immediately.

b. When Typhoon Signal No. 8 is lowered, staff are expected to

return to work as soon as practicable if, depending on the weather conditions and the availability of public transport, they can reasonably arrive at the University at least 3 hours before the end of the normal working day. For staff who have to attend shift/evening duties, the supervisor concerned should specify clearly the normal shift hours.


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Rainstorm

a. Rainstorm “Amber”/ “Red” Warning Signal If a Rainstorm “Amber”/ “Red” Warning Signal is in force before office hours, staff are expected to come to work provided that it is permissible under the prevailing traffic and weather conditions. If a Rainstorm “Amber”/ “Red” Warning Signal is issued in the middle of the day, staff are advised to stay indoors and offices will remain open.

b. Rainstorm “Black” Warning Signal

If a Rainstorm “Black” Warning Signal is in force, it means that roads are seriously flooded and the weather conditions are unfavourable. The advice is for everyone to stay indoors and take shelter. In this case:

i. Staff are not expected to come to work if a Rainstorm

“Black” Warning Signal is in force before office hours. When the Rainstorm “Black” Warning Signal is removed, staff are expected to return to work as soon as practicable if, depending on the weather conditions and the availability of public transport, they can reasonably arrive at the University at least 3 hours before the end of the normal working day. For staff who have to attend shift/evening duties, the supervisor concerned should specify clearly the normal shift hours.

ii. If a Rainstorm “Black” Warning Signal is issued in the middle of the day, staff are advised to stay indoors and take shelter on the approach of the rainstorm. All offices will continue to operate and staff are advised to stay at work until at least closing time when it will be at the staff’s individual discretion to decide if they wish to leave. Staff who need to attend to personal emergency situations arising from the inclement conditions may exceptionally be released. They should, however, be cautioned that they do so at their own risk and that they should exercise great care when travelling outdoors under such unfavourable weather conditions. The University Campus will remain open during such emergency


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situations to provide for safe shelter until the rain has eased or stopped and the danger of flooding has passed.

2. Arrangement of Classes & Examinations During Typhoon or

Rainstorm Warning Signal

For the arrangement of classes and examinations during typhoon or rainstorm warning signal, please visit the webpage of the Academic Registry (http://www.hkbu.edu.hk/~ar).

Regulations and Guidelines – Confidentiality and Personal Data Privacy

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III. CONFIDENTIALITY AND PERSONAL DATA PRIVACY 1. Many appointees, by virtue of their duties, have access to various

kinds of confidential information about the University, its staff, and its students. These appointees are reminded that they are in trust not to divulge confidential information to any person not specifically authorized to receive it, nor to use such information for personal benefit.

2. The University is committed to complying with the requirements of

the Personal Data (Privacy) Ordinance and upholding the spirits of the data protection principles of the Ordinance. For guidelines on compliance, please refer to the Code of Practice for Compliance with the Data Protection Principles specified in the Personal Data (Privacy) Ordinance or visit the homepage of the Privacy Commissioner’s Office (http//www.pco.org.hk).

Regulations and Guidelines - Acceptance of Advantages-Prevention of Bribery

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IV. ACCEPTANCE OF ADVANTAGES – PREVENTION OF BRIBERY

1. The University is included into the Schedule to the Prevention of

Bribery Ordinance (Cap. 201, hereafter referred to as PBO) as a "public body". All staff members of the University, whether temporary or permanent, are therefore "public servants" under this Ordinance. As a public servant, any staff member must be wary of any "advantage" which is offered to him/her and which could in any way be connected with the performance of his/her duties as a University staff. It is the University’s policy to prohibit its staff to solicit or accept any advantages from any persons having official dealings with the University (e.g. publishers, suppliers, contractors etc.), unless permission has been given. Acceptance of advantage, except in the circumstances and of the nature described in paragraphs 6 and 7 below, is an offence under the PBO in accordance with its Section 4(2).

2. Under Section 4(2) of the PBO, a criminal offence is committed by "any

public servant who, whether in Hong Kong or elsewhere, without lawful authority or reasonable excuse, solicits or accepts any advantage as an inducement to or reward for or otherwise on account of his/her:

a. performing or abstaining from performing, or having performed or

abstained from performing, any act in his/ her capacity as a public servant; b. expediting, delaying, hindering or preventing, or having

expedited, delayed, hindered or prevented, the performance of an act, whether by himself/herself or by any other public servant in his/her or that other public servant's capacity as a public servant; or

c. assisting, favouring, hindering or delaying, or having assisted,

favoured, hindered or delayed, any person in the transaction of any business with "public body".

3. For the purpose of PBO, the term "advantage" is defined, in its Section

2(1), as including: a. any gift, loan, fee, reward or commission consisting of money or

of any valuable security or of other property or interest in property of any description;


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b. any office, employment or contract; c. any payment, release, discharge or liquidation of any loan,

obligation or other liability, whether in whole or in part; d. any other service, or favour (other than entertainment), including

protection from any penalty of disability incurred or apprehended or from any action or proceedings of a disciplinary, civil or criminal nature, whether or not already instituted;

e. the exercise or forbearance from the exercise of any right or any

power or duty; and f. any offer, undertaking or promise, whether conditional or

unconditional, of any advantage within the meaning of any of the preceding paragraphs (a), (b), (c), (d) and (e).

4. In accordance with Section 2(2) of the PBO,

a. a person solicits an advantage if he/she, or any other person acting on his/her behalf, directly or indirectly demands, invites, asks for or indicates willingness to receive, any advantage, whether for himself/herself or for any other persons; and

b. a person accepts an advantage if he/she, or any other person

acting on his/her behalf, directly or indirectly takes, receives or obtains, or agrees to take, receive or obtain any advantage, whether for himself/herself or for any other person.

5. There are, however, two sub-sections to Section 4 of the PBO [viz.

sub-sections 4(3) and 4(4)] in accordance with which a public body may, if it deems fit to do so, grant permission to its staff to accept certain designated types of advantages in certain circumstances. These sub-sections 4(3) and 4(4) read as follows:

“4(3) If a public servant other than a prescribed officer solicits or

accepts an advantage with the permission of the public body of which he/she is an employee, being permission which complies with sub-section (4), neither he/she nor the person who offered the advantage shall be guilty of an offence under this Section (i.e. Section 4 of PBO).


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4(4) For the purposes of sub-section (3) permission shall be in writing and:

a. be given before the advantage is offered, solicited or

accepted; or b. in any case where an advantage has been offered or accepted

without prior permission, be applied for and given as soon as reasonably possible after such offer or acceptance,

and for such permission to be effective for the purposes of sub-section (3), the public body shall before giving such permission, having regard to the circumstances in which it is sought.”

6. Under the provision of sub-sections 4(3) and 4(4) of the PBO, the

Council of the University has decided, having had regard to the nature of work in the University, to grant to all University staff lawful prior general permission to accept the advantages as defined below where such an advantage may be capable of being construed to be "a reward for or otherwise on account of performing or having performed any act in his/her capacity as a staff member of the University". Staff should decline the gifts if the acceptance of which could affect their objectivity in conducting the University’s business, or induce them to act against the interest of the University, or lead to complaints of bias or impropriety.

a. gifts (including honorarium) presented to the staff member in

his/her official capacity, such as in connection with a ceremonial occasion or a seminar which he/she attended on invitation, provided that the value of the gift does not exceed HK$1,000 on any single occasion;

b. copies of textbook and other publications, promotional items of

stationery, instruments of laboratory equipment for publicity purposes only, provided that the value of such items does not exceed HK$1,000 on any single occasion;

c. discounts on the purchase of books and/or stationery given by a

bookstore or a similar firm by virtue of the staff member being an employee of the University, provided that the discount does not exceed 30% on any single occasion;


24

d. gifts (including a gift of money) from staff colleagues or students in the University on the occasion of retirement or resignation, provided that the total aggregate value of such gifts does not exceed HK$2,000 for any one staff member on any one occasion, and provided that the subscription towards the cost of the gift is entirely voluntary and that in the case of a gift from staff colleagues, individual subscription does not exceed 1% of the donor's monthly salary; and

e. reward for any outside practice which follows the regulations

governing such practices stipulated in the Terms/Conditions of Service for Staff, and which has been approved by the University.

7. A staff member does not require the approval of the Council to accept

an advantage, such as a birthday or wedding gift, which is not given as reward for or otherwise on account of performing or having performed any act in his/her capacity as a staff member employed by the University.

8. If a staff member wishes to accept either an advantage belonging to

one of the categories listed in paragraph 6(a) to (d) above but outside the limit(s) stipulated therein, or any advantage other than those in paragraph 6(a) to (e) above, and which may be capable of being construed as a reward for or otherwise on account of performing or having performed any act in his/her capacity as a staff member of the University, the staff member must, before or as soon as is reasonably possible after the acceptance, seek the written special permission of the President & Vice-Chancellor [or the Vice- President (Administration) & Secretary]* to do so. The President & Vice-Chancellor or the Vice-President may:

a. permit the staff member to accept the advantage either

unconditionally or subject to such conditions as specified; or b. require the staff member to return the advantage to the donor; or c. require the advantage to be disposed of in such other manner as

the President & Vice-Chancellor/Vice-President may direct, such as requiring the advantage to be handed over to a charitable organization approved by the President & Vice-Chancellor/Vice-


25

President, turning over books or equipment items to the library or teaching departments of the University respectively, or turning over the gift for display to the University community at appropriate venues on campus.

*The Vice-President (Administration) and Secretary should seek the written permission of the President, while the President should seek the written permission of the Council Chairman, if they wish to accept an advantage in the same context as paragraph 8.

9. The staff members may having complied with paragraph 8, retain the

advantage received subject to and until a decision has been notified to him/her. The decision of the President & Vice-Chancellor (or the Vice-President (Administration) and Secretary) under paragraph 8 must be conveyed in writing to the staff member as soon as practicable after the application for permission has been received.

10. Entertainment is not regarded as an advantage as defined in Section

2 of PBO. However, staff members are reminded not to accept any entertainment which is likely, for example by the reason of its excessively lavish or unreasonably frequent nature, to lead to embarrassment in the discharge of their functions. Acceptance of such entertainment may be construed as a serious act of misconduct which may render the staff member liable to disciplinary action already stipulated in the Terms of Service for staff. Entertainment in this context means "the provision of food or drink, for consumption on the occasion when it is provided, and of any other entertainment normally connected with such provision".

11. Staff members are also warned that if they were to solicit or accept

any advantage with a corrupt motive (including those advantages listed in paragraph 6 above), they may be guilty of offences against other sections of the Prevention of Bribery Ordinance. Whenever in doubt, staff members are advised to consult that Ordinance, a copy of which may be found in the University Library.

Regulations and Guidelines - Declaration of Interest by Staff Members

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V. DECLARATION OF INTEREST BY STAFF MEMBERS 1. Since the University is a public body, it is necessary to ensure that the

University is seen to be fair, honest and impartial in its dealings with members of the public. All staff members are required to carry out their duties impartially and with due diligence. They must not misuse or abuse their official position for personal gain or for favouring others when carrying out their duties. Examples of misuse include a staff member responsible for the selection of suppliers giving undue favour or leaking tender information to his relative’s company with a view to awarding the contract to the latter. Steps must be taken at the same time to guard the University against any undue criticism with regard to favouritism, nepotism, jobbery and the like.

2. For such purposes, the Council has adopted the Rules in paragraphs 3

to 7 below, for all staff members of the University to observe. 3. Staff members are reminded that they should make a conscious effort

to avoid or declare, as appropriate, any conflict of interest which may arise or has arisen. Such a conflict will arise between a staff member's official duties and his/her private interests if his/her loyalties are divided between the University on the one hand and himself/herself, his/her family and other groups or individuals with whom he/she has social or personal ties on the other hand. A conflict of interest situation arises when the “private interest” of the staff compete or conflict with the interests of the University. “Private interests” means both the financial and personal interest of the staff or those of their connections including (i) family and other relations; (ii) personal friends; (iii) the clubs and societies to which they belong; and (iv) any person to whom they owe a favour or are obligated in any way. While the University has no intention to lessen the many legitimate loyalties that will be felt by a staff member to his/her family and friends etc., it is also essential to ensure that staff members are honest and impartial in their dealings with members of the public.

3. A staff member is therefore requested to refrain from providing

assistance or information to a relative, friend, etc. who is having dealings with the University if such assistance or information would give the recipient an unfair and/or exclusive advantage over other people. All legitimate requests for assistance or information from such persons should be referred to the proper officer to be dealt with


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in the normal way, and when the staff member approached is himself/herself the proper officer, then the legitimate assistance or information sought may be given and a note should be made on the relevant file that this has been done and of the relationship between the officer and the person involved.

5. Staff members are required to declare any matter in which a conflict of

interest would likely occur as a result of their private investments/interests. For example, such a conflict of interest may arise if the staff member (or his/her family) owns or has proprietary interests in a supplier of service or material to the University. In such a case, the staff member must file a declaration with the President & Vice-Chancellor disclosing:

a. the nature of the proprietary interests or investment activities; b. the extent of influence he/she expects, directly or indirectly

(through his/her family), to be able to exert over the conduct of the enterprise concerned; and

c. where the likelihood of a conflict of interest may arise.

The information so received will enable the University to take appropriate measures to avoid possible embarrassment or conflict.

6. Minority interests such as those in publicly quoted limited companies

and/or where the staff normally has only minimal influence, directly or indirectly (through his/her family) over the conduct of the day-to-day management or business of the enterprise, may however be excluded from the declarations under paragraph 5.

7. Staff members involved in any part of an exercise of processing

applications for employment at the University or the internal promotion of staff, such as short-listing, interviewing, or final selection, should declare an interest if they have any personal relationship with any individual candidate which may influence their impartiality in the exercise. Such a declaration of interest should be filed with the Director of Personnel and should normally lead to the exclusion of the staff member concerned from participating in the exercise. Occasions may arise, however, when such exclusion may not be practicable and in such a case the Director of Personnel should, in


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consultation with the President & Vice-Chancellor, decide the best course of action having regard to the circumstances in which the exercise is being conducted. A similar procedure also applies to:

a. the exercise of processing applications for admission into the

courses of the University; and b. internal examination of students.

In both of these cases, any declaration of interest should be filed with the Academic Registrar.

8. Failure to make a declaration under paragraphs 5 to 7 will be construed

as a serious act of misconduct which may render the staff member liable to disciplinary action already stipulated in the Terms/Conditions of Service for staff.

Regulations and Guidelines - Duties and Office Hours

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VI. DUTIES AND OFFICE HOURS

1. Staff members are expected to devote their full attention to the service of the University and discharge their duties diligently and faithfully.

2. Unless otherwise scheduled, the normal opening hours of University's

offices are as follows:

Monday - Friday 9:00 a.m. - 1:00 p.m. 2:00 p.m. - 5:00 p.m.

Saturday 9:00 a.m. - 12:00 noon

4. Subject to operational needs and staffing requirements, Deans/Heads of Departments/Offices may specify opening hours of the respective office.

5. For the purposes of promoting work-life balance and enabling

colleagues to better meet their personal and family needs, the University has implemented “Flexible Work Pattern (FWP)” arrangements for non-teaching staff with effect from 1 September 2007. The implementation of FWP arrangements is dependent on the following three principles:

a. As an educational institution, the University must first and

foremost ensure the smooth operation of all its functional units in support of teaching and learning activities which may be offered throughout the week;

b. “Essential services”, including student services, library, security,

IT, clinical, cleaning, etc. must continue to be provided on Saturdays and/or Sundays according to service needs and requirements of the University; and

c. The “contractual working hours” of non-teaching staff as agreed

under service contracts with individual staff will remain unchanged.

In general, staff of the University are required to work not less than 39 hours a week (excluding lunch break); while artisans and workmen are required to work not less than 45 hours a week (excluding lunch break).

Regulations and Guidelines – Regulations Governing Outside Practice

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VII. REGULATIONS GOVERNING OUTSIDE PRACTICE Staff members are advised that they should apply for proper approval before undertaking any kind of outside practice. Regulations laid down by the University in this respect are set out in the ensuing paragraphs. A. Regulations Governing Consultancy and Investigational Work

The University shall consider and approve consultancy and investigational work of good intellectual quality which will contribute to the effectiveness of teaching and research performance of staff at the University and is beneficial to the profession and the society at large. Staff members who wish to undertake consultancy and investigational work should acquaint themselves with regulations set out in this document and to follow the required procedures for seeking the necessary approval for undertaking the consultancy and investigational work.

1. Types of Consultancy & Investigational Work

a. Given the varied nature of consultancy & investigational work, it would be difficult to draw up an exhaustive list of different types of consultancy & investigational work. In general, work projects should be classified as “Consultancy & Investigational Work” if :

i. there is a client involved; ii. the work will involve use of University facilities and/or

equipment; iii. the work will involve money going through the University;

and iv. the work will involve a professional fee to the Investigator

(staff/department/centre) apart from expenditure and disbursements.

b. Projects/courses run by departments/offices/established centres

meeting the above characteristics shall be classified as consultancy & investigational work and shall be subject to regulations set out hereunder. In case of doubt, staff members or


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departments should seek the necessary confirmation from the Vice-President (Research and Development) as to whether the work project concerned should be classified as consultancy & investigational work or otherwise.

2. Application Procedures and Criteria for Approving Consultancy

and Investigational Work

The President & Vice-Chancellor shall be the approving authority for all cases of consultancy and investigational work. The procedures for seeking the necessary approval for undertaking consultancy and investigational work are set out below:

a. In making an application for undertaking consultancy &

investigational work, the staff member concerned must provide clear and complete information in respect of the following areas:

i. the nature of consultancy and investigational work; ii. the name of the client; iii. estimated time and duration to be spent on such work in

terms of working hours/days and number of months/years to complete the project;

iv. fee/income to be derived from the work and the proposed

budget; and v. most important of all, the reason for undertaking such work

in terms of how the work will contribute to his/her effectiveness in teaching and research work at the University.

b. For teaching staff, the application should be thoroughly discussed and considered at the Faculty/School level before it is recommended by the Dean of Faculty/School to the President & Vice-Chancellor for approval.

c. For non-teaching staff, the application should be considered by

the Head of Office in the first instance before recommendation to the respective Vice-President (according to the reporting relationship of offices) and subsequently the President & Vice Chancellor for final approval.


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d. In considering the application from the staff member concerned, the following criteria will need to be met before granting approval:

i. the intellectual quality of the proposed work shall be of

primary importance in that the President & Vice-Chancellor must be satisfied that it will contribute to the effectiveness of the staff member’s teaching and research work performance at the University; and is beneficial to the profession and the community as a whole;

ii. the time scheduled to be committed for such work will fall

within the imposed limit and will not interfere with the staff member’s normal university duties; and

iii. the proposed work will not cause any conflict of interest

with the staff member’s duties and work at the University.

e. For each approved case of consultancy and investigational work, the approval letter shall be copied to the Dean of Faculty/School, the Head of Department/Office, the Finance Office, and the Personnel Office, for information and necessary follow-up action.

3. Limit of Staff Time to be Committed to Consultancy and

Investigational Work

The maximum permissible time for a staff member to spend on approved consultancy and investigational work is limited to one working day per week on average, to avoid the excessive use of staff time at the expense of academic pursuit.

4. Recovery of all Overhead Cost Incurred for Consultancy and

Investigational Work

a. It is the University’s intention to encourage consultancy and investigational work of good intellectual quality. Moreover, since the approval of such activities is not based upon or motivated by financial consideration, the University does not require sharing of income derived from such work. Instead, the University requires reimbursement by the staff member concerned of all overhead cost incurred in carrying out the consultancy and investigational work, including : direct cost (e.g. the identifiable use of support


33

staff time, specialized equipment, computing/photocopying services, consumable materials, University premises etc. and any item requiring a disbursement or charging by the University) as well as indirect cost (e.g. the administrative services, the access to University facilities etc.).

b. To meet this requirement of “recovery of all overhead costs”

incurred, the staff member concerned should prepare the budget in such a way that the fee charged to the client shall include the reimbursement of all direct cost incurred by the University, in addition to which a 10% of the total cost so calculated should also be included for compensating the University (to be shared with the individual Faculty/School when appropriate) for all indirect cost involved. Items of expenditure which are directly paid by the client without going through the University could, however, be excluded. To summarize, the budget prepared by staff member concerned should include the following parts:

Part A Professional Fee/Equipment Cost etc. and reimbursement of Direct Overhead Cost incurred by the University (e.g. support staff time, use of University’s specialized equipment, consumables and premises etc.)

+

Part B 10% of Part A for reimbursing the University for all indirect cost incurred (e.g. administrative services, use of University’s facilities etc.)

=

Total charge to the client for the Consultancy and Investigational Work

5. Monitoring of Consultancy & Investigational Work

a. Subsequent to the approval of the President & Vice-Chancellor, the Dean/Head of Office should ensure that all direct and indirect cost involved including administrative charges and supporting staff time have been properly accounted for in the budget prepared by the staff member to the client for the consultancy work. The staff member should be reminded that no liability should be attached to the University of the consultancy work to be undertaken and in this connection, the staff member should be


34

advised to consider carrying insurance to cover himself/herself against possible claims arising from such work.

b. The Office of the Vice-President (Research and Development)

will then take up the technical arrangements with the staff concerned, to ensure that the staff concerned will:

i. indemnify the University against any liability, loss, claims or

proceedings arising out of or in the course of carrying out the consultancy or investigational work;

ii. ask the client to sign an acknowledgment as required by the

University and set out below before commencement of work:-

“The Undersigned acknowledge that one of your staff name of the staff member concerned (the appointee) who may from time to time be requested to perform certain consultancy and investigational work for us will not be considered by us as your employee but as an independent contractor to the intent that you will be under no vicarious liability to us or anyone else in respect of anything done, omitted or suffered by the appointee in the course of such work and we understand that in consideration of this acknowledgment you will permit him/her to undertake any suitable work requested by us.”

iii. ensure that all costs incurred by the University for the

consultancy or investigational work are properly recovered from the fees charged to the client in accordance with regulations as stipulated by the University.

c. During the course of the approved consultancy and

investigational work, the Vice-President (Research and Development) will continue to monitor the work and will report to the President & Vice-Chancellor in cases of suspected malpractice and/or other dispute.

6. Conclusion

The University shall keep these regulations under constant review; and will promulgate to all staff via the Dean/Head of Office any revision/amendments to the regulations as appropriate in future.


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B. Regulations Governing Outside Practice which are not classified as Consultancy and Investigational Work

Staff members are advised that it is always prudent to consult their Head of Department/Office in the first instance prior to undertaking any kind of outside work, whether paid (in cash or in kind) or unpaid, and that due consideration should be given to the following general principles: • that the purpose of undertaking the outside work is not to

supplement income at the University on a regular basis; • that the nature of outside work is related to general educational

work or community service; • that the outside work should not be frequent and of a prolonged

duration; • that the outside work will not impair a staff member’s

performance of his or her duties at the University or distract his or her attention from them; and

• that the outside work will not cause any conflict of interest with

or bring discredit or embarrassment to the University. 1. Types of Outside Practice (which are not classified as Consultancy

and Investigational Work)

a. In general terms, outside practice could be broadly categorized into the following two groups:

i. General Educational Work: Teaching activities on a

scheduled/time-tabled basis (including part-time teaching for SCE), external examining in the grading of papers, broadcasting, television talks and journalism, etc.

ii. Professional Practice: Designing programmes for training,

filming, musical presentation, seminar series, as well as activities for the commercialization of research/creative endeavours, such as computer software, product design, laboratory tests and services, etc.


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b. In the case of the provision of occasional professional advice or service through invitation, occasional lectures, and acting as external examiners as a form of mutual assistance among sister institutions, authorship of books; and occasional broadcasting, television talks and journalism, these will not be regarded as outside practice, provided that there is no formal act of employment nor remuneration involved. The same principle applies to staff providing occasional professional service, teaching or advice to another department or office within the University as a form of mutual assistance.

c. In respect of any kind of outside practice which has not been

mentioned in the preceding paragraphs, such as voluntary service, investment in private companies, acting as directors and/or advisers for profit-making and/or non-profit making organizations, etc., the general principles of the Regulations will still apply. Staff members are advised to consider conscientiously in every case if the outside work involved, whether paid or unpaid, will affect their work performance at the University and cause actual or potential conflict with the University. Staff members are also advised to inform their Head of Department/Office of their outside involvement and to seek their advice on whether any official approval is needed whenever in doubt.

2. Application Procedures for Approval to undertake Outside

Practice

Applications for approval to undertake outside practice should be made to the Dean of Faculty/School via the Head of Department in the case of teaching staff, and the Head of Office in the case of non-teaching staff. The staff member concerned should complete the appropriate form and forward his/her application to the appropriate approving authority, together with written document/letter of appointment from the employing institution/organization indicating the nature of work to be involved, the number of working hours per week/month expected, and the remuneration to be received.

3. Criteria for Approving Outside Practice

a. In considering applications from staff members concerned to undertake outside practice which is not classified as consultancy


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and investigational work, the Deans/Heads of Offices are advised to take the following factors into consideration:

i. that the nature of outside practice should be related to

general educational work, and/or community service; ii. that the outside practice will be conducted entirely outside of

the full-time work hours of the staff member concerned, and the load shall not be so heavy as to exceed 1/5 of the staff member’s full-time work load at the University in such a way that it will interfere with the staff member’s normal university duties;

iii. that the outside work will not impair the staff member’s

work performance at the University; iv. that the outside work will not be of a frequent nature and

will usually last for a limited duration; v. that the outside work will not attract a remuneration package

which is so considerable in proportion to the staff member’s salary as to possibly result in the staff member losing some interest in his/her full-time appointment at the University; and

vi. that the outside work will not cause any conflict of interest

with the staff member’s duties and work at the University and that it will not potentially bring embarrassment and/or discredit to the University.

b. Staff who have been granted approval to undertake outside work

are advised that: (a) they are acting as individuals in undertaking the proposed outside work and not on behalf of the University and the University shall accept no responsibility for opinion or advice given in this respect; and (b) it is their responsibility to ensure that the University be properly reimbursed for all the costs incurred in the use of University equipment and facilities, if any.

c. Deans/Heads of Offices are requested to provide copies of the

approval letter and information supplied by the staff member to the Personnel Office for record and to the President & Vice-Chancellor for information.


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C. Regulations Governing Staff Engagement in Public Office

As a public institution of higher education, the University will support and facilitate staff participation in public services insofar as the University’s missions and the obligation to maintain full accountability to the public in the use of public fund are not compromised. Towards these ends, this document will set out policy guidelines for reference of staff who wish to engage in public offices. For the purpose of these regulations, “public office” is defined as elected or appointed membership in the Executive Council, Legislative Council or one of the District Councils. Staff members who wish to engage in public offices should acquaint themselves with regulations set out in this document and to follow the required procedures for seeking the necessary approval from the appropriate authority.

1. Application Procedures for Approving Staff Engagement in Public

Offices

a. In making an application for engagement in public office, the staff member concerned should provide clear and complete information in respect of the following areas:

i. The name, nature and function of the public office; ii. The estimated amount of time to be spent on the public

office - the staff member concerned should declare the proportion of time which he/she will spend on discharging University duties vis his/her commitment to the public office, to be supported by a clearly presented time schedule;

iii. Clear breakdown of the types of allowances received for the

public office; and iv. The reason for engaging in the public office.

b. The application should be presented, in the first instance, to the

respective Head of Department/Office of the staff member concerned for recommendation before it is passed to the appropriate approving authority for consideration.


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2. Time Commitment to the Public Office

a. Based upon the declaration by the staff member concerned on the proportion of time to be spent on the public office, approval may be granted for the staff member concerned to engage in the public office in accordance with the guidelines set out below:

i. Less than 50% of Time Committed

In the case where a staff member is given approval to assume a public office which is expected to take up less than 50% of the time he/she should be spending on his/her appointment at the University:-

• He/she will need to contribute to the University 40%

of the non-accountable allowance he/she receives for the office. This contribution will be used at the discretion of the Administration, in consultation with his/her Dean and Head of Department/Office as appropriate, and could be used for employing temporary staff to take up some of his/her duties.

• There will be no reduction in his/her salary/benefits. • He/she may apply for leave to attend official

functions/meetings related to the public office. Such leave will be treated as absence on duty (or official leave) and be subject to the existing regulations for official leave as below:

Duration of Leave Approving Authority

For duration of leave up to 3 weeks in any one year: • for up to one week • for 8 days up to 3 weeks

Head of Department/Office Dean/Vice-President concerned

Exceptionally, for leave exceeding 3 weeks in a year

For academic staff - Vice-President (Academic); For non-teaching staff - Vice-President (Administration) and Secretary


40

• Approving authority - For a staff member in a Faculty/School, the approval of the Dean concerned is required prior to taking up a public office; while for a Dean, the Vice-President (Academic) is the approving authority. For a staff member in a non-teaching office, the approval of one of the Vice-Presidents or the President and Vice-Chancellor in accordance with the reporting relationship of the office concerned is required prior to taking up a public office. For the President & Vice-Chancellor, the approving authority is the Council.

ii. Time Commitment of 50% or More

In the case where a staff member intends to assume a public office which is expected to take up 50% or more of the time he/she should be spending on his/her appointment at the University:-

• He/she may apply for no-pay leave, normally of up to 3 years to take up the office.

• Alternatively, the University may require him/her

to take no-pay leave, normally of up to 3 years, to take up the office; or, if the circumstances so warrant, to change his/her appointment at the University to a part-time appointment during the tenure of his/her public office.

• Approving authority - The authority to approve

the grant of no-pay leave for, or to change the appointment status of a staff member shall rest with one of the Vice-Presidents or the President & Vice-Chancellor in accordance with the reporting relationship of the office.

b. As the proportion of time to be spent by a staff member

concerned on the public office will affect how his/her application will be dealt with under the above guidelines, the staff member’s declared time schedule will be subject to monitoring by the approving authority. The staff member should also take the


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initiative to inform the approving authority of any change in the proportion of time declared.

3. Participation in Public and Community Service Other Than Those

Defined as “Public Office”

a. For participation in public and community service other than those defined as “Public Office” such as membership in public consultative/advisory bodies or non-profitable charitable organizations, the staff member concerned is normally not expected to contribute a percentage of the honorarium/non-accountable allowance arising thereof, if any, to the University. However, Deans/Heads should be informed of the involvement, and the staff concerned is expected to apply for leave to attend to the related meetings/functions.

b. In the event that in the judgment of the Dean or Head of Office,

the participation in any public/community service is expected to take up a substantial portion of time that the staff member should be spending on his/her University duties, the case should be referred to one of the Vice-Presidents or the President & Vice-Chancellor (as in accordance with the reporting relationship of the office) for consideration and approval.

c. In the case where participation in a “public consultative/advisory

body” is considered to attract a remuneration which is comparable to that of participating in a “public office” as defined above, and to demand similar commitment and involvement of the staff concerned, a recommendation could be made by the Administration to the Council to classify a particular public consultative/advisory body as “public office” such that the regulations governing engagement in public office shall apply.

4. The University Administration will keep these Regulations under

review and to recommend appropriate revisions/amendments in future whenever necessary.


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D. Regulation Governing Clinical Outside Practice for Staff of School of Chinese Medicine

1. General

It is the expectation of the University that all full-time staff members will devote their full attention to the service of the University and discharge their duties diligently and faithfully. In the consideration of undertaking any kind of outside practice (whether paid or unpaid), it is expected that staff should give due consideration to the following general principles:

a. That the purpose of undertaking outside practice is NOT to

supplement income at the University on a regular basis; b. That the purpose of undertaking outside practice is to contribute

to the general education work or community service;

c. That the outside practice will not impair staff members’ performance of regular duties at the University or distract staff’s attention from these duties; and

d. That the outside practice will NOT cause any conflict of interest

with or bring discredit to the University. 2 . Clinical Outside Practice

a. "Clinical outside practice" refers to consultation provided by staff of the School of Chinese Medicine (SCM) outside of the regular teaching, research and clinical instruction work of the University. Staff of SCM may apply for approval from the Dean of SCM to undertake clinical outside practice which meet the general principles described above, and in accordance with the pertinent regulations. In view of the fact that clinical outside practice could potentially cause conflict of interest with the clinical services already provided by the University to the public, it is expected that such approval will only be granted under exceptional circumstances.

b. The University’s prevailing regulations restrict the time to be

spent by staff on approved outside practice conducted outside normal working hours to be not more than 1/5 of the full-time


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workload (i.e. not more than 8 hours per week). This also applies to clinical outside practice.

c. Under the existing policy of the Immigration Department of the

Hong Kong Special Administrative Region, staff requiring an employment visa to work in Hong Kong are NOT allowed to practice as consulting Chinese medicine practitioners except in relation to his/her teaching, research and clinical duties at the University. These staff members are reminded that they cannot undertake “clinical outside practice” in Hong Kong other than the clinical duties assigned by the University.

3. Special Sessions of Clinical Practice

a. In view of the fact that some staff members who are specialists in certain areas could be very much sought after by patients in Hong Kong and that the number of such patients seeking consultation from these staff members may be so great that it cannot be accommodated within the regular clinical sessions already assigned in the University operated Chinese medicine clinics, subject to the approval of the Dean of SCM, special sessions of clinical practice may be arranged by the School.

b. These special sessions will be conducted at the University

premises and patients should be channeled and registered through the SCM Secretariat. A standard consultation fee will be charged and all payments should be made to the University in the first instance.

4. Income Sharing

a. To avoid abuse and to ensure that the income derived from "clinical outside practice" or "special sessions of clinical practice" would not constitute a significant source of income for the staff member concerned in comparison with those derived from his/her full-time employment with the University, the income derived from both practice is subject to income-sharing between the University and the staff concerned as follows: i. for regular teaching staff of SCM, there will be a 40% levy

on the earnings, of which ¾ will be given to SCM and ¼ to the University central; and


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ii. for visiting staff of SCM, there will be a 15% levy on earnings, of which ¾ will be given to SCM and ¼ to the University central.

b. For staff undertaking clinical outside practice, they should

forward a cheque payable to the “Hong Kong Baptist University” of the amount to be shared with the University from income derived from undertaking clinical outside practice in accordance with paragraph 4a(i) or (ii) above, on a monthly basis.

c. In the case of special sessions of clinical practice, all payments by

the clients shall be made in the form of a cheque payable to Hong Kong Baptist University and be forwarded to the SCM Secretariat for bank-in arrangements. After receipt of the payments by the clients, the Finance Office will arrange to credit the 60% or 85% earnings, as appropriate, back to the bank account of the staff concerned on a monthly basis.

5. Professional Liability

Staff undertaking "clinical outside practice" outside of their normal teaching, research and clinical duties at the University are reminded that they are undertaking these practices on a personal basis and will NOT be covered by the University's insurance arrangement when undertaking these outside practices.

Regulations and Guidelines – Procedures in Handling Staff Grievances

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VIII. PROCEDURES IN HANDLING STAFF GRIEVANCES 1. Preamble

a. The University endeavours to maintain a harmonious working environment for staff, which promotes understanding, support and mutual respect. To this end, the University encourages frank and constructive dialogue between parties of different views, and prompt resolution of conflicts and disputes before they escalate into serious grievances.

b. In order to foster a trusting culture and reduce misunderstanding,

the University encourages frequent and regular communications between supervisors and staff members. If indeed a staff member has a work-related concern, he/she is encouraged to raise and discuss it with his/her immediate supervisor in the first instance. He/she may raise it with the Head of Department/Office if the supervisor is involved, or with the respective Dean or Vice-President if the Head of Department/Office is also involved. Likewise, complaints against the Deans should be raised with the Vice-President (Academic), whereas complaints against the Vice-Presidents should be raised with the President & Vice-Chancellor. Unless the staff member considers it necessary to lodge his/her problem or complaint in writing, he/she is encouraged to raise and discuss it verbally with his/her supervisors in the first instance.

c. Supervisors should respond promptly and without prejudice to

complaints or grievances made by their staff, and make every attempt to meet with parties concerned informally to understand the reasons behind such complaints/grievances and to settle them. In most cases, grievances are due to misunderstanding, miscommunication and/or an oversight on the part of a certain party. Apologies and possible redress could help settle the grievances. The sooner a grievance is attended to and dealt with, the better the chance of its being resolved informally. The assistance of the Personnel Office may be sought if deemed necessary. In case the staff member chooses to raise his/her complaint in writing, the supervisor to whom the letter is addressed should inform the staff member concerned in writing of the outcome of the enquiry.


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d. However, in the event that this preferred mode of informal resolution fails, a staff member may follow the following procedures to make his/her grievance heard.

2. Definition and Scope

a. For the purpose of these procedures, grievance is defined as any unresolved complaint relating to work, made by a staff member, or group of staff members, against any staff member or group of staff members. If the subject of the complaint or grievance is covered by a set of specifically laid down policy and procedures [e.g. those referred to in (i) below], or by an appeal mechanism under its respective policy and procedures [e.g. those referred to in (ii) and (iii) below], the complaint or grievance should be handled in accordance with the respective policy and procedures:

i. Grievances relating to discrimination or harassment within

the context of the Equal Opportunities Ordinances; ii. Appeal against the outcome of review conducted by the

University Review Panel in respect of contract renewal/substantiation/contract completion/promotion; and

iii. Appeal against the decision of the Committee on

Termination of Appointment.

b. A complaint lodged by a group of staff members should be specific and common to all members of the group. The group shall appoint a representative from among its members as a spokesman to act on its behalf for the purpose of these procedures. These procedures must under no circumstances be used as a means of negotiating changes in the terms and conditions of employment.

3. Mediation

At different stages of handling of the grievance/complaint, “mediation” can be initiated either by the complainant, or the relevant authority dealing with the complaint at that stage, and subject to the consent of both parties concerned, an independent third party (appointed either from within or outside the University) could be


47

invited to assist in facilitating “mediation” as a means to resolving the grievance/complaint.

4. Formal Procedures

Written Complaint to the President & Vice-Chancellor In cases where discussions at the Dean/Vice-President level have failed to produce an outcome considered acceptable by the complainant, or if the complaint is against the Dean/Vice-President, the staff member having the grievance may, at his/her discretion, pursue the case by writing to the President & Vice-Chancellor, setting out the nature of the grievance and the allegations made. The President & Vice-Chancellor, after considering the grievance and steps that have been taken to resolve the matter, shall decide on the appropriate further action to be taken and his decision should be conveyed in writing to the complainant within two weeks of the receipt of the letter. These further actions shall include, inter alia, the following: i. the President & Vice-Chancellor will meet with the parties

concerned and resolve the grievance informally; ii. the President & Vice-Chancellor will refer the grievance to the

appropriate Dean of Faculty or Vice-President for consideration if he considers that appropriate steps have not yet been taken to resolve the grievance at that level;

iii. the President & Vice-Chancellor will refer the grievance to the

proper committee/panel for review if it does not fall within the scope of these procedures; or

iv. the President & Vice-Chancellor will refer the grievance to a

standing Committee on Conflict Resolution to undertake a formal review of the grievance.

5. Enquiry by the Committee on Conflict Resolution (CCR)

a. Membership

i. If the President & Vice-Chancellor considers it appropriate, he shall refer the grievance to a standing Committee on


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Conflict Resolution (CCR) to undertake a formal review of the grievance. The Committee shall be constituted as follows:

A Vice-President or a senior staff member appointed by

the President & Vice-Chancellor, as the Chairman;

A lay Council member appointed by the President & Vice-Chancellor from the Personnel Committee of Council;

Three standing staff members appointed by the President & Vice-Chancellor from a pool of potential members (comprising a minimum of one and a maximum of three elected staff members from each Faculty/School/Office); and

A staff member from the Personnel Office appointed by the Director of Personnel, as Secretary to the Committee.

ii. In the event that the membership includes anyone who has a

direct interest in the complaint, stands in the same line of authority as any of the parties involved in the dispute, or has taken part in handling the complaint on an informal basis, an alternative appointment shall be made by the President & Vice-Chancellor from the pool of potential members for handling that particular complaint.

iii. At the start of each academic year, each Faculty/School

/Office will be invited to elect from amongst its staff a minimum of one and a maximum of three staff members to serve on the pool of potential members from which the President & Vice-Chancellor will appoint standing members, and alternative members as and when necessary, to the CCR.

iv. The parties involved in the grievance shall be notified in

writing of the membership of the CCR within 7 working days of the written decision of the President & Vice-Chancellor to refer it to the CCR for formal review. Any objection to the membership, together with the grounds for objection, shall be made in writing to the President & Vice-Chancellor within 7 working days of the date of notification. The President & Vice-Chancellor shall decide on the acceptance or otherwise


49

of the objection, and his decision shall be final. In any event, the membership of the CCR shall be confirmed within 21 working days of the written decision of the President & Vice-Chancellor to refer the case to the CCR.

b. Procedures

i. The person against whom the grievance lies shall be

provided with a copy of the written submission from the staff member having the grievance. He/she shall be invited to make a written statement in response to the allegations made against him/her within two weeks of the date of notification. This written statement shall be made available to the staff member having the grievance at the time when he/she is notified of the date, time and venue of the meeting before the CCR.

ii. Both the staff member having the grievance and the person

against whom the grievance lies shall have the following rights:

to appear before the CCR;

to present evidence to the CCR;

to call his/her own witness(es); and

to be accompanied by a friend who is a staff member of the University who may provide personal support for the staff member concerned when he/she appears before the CCR, as an observer but not an advocate. (As the grievance procedures are not legal proceedings, legal representation on behalf of either party shall not be allowed)

iii. Both the staff member having the grievance and the person

against whom the grievance lies shall be given at least 10 working days’ notice of the date, time and venue of the meeting of the CCR. Each party shall inform the secretary to the CCR in writing, at least 5 working days before the hearing, of the following:


50

whether he/she will appear in person before the CCR;

whether he/she will be accompanied by a friend who is a staff member of the University, and, if so, the name of the staff member;

whether he/she wishes to call any witness(es) to appear

before the CCR, and, if so, the name(s) of his/her witness(es); and

any other evidence that he/she wishes to present in

respect of the case.

iv. During the course of enquiry, the CCR shall consider evidence presented by both parties, and by any witness(es) called upon by them. The Committee may call such other witnesses and examine such other evidence as it deems appropriate to gather more information about the grievance. Legal advice may be sought by the CCR during the entire process of the enquiry to ensure that proper procedures have been followed in handling the complaint.

v. The CCR shall complete its enquiry as soon as possible and

no later than 2 months since its confirmed membership, and shall submit to the President & Vice-Chancellor a report on its findings and recommendations no later than 10 working days after the date of its last meeting. The President & Vice-Chancellor shall within 7 working days of the receipt of the report notify the CCR of his approval or otherwise of its recommendations. If the President & Vice-Chancellor disapproves the recommendations, he may follow the procedures set out in paragraph 3 above to consider further actions to be taken.

c. Notification of the Decision

Both parties of the grievance or complaint shall be notified of the outcome of the enquiry in writing no later than 7 working days after a decision has been made by the President & Vice-Chancellor.


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d. Timeline

The staff involved in handling the grievance or complaint should ensure that each step is dealt with expeditiously and within the time frame allowed. For a case involving a formal review by the CCR, the staff member making the complaint could expect to be notified of the outcome of the enquiry within 4 months of the date of his/her written complaint to the President & Vice-Chancellor.

e. Grievance against the Vice-Presidents

i. In cases where the grievance is directed against a Vice-President, the grievance shall be referred to the President & Vice-Chancellor in the first instance. If the grievance cannot be resolved satisfactorily at that level, the staff member concerned may, at his/her discretion, pursue the case by writing to the Chairman of the Personnel Committee (PC) of Council. This arrangement is based on the rationale that the appointments of the Vice-Presidents are made by the Council.

ii. The Chairman of the PC may meet with the parties

concerned and resolve the conflict informally, or he may appoint a Special Committee on Conflict Resolution (SCCR), to be chaired by himself and comprising two other lay members of the PC as members and Secretary to the PC as the secretary. This SCCR will investigate into the grievance in accordance with the procedures described under paragraphs 5(b)(i) to 5(d) above, except that the SCCR shall decide upon the appropriate course of action to be taken to settle the conflict or redress the grievance, and report its decision to the Council Chairman. The input of the President & Vice-Chancellor will be sought during the investigation process, where appropriate.

f. Grievance against the President & Vice-Chancellor

In cases where the grievance is directed against the President & Vice-Chancellor, the grievance shall be referred to the Council Chairman in the first instance. The Council Chairman may resolve it informally himself, or he may ask the Chairman of PC to set up and chair a SCCR comprising two other lay members of


52

the PC to investigate into the case, with the PC Secretary as its secretary. The same procedures as set out in paragraphs 5(b)(i) to 5(d) shall be followed in handling the grievance, except that the SCCR shall decide upon the appropriate course of action to be taken to settle the conflict or redress the grievance, and reports its decision to the Council Chairman.

g. Appeal

i. If either party is not satisfied with the outcome of the enquiry, an appeal may be lodged with the appropriate higher authority no later that 1 month after being notified of the outcome of the enquiry. The party lodging the appeal should give the reasons for his/her dissatisfaction and state whether he/she has fresh evidence to support his/her appeal. The appropriate authority may then consider inviting the CCR/SCCR to review its decision, or to refer the matter to an Appeal Committee.

ii. In cases where the person against whom the grievance lies is

below the rank of Vice-President, an appeal may be made in writing to the Chairman of the PC, who may appoint an Appeal Committee to look into the matter within two weeks of the receipt of letter. The Appeal Committee shall be chaired by a lay member of the PC appointed by the Chairman of PC, and comprising two other members of the PC (one of whom shall be a lay member). The PC Secretary shall be the secretary to the Appeal Committee in these cases.

iii. The Appeal Committee shall re-examine the evidence

considered and the procedures followed by the CCR, so as to ascertain if there might have been any mishandling of the case, and/or any other evidences not yet considered by the CCR. The Appeal Committee may or may not ask for further evidence and it may or may not conduct a hearing of the case. If a hearing is to be convened, the procedures set out in paragraphs 5(b)(iii) to 5(b)(v) shall apply, except that the decision of the Appeal Committee shall be final. In any case, the Appeal Committee shall make a decision within 2 months of the date of its establishment. The party lodging the appeal shall be notified of the decision of the Appeal


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Committee in writing no later than 7 working days after the decision has been made.

iv. In cases where the person against whom the grievance lies is

a Vice-President or the President & Vice-Chancellor, an appeal may be made in writing to the Chairman of Council who may appoint an Appeal Committee to look into the matter within two weeks of the receipt of letter. The Appeal Committee shall be chaired by a lay member of Council and comprise two other lay Council members. The secretary to the Appeal Committee in these cases shall be appointed by the Chairman of Council. The Appeal Committee shall conduct its investigations as set out in paragraph 5(g)(iii) above. The decision of the Appeal Committee of Council shall be final. The party lodging the complaint shall be notified of the decision in writing no later than 7 working days after the decision has been made.

h. Confidentiality

All parties involved in handling staff grievances (including any person who may have direct or indirect knowledge of the matters) shall keep them in the strictest confidence. All records of meetings and, where appropriate, all evidence presented will be kept in the Personnel Office.

i. Non-Reprisal for Raising Grievances No staff member shall be subject to victimization or reprisal for raising a grievance or appearing as a witness in good faith under these procedures.

j. Further Amendments

The University shall keep these procedures under review and, in the light of experience, refine and amend these procedures as and when necessary.

Regulations and Guidelines - Policy Statement on Equal Opportunities

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IX. POLICY STATEMENT ON EQUAL OPPORTUNITIES 1. The University is committed to the active pursuit of equal opportunity

in all areas of its operation. In this regard, members of the University should take note of the legislation on equal opportunities in Hong Kong [including the Sex Discrimination Ordinance (SDO), the Disability Discrimination Ordinance (DDO), the Family Status Discrimination Ordinance (FSDO) and the Race Discrimination Ordinance (RDO)] which makes it unlawful for anyone to discriminate against another person on the grounds of sex, pregnancy, marital status, disability, family circumstances and race.

2. Failure to comply with the legislation could render the University, and

the individual(s) concerned, liable to legal action brought against them. 3. The University’s admission policy is committed to the promotion of

equal opportunities, and is directed towards the selection of students who have the ability and motivation to benefit from the courses which they intend to follow.

4. As an equal opportunities employer, the University will formulate and

operate its employment policy in such a way that individuals will be selected, appointed, promoted, developed and treated on the basis of the consistent selection criteria, i.e. the job requirements for the respective staff grades, as well as the criteria as laid down in the relevant policy document. Accordingly, individuals will be assessed on the basis of the job requirements and their relevant aptitudes, skills and abilities, and not on other irrelevant considerations.

5. There shall be equality of opportunity in access to all University

facilities and services. Wherever reasonably practicable, arrangements will be made to ensure that people with disabilities have access to the same facilities as others.

6. The University acts to ensure dignity at work and study. Harassment

or victimization of any form will not be tolerated. The University’s Equal Opportunities Panel will handle grievances, complaints or allegations relating to discrimination or harassment on grounds covered under the SDO, DDO, FSDO and RDO. A set of Procedures on Handling of Complaints on Discrimination/Harassment (on grounds covered by Equal Opportunities Ordinances) is in place to

Regulations and Guidelines - Policy Statement on Equal Opportunities

55

work towards the elimination of discrimination/harassment and providing a proper channel for redress if and when it does occur.

7. Members of the University are encouraged to refer to useful guidance

on the requirements of the legislation as contained in the Codes of Practice on Employment on SDO, DDO, FSDO and RDO issued by the Equal Opportunities Commission (EOC) which can be viewed via the EOC’s website at http://www.eoc.org.hk/.

Regulations and Guidelines - Policy Statement on Discrimination/Harassment

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X. POLICY STATEMENT ON DISCRIMINATION/ HARASSMENT

1. General Statement

The University acts to ensure dignity at work and study. Discrimination and harassment on the grounds of sex, pregnancy, marital status, disability, family circumstances and race are unlawful. These acts violate the rights, dignity and reputation of the individual, undermine the environment necessary for the advancement of learning, and will not be tolerated. Complaints about discrimination or harassment will be taken seriously by the University and will be handled promptly and in strictest confidence.

2. Definition and Coverage

In accordance with the Equal Opportunities Ordinances which have come into effect in Hong Kong : Sex Discrimination Ordinance (SDO), Disability Discrimination Ordinance (DDO), Family Status Discrimination Ordinance (FSDO) and Race Discrimination Ordinance (RDO), it is unlawful to treat someone less favourably on the grounds of sex, pregnancy, marital status, disability, family circumstances and race. a. Sexual Harassment

A person sexually harasses another person if

i. the person:

makes an unwelcome sexual advance, or an unwelcome request for sexual favours, to the other person; or

engages in other unwelcome conduct of a sexual nature

in relation to the other person (including making a statement of a sexual nature to that person, whether the statement is made orally or in writing), in circumstances in which a reasonable person, having regard to all the circumstances, would have anticipated that the other person would be offended, humiliated or intimidated; or


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ii. the person, alone or together with other persons, engages in conduct of a sexual nature which creates a sexually hostile or intimidating learning or work environment for the other person.

The entire record and the totality of circumstances will be considered in determining whether a case constitutes sexual harassment. Some examples of conduct/behaviour which may possibly constitute sexual harassment are set out below for reference :

i. Unwelcome sexual advances - e.g. leering and lewd gestures, touching, grabbing or deliberately brushing up against another person;

ii. Unwelcome requests for sexual favours in exchange for

preferential treatment - e.g. suggestions that sexual co-operation or the toleration of sexual advances may further an employee’s career or help improve a student’s academic grades, etc.;

iii. Unwelcome verbal, non-verbal or physical conduct of a sexual

nature - e.g. sexually derogatory or stereotypical remarks, emails, SMS, those made on internet forum/facebook, or visual presentation in the work place or in the classroom; persistent questioning about a person’s sex life; and

iv. Conduct of a sexual nature that creates a hostile or

intimidating environment for work or study - e.g. sexual or obscene jokes, displaying sexist or other sexually offensive pictures or posters.

b. Disability Harassment

Disability Harassment means unwelcome conduct towards a person in relation to his or her disability, or towards a person on the ground of the disability of his or her associate, in circumstances where a reasonable person would have anticipated that the harassed person would be offended, humiliated or intimidated. The following behaviour can be regarded as disability harassment :

i. insulting comments;

ii. offensive jokes;


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iii. unnecessary gestures mimicking someone’s disability; or

iv. intentionally disclosing or threatening to disclose information on disability or medical history in circumstances that would offend, humiliate or intimidate the employee with a disability concerned.

c. Racial Harassment

Racial Harassment means unwelcome conduct towards a person in relation to his or her race, colour, descent, national or ethnic origin. The following behaviour can be regarded as racial harassment :

i. racially derogatory remarks or insults; for example, name

calling which people of certain racial groups may find offensive or impolite;

ii. display of graffiti or slogans or other objects offensive to

certain racial groups;

iii. racist jokes, banter, ridicule or taunts;

iv. using a disparaging or offensive tone when communicating with people on the ground that they belong to certain racial groups;

v. ostracize people on the ground that they belong to certain

racial groups;

vi. imposing excessive workloads or unrealistic performance targets on people on the ground of their race, colour, decent, national or ethnic origins;

vii. unnecessarily picking on individuals from particular racial

groups.

3. Informal Resolution

a. The earlier any complaints of discrimination or harassment is dealt with, the better the chance that it will not lead to a


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confrontation that is potentially damaging for both parties concerned. When a person feels being harassed, he or she may first try to seek an informal resolution. Informal resolution procedures are designed to put a stop to the discrimination or harassment through private conciliation rather than public sanctions.

b. Frequently, all that is needed may be talking directly to the

accused, or where necessary involving a mediator who could be one’s supervisor, a counsellor, a senior staff member or one of the Equal Opportunities Advisers with whom one feels comfortable. [A list of the Equal Opportunities Advisers can be found in the Personnel Homepage (http://pers.hkbu.edu.hk).] These persons, when approached by the complainant, should talk to the complainant and try to establish all the facts of the case. They could provide advice to the complainant on the options available. If the complaint appears to have merit, they could serve as an informal mediator between the complainant and the accused. Sometimes, all that is needed is an explanation that the behaviour is damaging or hurtful, followed by an apology. It is advisable to bring, where possible, the two parties concerned to agree on the future standards of behaviour and conduct, and to point out the consequences of any further discrimination or harassment.

c. Supervisory personnel have the responsibility to ensure that the

workplace and educational environment are free of discrimination or harassment. Whenever behaviour that could constitute discrimination or harassment is observed, supervisors should not condone it by ignoring it. When such behaviour is known to a supervisor, he or she should counsel the offending individual in an attempt to reach an informal resolution of the situation.

d. All incidents of discrimination or harassment should be treated with

the utmost sensitivity and confidentiality. Where matters cannot be dealt with through informal means, or if the individual concerned believes that only a formal complaint can provide relief, he/she may file a complaint in accordance with the following procedures. The complainant may, if he/she considers it appropriate, seek external assistance such as lodging a complaint with the Equal Opportunities Commission or bring legal proceedings in the District Court. In case the allegation of harassment involves severe bodily harm, or


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may constitute a criminal act, the complainant should be advised to report the case to the Police.

4. Formal Complaint Procedures

a. Filing a Complaint

Any individual complaining of discrimination/harassment may initiate a formal complaint by writing to the Equal Opportunities Panel (EOP) via the Office of the Vice-President (Administration) and Secretary. With a view to ensuring impartiality and objectivity in handling a formal complaint, Equal Opportunities Advisers who have been approached in the informal resolution stage will not be invited to be a member of the EOP formed to handle the same complaint. All complaints will be taken seriously and processed quickly with appropriate confidentiality, sensitivity and discretion. The EOP is expected to be set up within two weeks of the receipt of a formal complaint. The membership and terms of reference of the EOP can be found in the Personnel Homepage (http://pers.hkbu.edu.hk).

b. Investigation and Fact-finding

As soon as the EOP is set up, an investigation team made up of

two members of the EOP shall conduct a preliminary investigation of the case, which shall include confidential interviews with all persons identified by the complainant as witnesses to the alleged discrimination/harassment.

c. Resolution by Mediation

i. The investigation team shall offer to facilitate mediation of

the dispute in the first instance. It will meet with the person or persons whose behaviour is alleged to constitute discrimination/harassment to discuss the accusation, the evidence supporting it, and the procedures being followed to address the complaint.

ii. If grounds for the complaint are found to exist, the team will

propose a settlement with a view to providing a remedy for the complainant. The emphasis in constructing a remedy


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should be on eliminating the behaviour that is the basis for the complaint, and restoring to the complainant any benefits that were withheld as a result of rejection of this behaviour.

iii. If the accused refuses to agree to the proposed remedy; or

denies the accusation of discrimination/harassment, or if the complainant is not satisfied with the outcome of the investigation, the investigation team will refer the case to the EOP and a formal hearing of the case will be conducted.

iv. The mediation process should normally take no more than 30

calendar days from the date of set up of the EOP.

d. Formal Hearing by the EOP i. The EOP should conduct a formal hearing within one month

after mediation fails to resolve the complaint. The hearing process is intended to provide a reasonable degree of confidentiality for both the accused and the complainant without the formality of a legal proceeding. The emphasis is on reaching an early resolution in a fair and even-handed manner. Depending on the complexity of each case, it is expected that the formal hearing will normally be completed in two months’ time.

ii. Both the complainant and the accused shall have the right of:

• appearing before the Panel; • presenting evidence to the Panel; • calling witnesses (or requesting the Panel to do so on

his/her behalf); and • bringing with him/her a colleague/fellow student, who

may provide personal support to him/her but shall not speak on his/her behalf, when appearing before the Panel. Each party, and any accompanying colleague/student, shall be reminded of the confidential nature of the proceedings, and the obligation to maintain confidentiality. As the formal hearing procedures are not legal proceedings, legal representation on behalf of either party shall not be allowed.


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iii. The EOP shall hear testimony from the complainant and the accused, and any witnesses proposed by either of them. In addition, it may call such other witnesses and examine such other evidence as it may deem appropriate.

iv. The complainant and the accused shall be given an

opportunity to respond to any information or evidence which is brought to the attention of the Panel by either party, or by any third party, during the course of the hearing, and which appears to call for response, clarification or confirmation.

e. The Panel’s Report

On the basis of the hearing, the EOP will submit a report to the Vice-President (Administration) and Secretary within two months of the start of the formal hearing. If the Panel concludes that discrimination/harassment has occurred, it shall recommend an appropriate remedial action, which could be either one or more of the following actions:

i. the accused shall cease the behaviour that is the basis for the

complaint; ii. the accused shall refrain from further contact with the

complainant, to which end the Panel may recommend that the accused or the complainant be reassigned;

iii. the accused shall undergo counselling or treatment; and/or iv. the University shall initiate disciplinary proceedings (which

may result in sanctions including termination of appointment) against the accused.

The complainant and the accused will be informed in writing of the recommendations of the EOP and the decisions of the Vice-President (Administration) and Secretary within two weeks of the making of a recommendation by the EOP.


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f. Appeal

i. The complainant and the accused, after being informed of the findings and recommendation of the EOP, may within 30 days lodge an appeal against the decision of the Panel to the President and Vice-Chancellor, who may :

• confirm the decision and remedy ordered by the EOP; • confirm the decision, but modify the remedy ordered by

the EOP; • ask the same Panel to be re-convened to consider the

appeal; or • ask another Panel to be formed from amongst the list of

potential members to re-consider the case.

ii. The decision of the President and Vice-Chancellor shall be final within the University.

g. Record

Any activity within the formal complaint procedures will be documented and put on record. The reason for this is to keep track in case a complaint comes up against the same person, or if the same victim complains against somebody else.

5. Confidentiality

All parties involved shall ensure confidentiality of the matter. Unauthorized disclosure of any information, details, documents pertaining to the complaints and/or handling of the complaints shall be subject to appropriate disciplinary actions.

6. Protection of Victims/Complainants of Discrimination/ Harassment

a. All complaints of discrimination/harassment will be received with the utmost confidentiality. The University will not tolerate any act or threatened act of intimidation of any kind, whether physical or verbal, being made to the victims/complainants, the accused, the witnesses, or other parties related to the complaints.


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b. In case of any reported act or threatened act of intimidation made to the victims/ complainants, the accused, the witnesses, or other parties related to the complaints, the EOP will carry out a full investigation into the reported act or threatened act of intimidation and, if such act was found to be substantiated, will deal with the matter of intimidation in an appropriate manner including, as and when necessary, the possibility of reporting the matter to the Police.

7. Cases of False Reporting of Discrimination/ Harassment

a. If the EOP, after due enquiry into a complaint of discrimination/harassment, decides that the complaint has been made in bad faith or that it is found to be groundless, the EOP would refer the case of false reporting to the Personnel Office (if the complainant is a staff member) or to the Office of Student Affairs (if the complainant is a student), for consideration of the taking of disciplinary action against the complainant.

b. Apart from the possibility of taking disciplinary action against the

complainant of a false report, the EOP will recommend a full written apology to be made by the complainant to the person wrongfully accused of discrimination/harassment.

8. Review

The University will keep the above policy and procedures under constant review and staff and students will be consulted during such reviews. A flow chart showing the procedures for handling a complaint on discrimination/harassment can be found in the Personnel Hompage: (http://pers.hkbu.edu.hk).

Regulations and Guidelines - Policy Statement on Health, Safety and Environment

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XI. POLICY STATEMENT ON HEALTH, SAFETY AND ENVIRONMENT

1. The Hong Kong Baptist University is committed to ensure, as far as

reasonably practicable, the health and safety of all persons employed by the University, students and visitors at the University.

2. The University will take all reasonable measures to:

a. ensure that employees, students and visitors have safe entry to, exit from and occupancy of the University facilities;

b. provide each employee and student with the information,

instruction, training and supervision necessary to ensure their safety and health;

c. provide proper facilities and procedure for the use, handling,

storage, transportation and disposal of articles, hazardous materials and waste;

d. ensure that the machinery, equipment and tools used by the

employees and students meet acceptable government and international health and safety standards;

e. ensure that every person granted access to the University is

familiar with and uses the necessary safety materials, equipment, devices and clothing;

f. ensure that buildings, structures, plants and systems are safe and

without risks to health; g. provide appropriate first aid facilities and health services; h. comply with relevant legislative requirements and other

appropriate standards relating to occupational health and safety, fire safety and emergency measures.

3. All persons at the University must observe the University safety rules

and procedures and to take reasonable care for the health and safety of himself/herself and of other persons who may be affected by his/her acts or omissions.

Regulations and Guidelines - Policy Statement on Health, Safety and Environment

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4. For more detailed policy on Health, Safety and Environment, please refer to the below website:

http://www.hkbu.edu.hk/~ehsu/access/policy.pdf http://www.hkbu.edu.hk/~ehsu/access/policy-c.pdf

Estates Office

Regulations and Guidelines – Administrative Guidelines for the Protection of Intellectual Property Rights

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XII. ADMINISTRATIVE GUIDELINES FOR THE PROTECTION OF INTELLECTUAL PROPERTY RIGHTS

1. Preamble

a. Hong Kong Baptist University is committed to teaching, research and knowledge transfer to the public. Some possible outcomes of such University activities are new findings, inventions and creative works that keep emerging from time to time. Some of these endeavours may have potential commercial value which can be protected as intellectual property rights under the Laws of Hong Kong and other applicable jurisdictions.

b. The purpose of this document is to provide information to

members of the University with regard to ownership of intellectual property rights, income sharing guidelines and administrative procedures. These guidelines will serve as useful reference to faculty, staff and students during the course of their employment/study at the University.

c. The University has the right to make changes to these guidelines

from time to time. Staff members may contact the Knowledge Transfer Office for intellectual property matters which may not be covered in this document. Such requests or suggestions will be considered and discussed in the Knowledge Transfer Committee on the advice of the Knowledge Transfer Office.

2. Definitions The following definitions shall apply to terms used in this guideline:

a. Laws of Hong Kong This shall apply to all relevant statutory legislations and case laws applicable in the courts of Hong Kong SAR, China.

b. Applicable jurisdictions

This shall apply to all legal jurisdictions wherein the intellectual property may/can have a legal and/or commercial value.


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c. Scholarly activities This defines all scholarly activities of the University, including, but not limited to, teaching and learning, research and knowledge transfer.

d. Inventor, originator, designer, breeder, author

These terms all carry the similar meaning of being the creator of a given intellectual property, wherein the inventor is often associated with an invention, the originator is often associated with a trade/service mark or a trade secret, the designer is often associated with a design or circuit layout, the breeder is often associated with a plant and the author is often associated with a copyrightable material.

e. The University

This shall refer to Hong Kong Baptist University.

f. Intellectual Property This shall usually refer, but not limited, to the different forms of intellectual properties described under clause 4 of this guideline.

g. Singular and plural Any guideline that refers to a singular entity shall also apply to the plurality of the same entity, and vice versa.

3. Applicability

The University’s Administrative Guidelines for the Protection of Intellectual Property Rights applies to all staff and students of Hong Kong Baptist University.

4. Protection of Intellectual Property a. Patentable Inventions

New inventions arising from scholarly activities of faculty, staff and students which have been aided wholly or in part by their association with the University can be registered as patents, as prescribed under the Hong Kong Patents Ordinance and/or under relevant legislations in other applicable jurisdictions, and can be licensed. The registration of patents is significant to insure the


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utilization of such inventions for the public good and to expedite their further development. The rights and privileges of the inventor must be preserved so that his/her abilities and those of other members of the University may be further encouraged and stimulated.

b. Trade Marks

Trade marks and/or service marks arising from scholarly activities of faculty, staff and students which have been aided wholly or in part by their association with the University can be registered as Trade Marks, as prescribed under the Hong Kong Trade Marks Ordinance and/or under relevant legislations in other applicable jurisdictions, and can be licensed. The use of such trade marks and/or service marks is also protected under the law of passing off under the Common Law in applicable jurisdictions. The registration of trade marks is significant to insure the utilization of such marks for the public good and to expedite their further development. The rights and privileges of the originator must be preserved so that his/her abilities and those of other members of the University may be further encouraged and stimulated.

c. Registered Designs

Designs arising from scholarly activities of faculty, staff and students which have been aided wholly or in part by their association with the University can be registered as Registered Designs, as prescribed under the Hong Kong Registered Designs Ordinance and/or under relevant legislations in other applicable jurisdictions, and can be licensed. The registration of designs is significant to insure the utilization of such designs for the public good and to expedite their further development. The rights and privileges of the designer must be preserved so that his/her abilities and those of other members of the University may be further encouraged and stimulated.

d. Plant Varieties

Plant Varieties arising from scholarly activities of faculty, staff and students which have been aided wholly or in part by their association with the University can be registered for intellectual


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property protection, as prescribed under the Hong Kong Plant Varieties Protection Ordinance and/or under relevant legislations in other applicable jurisdictions, and can be licensed. The registration of plant varieties is significant to insure the utilization of such plant varieties for the public good and to expedite their further development. The rights and privileges of the plant breeder must be preserved so that his/her abilities and those of other members of the University may be further encouraged and stimulated.

e. Circuit Layouts

Circuit layouts from scholarly activities of faculty, staff and students which have been aided wholly or in part by their association with the University can be registered as Protected Layout-Designs, as prescribed under the Hong Kong Layout-Design (Topography) of Integrated Circuits Ordinance and/or under relevant legislations in other applicable jurisdictions, and can be licensed. The registration of circuit layouts is significant to insure the utilization of such layouts for the public good and to expedite their further development. The rights and privileges of the designer must be preserved so that his/her abilities and those of other members of the University may be further encouraged and stimulated.

f. Copyrights

The University acknowledges that faculty, staff and students of the University may regularly produce written works and other scholarly works which are subject to copyright, as prescribed under the Hong Kong Copyright Ordinance and/or under relevant legislations in other applicable jurisdictions, and which may generate royalty income for the authors. Copyrights may exist in, but not limited to, the following: i. Books, journal articles, texts, glossaries, bibliographies,

study guides, laboratory manuals, course syllabi, tests, proposals and other literary works


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ii. Lectures, artistic work, musical or dramatic compositions, and unpublished scripts

iii. Films, film strips, cinematograph films, charts,

transparencies, and other visual aids iv. Soundtrack, sound recordings, set designs and other related

film aspects v. Live video/television or audio/sound broadcasts vi. Programmed instruction material vii. Computer program documentation viii. Computer software/CD-ROMs

g. Trade Secrets

The University acknowledges that faculty, staff and students of the University may produce works and/or know-hows that may have commercial/financial values but may not be adequately protected under the previously stated forms of intellectual property protection. Such works and/or know-hows may then be protectable under non-disclosure agreements and/or other agreements of confidentiality (including clauses of confidentiality as parts of a legal agreement between two or more parties) as trade secrets, as prescribed under the Laws of Hong Kong and/or under relevant legislations in other applicable jurisdictions, and can be licensed. The protection of trade secrets is significant to insure the utilization of such intellectual property for the public good and to expedite their further development. The rights and privileges of the originator must be preserved so that his/her abilities and those of other members of the University may be further encouraged and stimulated.

5. Ownership of Intellectual Property

a. Determination of Rights in Intellectual Property other than Copyrights

i. Sponsor-Supported Projects


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Any intellectual property, where the production of which has been partially or fully financed by a grant or contract between the sponsor and the University may be subject to certain specific provisions. This may affect the disposition of rights to these intellectual properties. The sponsor may:

specify that the intellectual properties be placed in the public domain;

claim reproduction, license-free use or other rights

including shared rights; or

assign all rights to the University.

In those cases where all rights are vested in the University, the ownership of rights resides with the University. However the inventor may share in the royalty income. In cases where royalty income is shared between the sponsor and the University, the inventor may also share in the royalty income.

ii. University-Funded Projects

Unless explicitly waived, ownership of intellectual properties developed as a result of university duty of a faculty or staff member resides with the University. However, there shall be a sharing of royalty income with the inventor as an incentive to encourage further development of intellectual property. Any intellectual property will be considered as having been developed as a university duty when conception and/or development are in the area of principal competence for which the individual is employed or for which the student is registered.

Notwithstanding its ownership of intellectual property, the University will not restrict the right of staff members to publish their findings, but not before appropriate steps have been taken so that the intellectual property rights can be protected.

iii. Individual Efforts


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If the intellectual property arises from staff working entirely on personal time on topics totally unrelated to their employment, and not as an institutional assignment and/or employment responsibilities, nor involving the use of University facilities or resources, the ownership shall reside with the inventor. The University is not expected to support nor finance the intellectual property in such instances.

Faculty or staff members desiring to perform consulting work for outside organizations are required to obtain prior approval from the University and are cautioned not to sign a conflicting intellectual property agreement (please refer to part VII "Regulations Governing Outside Practice" of this Section for details). Please contact the Knowledge Transfer Office when in doubt.

b. Determination of Rights in Copyrights

i. Sponsor-Supported Projects

Rights to any copyrightable materials the production of which has been partially or fully financed by funds from a sponsor shall be disposed of in accordance with the terms of the contract or grant. In those cases where all rights are vested in the University, the ownership of rights resides with the University. But to recognise the contribution made by the staff/student concerned and to encourage the conduct of scholarship and creative works, the University will normally assign the copyright so vested back to the author. In other cases where the royalty income is shared between the sponsor and the University, the author/inventor may also share in the royalty income as determined by the Knowledge Transfer Committee.

ii. University-Funded Projects

As in the case of sponsor-supported projects (para. 5.b.i above), the University will normally assign the copyrights arising from research projects which are fully financed by the University back to the authors concerned (i.e. staff and/or students) to recognize their contribution. The royalty income, if any, arising from the copyrights under this


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category shall, however, be shared between the author(s) and the University by a proportion as determined by the Knowledge Transfer Committee.

iii. Individual Efforts

Copyrights to, and royalties from, books, journal articles, creative works and other copyrightable materials, produced by faculty and staff members as a part of their normal scholarly activities at the University, shall belong to the author and income derived therefrom is not subject to income sharing with the University. A faculty or staff member’s general obligation to produce scholarly and creative works shall not be viewed as a special university assignment. In case of doubt, faculty and staff members should write to the Vice-President (Research and Development) for clarification or consideration.

c. Special Cases

Should there be cases where the University declines to accept an assignment of any intellectual property at the outset, or for some reasons abandons the pursuit of the intellectual property rights or license agreement during the intellectual property rights protection process, all rights shall be restored to the originator. The originator shall then be free to proceed independently with the protection and commercialisation of the intellectual property rights. In these cases, the financial benefits arising from the invention shall primarily belong to the individual; however, he/she is encouraged to contribute a percentage of his/her income to his/her department. It is recognized that other special cases might arise the circumstances of which may not be covered by the above guidelines. Such special cases may be submitted to the Knowledge Transfer Committee for decision via the Knowledge Transfer Office.

6. Commercialisation and Income Sharing of Intellectual Property

a. Commercialisation of Intellectual Property


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The University agrees to an equitable income sharing basis in respect of income arising from commercialisation of intellectual property, i.e. income from the licensing of intellectual properties and royalty from copyrights the ownership of which belongs to the University.

b. Acquisition Costs

For intellectual properties where the ownership has been assigned to the University, the University and the Faculty/School to which the individual belongs shall equally share the cost of acquisition of such intellectual properties, including legal fees and other costs incurred in pursuing the intellectual property rights or effecting a license agreement. These costs shall however be deducted before the sharing of incomes arising from the commercialisation among the University, Faculty/School and the individual.

c. Income Sharing Ratio

Income sharing arrangements will reflect the level of involvement and support of the University, Faculty/School and the individual concerned in the origination and development of the intellectual property. The income sharing ratio shall be determined by the Knowledge Transfer Committee. A general rule for reference is University 25%, Faculty/School 25%, Individual 50%.

d. Patents/Licensing/Copyrights and other Intellectual Property Rights Involving Students

In the filing of intellectual property rights protection involving students, careful consideration must be given to the degree of staff supervisor involvement and their contribution to the original work. Normally the level of contribution will be such that the supervisor should be named as co-owner of the intellectual property and receive an appropriate share of any revenue. Typically, the student:supervisor income share ratio should be within the range of 1:1 to 2:1 depending on the relative contributions. The exact ratio is to be decided by the supervisor and the student in consultation with the Department Head.


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7. Administrative Procedures a. Reporting of Intellectual Property

When a faculty member, staff member or student wishes to pursue the protection of an intellectual property or to publish a copyrightable material where the ownership belongs to the University, he/she shall immediately report in writing via the Dean to the Vice-President (Research and Development) and the Knowledge Transfer Office:

the potentially protectable intellectual property that arises in

the line of university duty or as a result of the use of sponsorship funds, university funds or university resources and facilities; or

the copyrightable material that arises as a result of the use of

sponsorship funds, university funds or university resources and facilities.

b. Deciding Ownership of Intellectual Property

The Dean, together with the Department Head, shall conduct an initial assessment of the intellectual property as to whether it is protectable and/or worth commercialising. The Dean may set date(s) during the year for submission of intellectual property for consideration at the Faculty/School level. The Dean shall then make pertinent recommendations to the Knowledge Transfer Committee for decision. The Committee may, as it sees fit, seek advice from expert(s) and/or consultant(s) on the matter. The Committee shall then decide whether the University would accept ownership of the intellectual property as recommended by the Dean.

c. Agreeing on an Income Sharing Ratio

Prior to the commercialisation of intellectual property rights, the Knowledge Transfer Committee shall discuss and advise on the proposed income sharing ratio. The Committee shall then reach an agreement on the income sharing ratio with the faculty, staff, student (when applicable) and the Faculty/School concerned.


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d. Appointment of Legal Agent

If the University decides to accept the ownership of the intellectual property developed by the faculty, staff or student, the University shall appoint an appropriate legal agent to assist in the application, filing and registration of the intellectual property rights (including licensing) and commercialisation of the intellectual property.

e. Registration of Intellectual Property Rights/Licensing

The Knowledge Transfer Office shall assist the faculty, staff, student or Faculty/School/Department concerned to liaise with the legal agent in the application, filing and registration of intellectual property rights or in developing licencing agreement with commercial organisations or publishers for the commercialisation of an intellectual property.

f. Liability of the Faculty/Staff/Student

The faculty member, staff member or student who pursues the intellectual property rights is responsible for obtaining proper approval from all relevant parties concerned before the intellectual property is registered or licensed, or before the publication is published. Should there be any litigation for infringement of intellectual property rights, e.g. plagiarism, passing off etc., the faculty member, staff member or student shall be solely responsible for any possible damages arising therefrom.

g. Income Sharing Arrangement

After deducting all relevant costs (as specified in Clause 6b of this document and any other costs as determined by the Knowledge Transfer Committee) incurred in securing the intellectual property rights, license or copyright, the income shall be shared among the University, Faculty/School and the faculty, staff or student concerned in accordance with the agreed income sharing ratio.


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h. Disposal of University Share of Income

The Share of Income received by the University from the commercialisation shall be used for the development of the University.

i. Termination of Service or Completion of Studies

University owned intellectual property rights

On the conclusion of services (including, but not limited to, resignation, retirement and summary dismissal) of the faculty or staff or the completion of studies of the student, the University shall, for those intellectual property rights, wherein the ownership belongs to the University, normally claim the same percentage of the intellectual property rights as in the period immediately before the departure of the staff/student concerned for a period to be determined by the Knowledge Transfer Committee. The period can be in the range of 5-10 years from the conclusion of services.

Co-owned copyrights

For copyrights the ownership of which belongs both to the author and the University, the ownership shall continue to be owned by both parties for an agreed period of time (normally 15 years). The profit sharing ratio shall remain the same for the agreed period of time. Afterwards, the University shall claim 100% of the intellectual property rights and all the income arising from the commercialisation shall belong to the University.

j. Advice and Assistance on Intellectual Property Matters

The Chairman of the Knowledge Transfer Committee, in consultation with the appointed legal agent, shall be responsible for providing advice and assistance to faculty, staff and students in matters related to intellectual property protection. Faculty, staff and students may contact the Knowledge Transfer Office in the first instance for relevant information.

Office of the Vice-President (Research and Development)

Regulations and Guidelines – Guidelines on Acceptance of Donations

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XIII. GUIDELINES ON ACCEPTANCE OF DONATIONS

The Guidelines on Acceptance of Donations consists of: (1) guiding principles which regulate the solicitation for and acceptance of donations to forestall undesirable consequences, (2) guidelines for University members to observe when engaging in donation-related activities and operating procedures which ensure that the processes involved are open, impartial and ethical, (3) approving authority for acceptance of donations, and (4) acknowledgement. 1. Guiding Principles

a. Donations should benefit the University and contribute to

enhancing the quality of teaching, learning, research and overall development of the University.

b. Before accepting the donations, staff or departments concerned

should satisfy themselves that the image and objectives of the donor are not incompatible with those of the University.

c. There should not be conditions attached to a donation, which may

affect the University’s ability to carry out its functions fully and impartially.

d. Donations should not be accepted from individuals whose source

of wealth is unknown or dubious or possibly of an illegal nature or acquired through unethical means. Nor should donations from corporations with their prime business activities associated with arms manufacturing, tobacco, alcohol and illegal gambling be accepted.

e. Donations from political parties or special interest groups that

may have the intent to influence the opinion of the University or its staff through their donations should be avoided.

f. Acceptance of a donation should not in any way give or be

perceived to give the donor an unfair commercial advantage over others in the same trade, industry or profession in relation to regular business dealings with the University.


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g. Donations should not be accepted if the University is required to provide resources that cannot be justified by their benefits in terms of their value to students, teaching and research, etc.

2. Guidelines and Operating Procedures

a. Every initiative to raise donations either in the form of money or equipment on behalf of an academic or other unit of the University must be initially approved by the relevant Head of Department/Office and Dean of Faculty/School who should report or seek approval for acceptance of donation for designated purpose(s) subject to its amount.

b. Every fundraising initiative should be reported to the President

and Vice-Chancellor via the Vice-President (Research & Development) in order to avoid repeated, simultaneous or uncoordinated solicitations of the same prospective donor(s).

c. The circumstances leading to the acceptance of donations or

sponsorships should be open and must be fully documented. Written agreements should be drawn up to specify the contribution of the donor/sponsor and the terms that the University and the donor/sponsor are required to observe.

d. Adequate documentation covering the solicitation, purposes of

donations, processing and approval of a donation or sponsorship should be kept to ensure accountability and transparency.

e. As regards donations of equipment, software or other kind of

fixed assets, Heads of Departments/Offices concerned should record such items in their inventory according to the procedures set by the Finance Office.

f. No staff member should demand or receive any personal benefits

connected with donations. (Note: This clause should be read in conjunction with the Regulations and Guidelines on the Acceptance of Advantages- Prevention of Bribery.)


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3. Approving Authority

a. The Council will approve the solicitation and acceptance of donations which are compatible with the guiding principles. A donation amounting to HK$10 million or above or a policy decision such as naming of buildings or construction of a new building requires the prior approval of the Council.

b. The following officers are delegated with the authority to approve

acceptance of donations of a designated amount in the name of the faculty, school, department, office, unit, centre, project or activities:

Amount/Value of Donation from Each Donor

Approval Authority

Less than HK$1 million Vice-Presidents, Deans, and Chaplain

HK$1 million to less than HK$10 million

President and Vice-Chancellor in consultation with the Council Chairman

Of or above HK$ 10 million

Council

The President and Vice-Chancellor will report to the Council on donations accepted as appropriate.

c. All donations must bear the signature of the approving authority

on the “Donation Received” Form which can be downloaded from: http://www.hkbu.edu.hk/~uao

4. Acknowledgement

a. In addition to the acknowledgement of the department/office concerned, a letter of appreciation will be issued by the Council to the benefactor who has made a donation of or above HK$ 1 million.

b. Naming in recognition of benefactions should be determined in

accordance with the University’s current policy on naming of buildings and facilities and must have the prior approval of the University Council.

University Advancement Office

SECTION 3

APPOINTMENT AND

RELATED MATTERS

Appointment and Related Matters - Review of Appointment for Academic/Teaching Staff

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I. REVIEW OF APPOINTMENT A. ACADEMIC/TEACHING STAFF

1. Preamble

All academic/teaching staff are appointed initially on fixed-term contracts of 2-3 years. The University will consider and review the appointment of academic/teaching staff with due regard to budget availability, service needs of the Faculty/School/Department and the performance of the staff member concerned. For academic staff, the University will offer substantiation of appointment after a period of observation subject to financial viability, service needs, performance review and an overall percentage of “substantiable appointment” of the Department/Faculty/School concerned. The current percentage of substantiable appointment is set at 85% which will be subject to review from time to time. For teaching staff, the University will offer continuous contract appointment after a period of observation, pursuant to financial viability, service needs and performance review. Continuous contract appointment is renewable upon recommendation of the Faculty/School.

2. Annual Review

All academic/teaching staff of the University, whether on fixed-term contract, substantive appointment or continuous contract appointment, are expected to document their annual work performance in teaching, scholarly/creative/professional work/activities and service in an Annual Activity Report and file the Report with their Head of Department. The Head of Department concerned is expected to arrange Annual Review Meetings with staff members to communicate the Department’s performance expectations, to identity growth areas/development needs, and to provide advice and encouragement on continuous professional development.

3. Review Procedures

To prepare for the appointment review exercise, the Personnel Office will provide Deans and Heads of Departments with a list of staff due


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for appointment review in September/October of the new academic year. The Personnel Office will invite the Head of Department to complete the appraisal report on the staff member concerned. The staff member concerned will be invited to provide a self-statement of his/her duties and achievements during the period under review, his/her updated curriculum vitae and samples of 3 representative publications/scholarly works (for academic staff only). He/She may also choose to use the “Annual Activity Reports” during the period in place of the self-statement.

For candidates recommended for substantiation, external assessments will be sought. It may also be sought, as an additional piece of evidence, by the Faculty/School at the discretion of the Dean as Chairman of the Faculty/School Review Panel (FRP). The FRP will make recommendations on the basis of the performance review/appraisal reports, supporting materials submitted by the staff member concerned, and external assessment if applicable.

For the appointment review of academic staff and teaching staff at Senior Instructor/Senior Lecturer & above ranks, the recommendatons of the FRP will be forwarded to the University Review Panel (URP) for consideration. The URP will meet around January/February and recommend one of the following courses of action to the President & Vice-Chancellor for his final approval:

a. the staff member be offered a substantive appointment (for

academic staff); OR

b. the staff member be offered a continuous contract appointment (for teaching staff ); OR

c. the staff member be offered a re-appointment for a further period

(for both academic/teaching staff); OR

d. the appointment of the staff member be allowed to complete by the end of contract.

For the appointment review of Research Assistant Professor and teaching staff at Instructor I/Lecturer I & below ranks, the recommendations of the FRP will be forwarded to the Vice-President(Academic) for approval via the Personnel Office.


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4. Review Criteria

Academic/Teaching staff will be considered for substantiation/ continuous contract appointment/re-appointment and/or promotion in accordance with the performance expectations and standards of the relevant rank (for appointment review) or higher rank (for promotion), as set out in the Manual on Performance-based Reward System for Academic/Teaching Staff. As a general guideline, academic/teaching staff should normally have served a minimum of 6 years before consideration of substantiation or continuous contract appointment. This requirement, however, is not meant to be rigidly applied and could be exercised with flexibility for exceptionally outstanding performers. Teaching evaluation results of the academic/teaching staff member under review will be provided by the Personnel Office to the URP, as part of the evidences of student response to the staff member’s teaching. Staff members are also encouraged to provide a “teaching portfolio” which includes teaching evidence (such as course preparation and design, subject syllabi, teaching materials and methods, responsiveness to students’ needs, and interaction with students, etc.) that can demonstrate their teaching competence and effectiveness. The URP may request for additional information or evidences from the Dean of Faculty/School or the staff member concerned before making a recommendation to the President & Vice-Chancellor.

5. Panel Composition

a. Faculty/School Review Panel

The FRP will be formed with the Dean of relevant Faculty/School as the Chairman, the Head(s) of relevant Department(s), and may comprise members including one to two co-opted senior colleagues who are not Heads of Departments within the Faculty/School, a Dean or senior teaching staff member(s) from outside the Faculty/School, to be invited at the Chairman’s discretion.


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b. University Review Panel for Academic Staff and Senior Instructor/Senior Lecturer & above ranks

i. The Vice-President (Academic) as Chairman; ii. Chairman of Research Committee (academic staff only); iii. Relevant Dean of Faculty/School; iv. One other Dean of Faculty/School; and v. Two other senior staff members to be co-opted by the

Chairman.

For academic staff (at or above Professor rank) For teaching staff (at or above Senior Instructor/Senior

Lecturer rank) c. University Review Panel for Chair Professor

(except for consideration of appointment beyond contractual retirement age)

i. The President & Vice-Chancellor as Chairman; ii. The Vice-President (Academic); iii. Chairman of Research Committee; iv. The relevant Dean of the Faculty/School; v. The Dean of another Faculty/School; and vi. A Chair Professor who is not a Dean of Faculty/School.

(The Chairman may co-opt additional senior staff members to serve on the panel as the need arises.)

6. Communication of the Result of Review

For the appointment review of academic staff and teaching staff at Senior Instructor/Senior Lecturer & above ranks, the URP will submit reports on its recommendations to the President & Vice-Chancellor for


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approval. As for staff on the Research Assistant Profesor and Instructor I/Lecturer I & below ranks, the FRP will submit reports on its recommendations to the Vice-President (Academic) for approval via the Personnel Office. Results of the review will be communicated to the staff members concerned in writing by the Personnel Office. In addition to written communication, the Dean of Faculty/School and Head of Department concerned are strongly encouraged to meet with the staff member concerned in person, communicate clearly the result of the review, and give his/her appropriate appreciation/encouragement/ advice. The Dean of Faculty/School and Head of Department concerned should continue to monitor the performance of the staff to see if desired improvements have been made.

7. Appeal procedures

A staff member who is not satisfied with the outcome of the review may write to appeal against the result within one month of the date of letter of notification. a. The staff member concerned who wishes to appeal against the

result of the review could write directly to the President & Vice-Chancellor giving all the reasons and evidences for such an appeal;

b. The President & Vice-Chancellor, after examining the reasons for

the appeal, could either authorize the appropriate Panel to be re-convened to re-consider the case on ground of any newly submitted evidences, or to convene a different Panel, or to adopt other appropriate measures at his own discretion;

c. The President & Vice-Chancellor should have the absolute

discretion to interview the staff member concerned and/or to accept or not to accept the re-considered view of the Panel before communicating the result to the staff; and

d. The President & Vice-Chancellor’s decision on the re-considered

view of the Panel shall be final.

Appointment and Related Matters - Review of Appointment for Non-teaching Staff

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B. NON-TEACHING STAFF

1. Preamble

All non-teaching staff are appointed initially on fixed-term contracts. For Managerial/Senior Professional Staff, the University offers long-term employment prospect through the arrangement of a Continuous Contract Appointment (CCA) normally at the end of six years of service, after taking into consideration staff performance, service needs and financial viability of the Faculty/School/Office. CCA is renewable upon recommedation of the Dean of Faculty/School or Head of Office. For Executive/Professional & General Staff, the University offers long-term employment prospect through the arrangement of an Open Continuous Appointment (OCA), normally at the end of six years of service, after considerating staff performance, service needs and financial viability of the Faculty/School/Office. Further contract renewal could also be offered to an appointee after 6 years of service if there is uncertainty over recurrent funding viability, staffing arrangements and/or staff performance/potential for further development.

2. Annual Review during the Contract Period All non-teaching staff are expected to follow an annual performance planning and review process, the details of which are set out in the Manual on New Pay and Reward Structure – Performance-based Reward System for Non-teaching Staff. In the case of a new staff member, a half-yearly informal review is also encouraged. In case substantial improvement is required from the staff member concerned, the Head may consider conveying his/her comments in writing to the staff and copy it to the Personnel Office for record. Performance Planning and Review forms completed by the the staff and the Dean/Head of Office should be copied to the staff member concerned with a copy also kept in the relevant office. However, in the event that a staff serving a contract period of appointment is recommended for any personnel-related decision (such as contract renewal, continuous contract appointment/continuous appointment, promotion, termination, etc.), evidences of their performance review


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record (for at least two years immediately preceding the personnel-related event in the case of Managerial/Senior Professional Staff) must be provided to the relevant Panels or Vice-Presidents for consideration.

3. The Appointment Review Process

For Executive/Professional and General Staff a. At about two to three months before the end of the contract period,

the Heads of Departments/Offices will be invited to provide an assessment on the overall performance of the staff member concerned, and to make a clear recommendation on whether the contract should be renewed. It is generally expected that staff who are recommended for contract renewal must have demonstrated good performance.

b. The assessment and recommendation, together with a copy of the

updated job description of the staff member concerned, should be returned to the Personnel Office within two weeks from the date of receipt of the request from the Personnel Office.

c. The recommendation on the contract renewal/completion or

conferment of continuous appointment should be forwarded to the Dean/Vice-President/President & Vice-Chancellor to whom the staff's Department/Office reports for endorsement.

For Managerial/Senior Professional Staff a. At about six months before the end of the contract period, the

Dean/Head of Office will be invited by the Personnel Office to make a recommendation regarding the appointment status of the staff member under review to a University Review Panel.

b. The staff under review will also be invited by the Personnel

Office to provide to the University Review Panel a self statement of his/her duties and achievements during the period of contract employment to date. He/She may furnish any information in support of his/her desire to further his/her appointment with the University or otherwise and such a statement shall be considered by the Panel.


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c. With a view to collecting more objective evidences on the performance of senior non-teaching staff, additional input from his/her peers/users/subordinates will be solicited in the form of “Service Evaluation Surveys” for the review of non-teaching staff at or above Band G, and as and when required, for the review of non-teaching staff below Band G.

d. For the purpose of collecting feedback, the Personnel Office will

consult the respective Vice-President/Dean/Head of Office to whom the staff member reports to draw up a list of user departments/offices. These users will then be invited to provide feedback on identified areas of work of the staff member concerned by completing a Service Evaluation Survey. In the case of surveys conducted on Heads of Offices, focus will also be made on the service rendered by the respective Office as a whole. The respective supervisor of the Head concerned will also be consulted on questions to be asked in the Service Evaluation Survey which will then be sent out to Deans & Heads of Departments/Offices for their feedback. Comments and feedback received from users will be typed and presented anonymously to the relevant University Review Panel for reference.

e. Upon receipt of the performance review record of the

immediately past 2 years and recommendations from the Dean/Head of Office, the self-statement from the staff member concerned on his/her duties and achievements and, as appropriate, results of the Service Evaluation Survey, the University Review Panel shall consider all the evidences provided, and recommend one of the following courses of action to the President & Vice-Chancellor for approval :

i. that the appointment of the staff member be renewed for

another period; OR ii. that the staff member be offered a continuous contract

appointment; OR

iii. that the appointment of the staff member be terminated at the end of the contract employment;


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4. Review Panel Composition

a. Membership of the University Review/Re-grading/Promotion Panel for Non-teaching Staff (other than Heads of Offices) comprises:

i. The Vice-President (Administration) & Secretary as

Chairman; ii. Two academic staff members (one Dean/Head and another

who is not a Dean/Head at or above the Associate Professor rank);

iii. Two senior non-teaching staff members (at or above Salary

Band F “Managerial/Senior Professional Staff”); iv. A staff member of the Personnel Office as Secretary; (Note: The relevant Dean of Faculty/School or Head of Office will be invited to act as resource person(s) for the case under review.)

b. Membership of the University Review Panel for Heads of

Offices comprises: i. The President & Vice-Chancellor as Chairman; ii. Vice-Presidents; iii. One to two senior staff member(s) at the Dean/Head of

Office level to be co-opted at the discretion of the Chairman;

iv. The Director of Personnel or his/her delegate to act as Secretary.

5. Review Criteria

a. The approving authority or members of the University Panel, as appropriate, shall consider all the evidences provided and the performance of the staff member concerned with respect to the performance expectations and standards of the respective Salary Band as set out in the Manual on New Pay and Reward


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Structure – Performance-based Reward System for Non-teaching Staff.

b. All non-teaching staff are expected to be reviewed according to

the three main “Performance Review Criteria” as set out for the respective staff categories in the Manual :

i. Personal Work Attitude/Attributes and Behavior; ii. Required Core Competencies to perform the job well; and iii. Service Quality.

c. Additional information or evidences may be requested from the

Dean/Head of Office or the staff member concerned by the approving authority or the University Panel. In the case of review by the University Panel, the Panel may choose to interview the staff member before making a recommendation to the President & Vice-Chancellor.

6. Communication of the Result of Review

a. Result of the review will be communicated to the staff member concerned in writing.

b. The Dean/Head of Office concerned should communicate clearly

to an appointee comments/recommendations that he/she has made and, for Managerial/Senior Professional Staff, also the advice of the Panel; and should continue to monitor the performance of the staff member concerned to see if desired improvements have been made.

7. Appeal Procedures

A staff member who is dissatisfied with the outcome of the review may write to appeal against the result within one month of the date of letter of notification.

a. The staff member concerned who wish to appeal against the result

of the review could write direct to the President & Vice-Chancellor giving all the reasons and evidences for such an appeal;


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b. The President & Vice-Chancellor, after examining the reasons for the appeal, could either authorize the Review Panel to be re-convened to re-consider the case on ground of any newly submitted evidences, or to convene a different Panel, or to adopt other appropriate measures at his own discretion;


discretion to interview the staff member concerned and/or to accept or not to accept the re-considered view of the Review Panel before communicating the result to the staff;

d. The President & Vice-Chancellor’s decision on the re-considered

view of the Review Panel should be final.

Appointment and Related Matters – Promotiom for Academic/Teaching Staff

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II. PROMOTION A. ACADEMIC/TEACHING STAFF 1. Preamble

The University is committed to the provision of appropriate promotion and career advancement opportunities for academic/teaching staff, and to duly recognize the academic achievement of individual academic/teaching staff members. To this end, the University conducts an annual promotion exercise to consider promotion review of individual staff to the various higher academic/teaching ranks.

With the implementation of the New Pay and Reward Structure (NPRS) with effect from 1 July 2004, the University has removed the quota limit of promotion of academic staff to the various academic ranks and promotion has henceforth been based strictly on academic merits of meeting the expectations and standards of the higher rank.

For teaching staff, promotion to the Senior Instructor/Senior Lecturer or above ranks is subject to the service/functional needs of the unit concerned. Both the organizational chart of the Department/Faculty/School/Unit concerned and an elaboration of the anticipated expanded scope and level of work of the staff member concerned upon promotion to the higher teaching rank should be provided if and when the case is being brought up for consideration of promotion by the University Review Panel (URP) during the annual round of the Promotion Exercise of Academic/Teaching Staff. For consideration of promotion to the Chair Professor rank, please refer to a separate set of Policies & Procedures governing the Appointment/Promotion of Chair Professors.

In accordance with the University Council’s approved principles governing conversion arrangements for serving academic/teaching staff on moving-over to the NPRS effective 1 July 2005, staff on conversion will carry with them their existing maximum salary level. Further salary progression beyond their existing maximum salary level will be subject to promotion review in accordance with established procedures. For promotion of Re-titled Professors and Re-titled

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Associate Professors under the NPRS, please make reference to the “Administrative Guidelines” as listed on the Personnel Office website.

2. Review procedures

With effect from the 2006/07 academic year, staff members can apply for promotion directly to their Faculties/Schools. Staff members who wish to be considered for promotion to the respective higher academic/teaching ranks are advised to discuss with and seek appropriate advice from the Head concerned, before sending in their applications to their Heads for comments. With the integration of the appointment review and promotion processes for academic/teaching staff with effect from the 2006/07 academic year, staff members who are considered for appointment review in a particular year could apply for promotion at the same time during the annual appointment review exercise held in January. Staff members who are not due for appointment review can apply for promotion review in the subsequent months, but the promotion applications from the respective Faculty/School should reach the Personnel Office latest by 1 March of the year. Staff members may liaise with their respective Faculty/School about its own internal deadline for promotion applications to reach the Faculty/School Review Panel via the Head of Department. On receipt of the application for promotion and the relevant documents on the performance of the staff member concerned including Annual Activity Reports for at least the last two years, the Head should provide his/her comments on the suitability of the applicant to be considered for promotion to the next higher rank and forward the assessment to the Faculty/School Review Panels (FRP) for further deliberation. The FRP should be responsible for making a decision on whether to forward the promotion application to the URP for consideration. Staff from the Personnel Office could provide support to FRP, if necessary, in reviewing promotion cases. For staff members who are being considered for promotion to the various academic ranks, at least three independent external assessments will be sought. Staff members will need to provide three


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recent representative samples of scholarly/professional/creative works and an updated curriculum vitae to the Personnel Office to be sent out for appropriate assessment by the external assessors. The three publications/scholarly/professional/creative works selected to be sent should be highlighted in the curriculum vitae with asterisks. The URP shall advise the President & Vice-Chancellor whose decision shall be final on the applications on promotion. Applications for promotion of teaching staff to the respective ranks of Lecturer I/II and Instructor I will be considered by the FRP, with the recommendations of the Panel forwarded to the Vice-President (Academic) for approval via the Personnel Office.

3. Promotion Criteria

Academic/Teaching staff will be considered for promotion in accordance with the performance expectations and standards of the next higher rank, as set out in the Manual on Performance-based Reward System for Academic/Teaching Staff. As a general guideline, staff should normally have served for three years at the current rank and have either reached or exceeded the mid-point of the salary range before consideration of promotion to the next higher rank. This requirement, however, is not meant to be rigidly applied and could be exercised with flexibility for exceptionally outstanding performers. Teaching evaluation results of the academic/teaching staff member under consideration of promotion will be provided by the Personnel Office to the URP, as part of the evidences of student response to the staff member’s teaching. Staff members are also encouraged to provide a “teaching portfolio” which include teaching evidence (such as course preparation and design, subject syllabi, teaching materials and methods, responsiveness to students’ needs, and interaction with students, etc.) that can demonstrate their teaching competence and effectiveness. The URP may request for additional information or evidences from the Dean of Faculty/School or the staff member concerned before making a recommendation to the President & Vice-Chancellor.


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4. Panel Composition a. Faculty/School Review Panel

The FRP will be formed with the Dean of relevant Faculty/School as the Chairman, the Head(s) of relevant Department(s), and may comprise members including one to two co-opted senior colleagues who are not Heads of Departments within the Faculty/School, a Dean or senior teaching staff member(s) from outside the Faculty/School, to be invited at the Chairman’s discretion.

i. Promotion of teaching staff to the respective ranks of

Lecturer I/II and Instructor I will be considered by the FRP, with the recommendations of the Panel forwarded to the Vice-President (Academic) for approval via the Personnel Office.

ii. Promotion of academic staff to a higher rank and teaching

staff to Senior Instructor/Senior Lecturer and above ranks will first be discussed by the FRP, with the recommendations of the Panel forwarded to the University Review Panel for consideration via the Personnel Office.

b. University Review Panel for Promotion to Associate Professor

Rank; and to Senior Instructor/Senior Lecturer and above Ranks

i. The Vice-President (Academic) as Chairman; ii. Chairman of Research Committee (academic staff only); iii. Relevant Dean of Faculty/School; iv. One other Dean of Faculty/School; and v. Two other senior staff members to be co-opted by the

Chairman.

For academic staff (at or above Professor rank) For teaching staff (at or above Senior Instructor/Senior

Lecturer rank)


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c. University Review Panel for Promotion to Professor Rank i. The Vice-President (Academic) as Chairman; ii. Chairman of Research Committee; iii. Relevant Dean of Faculty/School; iv. Three other Deans of Faculty/School; and v. Two other senior academic staff members at or above

Professor rank to be co-opted by the Chairman.

d. Professorial Appointment Panel for Promotion to Chair Professor Rank

i. The President and Vice-Chancellor as Chairman; ii. The Vice-President (Academic); iii. Chairman of Research Committee iv. One Chair Professor who is not a Dean of Faculty/School

appointed by the Chairman on a standing basis for a fixed term of two years;

v. One or two external members who are experts in the same or

related field to be included, whenever necessary, at the discretion of the Chairman;

vi. The Dean of relevant Faculty/School; vii. The Dean of another Faculty/School different from that in

(vi); and viii. One other Chair Professor who is not a Dean of

Faculty/School different from that in (iv) above.

A senior staff of the Personnel Office will serve as Secretary to the Panel. (The Chairman may co-opt additional senior staff members to serve on the Panel as the need arises. The external members will provide advice to the Panel from an external perspective and they will be present at the time of final consideration of the evidences


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after receipt of the independent external assessment. For consideration of promotion to the Chair Professor rank, please refer to a separate set of Policies & Procedures governing the Appointment/Promotion of Chair Professors.)

5. Communication of the result of Promotion

For the promotion of academic staff and teaching staff at Senior Lecturer/Senior Instructor & above ranks, the URP will submit reports on its recommendations to the President & Vice-Chancellor for approval. As for the promotion of other Lecturer/Instructor staff, the FRP will submit reports on its recommendations to the Vice-President (Academic) for approval via the Personnel Office. Results of the promotion review will be communicated to the staff members concerned in writing by the Personnel Office. In addition to written communication, the Dean of Faculty/School and Head of Department concerned are strongly encouraged to meet with the staff member concerned in person, communicate clearly the result of the promotion review, and give him/her appropriate appreciation/ encouragement/advice. Staff members who have made an unsuccessful attempt for promotion are advised to wait for at least one year before making another application, unless specific advice has been given by the FRP and/or URP to bring up the case again for consideration in the subsequent year. Under normal circumstances, promotion will take effect on 1 September of the year.

6. Appeal Procedures

A staff member who is not satisfied with the FRP’s decision could write directly to the Vice-President (Academic) within two weeks of the date of letter of notification. The Vice-President (Academic) would consider if there are grounds for presenting the case to the URP for consideration. A staff member who is not satisfied with the outcome of the promotion review of the URP may write to appeal against the result within one month of the date of letter of notification.


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a. The staff member concerned who wish to appeal against the result of the promotion review could write direct to the President & Vice-Chancellor giving all the reasons and evidences for such an appeal;

b. The President & Vice-Chancellor, after examining the reasons for

the appeal, could either authorize the appropriate Panel to be re-convened to re-consider the case on ground of any newly submitted evidences, or to convene a different Panel, or to adopt other appropriate measures at his own discretion;


discretion to interview the staff member concerned and/or to accept or not to accept the re-considered view of the Panel before communicating the result to the staff; and

d. The President & Vice-Chancellor's decision on the re-considered

view of the Panel shall be final.

Appointment and Related Matters - Promotion for Non-teaching Staff

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B. NON –TEACHING STAFF

1. Preamble The spirit of the promotion exercise for non-teaching staff resumed under the New Pay and Reward Structure (NPRS), is to reward and motivate staff performance and contributions through more flexible and cost-effective use of resources and by building a stronger link between performance and reward.

2. General Principles Under the New Pay and Reward Structure, all staff grades are aligned to 11 salary Bands from “A” to “I” according to “job evaluation” and “market assessment” results; and these salary Bands are then classified into 3 Broad “Position Categories”, as follows: i. General Staff – Bands A, B and C ii. Executive/Professional Staff – Bands D and E iii. Managerial/Senior Professional staff – Bands F, G, H, I Within each broad Position Category, specifications on the “nature of position functions”, “level of training/knowledge and experience required” and “requirement of core competencies” are set out as “Band Descriptions” under NPRS. For details, please refer to the Manual on New Pay and Reward Structure – Performance-based Reward System for Non-Teaching Staff. For the purpose of staff retention and continuity of institutional experience, serving staff who have the dedication and commitment to serve the University as well as the qualities and abilities to accept greater challenges and take on wider scope/higher level of responsibilities can be recommended for promotion, subject to the following considerations: a. Service needs and staffing requirements of the Faculty/School/Office; b. Funding availability of the Faculty/School/Office;

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c. Job evaluation of the level and scope of responsibilities of the relevant post confirmed to be of the higher salary band; and

d. The performance and competence of the staff member concerned

in meeting the expectations of the higher salary band.

3. Service Needs and Staffing Requirements The University creates different jobs in order to meet the service needs of different Faculty/School/Office and support the teaching and research activities in an efficient and effective manner. It follows therefore that all promotion considerations must be made on the basis of the service needs of the Faculty/School/Office concerned and the availability of funding to support such needs. Clearance of budget should be done before any promotion considerations. Arising from the service needs of the Faculty/School/Office, two kinds of promotion opportunities may occur as follows: a. When there is the need to fill a vacant position, it is open for

competition from both internal and external candidates; and b. When there is the need to upgrade a position and fill that

upgraded position through internal promotion. For either (a) or (b) above, the job duties of a vacant position or an upgraded position would need to go through the “job evaluation” process to ascertain the appropriate ranking of the position. In this regard, Faculties/Schools/Offices are strongly encouraged to develop and revise their staffing plans on a regular basis (say once every three years), to indicate:

a. The establishment of jobs needed to fulfill the service functions of

the Faculty/School/Office; b. The appropriate alignment of these jobs to the “position ranking”

and “salary bands” under NPRS; and c. The staff grading structure as a result of the establishment of jobs

at different levels and their reporting relationships.

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4. Promotion Criteria

In general terms, staff recommended for promotion are expected to be able to meet the stated requirements of the higher rank/Salary Band in terms of job functions and required core competencies. In respect of the level of training/knowledge required, exceptions can be made for those long-serving staff members who have not attained the required level of training/knowledge but have proved themselves capable of performing the job functions of the higher salary band. (For specific requirements on level of training/knowledge required, job functions and core competencies, please refer to the Band Descriptions of the New Pay and Reward Structure which can be viewed from the Personnel Office Homepage.) It is also expected that the recommended candidates would normally have served for at least three years at the current rank and have demonstrated the following: a. A track record of solid and substantial service at the current rank; b. A record of consistently high performance ratings at the current

rank; c. Ability to perform the job functions, wider scope, more complex

and higher level of responsibilities of the higher band; d. Core competencies for performing job responsibilities and

performance expectations of the higher band; e. Very good personal qualities / attributes / behaviour; and f. Capability of self reflection, commitment to life-long learning to

sustain continuous improvement and development. Moreover, it would normally be expected that staff recommended for promotion to the next higher rank/Salary Band should have already passed the “mid-point” of the current Salary Band and remunerated at or above the “minimum point” of the next higher Salary Band.

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5. Promotion Procedures All promotion considerations will be subject to a set of simple and consistent procedures: a. The Faculty/School/Office making a recommendation for

promotion should first of all ascertain the relevant staffing need in the context of the organizational chart and staffing requirements of the entire Faculty/School/Office; the implications of the recommended promotion for the other similar staff grades within the Faculty/School/Office and funding availability to support the recommended promotion to a higher salary Band.

b. Such a recommendation shall normally be raised by the staff’s

supervisor to the Head of Office or the respective Head of Department/Programme to the Dean of Faculty/School.

c. It would be advisable for the Head of Office/Dean of

Faculty/School to solicit input through a panel set up within the Faculty/School/Office; or for smaller offices, through a panel set up from amongst groups of offices.

d. The Faculty/ School/Office shall then forward the recommendation

to the Personnel Office and provide description of job duties of either a new position or upgraded position; evidences of staff’s past performance records showing a consistent trend of high performance ratings; and remarks of the Faculty/School/Office panel.

e. Job Evaluation will be conducted to ascertain that the

recommended responsibilities of the new/upgraded position are in line with jobs already at the higher salary Band.

f. The recommendation will then be presented to the relevant

approving authority (as described in the following paragraphs) for consideration and approval.

For a panel set up within the Faculty/School/Office, it should normally be chaired by the Dean/Head (or their delegates) and two other members from within the same Faculty/School/Office. The Dean/Head would have the absolute discretion to co-opt additional members from within or outside the Faculty/School/Office who will be able to assist

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in the promotion considerations of the staff member concerned. As for a panel set up from amongst offices, it will normally be chaired by a Vice-President (to whom the offices report) and consist of two other members with at least one from the same Office of the staff under consideration. Subject to the specific requirements of different posts and/or the Faculty/School/Office concerned, recommended staff may be invited to go through standardized test(s) and/or attend a personal interview to ascertain that certain attributes/behaviour/core competencies as required of a higher rank are present.

6. Approving Authority

a. For Promotion to a higher salary Band which is within Position Categories of “General Staff”/“Executive/ Professional Staff”

For consideration of promotion to a higher Salary Band which is within the Position Categories of “General Staff”/“Executive /Professional Staff” (i.e. Band “A” to “E”), the recommendations from the Faculty/School/Office shall be forwarded to the respective Vice-President for approval via the Personnel Office.

b. For Promotion to a higher salary Band which is within the

Position Category of “Managerial/Senior Professional Staff”

For consideration of promotion to a higher Salary Band which is within the Position Category of “Managerial/Senior Professional Staff” (i.e. Band “F” and above), the recommendations from the Faculty/School/Office shall be forwarded to the University Review/Re-grading/Promotion Panel for Non-teaching Staff for consideration and approval. The Panel shall comprise the following members:

Chairman : Vice-President (Administration) & Secretary Members : two academic staff members (one Dean/Head

and another who is not a Dean/Head at or above the Associate Professor rank) and two senior non-teaching staff members (at or above Salary Band F “Managerial/Senior Professional staff”)

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Secretary : A staff member of the Personnel Office (The relevant Dean of Faculty/School or Head of Office will be invited to act as resource person(s) for the case under review.)

The University Review / Regrading / Promotion Panel for Non-teaching Staff will undertake the following tasks:

a. To conduct job evaluation on vacant/upgraded positions; b. To review the appointment of non-teaching staff on the

“Managerial/Senior Professional” staff grades for the purpose of contract renewal/continuous contract appointment; and

c. To consider recommendations from Faculties/Schools/

Offices on re-grading/ promotion of non-teaching staff to a Salary Band which is within the Position Category of “Managerial/Senior Professional” staff grades.

7. Communication of Results

Upon receipt of confirmation from the relevant approving authority, the Personnel Office will arrange for communication of results to the Dean of Faculty/School/Head of Office and the staff member concerned. In addition to written communication, it would be desirable if Deans/Heads could also meet with the colleague concerned, giving him/her appropriate appreciation/encouragement/advice. The Personnel Office will keep the above promotion policy guidelines and procedures under review and will revise them from time to time, subject to the approval of the Staff Affairs Committee.

Appointment and Related Matters – Performance-based Reward System

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III. PERFORMANCE-BASED REWARD SYSTEM

The spirit of the New Pay and Reward Structure is to reward and motivate staff performance through flexible and cost effective use of resources and by building a stronger link between performance and reward. The performance-based reward system aims at:

1. Encouraging self-reflection and a culture of continuous

professional development; 2. Promoting communication, discussion and shared understanding

on performance expectations and standards; 3. Providing timely feedback, advice, appreciation and support to

colleagues to encourage them to grow, develop and excel in performance;

4. Reviewing colleagues’ performance and contributions in

accordance with performance expectations and standards; and 5. Giving recognition, appreciation and rewards based on

colleagues’ performance and contributions. For more information, please refer to the Performance-based Reward System booklet.

SECTION 4

STAFF SUPPORT, TRAINING

AND DEVELOPMENT

Staff Support, Training and Development – Counselling Service

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I. COUNSELLING SERVICE To promote and maintain a healthy work life among staff members of the University community, the University provides counselling service to support staff members to cope with work-related and/or personal issues, (including stress/emotional management, interpersonal relationship, career development, pre-marital & marital issues, parenting, family relationship, pre-retirement preparation, etc.), with a view to exploring effective solutions to manage the issues, regain quality performance and personal well-being. You may contact either the Counselling and Development Section of the Student Affairs Office on campus, or the Hong Kong Christian Service (HKCS) outside campus for such service. Supervisors may also refer your staff to seek such services. Details are as follows: How to Use the Service For on campus counselling service, please contact the Counselling and Development Section of the Student Affairs Office (extn. 7435). For service provided by the HKCS, please call the hotline 2721-3939 to seek advice or make appointments for face-to-face consultation / counselling outside campus. For counselling service provided by HKCS, a pamphlet together with a wallet call card on their service and hotline is obtainable from the Personnel Office or via e-mail ([email protected]). Information is also available on the Personnel Office Homepage (http://pers.hkbu.edu.hk) as well as on HKCS Homepage (http://eds.hkcs.org/eng/02_01_eng.html). Confidentiality The counsellors will keep record of staff members who have received service and the individual progress. The information will be kept in strictest confidence and it will not be disclosed without the consent of the staff members concerned unless there is reliable information or evidence that the staff is of danger to himself/herself or others. Counselling Service Fee The service fee is currently supported by the University.

Staff Support, Training and Development – Staff Interest Groups

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II. STAFF INTEREST GROUPS Arts and Crafts. Balanced Work Life. Book Club. Food Appreciation. Group Purchase. Healthy Living. Music, Art & Film Appreciation. Parenting. Sports and Recreation. Travel & Photography. These 10 Staff Interest Groups are set up to help colleagues lead A FULLER LIFE, and the response has been overwhelmingly encouraging. With the formation of these interest groups, the university’s community spirit is strengthened, friendships among colleagues fostered, and staff participation in campus life enhanced. We organise University-wide functions, including the Annual Autumn Tour, “BU’s Got Talent” Competition, Fun Fun Bazaar, Chinese New Year Celebration, and Celebrations for Mother’s Day and Father’s Day. We also formed a strong HKBU Marathon Delegation, consisting of staff members, students and alumni, to take part in the territory’s annual Standard Chartered Hong Kong Marathon. Delegation members are on the rise, winning the University a “Most Supportive Group Award” in 2011. So do come and join the fun! Staff Interest Groups Arts & Crafts We desire to motivate you to channel your creativity by making items with your own hands – a piece of bead jewelry, crochet, cross-stitch, knit work, painting, calligraphy or floral arrangement… Balanced Work Life We help you tackle “rushaholism” by arranging aromatherapy talks, wine appreciation sessions and a chain of activities that will de-stress you on one hand and recharge your batteries on the other. Book Club Book Club is a hub for bookworms and book lovers. Here, you will have a chance to meet writers and book lovers, and exchange views and favorite book lists with colleagues sharing the same hobby.


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Food Appreciation A journey to a mouthwatering experience. We offer a wonderful opportunity for food lovers to gather together to wine and dine, enjoy different kinds of cuisines as well as share restaurant tips and cooking recipes. Group Purchase Our list of group purchase discount offers is increasingly extensive – from food and beverages to electrical appliances; from Chinese herbs to medical services; from hotels to travel agencies… Healthy Living We bring in medical professionals, nutritionists and physical education experts to fill in our missing links for a healthy life. Free physical fitness assessment is also arranged to enhance your health awareness. Music, Art & Film Appreciation From classical music, folk songs to pop sound; from European, US to Chinese movies; from impressionism to post-modernism – you will certainly find your cup of tea in this Interest Group. Parenting We know you want to be a better parent, so we invite child experts and counselling professionals to provide useful tips on how to bring your children closer to you and you closer to them. Sports and Recreation “Your body is the baggage you must carry through life. The more excess baggage the shorter the trip,” so the saying goes. Come join our badminton, soccer, table-tennis, tennis and volleyball teams to get rid of any “excess baggage” and stay fit. Travel & Photography This is the Interest Group where you can share your traveling experience, favorite destinations, awesome snapshots and itinerary highlights with globe-trotters and photo-shooters.


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In addition to the above Interest Groups, we have also formed the Hospitality Group and the Volunteer Service Group. Hospitality Group Our aim is to help our staff members, especially those from overseas, to settle in more quickly and integrate with the rest of the University Community. The Group undertakes to co-ordinate a caring network for new colleagues as well as organize social activities for them to get together and explore life in Hong Kong. Volunteer Service Group This University-wide Group is propelled by caring colleagues’ fervent desire to contribute to improving the well-being of the less privileged community. We provide service to local children, youngsters and the elderly people, as well as to Sichuan earthquake victims. You are most welcome to join any – or all – of the Staff Interest Groups to make your life FULLER. Just go to the Personnel Office (7/F, Shaw Tower, Shaw Campus) to obtain a participation form, and fax the completed form to us at ext. 2170. You could also reach us via our hotline at ext. 2029 or our email address: [email protected].

Staff Support, Training and Development – Staff Orientation/Induction/Training Programmes

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III. STAFF ORIENTATION / INDUCTION / TRAINING PROGRAMMES

The University attaches great importance to Staff Orientation/Induction/ Training and Development. In September every year, the Personnel Office organizes an Orientation Day for new academic/teaching and managerial/senior professional staff; and in October/November orientation briefings for new Deans (Associate Deans) and Heads (Associate Heads) of Departments. We have on going induction programme for all new executive/professional/general staff. Our induction programme includes a tea reception with short presentations and group games, new staff will also be invited to participate in Learning Sessions on various topics; such as “Quality Service”, “Work Planning”, “Effective Communication” and “Conducting Performance Meetings”. Aligning with the performance criteria of our performance-based reward system and the strategic goals of the University, the Personnel Office assesses the training needs of different staff groups and designs appropriate in-house training/development programmes to promote good practices, update new skills, and encourage life-long professional development and continuous improvement at work. Workshops, talks, and seminars are organised with reference to a “Training and Development Framework” which provides the backbone for all-rounded development for staff’s personal attributes, their tasks management abilities as well as people management skills. Updated prorgramme news is on Personnel Office Webpage or disseminated through e-announcements. Training/development needs/programmes are collected primarily through completion of annual performance planning and review reports, as well as through focus groups to be organised where necessary.

Staff Support, Training and Development – Policy Guidelines on Staff Development Grant in Support of Short-term Development Programmes

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IV. POLICY GUIDELINES ON STAFF DEVELOPMENT GRANT IN SUPPORT OF SHORT-TERM

DEVELOPMENT PROGRAMMES 1. Definitions

a. Short-term programmes refer to:

i. conference/seminar attendance; and ii. study programmes/courses lasting for a period not more than

6 months.

b. Local/overseas programmes:

Those held in Hong Kong and bordering locations where overnight accommodation is not required are classified as “local” programmes, while those held outside Hong Kong where overnight accommodation is required are “overseas” programmes.

2. General Guidelines for Approval of Grant

a.

Study programmes/Courses Type

Local Overseas

Grant Normally not more than 2/3 of tuition of the course

Normally not more than 1/2 of tuition of the course

Eligibility Full-time staff Full-time staff with at

least 2 years’ service Obligation Complete the course/conference/seminar

Submit a report on completion of the programme when required by the approving authority

Refund the full grant if resigning before completion of the programme or if failing to complete the programme


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Conferences/Seminars Type

Local Overseas

Grant

Registration fees only

Registration fees only if not presenting paper;

Full registration fees plus 1/2 of other cost* if presenting paper

Eligibility For full time Academic/Teaching Staff and Non-teaching Staff on Managerial/Senior Professional Category

Obligation Complete the course/conference/seminar Submit a report on completion of the programme

when required by the approving authority Refund the full grant if resigning before

completion of the programme or if failing to complete the programme

* Calculation of estimated total cost for these programmes is set out in par. 2b.

b. Estimated total cost for overseas short-term programmes covers:

i. Travelling expenses: The lowest airfare possible. The

applicant could approach the Finance Office for advice on the quoted airfares.

ii. Accommodation expenses: The reasonable choice in the

printed information submitted by the applicant. The number of nights of accommodation granted would be the number of nights needed for the official programmes, plus one additional night if necessary.

iii. Registration fees: As stated in the printed information

submitted by the applicant. Normally, only registration fees, excluding board or meals, will be covered if the applicant attending the conference/seminar will not present paper.


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iv. Cost of meals and other expenses: A maximum of HK$400 per day. The number of days will be the same number of nights of accommodation granted. Local (Hong Kong) transport fares will not be covered.

c. The approval of grant in support of short-term programmes

rests with the Deans and Vice-Presidents.

d. Applicants should obtain approval for leave of absence to attend short-term courses or conferences/seminars from their Heads of Departments/Offices in accordance with established leave regulations. Applicants may apply for time off for attending day-release programmes on the understanding that arrangements should be made with their Heads of Departments/Offices on application to make up for such time off. Classes or other duties missed, if any, should be covered. The Personnel Office should also be notified if the period of leave granted involves annual leave.

e. Under normal circumstances, it is expected that the central

guidelines established by the Staff Affairs Committee on the level of support for each development programme will be followed. However, budget-holders are also encouraged to use their discretionary judgement to provide a higher or lower level of support for some development programmes on the basis of merit and as a form of recognition and reward for performance.

f. Contents of the proposed course/conference/seminar should be

relevant to the applicant's job duties or teaching field.

g. No two concurrent grants should be given to a staff member to support more than one individual short-term course/subject in the same period of time.

h. The University has a general policy of offering grants to support

the following short-term courses:

Chinese language courses (either Cantonese or Putonghua) at relevant levels for one term only for non-Chinese speaking staff members;


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English language courses at relevant levels for up to two terms or two subjects, and Putonghua courses for one term only for clerical/secretarial staff members.

i. Successful applicants of short-term programmes are expected to

present a certificate or other documents to the relevant Vice-Presidents or Deans to prove their completion of the courses/programmes or attendance of conferences/seminars.

j. To claim reimbursement, applicants should present the original of official receipts together with the signed application forms to the relevant budget-controlling officers as soon as those documents are ready. For overseas programmes, airfare receipts from the travel agents should be submitted instead of air ticket stubs.

Should all receipts be checked to be in proper order, the relevant budget-controlling officers will send them to the Finance Office together with a copy of the approval forms. The actual amounts to be reimbursed should be marked in the approval forms should there be any discrepancy in the original approved amounts. Upon completion of all necessary accounting procedures, the Finance Office will arrange to credit the appropriate amounts into the applicants’ bank accounts.

3. Guidelines

a. Application forms for short-term programmes can be obtained from the offices of the Vice-Presidents or Deans of Faculties/Schools and the Personnel Office, or downloaded from http://www.hkbu.edu.hk/~pers/forms/in/d/SDPFa.doc.

b. Applications for grant must be made prior to commencement

of the courses/conferences/ seminars and could be processed in advance of formal admission by the institutions concerned. Applications submitted after commencement of the relevant programmes will not be considered.

c. Applicants should submit the completed application forms

together with adequate supporting documents to the relevant Deans of Faculties/Schools or Vice-Presidents through the Heads of Departments/Offices prior to commencement of programmes.


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d. Supporting documents of a staff development grant application should include the following:

information stating the name, date, content, and

registration/course fees of the programme;

letter of acceptance to the programme issued by the institution/organizing body, if applicable.

For overseas programmes, the following documents are also required in addition to the above:

invitation letter for presenting papers issued by the

organizing body if the applicant will present paper in a conference/seminar;

printed information stating the cost of accommodation (e.g.

hotel rate), meals and other relevant items, as provided by the organizing body.

Staff Support, Training and Development – Policy Guidelines on Staff Development Grant in Support of Long-term/Intermittent-term Development Programmes

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V. POLICY GUIDELINES ON STAFF DEVELOPMENT GRANT IN SUPPORT OF LONG-TERM/INTERMITTENT-TERM

DEVELOPMENT PROGRAMMES

1. Definitions

a. Long-term programmes: Study programmes/courses lasting for more than 6 months.

b. Intermittent-term programmes: These refer to short visits to

overseas institutions in summer for completion of a higher degree qualification.

2. Objectives

a. Long-term/intermittent-term staff development programmes demand considerable commitment from both the staff and the University in terms of time, financial resources and service periods. While the University as an educational institution would in general encourage staff to engage in developmental pursuits, consideration of financial support for such programmes as “staff development programmes” would need to be carefully considered in the context of the needs of the University. Specifically, the approving authority, in granting support for such programmes, must be satisfied that:

i. the programme is considered essential to a staff member on

substantiated / continuous contract / continuous / confirmed appointment) in the discharge of his/her current work responsibilities; or

ii. the programme is considered essential to a staff member on

substantiated / continuous contract / continuous / confirmed appointment), in the discharge of his/her future work responsibilities in which case a clear staff re-deployment plan or promotion plan must be submitted by the supervisor; or

iii. the programme is considered essential to a staff member

whose appointment is on fixed-term/non-substantiated contract, in which case there must be clear evidences from


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the Faculty/School/Office that candidates who have completed such programmes are in short supply so much so that University’s support for serving staff to complete such programmes is seen by the supervisor as a better alternative than recruiting direct from the market.

b. In addition to considering the resource implication of long-

term/intermittent-term programmes, supervisor should note that recipients of these programmes need to fulfil an obligation of returning to serve the University for a specified period on completion of their development programmes. It is therefore not advisable to grant long-term support to staff members whose appointments are on short-term/initial contract. However, long-term support could be considered in the case where a supervisor would wish to groom a staff member, whose contract has been renewed for a considerable length of time and who has proposed a relevant study programme.

3. General Guidelines for Approval of Grant/No-pay Study Leave

a. Type Local programmes (Full-time/part-time)

Grant (Note (ii))

Normally not more than 2/3 of tuition of the course (with 2 grants for master’s degree or post-graduate diploma courses, and 3 grants for doctoral degree courses)

Eligibility Full-time staff with at least 1 year’s service (Please refer to para. 2)

Obligation Complete the programme. Submit a full report on completion of programme (Note (iii)). Return to serve the University: (i) for local programmes,

and intermittent-term and distance learning overseas programmes: at least 1 year’s service; (ii) for 1-year study leave: a period of service which doubles the study leave duration stipulated in the approval letter (normally 2 years’ service after 1 year’s study leave and a further 1 year after a second year’s leave with grant).

Refund the full grant and an amount equal to all benefits accorded to the staff member and his/her dependent family during the period of absence if resigning before completion of the programme, or failing to serve the University for the


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specified period of time, or leave the University’s employment for whatever reason upon the expiry of the staff’s present contract or failing to complete the programme.

Overseas programmes (Note (a)) Type

Study leave without pay (normally for 1 year)

Intermittent programmes

Distance learning programmes

Grant (Note (ii))

Normally the grant will be up to HK$75,000, plus a travel allowance of HK$18,000 at the maximum (In case a second grant is approved, the amount will be not more than 1/2 of the first grant)

Normally 2 travel grants for a master’s degree and up to 3 travel grants for a doctoral degree

Normally up to 1/2 of tuition of programme

Eligibility Full-time staff with at least 2 years’ service (Please refer to para. 2)

Obligation

Complete the programme. Submit a full report on completion of programme (Note

(iii)). Return to serve the University: (i) for local programmes,

and intermittent-term and distance learning overseas programmes: at least 1 year’s service; (ii) for 1-year study leave: a period of service which doubles the study leave duration stipulated in the approval letter (normally 2 years’ service after 1 year’s study leave and a further 1 year after a second year’s leave with grant).

Refund the full grant and an amount equal to all benefits accorded to the staff member and his/her dependent family during the period of absence if resigning before completion of the programme, or failing to serve the University for the specified period of time, or leave the University’s employment for whatever reason upon the expiry of the staff’s present contract or failing to complete the programme.


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Notes:

i. Calculation of costs of relevant items in overseas programmes:

Travelling expenses: The lowest airfare possible. The

applicant could approach the Finance Office for advice on the quoted airfares.

Accommodation expenses: The reasonable choice in the

printed information provided by the relevant institution or in quoted lists. The number of nights of accommodation granted would be the number of nights needed for the approved programmes, plus one additional night if necessary.

Cost of meals and other expenses: A maximum of

HK$400 per day. The number of days will be the same number of nights of accommodation granted. Local (Hong Kong) transport fares will not be covered.

ii. In cases where applicants are approved token support

(normally equivalent to 1/4 of the programme fees) for their study programmes, the service requirement for these recipients to observe on completion of their programmes will be adjusted to a period of 6 months.

iii. All reports should be concise and kept within a length of 2 to

4 pages (single-sided A4 paper), describing the nature and date of the programmes undertaken, and the benefits gained from such programmes that meet the objectives planned in the applications. Reports should be submitted to the Head of Department and copied to the Dean/Vice-President as well as to the Personnel Office for record purpose.

b. The approval of grant in support of long-term/intermittent-

term programme (including doctoral programmes) rests with the respective Deans/Vice-Presidents.

c. Under normal circumstances, it is expected that the central

guidelines established by the SAC on the level of support for each


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development programme will be followed. However, budget-holders are also encouraged to use their discretionary judgement to provide/recommend a higher or lower level of support for some development programmes on the basis of merit and as a form of recognition and reward for performance.

d. Upon approval of the budget-holders, the applications will be

forwarded to the Personnel Office for necessary follow-up actions. Applicants will be informed through the Personnel Office of the result of application.

e. Successful applicants will need to sign an undertaking to indicate

acceptance of the grant/study leave and the associated obligations. The Personnel Office will inform these applicants of submission of report after they have completed their study programmes.

f. To claim reimbursement, applicants should send the original of

official receipts to the Finance Office direct for processing. Upon completion of all necessary accounting procedures, the Finance Office will arrange payment to the staff concerned.

4. Application

a. Application forms for long-term/intermittent-term programmes can be obtained from the offices of the Vice-Presidents or Deans of Faculties/Schools and the Personnel Office, or downloaded from http://www.hkbu.edu.hk/~pers/forms/in/d/SDPFa.doc.

b. Applications must be made prior to commencement of the

proposed study programmes, and could be processed in advance of formal admission by the institutions concerned. Applications submitted after commencement of the programmes will not be considered.

c. Applicants should submit the completed application forms

together with adequate supporting documents to the relevant Deans of Faculties/Schools or Vice-Presidents through the Heads of Departments/Offices prior to commencement of programmes. Normally mid-February will be the deadline for submission of


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applications for long-term programmes beginning in September of the year.

d. Supporting documents of a staff development grant application

should include the following: i. information stating the name, date, content, and fees of the

study programme; ii. letter of acceptance to the programme issued by the

institution/organizing body, if available; and iii. information about the re-deployment or promotion plan of

the staff concerned or any recruitment difficulties of candidates in the relevant discipline submitted by the supervisor as stipulated in para 2, if applicable.

Staff Support, Training and Development – Sabbatical Leave Programme

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VI. SABBATICAL LEAVE PROGRAMME 1. Objective

a. The key objective of sabbatical leave programme (SLP) is to facilitate the development of research, scholarly and pedagogical activities. It is instituted with effect from the 1989/90 academic year and is confined to academic staff and Deans. The programme operates on three basic premises:

i. There will be no separate funding provision for the SLP in

the recurrent budget from UGC.

ii. A staff member who is absent from his/her department/ teaching programme will have his/her duties, at least in part, taken up by other staff members within his/her department.

iii. Sabbatical leave will not be regarded as entitlement.

2. General Guidelines

a. Type 6-month programmes 12-month programmes

Schedule

Covering either the first semester (15/7 - 14/1) or the second semester (15/1 - 14/7)

Normally starting from mid-July (15/7) or mid-January (15/1)

Requirement (Note (i))

At least 3 years' service at the University; should be substantiated before taking a sabbatical leave

At least 6 years' service at the University; should be substantiated before taking a sabbatical leave

Contribution ofAccumulated Annual Leave (Note (ii))

2 months of annual leave (60 calendar days at least, depending on the months) which will be included in a 6-month sabbatical leave period

3 months of annual leave (90 calendar days at least, depending on the months) which will be included in a 12-month sabbatical leave period


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Attachment Colleagues are expected to affiliate themselves as much as possible to institutions outside Hong Kong during sabbatical leave

Obligation

Complete the programme Submit a full report on completion of the

programme (Note (iii)) Return to serve the University for at least 1 year

Notes:

i. The minimum years of service will be counted afresh from the day the staff member resumed duty on completion of his/her previous sabbatical leave, should he/she wish to apply for a second sabbatical.

ii. Having regard to the financial situation and with a view to

enhancing flexibilities for Faculties/Schools in approving and providing support to worthwhile Sabbatical Leave applications, the Staff Affairs Committee agreed, as an interim arrangement and pending a full review of the policy guidelines governing the grant of sabbatical leave programme, that flexibility be allowed for Faculties/Schools to adjust the University’s contribution of paid leave and staff’s contribution of accumulated annual leave to approve sabbatical leave programme as follows:

Types Staff

Contribution of Annual

Leave

University’s Contribution

Total Paid Leave

during SLP

1 month 2 months 3 months 1.5 months 3 months 4.5 months

6-month programme

2 months 4 months 6 months 1 month 2 months 3 months 2 months 3 months 5 months

12-month programme

3 months 4 months 7 months

iii. All reports should be kept within a length of 2 to 4 pages (single-sided A4 paper), describing the nature and date of the sabbatical leave programmes undertaken, and the benefits gained from such programmes that meet the objectives planned in the applications.


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Reports should be submitted to the Head of Department and copied to the Dean of Faculty/School as well as the Personnel Office for record purpose.

b. Consideration and Approval by the Faculty/School

i. The Faculty/School will consider applications for sabbatical leave programme within the Faculty/School by a panel; and

ii. The Faculty/School will approve applications based on

established criteria. c. Approval Criteria

i. The strength of the proposal;

ii. The relevance of the programme and the benefits to be gained for the purpose of the professional development of the staff concerned; and

iii. The staff member's track record of performance.

iv. In respect of applications for a second sabbatical leave, it

would be advisable for the Faculty/School to assess the benefits accrued to the staff colleagues and the Faculties/Schools from the last leave and whether (and how) the second leave is building upon these benefits.

v. For each academic year, each Faculty/School could approve

a number of individuals from the Faculty/School for the award of the sabbatical leave programme, but subject to a maximum of not more than one in every ten academics from each Faculty/School.

3. Salary and Superannuation Arrangement

a. Depending on the amount of total paid leave taken/granted during the approved sabbatical leave programme, the staff member concerned may receive regular monthly salary (e.g. in the case of 6 months’ paid leave taken/ granted during a 6-month programme) or pro-rated monthly salary (e.g. payment of 1/2 regular monthly


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salary in the case of 3 months’ paid leave taken/granted for a 6-month programme) for the entire period of sabbatical leave.

b. Gratuity/contribution to retirement benefits scheme payable, if

applicable, in respect of the period of sabbatical leave will be based upon the salary received by the staff member during the period. Should the staff member be a full member of the University’s Superannuation Scheme, the period of recognized superannuable service for the period of sabbatical leave will be the same as the period of paid leave taken/granted during the entire period.

4. Housing Benefits Arrangement

a. Staff on sabbatical leave, either 6 months or 12 months, will continue to enjoy the same housing benefits, which apply to them before their sabbatical leave, during the leave period.

b. Staff members who are already entitled to housing benefits, e.g.

Private Tenancy Allowance (PTA) or University quarters, will be granted the same amount of allowance or be allowed to keep their flats, as appropriate, during the entire sabbatical leave period if they agree to continue to pay 7.5% of their regular monthly salary as rental. Provision under the Home Financing Scheme (HFS) will continue to be granted to the entitled staff members in the same amount during their entire leave period.

5. Logistic Arrangement

a. Application forms can be obtained from the Personnel Office or downloaded from the Personnel Office homepage (http://pers.hkbu.edu.hk/). The completed application form should be attached with a detailed proposal of 2 to 4 pages of the leave programme and adequate supporting documents. More elaborate information, if necessary, can be included as appendices to the proposal. These documents should be submitted to the Dean of Faculty/School concerned preferably one calendar year before commencement of the leave programme.

b. The staff concerned should work out a specific plan on how

his/her teaching/research/administrative duties will be arranged


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during the leave period, in consultation with the Department Head and the relevant Dean before proceeding on sabbatical leave.

c. Participants will be informed through the Personnel Office of

successful applications, and will need to sign an undertaking to indicate acceptance of the sabbatical leave and its associated obligations.

d. The provision of part-time/temporary staff may be approved by

the Faculty/School Dean and the Vice-President (Academic) for the department to take up part of the duties of staff on a 12-month sabbatical leave.

e. At the present, no specific limit has been set for salary, stipend,

and/or honorarium that a staff member could receive from an overseas institution while on sabbatical leave. This will need to be discussed with the Head of Department and Dean of Faculty/School as and when such situations arise.

Staff Support, Training and Development – Academic Staff Fellowship Programme /Staff Development Award for Non-teaching Staff

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VII. ACADEMIC STAFF FELLOWSHIP PROGRAMME The Academic Staff Fellowship Programme provides academic staff with an opportunity to visit leading universities and other academic/research centres outside Hong Kong for the enhancement of teaching/research activities. For each academic year, one individual could be selected from each Faculty/School for the award of the Programme. Each fellow will be provided with a travel grant of $15,000, an expense provision of $15,000, and the 1-month period of visit will be regarded as absence on duty. A proposal describing the nature of attachment and the proposed host institution, and the expected benefits to be gained from the visit should be submitted to the Department Head and Dean, and will be considered within the Faculty/School by a panel. The Faculty/School will approve the applications based on established criteria which include the strength of the proposal, the relevance of the programme and the benefits to be gained for the purpose of the professional development of the staff concerned, and the staff member’s track record of performance.

VIII. STAFF DEVELOPMENT AWARD FOR NON-TEACHING STAFF

The objective of this award is to provide administrative and professional staff members in the non-teaching offices of the University (at or above Band F of the Managerial/Senior Professional Category) opportunities for personal and professional development, through an attachment to another non-local university. There will be up to 2 awards in each academic year. Each recipient will receive a grant/allowance of up to $30,000, and the 1-month period of visit will be regarded as absence on duty. A proposal including details of the programme and the expected benefits to be gained will have to be endorsed by the Head of the applicant’s Office, before it is formally being considered by the respective Vice-President.

SECTION 5

FACILITIES AND

OTHER INFORMATION

Facilities & Other Information – Joint Sports Centre

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I. JOINT SPORTS CENTRE (JSC) The Joint Sports Centre (JSC) located at Renfrew Road provides outdoor sports facilities. The Centre is jointly owned by City University of Hong Kong, Hong Kong Baptist University and The Hong Kong Polytechnic University and is currently managed by Hong Kong Baptist University. The Centre provides sports facilities mainly for physical education classes, university team training, extra-curricular activities and inter-collegiate sports competitions. Staff members are welcome to use the sports facilities by producing their staff identity cards. Booking procedures are set out below. 1. Facilities The sports facilities of the Centre are listed as follows:

a. An 11-a-side grass soccer pitch b. Track and field facilities (Class 2 Athletics Facilities certified by

International Association of Athletics Federations) -- 8-lane synthetic track and field events facilities for discus, javelin, shot-put, long jump, triple jump, high jump and pole vault

c. Four tennis courts d. A multi-purpose court (synthetic surface) which can

accommodate two basketball courts, or two volleyball courts, or one handball court, or one five-a-side soccer court

e. Golf practice area for driving practice f. Spectator stand with 1,000 seats

2. Opening Hours

The JSC is open throughout the year, except on public holidays. Starting from 1 September 2011, the JSC opening hours are as follows:

Facilities Monday - Saturday Sunday Running Track 1 8:00 a.m. - 10:30 p.m. 8:00 a.m. - 9:30 p.m.Grass Soccer Pitch 1 8:30 a.m. - 9:30 p.m. 8:30 a.m. - 9:30 p.m. Tennis Courts 8:30 a.m. - 10:30 p.m. 8:30 a.m. - 9:30 p.m.Multi-purpose Court 8:30 a.m. - 10:30 p.m. 8:30 a.m. - 9:30 p.m.Golf Practice Area 2 8:00 a.m. - 10:30 p.m. 8:30 a.m. - 9:30 p.m.Carpark 8:00 a.m. - 10:30 p.m. 8:00 a.m. - 9:30 p.m.

Note 1) Maintenance time will be 1:00 pm - 5:00 pm for Monday and 8:30 am – 5:00 pm for Thursday. 2) Temporarily closed from September 2009 due to the new building project. It will be re-open in

September 2012.


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Special opening hours for the following days from 8:00 a.m. to 6:30 p.m.: Lunar New Year’s Eve Mid-Autumn Festival Winter Solstice Christmas Eve New Year’s Eve

3. Facilities Charges (for staff)

Day Time *Night Time Tennis Court $20/hr $35/hr Grass Soccer Pitch $80/1.5hr $120/1.5hr Basketball Court/ Volleyball Court

$20/hr $35/hr

Handball Court/ Five-a-side Soccer Court

$40/hr $70/hr

Golf Practice Area $10/hr $10/hr

*Night Session : November – March

: 5:30 p.m. - 10:30 p.m.

(5:00 p.m. - 9:30 p.m. for Grass Soccer Pitch)April – October : 6:30 p.m. - 9:30 p.m. Guest fee : $20 per visit

*Each full-time staff may bring a maximum of three paying guests at any one time to use any sports facilities.

4. Carpark Service

Full-time Staff with HKBU valid Parking Permits

Full-time Staff & Guests without HKBU valid Parking Permits

Private Car $10 per hour $15 per hour Motorcycle $5 per hour $8 per hour *Each full-time staff can register a maximum of three paying guests’

vehicles at any one time.


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5. Booking Procedures

a. Advance Booking Bookings can be made a maximum of 7 days in advance at the

Reception Counter of the Wai Hang Sports Centre. For enquiries, please call 3411-7010.

b. On-the-day Booking Booking of vacant facilities released from three owner institutions

can be made at the Service Counter of the Joint Sports Centre. (Telephone Booking Service Hotline 2338-2024) (JSC will provide the web-booking in 2010-2011)

Monday - Sunday 8:00 a.m. to 9:00 p.m. 5:30 p.m. to 9:00 p.m. (on the previous day)

6. Enquiries

Co-ordinator of JSC 3411-7006

Sports Centre Manager of JSC 2337-3378

Service Counter of JSC 2794-1168

Reception Counter of Wai Hang Sports Centre 3411-7010

Updated by Joint Sports Centre September 2011

Facilities & Other Information – Wai Hang Sports Centre and Dr. Stephen Hui Sports Hall

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II. WAI HANG SPORTS CENTRE AND DR. STEPHEN HUI SPORTS HALL

The Wai Hang Sports Centre (WHSC) is a sports complex located at the end of Kam Shing Road. The centre consists of a 25-meter outdoor swimming pool, a table-tennis room, a fitness room, a multi-purpose classroom, 3 squash courts, 2 roof-tennis courts and a multi-purpose hall which can be used for basketball, volleyball, handball, badminton and indoor soccer activities. Dr. Stephen Hui Sports Hall (SHSH), located at the southern end of Shaw Campus in the David C Lam Building, is a unique multi-purpose sports facility. The SHSH is designed and equipped for activities such as badminton, basketball, table-tennis, volleyball, and gymnastics. Both centres are managed by the Department of Physical Education, and provide sports facilities mainly for physical education classes, university team training, extra-curricular activities and inter-collegiate sports competitions. Staff are welcome to use the facilities. Bookings can be made online or at the Reception Counter of WHSC. Enquiries can be directed to 3411-7010. 1. Opening Hours (September to May) Monday – Saturday 8:30 a.m. to 10:30 p.m. Sunday 10:30 a.m. to 9:30 p.m.

Public Holiday* 10:30 a.m. to 6:30 p.m. (June to August) Monday – Friday 8:30 a.m. to 9:30 p.m. Saturday 8:30 a.m. to 9:00 p.m. Sunday 12:30 p.m. to 8:30 p.m.

Public Holiday* 10:30 a.m. to 6:30 p.m.

* The centres are open throughout the year, except on some public holidays, which will be announced at the beginning of the first semester each year.

Facilities & Other Information – Wai Hang Sports Centre and Dr. Stephen Hui Sports Hall

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2. Facilities Charges (for Staff) Swimming Pool $10 Badminton Court $20/hr Squash Court $20/hr Tennis Court $20/hr Floodlight charges $15/hr Guest fee $25 per visit (Note: The above fees will be revised on every year.) Each full-time staff may bring three paying guests at any one time to

use any sports facilities.

3. Enquiries Service Counter of Wai Hang Sports Centre 3411-7010 Supervisor of Sports Centre 3411-5920 Supervisor of Swimming Pool 3411-7008 Website: http://www.hkbu.edu.hk/~whsc Online Booking: https://sportsbooking.hkbu.edu.hk Updated by Wai Hang Sports Centre and Dr. Stephen Hui Sports Hall June 2010

Facilities & Other Information – Health Services Centre

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III. HEALTH SERVICES CENTRE The University provides on campus health service to staff via the Health Services Centre located on Level 5 of the Sir Run Run Shaw Building. Under a contract with an external medical group, the Centre is staffed by one full-time doctor, one part-time doctor and a team of nursing staff. General consultation, medicine, and general treatment are provided to all students, staff and their eligible dependants at a nominal fee. Referrals to specialist treatment are made if required. Besides, health campaigns and seminars on health-related topics are organized on campus regularly. The opening hours and consultation fee are listed as follows: Opening Hours From September to May Monday to Friday 9:00 a.m. – 6:00 p.m. Saturday 9:00 a.m. – 1:00 p.m. Sunday and Public Holiday Closed

From June to August Monday to Friday 9:00 a.m. – 1:30 p.m. 2:30 p.m. – 6:00 p.m. Saturday 9:00 a.m. – 1:00 p.m. Sunday and Public Holiday Closed

* Registration will be suspended 15 minutes before the closing time Consultation Fee: $55 Updated by Office of Student Affairs July 2011

Facilities & Other Information – University Campuses and Campus Master Plan

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IV. UNIVERSITY CAMPUSES AND CAMPUS MASTER PLAN

A. UNIVERSITY CAMPUSES The University has six campuses: The Ho Sing Hang Campus, the Shaw Campus, the Baptist University Road Campus, the United International College (UIC) Zhuhai Campus, Kai Tak Campus and the Shek Mun Campus. 1. Ho Sin Hang Campus, Shaw Campus and the Baptist University

Road Campus

The three closely knitted campuses are located in Kowloon Tong: the Ho Sin Hang Campus on Waterloo Road, the Shaw Campus on adjacent Renfrew Road and the Baptist University Road Campus. Together they provide an attractive, student-focused urban university environment that helps nurture body, mind, and spirit.

2. Zhuhai Campus - United International College (UIC)

United International College (UIC), founded jointly by Beijing Normal University and Hong Kong Baptist University, is the first full-scale collaboration between a mainland and a Hong Kong academic institution, and is approved by the National Ministry of Education with the full support of the Guangdong Provincial Education Department. UIC is located in Tangjiawan, the city of Zhuhai, on a superb site facing Zhuhai Bay and surrounded by mountains.

3. Kai Tak Campus - Academy of Visual Arts (AVA)

The Academy of Visual Arts locates at the former historic Royal Air Force (RAF) Officers' Mess, the 3,500-square-metre building, with a unique early 20th century colonial architectural style, is a Grade I historical building. Its high ceilings, spacious rooms, scenic views and surroundings are very suitable for creative work and teaching of visual arts. The renovated building is equipped with 12 studios for drawing, painting, ceramics, sculpture, installation art, printmaking, glass art, photography and jewelry design and the like, as well as a computer laboratory and a gallery.


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4. Shatin Shek Mun Campus – College of International Education (CIE)

Shatin Shek Mun Campus is located next to the Shek Mun Station of the Ma On Shan Rail. The College of International Education and the HKBU Affiliated School Wong Kam Fai Secondary and Primary School are located at the Shek Mun Campus. For more details about the University Campuses, please refer to the University Homepage: http://www.hkbu.edu.hk. Maps of the campuses are enclosed in this Handbook.


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B. CAMPUS MASTER PLAN HKBU has grown considerably since its founding in 1956. The continuous development of the University has led to a space shortfall which will be aggravated when the four-year university system is implemented in 2012. In view of this, the University has embarked on a campus development roadmap which runs from 2007 to 2015 with the theme "Inspires Creativity for Whole Person Education". The launch of our Campus Master Plan (CMP) aims at increasing spatial area at the University while, at the same time, upgrading the campus environment and facilities, thus ameliorating the teaching, research and learning ambiance. Such improvements will facilitate interdisciplinary collaboration and inspire creativity among our teachers and students, enhancing the quality Whole Person Education that we provide. The CMP encompasses two parts: (1) launching a Campus Expansion Plan (CEP) and (2) reorganising new and existing space. Commencing in October 2007, the CEP will add net floor area of nearly 27,000m2 for teaching, administration and amenities use - a nearly 50% increase in the current campus size*. The CEP, implemented in four phases, is expected to be completed in the second quarter of 2013. Upon completion of the CEP, originally scattered faculties/schools and their departments will be integrated and situated on one campus. In addition, pedestrian linkages among campuses in Kowloon Tong to facilitate student and staff movement between campuses will be implemented. The second part of the CMP includes the work arising from the expansion of the Library, the relocation of administrative units and offices of student bodies and the arrangement of University-wide space, including student amenity areas, learning commons and catering facilities. The renovation/improvement work will be carried out in phases on the Ho Sin Hang Campus and the Shaw Campus from 2010 to 2015. During the construction period, the University will try its best to minimise the inconvenience that the construction and renovation work may cause to staff and students. The University thanks everyone on campus for their understanding and support.


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The CMP is a significant base point from which HKBU can move forward. HKBU strives to improve the teaching, research, working and learning environments for staff and students, thus enhancing our pursuit of excellence and innovation with the aim of nurturing the Whole Person. Meanwhile, the University continues to discuss with the Government land allocation for student hostels and will participate in the development of Joint Student Hostels that the Government is studying. The University continues to work closely with stakeholders and to listen to their views on key aspects of the CMP. Through joint efforts, HKBU hopes to build a campus that facilitates the University's future development. *The existing area for University Grants Committee-funded activities is about 56,600m2, excluding the Kai Tak Campus and the space under the School of Continuing Education. Campus Master Plan - Part 1 Design Concept 1. The Concepts behind the Design

Built up from the theme of "Inspiring Creativity for Whole-person Education", the Campus Expansion Plan incorporates the spirit of Hong Kong Baptist University's ethos of "whole-person education". Its architectural design echoes the educational philosophy of nurturing the mind, body and spirit of the upcoming generation, fostering innovation and excellence with an international perspective, and developing future leaders dedicated to serve the community with the knowledge and skills acquired at their much-loved alma mater. Above all it aims to create a campus setting conducive to the pursuit of knowledge and excellence in all areas of teaching, study and research. Our commitment to the environment starts with a green campus. In the Campus Expansion Plan, environmentally-friendly and energy saving features are incorporated into the building design and the green roof concept is introduced to the new buildings. Upon completion of the Plan, there will be more than 50 per cent increase in green campus area.


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2. Unique Design Features of Individual Phases

Phase 1: Communication and Visual Arts Building

The design of the façade is of "picture openings" which symbolises showcase windows. It signifies a two-way communication with the community for idea exchange of social and current issues while welcoming the community members to appreciate the works of our academics and students. Such concept signals HKBU's dynamic drive to nurture communication professionals and talents for the burgeoning creative industries.

A sculpture garden adjacent to the Building will be a welcome

addition to HKBU's "green" areas, and provides an ideal meeting place for members of the entire University community and the public at large to interact and share their experiences.

Phase 2: Extensions to The Wing Lung Bank Building for Business Studies and David C. Lam Building

The additional storey built on these two Buildings is of contemporary and modern design with the ends of the structure sweeping upwards, symbolising that the HKBU community is abreast of the social development and committed to reaching out to the society.

Phase 3: Main Building (Academic, Amenities and Administration Building) and Annex Block

Built at the centre of the campus buildings along Renfrew Road, the 13-storey new building will be a fresh, striking HKBU landmark. An all-weather footbridge linking the Shaw Campus and the Baptist University Road Campus will provide a new sense of unity and cohesion.

Riding on the theme of "Thinking out of the box", the new

buildings feature an extrusion of "boxes" from the exterior walls of the building, symbolising the release of mindset and indefinite expression of creativity. This innovative motif also


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furthers the idea of reaching out from the campus to the community we serve.

As "boxes" also signify the treasure of knowledge and the

university is known to be rich in collection of knowledge and expertise, the extrusion of boxes expresses the transfer of knowledge and HKBU's founding mission to nurture talents for the benefit of the society.

Roof gardens creating activity and leisure spaces will further

enhance interaction in the HKBU community.

Phase 4: Baptist University Road Campus Entrance

A landscaped garden will further the greening of the campus and enhance the appearance of the entrance. It is destined to become yet another HKBU scenic feature to admire.

Campus Master Plan - Part 2

Under the second part of the Campus Master Plan, renovation/improvement works to the existing campus will be carried out on the Ho Sin Hang Campus and the Shaw Campus in phases from 2010 to 2015.

Subsequent to the relocation of some academic and

administrative units and offices of student bodies to the newly created space under the Campus Expansion Plan, renovation/improvement works to the vacated spaces will be carried out for reallocation and re-arrangement of University-wide space, including expansion of the Library, student amenity areas, learning commons and catering facilities.

Special New Features 1. Learning Commons

A total of three Learning Commons - one each on the Ho Sin Hang Campus, the Shaw Campus and the Baptist University Road Campus - will be set up to create an interactive study space with IT facilities for student and staff use.


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In recent years, universities in North America and Europe have developed a new mode of learning by creating Learning Commons on campus. Learning Commons have become increasingly popular because they integrate library, information technology and other campus facilities traditionally scattered around the campus into one single location. This comfortable, well-equipped venue provides a dynamic, diversified, open and free learning environment for students to undertake individual study, group discussions and the quest for information on the Internet. Not only does it make learning easier for students from different parts of the world, it also fosters academic collaboration, cultural exchange and social interaction among the University community.

2. Multi-purpose Lecture Theatre

To cater to the demand of the University community for a sizeable venue to hold all kinds of academic, university-wide and student activities, a well-equipped multi-purpose lecture theatre with 400 seats will be built in the Main Building under phase 3 of the Campus Expansion Plan.

3. Indoor Sports Hall

To enhance our Whole Person Education ethos in the domain of the physical development of our students and to provide more sports facilities, an indoor sports hall will be built in the Annex Block under phase 3 of the Campus Expansion Plan. This well-equipped sports facility will provide the University community with an ideal venue for group sports, ranging from basketball to volleyball and badminton.

4. Art Gallery and Sculpture Garden

To elevate the cultural ambiance on campus and to offer an environment and atmosphere which inspires creativity among our teachers and students, art, cultural and leisure facilities will be built on campus. These include an exhibition hall and a sculpture garden. The exhibition hall, located at the Communication and Visual Arts Building, will display different types of art from time to time to


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promote the creation and appreciation of the arts. It will also help to solidify HKBU's reputation as the artistic hub of Kowloon Tong. The sculpture garden is built adjacent to the Communication and Visual Arts Building and will display sculptural works by various artists.

To enable staff, students and alumni to have a better understanding of the Campus Expansion Plan and to collect opinions, the University has set up a website where information on the Plan is available (www.hkbu.edu.hk/~cep).

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