Strategic and Action Plan

Hong Kong Teaching Excellence Alliance (HKTEA)

Strategic and Action Plan (2nd Plan) for October 2021 to September 2024

Date: 5 November 2021

I. Background and Planning Context

Initiated and funded by the UGC, the Hong Kong Teaching Excellence Alliance (HKTEA) was established to bring together all UGC Teaching Award Fellows to collectively make a sustained impact by promoting teaching excellence in and beyond the UGC sector.

An initial Strategic and Action Plan (the ‘1st Plan’; https://hktea.edu.hk/index.php/about-hktea/strategic-and-action-plan/) was formulated to guide the development of the HKTEA from October 2019 to September 2021. The plan was prepared by the Preparatory Committee (PrepCom), which was established in February 2019 for that purpose. An Executive Committee (ExCom) was established upon the formal launch of the HKTEA on 10 October 2019 to succeed the PrepCom and take the lead in implementing the 1st Plan. Despite the outbreak of COVID-19 in January 2020, the implementation of the 1st Plan has been successful and has secured the support of members, universities and their respective teaching development centres, the UGC/QAC and the Secretariat as well as other stakeholders. Progress reports regarding the implementation of the 1st Plan have been submitted to the UGC.

The second term of office of the HKTEA ExCom commenced on 28 September 2021, with a planned duration of three years. Building on the success and experience of implementing the 1st Plan, the second Strategic and Action Plan (2nd Plan) for the HKTEA was formulated by the ExCom to steer the development of the HKTEA from October 2021 to September 2024.

II. Vision

To be a well-recognized community with UGC Teaching Award Fellows as core members who collectively make sustained impact in promoting teaching excellence and enhancing student learning in the UGC sector.

III. Mission

To promote good teaching practices, to nurture academic leaders who have the capability and commitment to enhance teaching and learning, and to foster a culture of recognizing good teaching in the UGC sector.

IV. Strategy and Action Items

Strategy 1: To build the HKTEA brand name through signature activities benefitting a large number of members and teachers

1.1 To continue working with teaching development centres of universities to organize sharing activities conducted by awardees

1.2 To enrich the UGC Teaching Ambassadors Series by engaging finalists to share their good practices

1.3 To organize torch-passing activities (congratulation e-cards, pin presentations)

Measures of Success:

  • The number of sharing activities organized
  • The total number of participants in the sharing activities
  • The quality of the sharing activities as reflected by the feedback from participants
  • The continuation of torch-passing activities

Strategy 2: To work hand-in-hand with the UGC to leverage synergy in promoting teaching excellence

2.1 To enhance the production of case studies by awardees as professional development resources

2.2 To undertake activities that can increase the impact of UGC initiatives (e.g., sharing of collaborative VTL and TDLEG projects)

2.3 To work closely with the UGC/QAC Secretariat to maintain a robust feedback mechanism for teaching and learning and related issues

Measures of Success:

  • The annual production of case studies
  • The number of activities organized
  • The total number of participants in the activities
  • The quality of the activities as reflected by the feedback from participants
  • The vibrancy of the feedback network

Strategy 3: To build capacity for sustainable impact by engaging a group of active members and committed teachers and to enhance their interactions and professionalism

3.1 To cultivate an exemplary CoP

3.2 To explore the establishment of additional CoP

3.3 To organize face-to-face activities

3.4 To explore new initiative to enhance professional development

Measures of Success:

  • The number of activities organized by the CoP
  • The quality of activities organized by the CoP as reflected by the feedback from participants
  • The number of face-to-face activities organized and the number of participants

Strategy 4: To embrace an evidence-based, self-reflective and pragmatic approach to planning future development 

4.1 To launch and implement the 2nd Strategic and Action Plan with reference to feedback collected in the last two years

4.2 To conduct periodic self-reflections at the ExCom and compile evidence-based annual reports

4.3 To explore the feasibility and suitability of enhancing inclusiveness in terms of membership

4.4 To explore the feasibility and suitability of extending the impact to non-UGC sectors

Measures of Success:

  • The progress and successful implementation of the 2nd Plan
  • The quality of planning and development as evidenced by the annual reports and satisfaction of stakeholders

V. Timeline