The Planning Context
YEARS OF ESTABLISHMENT
Centennial College was inaugurated by HKU as a self-funded, post-secondary, degree granting institution, in response to the significant changes taking place in the education sector in Hong Kong, calling for greater participation in tertiary studies. The College opened its doors to its first fee-paying undergraduate students in September 2012, offering 5 programmes: Bachelor of Arts (Honours) in Global Studies; China Studies; Language and Communication; Integrated Business; and Bachelor of Professional Accounting (Honours).
The admission of outstanding students from home and abroad is key to establishing diversity, a major strength of any academic community. Amongst the more than 600 presently enrolled students, 13 countries are represented. Our academic staff members have equally diverse backgrounds, with higher degrees from Canada, Australia, Singapore, the United States, the United Kingdom, Romania, China and Hong Kong.
In a College which concentrates on liberal arts education we have to be concerned as much about the process by which education is delivered and received, as we are about content. Central to this is the relationship between students and teachers; one which is intimate, close, understanding and caring. The College delivers much of its tuition in small groups and tutorials, and students are expected to take charge of their own learning.
Thus, as a liberal arts college, Centennial promotes innovative pedagogies, small class sizes and the importance of experiential, student-centred learning. It strives to build close relationships and collegiality between staff and students and encourages team work whilst recognising the power of the individual.
Looking forward, with a global outlook and a curriculum oriented towards flexibility and self-development, Centennial College should be well placed to play a leading role in the self-funds teritary education sector.
The Planning Process
As a fundamental part of our governance structure and quality assurance processes, a strategic planning discussion commenced in the Fall of 2013. The intended outcomes of this discussion were to raise awareness of the challenges facing the College, and to identify the strategic direction for the next 4 years and the actions required to address those challenges. As with any strategic planning process, a SWOT analysis (strengths, weaknesses, opportunities, threats), underpinned a review of our vision, mission, and core values, and a series of strategic imperatives, aims and priorities were developed. A wide range of our stakeholders, including the Senior Management Team, academic and support staff, and student representatives, were brought together to reflect on the future of the College. The College Council also debated issues at length. Through these discussions and dialogues, many new ideas and insights emerged, many of which have been used to define our strategic framework and suggest fundamental priorities.