Curriculum and quality assurance review

		Reviewed and refined the undergraduate curriculum, delivery methods and learning outcomes for ongoing quality enhancement.
		Reviewed the new 335 BEd curriculum with a view to broadening students' horizons, taking into account the development of the Institute and the changing local, regional and international perspectives.
		Fully taken on board the recommendations of the Quality Audit by the Quality Audit Council (QAC) of the University Grants Committee through the submission of a progress report by March 2013 and also prepared for the second QAC review.
		Evaluated the effectiveness of the language enhancement programmes (credit-bearing and non-credit-bearing) in terms of the number of courses offered and number of participants (for non-credit-bearing courses and activities).
		Further strengthened the language policy and enhanced student language proficiency.

		Remained the preferred provider in pre-service and in-service teacher education for early childhood and primary education, and in Liberal Studies and cultural subjects in secondary education.
		Successfully developed new multidisciplinary programmes with strategic importance.
		Successfully gone through the revalidation of the three undergraduate degree programmes in the new complementary discipline areas of Humanities, Social Sciences, and Creative Arts and Culture.
		Established proactive networking and engagement with potential employers in the non-Education sectors to enhance the awareness and understanding of our graduates of our complementary discipline areas.
		Obtained Programme Area Accreditation (PAA) status in two Areas of Study/Training other than Education.

		Enhanced the research environment conducive to research training for research postgraduate (RPg) and other doctoral students with active participation in international research networks and ongoing Research Grants Council funded or other externally funded research projects and the scholarly activities of the Institute.
		Diversified the sources of high quality international RPg students as well as funding support for research students.
		Consolidated the offering and enhanced the quality and multidisciplinary nature of taught postgraduate programmes.
		Maintained the student enrolment in higher degree programmes but with a higher quality intake and stronger articulation to research.
		Developed collaborative postgraduate degrees with leading universities in the region and overseas to enhance the international profile of the Institute.
		Consolidated the programme offerings of self-financed award-bearing programmes and maintained their student enrolment numbers.

Learning and culture-rich campus

		Continued to optimize the usage of campus space to maintain an environmentally friendly, learning and culturally rich campus.
		Expanded hall space to accommodate more non-local students.
		Launched and implemented a student-centred accommodation policy for further expansion of non-local/international students.
		Further extended the concept of Learning Commons throughout the campus.

Internationalization and Mainland outreach

		Facilitated, for every full-time undergraduate student, the opportunity to undertake at least one international or Mainland experience during his/her course of study.
		Maintained the number of full-time non-local students at a level of 15%.
		Further expanded the number of inbound and outbound exchange students.

Active research environment

		Further enhanced the research performance-based funding allocation and the research infrastructure, including academic departments, faculties, and research centres in key areas of education, humanities, social sciences, and creative arts and culture.
		Maintained our number of Professors and Chair Professors to at least 15% of the total academic staff strength in multidisciplinary areas.
		Proactively recruited young but promising scholars to enhance the overall research capacity of the Institute in strategic areas identified by the Institute.
		Enhanced research outputs toward the levels of "world leading, internationally excellent and international standing" in the new Research Assessment Exercise (RAE) framework.

Academic restructuring and governance

		Monitored and reviewed the implementation of restructured departments and faculties and ensured their progress and effectiveness.
		Continued to operate with enhanced participation, transparency, devolution, quality assurance, accountability, efficiency and effectiveness of major academic and administrative structures.
		Established an Academic Management Information System (AMIS) in particular and a Central Management Information System (CMIS) in general to largely enhance the capacity of academic and administrative planning, implementation and development.
		Enhanced the capacity of change management and change implementation at different levels through reviewing the change management in the last triennium, redeveloping the change management plan, and implementing staff development initiatives for building capacity for change.

School and community outreach

		Enhanced our role as a leading advocate and change agent in education reforms, professional innovations and social concerns through strengthening the strategies and related impacts of knowledge transfer activities of the Institute, particularly with a focus on the key areas of education and social concerns.
		Increased the number of schools partnered with the Institute.
		Opened up more of our campus learning, cultural and research facilities to the teaching profession and the community at large through various types of strategic collaboration with the key partners or stakeholders in education or related areas locally and regionally.

Regional and global outreach

		Enhanced our international and regional leadership and strategic collaboration with key international organizations, universities and academic institutions at different levels of the Institute in key areas of education and related disciplines.
		Reviewed the effectiveness and impact of the UNESCO links on fostering our regional leadership.