M01073

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United Board Fellows Program

2013 Leadership Seminar July 22-26, 2013

Hong Kong

Table of Contents

1) Schedule . . . 2

2) Seminar Goals . . . 8

3) Seminar Topics . . . 9

4) Paper Abstracts . . . 10

5) List of Attendees (Fellows, Alumni, and United Board Staff) . . . 28

6) About Chinese University of Hong Kong. . . 35

7) About Hong Kong Baptist University . . . 36

8) Practical Information . . . 37

a. Visa and Entry Regulations . . . 37

b. Airport . . . 37

c. Hotel . . . 41

d. Weather . . . 41

e. Money Exchange . . . 41

f. Public Transportation . . . 42

g. Maps and Contact Information . . . 43

h. Request for Reimbursements . . . 44

9) Biographies of Speakers . . . 45

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United Board Fellows Program

Hong Kong

Seminar Schedule

July 22, Monday

Venue: Regal Riverside Hotel All day Arrivals

Venue: Bauhinia Room (Level 3)

5:00 Introductions Dr. Hope Antone, Program Officer, United Board 6:00 Welcome Dinner

Prayer led by Dr. Prathana Langkarpint, 2008-10 UB Fellow Welcome Remarks Mr. Jonathan Wolff, Dir., Fellowship and Scholarship

Programs, United Board

Keynote Address Dr. Joshua K. H. Mok, Trustee of the United Board, Acting Vice President (research and development), Hong Kong Institute of Education and Changjiang Chair Professor of Zhejiang University, China

July 23, Tuesday: Whole Person Education

Venue: Regal Riverside Hotel 6:00 Breakfast at LÉau Restaurant, 3/F

8:30 Bus pick-up for Chinese University of Hong Kong

Venue: United Board Office

9:00 Opening Worship led by Mr. John Michael Lorena, 2012-14 UB Fellow Welcome Remarks by Dr. Betty Cernol-McCann, VP for Programs, UB Orientation to the Seminar Mr. Jonathan Wolff and Ms. Amy Weber, UB 10:00 Tea / Coffee Break

10:30 Panel Presentation: [with Q & A] Prof. Leung Mei-Yee, Dir. of General Ed., CUHK

Whole Person Education at CUHK Dr. Philip Leung, Head of Chung Chi College, CUHK

Venue: Chung Chi Staff Club, Chinese University of Hong Kong 12:30 Lunch

Welcome address Dr. Nancy Chapman, President, United Board 14:00 Campus Tour of Chinese University of Hong Kong

Venue: Hong Kong Baptist University 14:30 Visit to Hong Kong Baptist University

15:15 Greetings from Dr. Albert Chan, Pres. and Vice-Chancellor, HKBU 15:30 Input Presentation: Dr. Eva Wong, Dir., Centre for Holistic Teaching and

Whole Person Education at HKBU Learning, HKBU

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3 16:30 Campus Tour of Hong Kong Baptist University 17:00 Sightseeing at Kowloon area

Venue: Serenade Restaurant 18:00 Dinner

Free Evening – A Symphony of Lights in Tsimshatsui

July 24, Wednesday: Growing as Whole Persons and Leaders

Venue: Regal Riverside Hotel 6:00 Breakfast at LÉau Restaurant, 3/F

9:00 Morning Prayer with Synthesis of Previous led by Dr. M. Helen Mary Jacqueline 9:30 Introduction by Dr. Avron Boretz, Program Director, UB

Input Presentation: “Inspiring Learners to Learn” Dr. David Kennedy, Prof. and Deputy Director, Teaching, Learning and Research Training, James Cook University, Singapore

11:00 Tea / Coffee Break

11:30 Presentations (1) [with Q & A ]*

Topic 1: Growing as a Person and a Leader

Venue: Vi Thai-Vietnamese Cuisine, Regal Riverside Hotel (Lobby level) 12:30 Lunch

14:00 Leadership Activities Dr. Hope Antone, Program Officer, UB 15:00 Tea / Coffee Break

15:30 Presentations (2) [with Q & A]*

16:30 Small Group Discussions (on presentations 1 & 2)*

17:00 Plenary Session: Sharing from Small Group Discussions led by Ms. Inneke Hantoro 17:30 Evening Prayer led by Dr. Vanitha Williams, 2012-14 UB Fellow 18:00 Dinner on your own, stipend to be provided

Free Evening

July 25, Thursday

9:00 Morning Prayer with Synthesis of Previous Day Dr. Roberto Conrado Guevara 9:30 Presentations (3) [with Q & A]*

Topic 2: Internationalization in Higher Education 10:30 Tea / Coffee Break

11:00 Small Group Discussion*

11:45 Plenary Sharing led by Dr. Qiufeng Ji, 2014-16 UB Fellow

Venue: Dragon Inn – Huai Yang Cuisine, Regal Riverside Hotel (Lobby level) 12:30 Lunch

13:30 Input Presentation: Mr. Ricky Cheng, Vice President for Strategies for Institutional Advancement Development, United Board

[With Q&A] 14:30 Tea / Coffee Break

14:45 Rest / Preparation for Cultural Evening

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Venue: Scene Bar, Regal Riverside Hotel (Lobby level)

18:00 Dinner and Cultural Evening MC’ed by Dr. Zhou Ye, 2008-10 UB Fellow

Dr. Prathana Langkarpint, 08-10 UB Fellow

You are invited to wear the special dress of your home country/culture. After dinner, you are invited to give short cultural performances (music, dance, etc.) of your home countries, individually or in groups.

July 26, Friday

9:00 Morning Prayer with Synthesis of Previous Day led by Dr. Franklin Daniel, 2012-14 Fellow 9:30 Presentations (4) [with Q & A]*

Topic 3: Management in Higher Education 10:30 Tea / Coffee Break

11:00 Small Group Discussions (5 Groups)*

12:00 Plenary Sharing on the discussions led by Dr. Roberto Guevara, 2012-14 UB Fellow

Venue: Avanti Pizzeria – Italian Cuisine, Regal Riverside Hotel (Lobby level) 12:30 Lunch

14:00 Wrapping-up Session: Mr. Jonathan Wolff Issues/Challenges Arising, Recommendations for Action

15:00 Tea / Coffee Break

15:30 Evaluation Ms. Amy Weber, Program Officer, UB

16:30 Closing Act Dr. Hope Antone

17:00 Closing Benediction led by Fr. Tomy Augustine Kumplankal, 14-16 Fellow 18:00 Dinner on your own, stipend to be provided

Free Evening

July 27, Saturday

6:00 Breakfast at LÉau Restaurant, 3/F Departures

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*Presentation groups, moderators, and panelists

July 24, Wednesday:

11:30 Presentations (1) [with Q & A ]

Moderator: Ms. Jema Pamintuan-Leadership Through the Arts: Literature, Film, and Theater Towards University and Community Education and Service

Panelists: Ms. Jema Pamintuan, Ms. Inneke Hantoro-Growing as a Leader in Christian Higher Education, Ms. Elisabeth Penti Kurniawati- Class Leadership, Mr. Noel Buensuceso-Qualities that make a Leader Effective

15:30 Presentations (2) [with Q & A]

Moderator: Helen Mary Jacqueline-Leadership Development in Christian Colleges: Experience in Lady Doak College

Panelists: Dr. Ren Xiaowei-Reflections on Ateneo’s Experience in the Perspective of Leadership, Dr. M. Helen Mary Jacqueline, Dr. Reena Philip-Growing in Leadership, Naw Mar Moora-

Leadership in Context: Nurturing Leaders through Liberal Arts

16:30 Small Group Discussions (on presentations 1 & 2) Group 1:

Leader: Noel Buensuceso 1. Prathana Langkarpint 2. John Michael Lorena 3. Naw Mar Moora

4. Yohannes Sigit Purnomo Wuryo Putro

2. Nguyen Hanh Phuoc Le 3. Xiaolin Luo

4. Vanitha Williams 5. R. Tosan Tri Putro Group 4:

Leader: Tomy Augustine Kumplankal 1. Ying Wang

2. Dany Molina 3. Qiufeng Ji

4. M. Helen Mary Jacqueline Group 5:

Leader: Selvi Panggua 1. A.S. Priscilla

2. Roberto Conrado Guevara 3. Xiaofen Mo

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July 25, Thursday

9:30 Presentations (3) [with Q & A]

Topic 2: Internationalization in Higher Education

Moderator: Dr. Wang Ying- Translating Vision into Action: Internationalization Strategy Implementation at Fudan University

Panelists: Dr. Wang Ying, Ms. Meilinda- Going International: The Unity of Institutional and Unit Mission and Leadership Style, Dr. Qiufeng Ji- Internationalization and Localization in East Asian Universities, Fr. Tomy Augustine Kumplankal-CHRISTIAN PERSPECTIVE OF LEADERSHIP: Spiritual, Personal and Social Facets

11:00 Small Group Discussion Group 1:

Leader: Dr. Wang Ying 1. Dr. Xiaofen Mo

2. Dr. M. Helen Mary Jacqueline 3. Dr. Prathana Langkarpint 4. Dr. Zhou Ye

Group 2:

Leader: Ms. Meilinda 1. Mr. Hai Dang Bui 2. Ms. Jema Pamintuan 3. Ms. Naw Mar Moora 4. Ms. Selvi Panggua 5. Dr. Xiaowei Ren Group 3:

Leader: Dr. Qiufeng Ji 1. Dr. Huaming Chen 2. Dr. Reena Philip

3. Dr. Hendra Tjahyadi

4. Ms. Elisabeth Penti Kurniawati 5. Roberto Conrado Guevara Group 4:

Leader: Dr. Jide Yao

1. Dr. Vanitha Williams

2. Mr. Yohannes Sigit Purnomo 3. Ms. Inneke Hantoro

4. Dr. A.S. Priscilla 5. Mr. Dany Molina Group 5:

Leader: Dr. Wang Pei 1. Dr. Franklin Daniel 2. Mr. Tosan Tri Putro

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July 26, Friday

9:30 Presentations (4) [with Q & A]

Topic 3: Management in Higher Education

Moderator: Dr. Vanitha Williams-MANAGING CHANGE IN AN ACADEMIC CONTEXT

Panelists: Dr. Vanitha Williams, Dr. Hendra Tjahyadi-Christian University Between Idealism and

Existence: An example from Maranatha and Baylor University, Dr. Roberto Guevara-Leadership at Midlife: The Inward Journey toward Wholeness, Dany Molina-PROMOTING STUDENT RETENTION AND

SUCCESS IN HIGHER EDUCATION

11:00 Small Group Discussions (5 Groups) Group 1:

Leader: Dr. Roberto Guevara 1. Dr. Xiaofen Mo 2. Dr. Jide Yao

3. Dr. M. Helen Mary Jacqueline 4. Dr. Franklin Daniel

5. Ms. Meilinda Group 2:

Leader: Ms. Nguyen Hanh Le 1. Ms. Xiaolin Luo 2. Dr. Qiufeng Ji

3. Dr. Tomy Augustine Kumplankal 4. Dr. Reena Philip

5. Mr. Tosan Tri Putro Group 3:

Leader: Dr. Prathana Langkarpint 1. Dr. Xiaowei Ren

2. Dr. Huaming Chen 3. Dr. Vanitha Williams

4. Dr. Hendra Tjahyadi 5. Ms. Inneke Hantoro 6. Dr. A.S. Priscilla Group 4:

Leader: Mr. Sigit Purnomo 1. Ms. Selvi Panggua 2. Mr. Dany Molina 3. Ms. Jema Pamintuan 4. Dr. Wang Pei 5. Dr. Zhou Ye Group 5:

Leader: Mr. John Michael Lorena 1. Mr. Hai Dang Bui

2. Dr. Ying Wang 3. Ms. Naw Mar Moora 4. Mr. Noel Buensuceso

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United Board Fellows Program

Hong Kong Seminar Goals

1) To affirm Fellows’ development as leaders and potential leaders.

2) To stimulate reflection and provoke discussion about academic leadership through Fellows’ presentations and small group and plenary discussions on these topics:

a. Leadership in Context

b. Being Empowered and Empowering Others

c. Responding to Challenges and Solving Problems: Case Studies d. Preparing for Leadership

e. Whole Person Education

3) To promote interaction and networking among United Board Fellows through: a. Small group discussions

b. Free evenings for informal discussions c. Conversations at meals and tea breaks

d. Shared events such as the campus tour, cultural evening, and sightseeing

4) To expose Fellows to practices in higher education around the world through: a. Interaction with Fellows from other countries and universities

b. Learning about experiences of Fellows based in different locations c. Presentation about fundraising in higher education

5) To enhance Christian presence among Fellows and relate it to leadership development in Asian higher education through:

a. Opening worship and morning meditations b. Thanksgiving service at the end of the seminar c. Discussion of Christian perspectives on leadership d. Presentation on peacebuilding

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United Board Fellows Program

Hong Kong Seminar Topics

1. Growing as a Person and a Leader

a. How the institutional mission relates to your unit’s mission

b. How the institutional mission relates to your personal mission; how you fit in c. Christian identity and mission (the institution’s and yours) in a secular world d. Integration of faith and learning: potential and challenges

e. Improving the relationship between your unit and the overall institution f. Asian and American leadership styles

g. Christian perspective of leadership: talents, servant-leader, prophetic vision h. Leadership qualities desired by top administration and by those you lead i. How growth as a leader is related to personal growth

2. Internationalization in Higher Education

a. How internationalization relates to the institutional mission b. Potential and challenges

c. Leveraging existing networks

d. Inspiring institutional community to promote improved internationalization efforts e. East versus West: Definitions and approaches to internationalization

f. Internationalization as it relates to whole person education

3. Management

a. Continually sharing the mission/vision/goals so that everyone owns them b. Leveraging existing networks; using other people’s talents

c. Staying fresh, healthy and inspired; managing stress d. Creating an environment of trust

e. Managing conflict and difficult colleagues

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United Board Fellows Program

Hong Kong Seminar Abstracts

Qualities that Make a Leader Effective

 Noel R. Buensuceso

This presentation examines the qualities that make a leader in higher education effective. In particular, I will share my insights and experience not only as a United Board of Christian Higher Education in Asia Fellow at Hong Kong Polytechnic University, but also as an Associate Professor in Miriam College, Philippines. Information is basically derived from personal interviews and observations of school administrators, non-teaching staff, professors, and students. Additional information was gathered from official school documents like Bulletin of Information and the school’s official website. I will also examine Emotional Intelligence (EQ) as a factor that makes leaders effective and share how it can be learned and used in the workplace, particularly in a school setting.

Growing as a Person and a Leader: Whole Person Education in Sichuan University --Huaming Chen

1 .Whole Person Education is an ideal concept of education. This is a kind of integration including two kinds of education ideas ,"based on society" and "people-oriented", formed attach importance to social value, and formed attach importance to the people value.

2. The whole-person education concept of Sichuan University. People oriented, Advocating the academic pursuit of excellence.

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11 GROWING AS A PERSON AND A LEADER

--Franklin Daniel

Carl Jung identifies the process of personal growth and calls that individuation, which is essentially the conscious realization of one’s true self, beyond the Ego that is presented by the conscious self. Perhaps the most important realization that an individual ought to possess in his/her quest for personal growth is that there is no comprehensive formula for being a successful leader. In the rat race for recognition one has to overcome many hurdles – be it personal or otherwise.

Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Some of the vital differences between a leader and a manager are as follows:

– The manager administers; the leader innovates. – The manager maintains; the leader develops.

– The manager focuses on systems and structure; the leader focuses on people. – The manager relies on control; the leader inspires trust.

In this context I would like to recall my beginnings as a lecturer and how I am managing to balance my role currently as a placement co-ordinator.

Peter Drucker famously stated that "management is doing things right; leadership is doing the right things." Great leaders possess dazzling social intelligence, a zest for change, and above all, vision that allows them to set their sights on the "things" that truly merit attention.

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GROWING AS A LEADER

IN CHRISTIAN HIGHER EDUCATION Inneke Hantoro

Soegijapranata Catholic University, Indonesia

Anyone could be a leader. However, not all people have a chance to lead in Christian higher education. Being a leader in Christian higher education, especially in Indonesia, where Christian people are a minority, is truly challenging. In the middle of globalization and the dynamic change of government policies regarding curriculum development, Christian higher education must be able to find an identity that is based on Christian values in order to illuminate the society and create future leaders. In order to reach the goals and to shape the institution, the character of the leaders and their leadership model become an important key. Servant-leadership is one of the most suitable models for Christian higher education. This leadership model can be indicated by the spirit of serving others-including employees, students, and community. It also includes the sharing of power in decision making. A servant-leader has some specific characteristics such as listening to others, empathy, healing, persuasiveness, conceptualization, stewardship, commitment to the growth of people, and building community. Servant leadership is a long-term transformational approach to life and work, which has the potential for creating positive change through society.

References:

Dean, D.R., S.J. Bracken & J.K. Allen (Eds.). 2009. Women in Academic Leadership: Proffesional Strategies, Personal Choices. Stylus Publishing, LLC. Sterling, Virginia.

D’Souza, A. 2007. Proactive Visionary Leadership. Trisewu Leadership Institute. Jakarta.

Spears, L.C. & M. Lawrence (Eds.). 2002. Focus on Leadership: Servant-Leadership for the Twenty-First Century. John Wiley & Sons, Inc. New York.

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Leadership Development in Christian Colleges: Experience in Lady Doak College

M. Helen Mary Jacqueline Assistant Professor in Economics Lady Doak College, Madurai, Tamil Nadu, India

Leadership is a soft skill requiring a mix of conceptual, technical and human talents. Nowadays, the crisis in leadership is felt in every sector and with no exception in the education sector, too. It is also understood that developing the next generation leaders can not be done over night. Needless to say, developing leaders is a difficult task in higher education institutions, too.

In higher education institutions, teachers are not recruited for their leadership potential. Teachers are appointed based on their subject knowledge and teaching ability. However, they are rewarded for their research, teaching and course development. Individuals in academic leadership positions often report an ongoing tension between research and teaching on the one hand and leadership on the other. In this context, Christian higher education institutions have a major role to play in developing leadership abilities of teachers and in resolving the conflicts between teaching, research and leadership.

A leader should posses certain basic qualities such as integrity, accepting responsibility, decision making ability, guiding and counseling, valuing human resource, good communication ability, purity of life, focus, self-discipline and commitment. All these qualities may not be found with a teacher when he/she joins in a college that is primarily intended for teaching and research. However, developing the leadership ability of teachers during their academic service in the college is very much necessary for the uplift of the college and its survival.

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Internationalization and Localization in East Asian universities --Qiufeng Ji

Nearly every major university in the world claims to be “internationalizing” its campus, but very few universities have a coherent approach to what this will involve. International College at my host university, Payap University in Thailand, a relatively new institution that has been in full operation only since 2003, is very successful in

internationalization. I think that this institution has made significant achievements through its operating pattern. It enrolls both Thai and foreign students (including some US veterans or former US military personnel), who follow the same curriculum schedules and attend the same classes. There are more than 100 courses taught in the International College (IC) each semester and all are taught in English and use US or UK standard college textbooks. Such methods not only ensure that students are provided access to the updated global thinking and processes, but also greatly

promote students from different societies and cultures to share their ideas and aspirations, and get much improved mutual understanding.

Another remarkable approach of Payap’s internationalization is the “volunteers program.” This program arranges for five college graduates from the United States per year to come to Payap to assists in various jobs, including enhancing the English capabilities of Thai students. It greatly benefits not only the Thai students who will improve their English proficiency and will enable them to enter the International College or go abroad to study, but also to the volunteers who will learn a lot from the 13 months experience in an Asian country.

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CHRISTIAN PERSPECTIVE OF LEADERSHIP: Spiritual, Personal and Social facets

In the past two millennia the Church has indeed been a powerful agent and force for enhancement of human life.

Christian leadership has been able to elicit a high level of compassion, commitment, and competence from its personnel in various fields. Hence it would be worthwhile to study the salient features of Christian Leadership and apply them in grooming leaders for our time. This presentation seeks to explore the distinctive characteristics and key principles of Christian leadership. It is my humble submission that Christian leadership rests on three basic pillars - Spirituality, Personality and Sociability.

By Spirituality I mean that Christian leader perceives the leadership role as a ‘calling’ and the task as ‘mission’ entrusted by God. The leader takes up the role and the mission in faith and seeks inspiration in moments of union with God and in listening to God’s word. In an atmosphere of faith, listening and prayer the leader discerns the will of God and fulfills it.

By Personality I mean the character and competence of the leader which help to answer the calling and fulfill the mission. Character is about ‘being’ while competence is about ‘doing’. Character takes care of the attitude and inner dispositions while competence provides the goals, objectives, lines of action and the necessary skills.

By Sociability I mean the social skills of the leader. Christian leader is neither dependent nor independent but dependent. Inter-dependence is achieved through communication and community building. The result of inter-dependence is synergy. The leader communicates the vision and mission of the institution and inspires the team to realize them. Through the community-building exercise the leader turns the institution into an organic community and generates synergy.

The Spiritual, Personal and Social facets of Christian leadership can inspire leadership styles in various fields to enhance human life.

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16 Name : Elisabeth Penti Kurniawati

Topic : Growing as a person and a leader Title : Class Leadership

PRELIMINARY

Teaching methods and technologies

There are many methods of teaching, such as: lectures, group discussions, problem solving and laboratory practicum. Also, there are many teaching technologies that can be used, such as: computer, LCD projector, microphone, sound system and other multimedia devices. With all the teaching methods and technologies used, a lecturer hopes all students can understand all course material he/she gave. Thus, he/she has finished his/her duties as a lecturer. But really, is his/her job as a lecturer finished completely?

I compared the teaching methods and technologies used both at Satya Wacana Christian University (SWCU), Indonesia and International Christian University (ICU), Japan. There are not many differences between us. We have differences in class capacity and duration. Class capacity at SWCU normally is 40-70 student, while at ICU it is bigger, almost 150-300 people. Class duration at SWCU is 50 minutes/ unit while at ICU, it is 70 minutes/ unit. Both at SWCU and ICU, the lecturers provide individual consultation hours that are available during office hours to discuss course material that has been delivered in class.

Class Evaluation

There are many forms of class evaluations, such as: quizzes, tests, teaching evaluation, and so forth. With a quiz or test, a lecturer can assess student knowledge from the grade obtained by the student. With a teaching evaluation, a lecturer knows about hopes and input from the student. But, a lecturer can not know what values are obtained by the students, values that they will keep and hold after they graduate and work outside.

I compared the class evaluation used both at SWCU and ICU. We have the same quiz and test mechanisms. We also have the same components for grading (midterm test, final test, assignment and attendance). Teaching evaluation at SWCU is voluntary and is only for internal purposes to evaluate the lecturer. The teaching evaluation sheet is distributed to the student at the end of the semester. While at ICU, they have a Teaching Effectiveness Survey (TES) and Comment Sheet. The TES Sheet is distributed at the end of the semester and the Comment Sheet is distributed 3-5 times in one semester. The TES Sheet is for teaching evaluation and the Comment Sheet is for getting comments and questions from the students, so the lecturer can give more attention on student interest in their lecture.

DISCUSSION

Based on the two points discussed previously about the teaching methods and technologies as well as the class evaluation, it seems all is done to achieve the most effective learning. After I observed both at SWCU and ICU, I began to think, regardless of the teaching methods and technologies as well as the class evaluation, the lecturers themselves have a crucial role in learning effectiveness.

A good lecturer is not only in charge of teaching but also in charge of educating. He/she must have charisma as a leader, at least as a leader of his/her class. He/she will be able to manage the class if he/she can lead the class well. Therefore, new faculty members should be in an environment conducive to letting him/her grow up as a leader. How do we bring a good class leader figure? Is class leadership as simple as that?

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Whole Person Development in United Board Fellows: From Mentee to Mentor

by

Prathana Langkarpint Payap University

Thailand

After being nominated by Payap University and interviewed by the United Board Administrator, my life started to change. One of the ultimate aims of United Board Fellow Program is preparing talented mid-career faculty or administrators to whom home universities plan for their future leadership. United Board Fellow Program is

recognized as a distinguished program that builds up the strength of higher education institutions in Asia. Two of the most important persons during the training are mentor and coordinator. Their roles are clearly identified and become a very vital part of whole person development for the fellow. I would like to share my experiences gained from taking these two roles, focusing how I achieved self development, professional development, career development, and becoming a change agent and servant leader.

WHAT A LEADER SHOULD DO TO OPTIMIZE HIS ROLE IN THE MANAGEMENT BOARD OF AN INSTITUTION

 Nguyen Hanh Phuoc Le

In every education and training environment, especially at higher education level, leaders always keep crucial roles because they understand best their schools’ mission and vision. It is their perception, vision and effort that determines the schools’ sustainable development. A great leader needs to fully recognize their responsibilities in relation to different aspects of management.

1. Specialization: A leader needs to have deep knowledge in his specializing areas, understand academic issues of his unit and fulfill his teaching and researching duties. This is a necessary condition for him to gain trust and respect from his colleagues.

2. Self-awareness: A leader must always be aware of his own position and responsibilities. In addition, he needs to have frequent self-reflections about human relations in order to keep himself motivated and to overcome obstacles. 3. Being a consultant: A leader also plays the role of a consultant to his superiors so that each unit and the entire institution are driven towards the same mission.

4. Being a listener: To colleagues, a successful leader must show respect and try his best to listen to them instead of pushing his opinions to everyone. Not only coming up with new ideas, it is more essential that he could gather people’s hearts and beliefs in his ideas.

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Going Global: The Unity of Institutional-Unit Mission and Leadership Style

Meilinda- Petra Christian University ( meilinda@peter.petra.ac.id/ meilinda_h@yahoo.com)

Globalization becomes one of the strong external drives for Higher Education Institutions nowadays to compete in the education sector. As a higher education institution, Petra Christian University (PCU) also wants to get ahead in this era of globalization. PCU states in its vision statement that it wants "to be a caring and global university that is committed to Christian Values." Being a private and Christian university in one of the third world countries, internationalization has become a challenge. Language barriers, debates connected to implementation among the faculty members, positioning of internationalization (to find the right niche of internationalization), lack of funding are the challenges that PCU is struggling with. Will PCU be able to compete without losing the values it believes in?

In this paper, I examine the relationship between Institutional Mission, Unit Mission and Leadership Style. I use Lowney’s concept of Heroic Leadership for analyzing the connection between these elements and how they can be used to answer the challenges. The finding of this paper suggests that it is necessary to unite Institutional- Unit Mission with Heroic Leadership style to achieve the goal.

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PROMOTING STUDENT RETENTION AND SUCCESS IN HIGHER EDUCATION

Dany C. Molina

College of Engineering Central Philippine University

An issue of concern in higher education institutions across the world is the retention and success of students in their studies (Crosling and Heagney, 2009). Retention is the ability of an institution to retain a student from admission through graduation (Seidman, 2005). Studies around retention typically center on student attrition after the first year of study. Attrition, often used interchangeably with retention, refers to a student who fails to reenroll at an institution in consecutive terms (Seidman, 2005). Success in higher education is more difficult to quantitate. The perception of students may differ from institutions. Even among institutions, parameters for success may also vary.

Non-completion of higher education creates a negative impact on both the student and the higher education institution. On the part of the students, it is not surprising that research shows that a student who drops out of higher education has a greater possibility of losing life chances and together with their families, incurring accrued debts (Crosling and Heagney, 2009). On a larger scale, students who leave higher education have negative effects on the society and the economy through the loss of potential skills and knowledge (Crosling and Heagney, 2009; Baum and Payea; Swail as cited in Simmons). On the part of the institution, every student “lost” represents financial loss in terms of tuition and other fees and revenue from alumni contributions (Swail, 2006). Losing students due to high rates of withdrawal may have also reputational implications for higher education institutions (Crosling and Heagney, 2009). This may reflect on the nurture, support, recognition of student concerns and timely intervention offered to students.

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20 Leadership through the Arts:

Literature, Film, and Theater towards University and Community Service Jema M. Pamintuan, Ph.D., Ateneo de Manila University, Philippines

In his essay entitled “Cultural Identity and Development,” Professor Felipe de Leon of the University of the Philippines posed a current problem in cultural education. According to him, “the positive utilization of Filipino cultural strengths for effective governance and management, higher productivity, and promotion of social well-being, is conspicuously absent in our institutions, whether public or private.” Higher education therefore plays an important role, particularly, in using the arts as a medium for strengthening and promoting Philippine culture. The primary objective of the paper is geared towards the proposal that education through cultural awareness can become a base for society’s meaningful transformation.

The paper aims to outline my experiences as a Philippine literature teacher, and a practitioner in film and theater music. Being a teacher of literature allows me to explore more materials in teaching, using film, music, and theater to teach folk literature and Philippine poetry to my students. On the other hand, working in film and theater music allows me to reach a wider audience, to promote Philippine literature, music, and culture, which we usually use as subjects for the films and plays we produce.

Continuing these projects, and strengthening further my involvement in the arts while contributing to the higher education of my institution, challenge me to explore for more knowledge on how to do these on a sustainable level. The paper hopes to problematize, discuss, and address such challenges of making one’s work effective, sustainable, and service-oriented, both beneficial to the university, and to the community (on a regional, national, and

international level), as well. Teaching and initiating creative projects, hopefully, will mostly stem from the utilization of Filipino cultural assets.

The experiences, the interviews I conducted, and the lectures I delivered, during my 4-month stay at Tunghai

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GREAT LEADERS WORK SMARTER, NOT HARDER

--Selvi Panggua

There are many good leaders in organizations today, however, organizations need not only a good leader but a great leader. The purpose of this paper is to provide brief information of the ways to be great leaders. Being a great leader means working smarter not harder. She or he works strategically by having a plan and setting clear goals, leveraging existing networks, delegating work, giving solutions, staying inspired, achieving quality but avoiding perfectionism, managing stress, maintaining an overview and identifying problems while focusing on the organization journey. This paper also presents some opinions about great leaders from a variety of levels of the leaders at Valparaiso University through personal interviews by the writer during her study as a visiting scholar at this University. There is no shortcut to becoming a great leader; it needs effort, time and process. These suggestions hopefully will help a leader to be a great leader.

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Growing in Leadership Dr. Rachel Reena Philip

UBCHEA Fellow

Success of an organization usually can be traced to a successful leader. There are varied definitions of a leader that have been offered by management experts. One of the definitions that have appealed to me states that ‘a leader influences others to go to places where they might not have gone otherwise.’ In an organizational set up, leadership thus is the process of influencing people to achieve their organizational mission and vision. Leadership is about vision, about people buying into it and about producing needed changes. Implicit in the statement is that the leader is able to develop an organizational vision, has the gift of persuasion, and is able to build trust of the team.

Similar to the numerous definitions of a successful leader, the list of qualities of a leader is also long--often too long to be useful or practical. Many of them are empirically accumulated from behaviours of successful leaders. Qualities such as integrity, dedication, magnanimity, humility, openness, creativity, fairness, assertiveness, sense of humour, ability to assume responsibility, skill in team building, planning skills, trustworthiness, all have been touted among the top qualities expected in a leader. While the list is large and may be of academic interest, rarely are all these qualities found in one person. But indeed many of them can be cultivated.

In complex organizational environments, more than the qualities of individual leaders, their behavior in such environments appears more important for success. The traditional autocratic or hierarchical modes of leadership have given way to a model that invokes teamwork and sense of community. Personal involvement, ethical and caring behavior are emphasised in this mode of ‘servant leadership’. The guiding principle is that the leader is still a servant because of her desire to serve better (help others/organization) rather than gaining increased power. Such servant leadership evidently empahsises team building, collaboration and trust. Building trust, showing consideration and caring, treating the team with respect and valuing their inputs become the essential elements. The leader morphs into a resource for the team not the ‘boss’ of the team. The leadership behavior is akin to Christian leadership with Christ as the role model. A servant leader, who is in relationship with Christ, should easily be able to follow Christ’s example to serve others and lead without any conflict in the day to day world environment. Such style can be cultivated no matter where one is placed in an organizational hierarchy. The notion that a few extraordinary people at the top of the pyramid can provide all the leadership that is needed today is untenable.

As an UBCHEA Fellow, my recent exposure to leadership styles in a variety of organizations has indeed emboldened me further in adopting the servant leadership mode in the context of my home (Union Christian College) institution. My submissiveness to Christ will help me as a leader to develop a Christ-centered leadership style and exercise assertiveness only to the needed degree that would automatically elicit trust, co-operation and team spirit from the group that I work with at UC College. My approach will continue to be to listen to the nuances of what others say and why they say it and to arrive at a response with the consensus of the whole group, for the success of the institution and community. My efforts as a leader will continue to influence others by being trustworthy. That includes disclosing information to team members without “spin” and seeking their valuable inputs.

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23

Reflection on Ateneo’s experience in the perspective of leadership REN Xiaowei

(Shaanxi Normal University, China)

During the period from November 2012 to March 2013, I visited and hosted by Ateneo de Manila University as an UB fellow. Through the rich experience in Ateneo, I was improved a great deal in many aspects, especially in the perspective of leadership.

Undoubtedly, leadership will mean different things to different people and to different work area. It is impossible to create a universal and uniform pattern of leadership which suits anyone and anytime. However, according to my experience in Ateneo, there are at least three factors that are extremely important for leadership, especially for leadership in institute of higher education.

One is that the leader in any position of university should desire changes for making things better, and have a sense of eagerness to pursue change. In the process of massive phase of higher education development, it is indeed very urgent to seriously consider how to face and deal with the challenges put forward by the new epoch of higher education. As the higher education steps out of the isolated state and enters into an open world, it is natural for the problem of how to develop international education to arise. With increasing number of university students, how do we create the new teaching pattern to satisfy the diverse need of student for higher education? In a time of knowledge economy, how do we improve university’s level of social service? Confronting with problems like these, we really need to adapt

ourselves to the change of the situation of higher education and strengthen the desire for pursuing creative change.

The second is that successful leaders must pay high attention to the needs of their followers. This trait is usually reciprocated with enthusiasm by the followers, especially at the middle level of an organization. Any leadership is actually a kind of system. Also, it is self-evident that only efficient system can make leadership efficient in the same degree and produce capacity of leadership. With regard to this respect, those who are at the middle level of a system or management deserve high attention and emphasis. It is they who play the crucial role of realizing the top leader’s advanced idea and carrying out the concrete policy. In a university, there are usually two series of middle level, one is the functional sectors, the other the schools. Comparatively speaking, the latter is more important than the former, because any university will mainly depend on its basic constituted schools to realize its mission of teaching, research and social service.

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24

Strategic Vision Development Process

Yohanes Sigit Purnomo Wuryo Putro

University of Atma Jaya Yogyakarta Yogyakarta, Indonesia

Strategic vision is really important to a university. It will provide a direction for university to achieve the university destination both in short-term or long-term. The successful of the strategic vision could be affected from its development process.

Mostly, university has its own strategic vision's development process that can be different between the other universities. In some university, maybe the strategic vision development process just getting the input from limited people, even just from the university leaders. At the others side, maybe the development process was deliberately open and participatory planning process.

This paper will try to explain how the strategic vision's development process done in universities. It will explain both of Baylor University and University of Atma Jaya Yogyakarta experiences in strategic vision development process. This comparison then could be used by the other university to enhance and improve their strategic vision's development process.

Motivation and Human Relations

By

Tosan Tri Putro UB Fellow from

Duta Wacana Christian University Yogyakarta, Indonesia

The purpose of participating in the fellowship program was to find new things. There are so many things that made such a rich experience, especially the relationship with other people of different cultures, with different interests and different backgrounds. There was a great deal of cooperation in all the activities in which I participated. All ran smoothly with a Team Spirit very visible, with conflict rarely heard.

The main thing that is noticeable at my host institution, The Hong Kong Polytechnic University, Hong Kong is the degree of co-operation with other institutions, within and outside the country, both on a small scale at course level, as well as the university-wide scale. Impressive was the number of individuals who have networked with the external academic and industrial world. It only takes a small team to handle a project / event such as, AtyPI, is an world annual conference about typeface or typhography, and annual design conference, BODW (Business of Design Week in Hong Kong). Real work is the key, not just discourse, discussing things that are too complicated but never realized.

There is one thing that was enough to make me happy and I think this is one success of this fellow in the UB program: establishing a new network between School of Design, The Hong Kong Polytechnic University, and the Product Design Department UKDW, which was implemented in a Study Trip to Yogyakarta , Indonesia.

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25

Growing as a Person and a Leader：

Fostering Whole Person Education

(Wang Pei, Ginling College, Nanjing Normal University, China)

Educator Covey of United States suggested that Human development can be divided into three levels: dependence, independence and interdependence. Dependent: focus on “you”--you take care of me, you will be responsible for my success, if it goes wrong, I will blame you; Independence: focusing on“me”--I can take responsibility for myself, I'm free to choose; Interdependence: from “we”perspective – we can be independent, cooperative, collective wisdom and work together to create a better life.

It is clear that as adults, we got through the first two stages already. And now, We are lucky that the United Board provides us with an opportunity to go abroad for training. During this period of time，_{people from different} nationalities get the chance to gather together. Everyone is willing to share experience with each other .It will promote each other. I think this is the third level of human development.

As for me, though I have not yet started my training plan, however, as to the future, I have a lot of ideas.Such as curricula and teaching methods at the University，_{campus environment, accommodation, new friends and so on.} Although the future is not yet known, I believe that by my sincerity and effort, Everything will go smoothly.

What I'm trying to say more is that I am from Ginling College in Nanjing Normal University. I received a notice lately that I was named a United Board Helena Yu Fellow. It is my great honor. In fact Ginling Colleg is a special college which renowned at home and abroad. There are many outstanding alumni of our school. we have a lot of office rooms in our College which are named after those famous alumni just like Helena Yu and so on. As a United Board fellow, I will put all my efforts in learning new knowledge, and do my best to make constructive changes at our home institution

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26

Developing Strategies for Internationalizing Undergraduate Education:

Perspective and Practice of an Academic Administrator

Ying Wang

(Fudan University, Shanghai, China)

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CHANGES IN AN ACADEMIC CONTEXT (SEEKING AND MANAGING CHANGE) Vanitha Williams

Assistant Professor, Department of Advanced Zoology and Biotechnology Women’s Christian College, Chennai

India

As a biologist, one of the aspects that has always fascinated me in all living organisms is the biological changes that take place all the time. Particularly significant, at the microscopic level, is the dynamic nature of cells. Cells undergo changes as they develop in terms of their structure, Physiology and Biochemistry, and become specialized to carry out a specific function. Change is a continuous process and it takes place all the time. As we observe and analyse the trends around us, we notice that nothing is static. Everything around us undergoes changes, be it in terms of fashion or life style of people, architecture and design of buildings or city planning.

Having served as a faculty in the Department of Advanced Zoology and Biotechnology, Women’s Christian College for more than a decade, changes have been noticed in terms of preference for Liberal Arts and Science courses over Professional courses, programs introduced in the institution, attitude of students and their future plans. Based on the opportunities for higher education in India and abroad, and to enhance job opportunities of students, new programs have been introduced in the college both at the Undergraduate and Master’s level. This has resulted in changes in the infrastructure, introduction of new departments and selection of competent faculty.

The curriculum of our Undergraduate Program in Advanced Zoology and Biotechnology has gone through a number of changes over the last decade. New courses have been introduced and the course content of some of the papers have been revamped keeping in mind the latest developments in the field of Genetics, Cell Biology, Immunology, Biotechnology and Information Technology. Skill-based courses like IT Tools for Biologists and Bioinformatics and Enhancing Personality are offered. Service Learning Programs have been introduced, and they have helped us build new relationships with several Non Government Organizations (NGOs). Introduction of a Learner Designed Course was a great success. These changes have been implicated with a clear mission, that is, for the benefit of the learners. Both faculty and students are motivated to ensure that the changes are effective. Response of students to change has been monitored. Obstacles faced are constantly rectified to ensure smooth running of the course.

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United Board Fellows Program

Hong Kong List of Attendees

2012-14 Fellows

Name Home Institution Title* Field Host Institution, Yr 1 Host Institution, Yr 2 Email

Dr. (Ms) Xiaofen

Mo Fudan University, China

Deputy Director, Medical Discipline Develop.

Office Ophthalmol. and Visual Science *Host not finalized at time of printing *Host not finalized at time of printing xiaofenmo@gmail.com

Ms. Xiao Lin Luo Guizhou Normal University, China

Vice Dean, School of International Tourism

and Culture Market Economy of China Tunghai University, Taiwan Purdue University, USA xlluo2005@163.com

Dr. (Mr.) Qiufeng

Ji Nanjing University, China Professor, History

History of International

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Dr. (Mr.) Xiaowei

Ren Shaanxi Normal University, China

Vice Dean, School of Political Science and

Economics History and Theory of Socialism Ateneo de Manila University, Philippines St. Olaf College, USA rxw1974@126.com

Dr. (Mr.) Hua

Ming Chen Sichuan University, China

Vice Director, Disciplines Construct.

Office Media Culture & Communication Southern Methodist University, USA Ateneo de Manila University, Philippines chenhuaming@scu.edu.cn

Dr. (Mr.) Jide Yao Yunnan University, China

Director, Southwest Asian Institute & Center

for Iranian Studies Ethnology Fairfield University, USA Christ University, India kzxy09@gmail.com

Dr. M. Helen

Mary Jacqueline Lady Doak College, India Assistant Professor, Economics Marketing De La Salle University, Philippines Baylor University, USA christopher.helen@gmail.com

Dr. (Mr.) Franklin

Daniel Madras Christian College, India Associate Professor, English Modern American Drama Valparaiso University, USA Ateneo de Manila University, Philippines frank_in66@hotmail. com

Dr. (Mr.) Tomy Augustine

Kumplankal Salesian College, India Head of Philosophy Department Buddhist Philosophy Valparaiso University, USA *Host not finalized at time of printing tomsdb@gmail.com

Dr. (Ms.) Rachel

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Dr. (Ms.) Vanitha

Williams Women's Christian College, India

Assistant Professor, Advanced Zoology &

Biotech. Zoology, Aquatics Entomology Tunghai University, Taiwan Agnes Scott College, USA vanithawilliams@yahoo.co.in

Mr. Yohannes Sigit Purnomo

Wuryo Putro University of Atma Jaya, Indonesia Deputy of User Services Informational Technology Baylor University, USA Yonsei University, Korea sigit@staff.uajy.ac.id

Mr. R. Tosan Tri

Putro Duta Wacana Christian University, Indonesia Lecturer, Architecture & Design

Visual

Communication and

Design Hong Kong Polytechnic University, Hong Kong Valparaiso University, USA tosan1991@yahoo.com

Dr. (Mr.) Hendra

Tjahyadi Maranatha Christian University, Indonesia Staff for Vice Rector, Academic Affairs Vibration Control Baylor University, USA hendramega@yahoo.com

Ms. Meilinda Petra Christian University, Indonesia

Head, Bureau for Cooperation & Institutional

Development Theater Ateneo de Manila University, Philippines Valparaiso University, USA meilinda_h@yahoo.com

Ms. Elisabeth

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Ms. Inneke

Hantoro Soegijapranata Catholic University, Indonesia Lecturer, Food Technology Food Science Ewha Womans University, Korea Purdue University, USA taninneke@gmail.com

Ms. Selvi Panggua Toraja Christian University, Indonesia

Lecturer, Head of Department, English

Study Program Education Management Valparaiso University, USA *Host not finalized at time of printing chelvytrj@yahoo.com

Ms. Naw Mar

Moora Myanmar Inst. Of Theology, Myanmar Dean of Students English Valparaiso University, USA *Host not finalized at time of printing thethepo@gmail.com

Dr. (Mr.) Roberto

Conrado Guevara Ateneo de Manila, Philippines Assistant Professor, Theology Scripture-Old Testament Gonzaga University, USA *Host not finalized at time of printing rguevara@ateneo.edu

Mr. Dany Molina Central Philippine University, Philippines Dean, Engineering Heat and Power Baylor University, USA *Host not finalized at time of printing dcmolina@cpu.edu.ph

Mr. Noel

Buensuceso Miriam College, Philippines Associate Professor, Business Administration Business Hong Kong Polytechnic University, Hong Kong Gonzaga University, USA noel.buensuceso@gmail.com

Mr. John Michael

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Ms. Nguyen Hanh Phuoc Le

Hue University College of Foreign Languages, Vietnam

Lecturer, Department Chair, Vietnamese

Studies Literature St. Olaf College, USA De La Salle University, Philippines quana0310@yahoo.com

Dr. (Ms.) Pei

Wang Ginling College, China

Management Science and

Engineering Baylor University, USA *Host not finalized at time of printing wangp66@126.com

Ms. Jema

Pamintuan Ateneo de Manila, Philippines Assistant Professor, Filipino Department Filipino Literature Tunghai University, Taiwan Georgetown University, USA jemapamintuan@yahoo.com

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33 Fellows Alumni

Name Home

Institution Title* Field Host Institution, Yr.

1

Bui University of Social Sciences and

Studies De La Salle University, Philippines

Studies Valparaiso University, USA

Priscilla Lady Doak College, India Assistant Professor, Convenor,

Wang Fudan University,

China

College, USA International Christian University,

Philosophy De La Salle

University,

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34 United Board Staff

Name Office Title Field Email

Dr. (Ms.) Hope

Antone Hong Kong Program Officer Theology and Education hantone@unitedboard.org

Dr. (Mr.) Avron

Boretz Hong Kong Program Director Anthropology aboretz@unitedboard.org

Dr. (Ms.) Betty

Cernol-McCann Hong Kong Vice President, Programs Social Psychology bcernol@unitedboard.org

Mr. Ricky Cheng Hong

Kong Vice President, Development Business Administration rcheng@unitedboard.org

Dr. (Ms.) Nancy

Chapman New York President East Asian Studies nchapman@unitedboard.org

Ms. Melanie Chung Hong

Kong Program Associate and Accounts Manager History mchung@unitedboard.org

Mr. Calvin Mok Hong

Kong Administrative Assistant History cmok@unitedboard.org

Ms. Louisa So Hong

Kong Assistant to the President and Vice President for Programs Business Administration and Translation lso@unitedboard.org

Ms. Amy Weber New

York Program Officer, Fellowship and Scholarship Programs Chinese Language and Culture aweber@unitedboard.org

Mr. Jonathan Wolff New

York Program Director, Fellowship and Scholarship Programs Anthropology jwolff@unitedboard.org

Ms. Rebecca Yue Hong

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35

United Board Fellows Program 2013 Leadership Seminar

July 22-26, 2013 Hong Kong

About Chinese University of Hong Kong

Founded in 1963, The Chinese University of Hong Kong (CUHK) is a forward looking comprehensive research university with a global vision and a mission to combine tradition with modernity, and to bring together China and the West. CUHK teachers and students hail from all corners of the world. CUHK graduates are connected worldwide through an expansive alumni network.

As a top university in Hong Kong and Asia, CUHK aims to nurture students with both specialized knowledge and wisdom for life. The education experience here is distinguished by a flexible credit unit system, a college system, bilingualism and multiculturalism. There are general education courses to broaden students' perspectives and develop in them the ability to face the challenges of contemporary society. Our eight Faculties offer a wide array of excellent undergraduate and postgraduate programmes.

CUHK undertakes a wide range of research programmes in many subject areas, and strives to provide scope for all academic staff to undertake consultancy and collaborative projects with industry. The University's insistence on the highest standards of research has won it an enviable research reputation. The University houses four state key laboratories which are entrusted by the Ministry of Science and Technology of China to produce research of international quality and carry out important national research tasks. The University also has an excellent record of published research, both in discipline-specific journals and in more high-profile publications such as Science, Nature, and The Lancet.

Of all Hong Kong universities, CUHK is the only one that offers a college experience. To our constituent Colleges, Chung Chi, New Asia, United and Shaw, have recently been added Morningside, S.H. Ho, C.W. Chu, Wu Yee Sun and Lee Woo Sing, bring up the total number of Colleges to nine. They complement the formal curricula by

delivering whole-person education and pastoral care. The college system also encourages intimate interaction among teachers, students and alumni.

Our beautiful 137.3-hectare campus overlooking Tolo Harbour is the largest and greenest in Hong Kong. It houses a range of facilities essential for an all-round campus experience, such as world-class libraries, art museums, music halls, swimming pool, sports fields, tennis courts, squash courts, water sports centre and gymnasiums.

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About Hong Kong Baptist University

Excellence. Innovation. Whole Person Education.

Established in 1956, Hong Kong Baptist University has over 50 years of experience in providing broad-based and creativity-inspiring education. HKBU is consistently at the cutting-edge of the sciences and highly reputed for its commitment to the humanities and arts. The University also encourages service to society among its staff and students, making it a beloved part of the Hong Kong community.

At HKBU, education is far more than simply equipping students with professional knowledge and skills. The University is committed to providing Whole Person Education that inculcates intellectual, cultural, social and sporting skills outside the classroom in addition to training the minds within.

The University offers world-class, innovative undergraduate, taught postgraduate and research postgraduate programmes leading to Masters or PhD degrees as well as associate degree programmes, all tailored to prepare students for the challenges of a globalized, knowledge-based economy.

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United Board Fellows Program

Hong Kong Practical Information Visas & Entry Regulations

Residents of the following countries do not need to obtain a visa for their travel to Hong Kong:

 _India  _Indonesia  _Philippines

Nationals of the following countries are required to possess a visa for any type of entry into Hong Kong (including as tourists):

 _Cambodia  Myanmar  _Vietnam

Chinese nationals with a hukou registration in mainland China are required to obtain an entry permit from the Public Security Bureau for any type of visit to Hong Kong (short visits and long visits alike, including settlement).

Airport

Upon arrival, please find the “B02 Commercial Counter” shown on the next page for the hotel shuttle bus from Hong

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You may also take a doubledecker Airport Bus Number 41 from the airport to Shatin at your own expense. The bus costs HK$22.30. Payment can be made in coins, or by using the Octopus Card. If you don't have an Octopus Card (which is very useful since it can be used on all public transportation in Hong Kong), you can purchase a card for HK$100 ($50 deposit plus $50 in fares) at the transportation desks inside the Arrivals Hall or at the information windows at the Ground Transportation Centre.

Airport bus terminus is right next to the Terminal I. From the Arrivals Hall, follow the signs to the Ground Transportation Centre; turn right by facing the Airport Express from the arrival gate at Terminal I (see the map below). From the airport to Shatin, the hotel is, according to the printed bus schedule, the 8th_{stop. However, because} the bus rarely makes a stop at its first stop (the Lantau Link Toll Plaza, which is along the expressway coming in from the airport), the Shatin Town Centre/Shatin Central Bus Terminus is usually the first real stop. This Shatin Central Bus Terminus is a large stop underneath the Shatin New Town Mall, with several lanes and many bus stops. You can't miss it. Then you get off at the 7th_{or 8}th_{stop at ‘Regal Riverside Hotel’ and cross the street by taking the} underground tunnel to the hotel.

The bus ride takes you about an hour to the hotel. The bus runs every 20 minutes, from 6 a.m. to midnight. There is space for luggage on the first level of the bus. (Do not take the A41P, which follows a different route).

Bus stop location can be found in the below link:

http://www.kmb.hk/english.php?page=search&prog=route_stops.php&route_no=A41&bound=2&select_from= &select_to=

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41 Hotel information

You will stay at Regal Riverside Hotel during the seminar:

Address : 34-36 Tai Chung Kiu Road, Shatin, Hong Kong Telephone : 852-2649-7878

Fax : 852-2648-8592

Website : http://www.regalriverside.com

Accommodation from July 22 checking out July 27 (5 nights) on a double occupancy basis will be provided by United Board. If you request for an extension of stay, you will be responsible for any additional costs.

The hotel provides free in-room internet access, daily newspapers, complimentary in-room tea and coffee, bottled water and complimentary use of the Health Club. You will be responsible for mini bar and long distance costs.

The hotel will provide buffet breakfast. There is a small convenience store selling calling cards and grocery items nearby the hotel; however, the salespersons might not be able to speak in English. You may ask the staff at the hotel to write down the items you want to buy in Chinese to make sure you can communicate with the salesperson in the store. There are 3 big supermarkets at the shopping mall, “Shatin New Town Plaza.” They are Park’n Shop, Yata Department Store and Citysuper. You may go by the free hotel shuttle bus which drives between Regal Riverside Hotel and Shatin New Town Plaza every 20 minutes from 8:30am to 10:20pm.

Directions from Regal Riverside Hotel to Shatin Train Station By taxi:

Distance between Regal Riverside Hotel and Shatin Train Station is just 1km. Taxi fare would be approximately HK$35 (US$5). Only Hong Kong dollars cash would be accepted.

The Chinese address of Regal Riverside Hotel: 沙田大涌橋路34-36號, 麗豪酒店 The Chinese name of Shatin Train Station: 沙田港鐵站

By double-decker bus (No.: 284):

Please take Bus no. 284 which runs between the hotel and Shatin Train Station. You may get on the bus at the bus stop outside the side door of the hotel. Or take the bus at Shatin Central Bus Terminal located at L1 floor of Shatin New Town Plaza (connected to Shatin Train Station). Attached please find the 284 bus information.

On foot:

The hotel and Shatin Train Station is just 10 minutes away. Please see the attached location map of Regal Riverside Hotel

Weather

Summers in Hong Kong are hot, with temperatures in the 30-35°C (86-95°F) range with warm nights. Relative humidity is very high and could reach over 80%. Heavy rain and thunderstorms are fairly common.

Money Exchange

The unit of currency is the Hong Kong dollar (HK$). Credit cards (Visa, Mastercard, American Express) are convenient and are widely accepted by shops, restaurants, and travel agents in Hong Kong.

Money exchange can be done at Hong Kong International Airport. Four money exchangers (Travelex Worldwide Money) set before immigration counter at both West Hall and East Hall of Level 6. Regal Riverside Hotel also provides money exchange service.

Electrical Equipment

The standard electrical voltage in HK is 220 volts AC, 50HZ, so you will need an adaptor for your 100-volt

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42 Tourist information

There are various tourist attractions near the hotel, such as Shatin New Town Plaza, Racecourse, Che Kung Temple, Hong Kong Heritage Museum. More tourist information can be found from the front desk of hotel and the website of Hong Kong Tourism Board: http://www.discoverhongkong.com/login.html

Using Hong Kong Public Transportation

Octopus Card: The Octopus Card is an electronic stored-value ticket for travel on all forms of public transportation and for use in a growing number of retail outlets and eateries throughout the city. The Octopus Card can be purchased at any MTR station, as well as outlets of 7-eleven & Circle K convenience stores. Deposit at HK$50.0 is required. Additional funds can be added to the Card when initial amount on the Card is depleted. The Octopus Card is

convenient and saves time; it also eliminates the necessity of having correct change when using public transportation.

Octopus web site: http://www.octopus.com.hk/home/en/index.html

MTR Hong Kong is well-known for its efficient and clean subway system. Fares vary according to destination; the fare table and maps/legends of the different routes are available at each station. MTR cover all the main regions in Kowloon, Hong Kong Island and New Territories. Train service hour is from about 6:00am to 23:55pm every day.

MTR web site: http://www.mtr.com.hk/eng/homepage/cust_index.html

TAXI Taxi is reliable and reasonably priced. The main problem will be communication with the taxi driver as a lot of them do not speak much English. It is wise to carry the Regal Riverside Hotel business card with address written in Chinese with you, in case you get lost. Metered flag fall begins at HK$20.0. It takes about $25.0 from the hotel to Shatin train station. Tunnel fee at HK$10.0 - 15.0 will be charged additionally if you across regions.

BUS Most routes have both conditioned and non-conditioned buses. The fare for an air-conditioned bus is more than that for non-air-air-conditioned buses. Most buses run until around midnight.

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43 Area Map

Office Address and contacts

Here please have the contact information of United Board’s Hong Kong office:

Address : Rm. 12, 1/F, Chung Chi College Administration Building, The Chinese University of Hong Kong Telephone : (852) 2994-3608/ 3163-4216

Fax : (852) 3163-4219

Website : http://www.unitedboard.org

Emergency Contact

Below with the mobile phone number of our Hong Kong staff for your emergency contacts: Melanie CHUNG : 852-9094-6902

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U

nited Board Fellows Program

2013 Leadership Seminar

July 22-26, 2013 Hong Kong

United Board Fellows Program – Request for Reimbursement

The United Board will cover your visa cost (if any) and round trip international airfare at an economic rate to Hong Kong. Please include with any requests for reimbursement. Please indicate if you expect to incur further expenses (i.e. return travel expenses) after turning in this form.

(SCANNED RECEIPTS ARE PREFERRED)

Name ________________________________________________ Home Institution_______________________________

Expense-(indicate if seminar-related) Country of currency Amount Receipt attached Conversion (for United Board use) 1.

2. 3. 4. 5.

Bank Information for Transfers:

Title of Account: Account Number: Name of Bank: Address of Bank: