An innovative scheme known as Project Yi Jin that provided an alternative route for students who failed in the Hong Kong Certificate of Education Examination (HKCEE) to gain an academic status for, and access to, higher education was evaluated after one year's implementation. A survey of 2416 students via telephone found that students who successfully completed the project had better opportunities for further study and tended to do so at higher academic levels than those who did not complete the programme. They also had better subsequent employment opportunities and felt more satisfied with the course. The programme was found to be gender and age unbiased and was able to differentiate higher academic achievers from lower academic achievers for more advanced academic pursuit. Project Yi Jin has served as a bridge between secondary and tertiary education and provided a route for those who had completed secondary education in Hong Kong with unsatisfactory results and those mature students who are 21 or above to obtain a formal qualification for both employment and continuing education purposes.
[Copyright of International Journal of Lifelong Education is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/026037042000233494]

As part of the reform of the overall education system in Hong Kong, the government set a target in October 2000 of raising the percentage of senior secondary school graduates who could receive higher education from the current 30% to 60% within a period of ten years. Prior to this announcement, however, the School of Professional and Continuing Education of The University of Hong Kong (or HKU SPACE for short) had already taken the lead by establishing the first Community College in March 2000. The Associate Degree programme of the College offered an alternative route to higher education to many aspiring young people. The broad-based curriculum with its equal emphasis on science and humanities (as well as solid generic skills) is a new attempt to produce people that can meet the challenges of the knowledge society. The first intake of 740 students in 2000 was followed by a second intake of more than a thousand in 2001. This paper examines the experience gained during the first two years of this new development, and explores the role of community colleges in general in the education reform movement and human resources development strategy of Hong Kong.
[Copyright of International Journal of Lifelong Education is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/0260137032000055312]

Universities and other institutions of higher learning now encounter far more challenge, and are subjected to an unprecedented level of external scrutiny. All providers of higher education today inhabit a more competitive world where resources are becoming scarcer, but at the same time they have to accommodate increasing demands from the local community as well as changing expectations from parents and employers. In order to be responsive to all those competing needs an emphasis on 'strong management' is introduced in the educational realm, with a fundamental paradigm shift to the notion of economic rationalism in running educational services. In such a policy context this paper sets out to examine how higher education in Hong Kong has gone through a similar process of marketisation with particular reference to the strategies and approaches adopted by the University Grants Committee, the central funding body of higher educational institutions in Hong Kong, to assure a quality and ' value for money' higher education in the territory. This paper concludes with a discussion of the implications of the adoption of a 'management- oriented' approach in delivering educational services.
[Copyright of Journal of Higher Education Policy and Management is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/1360080990210109]

Over 300 Foreign (non Hong Kong) universities deliver undergraduate degree programs in Hong Kong either on campus in that city or via distance education (or both). Although this topic has been studied from a variety of perspectives, the issue of why Hong Kong students might switch from one locally provided foreign university program to another has not been researched despite evidence of it being common. The current research found that students switched to another university if it offered a wider range of course delivery modes, if they could fast track their degree and if they were failing at the existing university. Increasingly, to be successful in competitive markets such as Hong Kong, foreign universities need to deliver their programs in a wide variety of modes, provide high levels of administrative and academic support, and ensure that they assist their students as much as possible. If they do not, students are likely to move to another provider. These findings have complex and far-reaching delivery ramifications for foreign universities wishing to survive in competitive markets such as Hong Kong--and elsewhere--where there is a high degree of competition amongst universities and a stressed economic situation which could force students to adopt quite ruthless consumer behaviour in regards to their university provider.
[Copyright of Journal of Marketing for Higher Education is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1300/J050v15n01_02]