Set within the market-driven context in educare for young children in Hong Kong, a Special Administrative Region of the People's Republic of China, this paper points to the importance of exploring the definitions of quality in early childhood programmes from the multiple perspectives of school stakeholders. This study describes two preschools that were rated highly in the quality assurance inspections. Data collected in semi-structured, individual and group interviews indicated that the views of the school stakeholders on the quality of early childhood programmes shifted from childrearing to developmental nurturing but still emphasised academic learning and preparedness. This was largely due to the 'backwash effect' of primary education creating academic pressure on the local preschools. The two case study schools formulated successful strategies for reconciling conflicts between professional values of learning through play and parental expectations of academic preparation for primary education. In addition, the schools put a lot of effort into sharpening their competitive edge. They did this by maintaining close communication with their parents through various channels and offering free after-school custodial care, emotional and financial support. These are outside the primary duties of a preschool but highlight the way in which schools in the local field address and give high priority to parents' needs and expectations. In line with Woodhead's 1998 contextually appropriate approach to quality, the study sets a challenge for our understanding of quality frameworks for early childhood programmes. These should not be based mainly on a universalist view of developmental appropriateness but should also take into account the multiplicity of stakeholders' views on quality in a market-driven context. The data also demonstrate that the provision of preschooling in Hong Kong is shaped by market forces. The implications for quality educare are discussed.
[Copyright of International

There is an increasing demand from the public and the field to improve the quality of early childhood education in Hong Kong. The Hong Kong Education Commission has recently released an "education blueprint for the 21st century", which presents a set of reform proposals for the education system in Hong Kong. In the document, early childhood education has been acknowledged as the foundation for life-long learning. A key reform proposal is to build a new culture for quality early childhood education through upgrading professional competence and enhancing quality assurance mechanisms. The present paper provides a general background of existing practices in the preschool years, highlights issues that require attention in order to improve quality, and outlines the reforms introduced by the Education Commission. The implications of these reforms and the associated challenges are then discussed in the areas of quality assurance, curriculum, professional development, parental involvement and financial assistance for the early childhood education sector.
[Copyright of Early Child Development and Care is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/0300443022000022387 ]

As a former colony, Hong Kong's education system has been powerfully influenced by ideas from the West. However, these influences have been mediated by a number of factors of contingency - the most important of which is culture - which shapes implementation, particularly of what counts as successful practice. The aim of this paper is to trace the interpretation and implementation of key ideas about school leadership and to offer some analytical projections into the future based on current trajectories. It explores three broad sets of constraints on the development of leadership practice: the features of the Hong Kong school system, the influence of a Confucian cultural tradition, and the process oriented nature of the professional practice of effective school leadership. The paper concludes by offering an analysis of how this dynamic process view of leadership can be used to understand current attempts to build a school-based approach to educational leadership.
[Copyright of Journal of Educational Administration and History is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/00220620802507268]