The switch of the teaching medium of junior secondary classes in Hong Kong from English (EMI) to Chinese (CMI) in 1998 has met strong opposition from parents for fear of possible decline in the learners' level of English proficiency due to reduction in exposure. To make up for this and to smoothen the transition from CMI to EMI in senior secondary level, a 3-year English Enrichment Programme (EEP) was piloted in selected schools starting 2001. An evaluation project assessing the effectiveness of the EEP was also launched in the same year. This paper reports the preliminary findings from the evaluation project on how well the students learnt in the EEP.
In the evaluation, emphasis has been given to analysing the extent to which three conditions necessary for optimal L2 learning were present in the students' learning process in the EEP. These conditions include comprehensible exposure and input, opportunities for L2 use with feedback, and motivation. The paper reports the process and findings of this evaluation. It was found that the three conditions did exist in the learning process, yet the quality of the provision of these conditions was doubtful. Recommendations will be offered on how the design and implementation of the EEP could be improved to ensure quality provision of the conditions so as to improve the effect of learning.
[Copyright of Australian Association for Research in Education (AARE) at http://www.aare.edu.au]

This paper describes the use of coaching as a means to enhance professional development of English-language teachers in a school involved in a partnership project in Hong Kong, which is characterised in terms of three phases. While the rationale for bringing in coaches into the school is on creating effective professional development environments for teachers--that is, providing ongoing supports and forming a community of practice focused on instructional methods, curriculum innovation, and new formats for instructional delivery--after 18 months of the partnership project it was found that the teacher/coach relationship is more complicated than expected. The paper will end with suggestions on how the three key stakeholders, namely the teachers, principal and teacher educators, can co-construct effective professional development environments.
[Copyright of Journal of In-Service Education is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/13674580701486952]