Research Findings: Assessment and accountability have been given prominent attention in the field of education in recent decades. Educators have been debating what assessment is, how it is practiced in school, and how it is used for accountability purposes. A case study was conducted of the assessment practices in a Hong Kong preschool to understand the issues of assessment and accountability. This study investigates changes in assessment practices and explores implications for assessment and accountability. This research adopted various qualitative data collection methods, including interviews, site observations, collection of documents, and review of personal notes. The findings showed that there was a paradigm shift of assessment practice from an outcome-oriented approach to a process-oriented approach. Results revealed 4 major changes in the new assessment approach that involved the choice of assessment tools, the planning procedures, data collection methods, and new assessment activities. The major changes were built on the idea of assessment for learning and the strength of school capacity supporting self-improvement. The development of a culture of collaboration and professional learning communities helped to enhance teacher development and build school capacity.
Practice or Policy: This study urges the improvement of process-oriented assessment, school capacity, and the use of assessment data to understand the impacts of the new accountability system. The study supports a more balanced approach of combining school internal capacity and external systems to uphold school accountability and advocates the use of process-oriented assessment in early childhood education.
[Copyright of Early Education & Development is the property of Lawrence Erlbaum Associates. Full article may be available at the publisher's website: http://dx.doi.org/10.1080/10409281003638717]

Research Findings: This article describes research into leadership practice for school improvement in Hong Kong preschools at a time when there was a move toward increased accountability. Two schools were selected for study, both of which were rated as excellent in the quality assurance inspections of the Education Bureau. Leadership practice for school improvement and related factors were investigated from the perspectives of various school stakeholders.
Practice or Policy: The findings indicate that the 2 case study schools adopted different approaches to the process of change. One school principal delegated more to her subordinates and sought a radical change in the curriculum. In contrast, the other school principal imposed more restrictions on the exercise of authority in decision making and delegation and tended to follow the logic of a quick-fix approach. Overall, though the 2 schools adopted different approaches to curriculum change, the exercise of leadership in both schools was still highly centralized. The characteristics of leadership practice as perceived by various school stakeholders were different from the concepts of distributed leadership documented in the Western literature.
[Copyright of Early Education & Development is the property of Lawrence Erlbaum Associates. Full article may be available at the publisher's website: http://dx.doi.org/10.1080/10409280903582835]

Research Findings: Hong Kong launched the new mechanism of the Quality Assurance Inspection (QAI) in 2000 to enforce accountability and school improvement in the sector of early childhood education. The QAI comprises 3 stages: school self-evaluation, external inspection, and release of the QAI report to the public. To understand the roles of self-evaluation and external inspection and their interactions, we analyzed all 80 QAI reports released by the government from 2004 to 2007 and interviewed the principals and teachers of 3 kindergartens that had been ranked excellent, good, and satisfactory on Learning and Teaching performance in the QAI. The results indicated that (a) school performance on self-evaluation was significantly and positively correlated with Learning and Teaching performance but negatively correlated with the number of problems found in the QAI, (b) all kindergartens reported 4 types of challenges brought about by the external inspection (i.e., uncertainty, personnel, workload, and psychological burdens), and (c) the QAI was a facilitative and productive process for school self-evaluation and quality improvement. Practice or Policy: These findings suggest that an effective quality assurance mechanism should maintain a balance between external and internal evaluations and should work toward school empowerment and improvement.
[Copyright of Early Education & Development is the property of Lawrence Erlbaum Associates. Full article may be available at the publisher's website: http://dx.doi.org/10.1080/10409281003638725]