This paper critically analyses how the Government of the Hong Kong Special Administration Region has tackled the issue of preschool quality over the past 30 years. Although early childhood education is not part of the publicly funded education system, there is almost universal preschool attendance among three to six year olds. The government regulates, monitors and evaluates early childhood services, and has taken numerous steps to improve the quality of early childhood provision. However, a paradox lurks within government policy. On one hand, the facility-focused and provider-focused regulatory standards for the operation of preschools have been faulted for being too lax; but, on the other hand, policies and incentives have clearly improved the quality of preschool education. These include measures to support the upgrading of serving kindergarten teachers and an emphasis on quality assurance. The implementation of enabling policies is essential to ensure that all children have access to high-quality early education and care.
[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/10.1080/03004430601078644]

This study investigated how a set of newly developed indicators of early learning and teaching by the government, which was based on western ideology of child learning, was implemented in a Chinese context like Hong Kong. Twelve early childhood settings of 5747 children and 284 staff volunteered to implement the indicators within two years and the processes were observed and analysed. A multi-method, multi-source data collection strategy was used to document the self-evaluation and improvement process. All the participating settings went through the five stages of the evaluation cycle: understanding the Performance Indicators, assessing learning and teaching, formulating an action plan for improvement, implementing the action plan, and reflection. The results indicated that: (1) implementing a quality assurance cycle took time, resources and commitment; (2) the implementation helped to enhance practitioners' professionalism; and (3) teacher professionalism was the key to the success of this quality assurance mechanism. The socio-contextual factors and the educational implications of these findings are discussed.
[Copyright of International Journal of Early Years Education is the property of Routledge. Full article may be available at the publisher's website: http://dx.doi.org/10.1080/09669760701516942]

Leadership style has always been a controversial topic in educational administration and management. Following the recommendation of the Education Commission to introduce school-based management (SBM) into Hong Kong schools in the early 1990s, discussions about the kind of leadership style that is appropriate for SBM schools have never ceased. The government holds a continuing belief that SBM schools work better if they are managed by "better" principals, and emphasises the value of "transformational leadership." However, this paper articulates the limitations of that leadership style and argues for complementing it with "educational leadership," which purports that principals have an obligation to learn with others about ways of promoting student learning. Secondly, the staff should also be encouraged and helped to carry out certain leadership functions. These arguments are supported by references to the most relevant literature. The discussion is useful to school principals, leaders, and teachers by offering them a better understanding of how to facilitate the implementation of SBM.
[Copyright of Asia Pacific Journal of Education is the property of Routledge. Full article may be available at the publisher's website: http://dx.doi.org/10.1080/02188790600937292]

作者嘗試從三方面分析和評估香港教育署在1992年發表的小學、中學和中六三份課程指引。第一方面是有關課程設計的基礎因素，二是各個課程要素和它們之間的關係，三是具體的實施方法。

This article briefly describes the Hong Kong education system, discusses the policies and efforts for education quality and school improvement, and reviews the development of school effectiveness research in Hong Kong. Hong Kong people have shown their strong commitment to educational reform for better societal development in the coming decades. A number of important policies have been issued to improve educational practice and school management. Even though some drawbacks and difficulties have inevitably been encountered in policy formulation and implementation, numerous good opportunities have been created for policy-makers, school practitioners, and educational researchers to conduct educational innovation, school improvement, and school effectiveness research. The ongoing education experiments, reform experiences, improvement practices, and effectiveness studies at both the system and school levels may not only benefit Hong Kong people but also make a contribution to international concern for school effectiveness and improvement.
[Copyright of School Effectiveness and School Improvement is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1076/sesi.10.1.10.3517]

This article reports the use of a Structural Equation Modelling (SEM) technique as a means of exploring our understanding of the leadership of Heads of Subject Departments within School Based Management (SBM) secondary schools in Hong Kong. Arguments made by Gronn (1999, 2000), Spillane et al. (2001) suggest that studies of leadership need to focus more on a distributed model rather than seeing leadership as residing solely in the titular head of the organisation. Other recent studies (Busher & Harris 1999; Harris 2001) have examined the role of middle managers. This article explores SEM as a means of offering important measurement and insight in this complex area. The structural models generated and presented support a new integrative model of the leadership activities and behaviours of the HODs within SBM secondary schools in Hong Kong. Some initial findings (Au 2003) are reported based on a return rate of 83% from a dataset of 2739 teachers, HODs, school principals and vice- principals taken from a sample of 110 government and non-government SBM secondary schools in Hong Kong.
[Copyright of School Leadership & Management is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/1363243032000150999]