Ono and Ferreira (2010: 60) associate professional development of teachers with in-service education and staff development. They imply that professional development is conducted for different purposes and often in different forms. Within this study, I associate professional development with staff and school development. School development is regarded as a systematic approach to change at the school level. The purpose of school development is to guide and focus a school toward the achievement of its primary objective: enhancing the learning process of learners. It can be interpreted that professional development aims to improve the effectiveness of a school.
5.2.1.1 Staff development
The three groups of the school management team revealed that staff development takes place at the school. Sillins, Zarins and Mulford (2002: 616) indicate that learning organisations such as schools should have systems and
Principal
Deputy principals
Heads of Department
structures in place that enable teachers at all levels to collaborate, continuously learn and put new learning to use.
The principal and deputy principal indicated that staff development is often focussed on motivation. Heads of department (HoDs) agreed with the principal and deputy principal: they felt that team-building sessions aimed at staff development were successful. The HoDs interpreted the team-building sessions as motivational sessions because staff members often were more motivated after attending a session. This confirms the habitus of the school. Habitus is interpreted as the product of practices which result in lasting qualities. These qualities are the product of accumulation of capitals that teachers or schools acquire over a period and which is beneficial to them. Hardy (2009: 517) describes habituses as comprising of competing and complementary discourses and social practices as ‘conservative’, ‘results oriented’, ‘critical’, ‘student-focused’ and ‘inquiry oriented’. It is evident that the school’s habitus is results oriented through the staff development programmes.
The principal and HoDs reported that professional development focussed on content in curriculum aspects. The deputy principal, however, specified that the focus in professional development should be on assessment as to determine whether the learning objectives are being achieved. The deputy principal maintained that assessment does not only have to do with curriculum, but referred to it within a context of monitoring progress. A concern with the results oriented approach is that teachers are focussed merely on learner achievement in examinations and not developing learners holistically. Volante (2004: 1) raises a similar concern with this type of approach to teacher development where activities are narrowly focussed on ‘teaching to the test’.
Motivation can be regarded as the social condition being reconstructed to reflect a different aspiration for achieving effectiveness. From the findings, it is evident that all respondents indicated that professional development had to do with motivation. Throughout the interviews, it was highlighted. Interviews revealed that, through professional development, team-building took place
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which promoted the notion of a shared vision for improvement in the school. The deputy principal commented:
…staff development should be on a continuous basis to keep staff motivated and that they do not become discouraged and frustrated. The above statement of the deputy principal supports the view of the principal and HoDs that they needed to be updated continuously.
Gaining new knowledge from the staff development programmes is associated with acquiring additional social capital which derives an advantage for the school in having a teacher better equipped to present the content. In turn, it provides greater possibilities for teachers in gaining effectiveness. The acquisition of this capital by teachers poses the risk that teachers are now able to use it to their advantage in seeking promotion posts and leaving the school. However, teachers are remaining at the school which is indicative that they appreciate the development received and ensures that the school moves forward. There are numerous programmes attended by staff for professional development. The majority of HoDs indicated that, although teachers attend the programmes, there is some resistance to having to attend so many:
…I’m not always in favour of going to the many workshops. We wonder what new can we learn from these different workshops but in the end I don’t regret going.
This was highlighted by a statement from one HoD: teachers attend with a premature attitude as to what they are going to learn at these sessions; however they leave there with valuable information and a different attitude. This could be attributed to teachers feeling that the workshops are often time- consuming and it is a sacrifice on their part as it takes place after school hours or over weekends. The change in attitude of the teachers after attending the workshops can be related to their lack of information on the workshops. This is indicative that they are not appropriately informed by SMT members about the workshops.
Findings further reveal that teachers, and staff in general, are well represented in staff development programmes. It can be deduced that teachers acknowledge the value of professional development in their personal development as teachers. The principal and HoDs alluded to the fact that staff develop academically as well. A unique opportunity existed at the school as
teachers were encouraged to register for short courses: the school was prepared to contribute financially to their development. Such opportunities are not presented at other schools in the community. This reflects commitment of management of the school to the development of teachers. This aspect was extended when HoDs suggested that teachers motivate each other to improve their qualifications as well. The school promoted the opportunity to develop academically: so that teachers become experts in their subject field.
5.2.1.2 Service providers
Professional development programmes were provided by various institutions or organisations. It became evident from data collected that HoDs, the deputy principal and the principal highlighted different organisations involved with the school. In analysing the findings, it was revealed that there had to be a starting-point for identifying why or when professional development should take place. It was during the process of the Integrated Quality Management System (IQMS) that teachers identified where improvement was required and how it could be achieved.
It became clear that there were different Non-Governmental Organisations (NGOs) involved with the school; but two organisations were regularly highlighted in interviews. These organisations were: Association for Educational Transformation (ASSET) and Sciences and Mathematics Initiatives for Learners and Educators project (Smiles). ASSET is a NGO that provides educational support for disadvantaged communities. The Smiles project is an intervention initiative of Stellenbosch University that supports schools in the Kraaifontein, Paarl and Stellenbosch area. The intervention of ASSET and Smiles was initiated by the principal that invited them to recognise the potential of the school. These organisations have identified the potential in the school and invested in the success of the school. The function of NGO’s was to provide and assist with professional development for the teachers. HoDs indicated that NGO’s provided invaluable support for teachers as well as learners.
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Findings revealed that NGO’s provided much-needed financial support to the school and assisted with transport costs to attend professional development programmes. In fostering relations with NGO’s, the school expands the social capital by creating networks with organisations outside the school. Through the increase of network connections, the school’s volume of social capital creates yet greater effectiveness. When mentioning the Western Cape Education Department (WCED), the principal said:
I think I must also not forget, we do get, we could do with more but we do get support from the district office especially from the curriculum advisors.
Although it was not highlighted often in the interviews, it was clear that the WCED’s district office provided professional development initiatives for teachers in workshops which were well attended by staff members. The principal and HoDs indicated that curriculum advisors played a leading role in promoting and implementing the curriculum at the school through a supportive role. Curriculum advisors ensured that staff knew what was expected of them in the implementation process of the curriculum policy.