n ongoing, job-embedded; results driven and a professional development model that fosters collegiality and collaboration among the entire education setting. Alternatively, the intellectual goal of the mission was attained by contributing to some of the existing research bodies, which informs regarding the professional development practices (Baccellieri, 2010).
Before implementing the process, the school had to communicate its vision first. In this case, individuals involved had to begin developing a shared vision that was grounded towards mutual understanding and trust. The vision in this case was supposed to be important while making important decisions regarding the learning institution. Alternatively, the vision was to show commitment of the school in attaining long-term objectives (Baccellieri, 2010). Therefore, the first step during the implementation process was to have a belief thus, how the school members were seeing the world, capabilities and skills that are conducive to the change. The principle of the school advocated for a person-centered type of approach especially towards the staff management. Alternatively, the development of the teachers became a priority.
The second approach during the implementation process was building the relationships between the learners and the teachers. The focus in this case was the cognitive dimensions regarding the staff’s job (Buffum, 2009). The relationships were also built through recreational ways. Most of the activities done here were instrumental in building an effective atmosphere of trust among the members of the institution. After building the relationship between the members of the institution, the third principle during the implementation process was empowerment. In this case, the process entailed enabling the students, staff and the parents into participation and the contribution of emerging expertise for the benefit of the institution. In doing this, several circulating logistical information systems