Context: The 1930s.

Many of the changes in Herschel Girls School in the 1930s was due to the effects of the Great Depression- a severe worldwide economic downturn. The decline of the economy in the United States spurred economic depression across the world, effecting even Cape Town.
Food shortages were one of the smaller effects that the Great Depression had on school life. The girls were given smaller meals, consisting of very little meat and mostly small portions of bread and soup. To many of the girls' disappointment, no ''tuck'' was allowed in school due to the tough economic situation in Cape Town during that decade.

Miss Ralph

The Great Depression also made itself felt in limiting Herschel's ability to grow and expand- the years effected by the Depression were very difficult for Herschel. Initially, the number of girls enrolled in the school dropped drastically to only 52 girls when Miss Robinson became Headmistress in 1933. The number of girls enrolled in Herschel were already low in the late 1920s, due to Herschel's lack of academic progress under Miss Ralph's leadership; causing girls to move to other, currently more established schools in the Claremont area. The Great Depression made this already existing problem worse, as less girls could afford the Herschel school fees. The stress caused by these rapidly dropping numbers caused Miss Ralph to resign in 1933.

Despite the limitations brought about by the Great Depression, the school did expand greatly under Miss Robinson's leadership and focus on developing Herschel's facilities and grounds; most of Herschel's funds were directed to this aspect when Miss Robinson was Headmistress. These new facilities and additions to the grounds attracted more girls to join the Herschel community, and the number of girls in the school increased from its initial number of 52 in 1933 to 215 girls by the end of the 1930s.

There was great modernisation and a large increase in size of Cape Town during the 1930s. This can be attributed to the Great Depression. This economic decline was felt largely in the agricultural sector of our economy. This resulted in urbanisation, as large sums of agricultural workers came to cities in hope of finding alternative work, as the agricultural sector was no longer a stable source of income. There was great residential growth in Claremont in particular, which was relevant to Herschel as with more people living in Claremont, there would be more families who would possibly enroll their daughters in the school.

Tram photographed in Cape Town in the 1930s.

Cape Town was drastically modernised and industrialised in the 1930s, as with a large influx of working people, there was an increase in factories and production. Namely, transport was modernised, and there was also an increased amount of transport routes and possibilities due to more people living in Claremont. For example, trams were built in Claremont in the 1930s, as well as the Claremont railway track. This made it easier for a larger amount of people from areas far and wide to access Herschel, also resulting in the great increase of students in Herschel in the 1930s.

Claremont also expanded in facilities and recreational sites. St Ignatius Church was built in 1932, a post office was built in 1936 and many cinemas and malls were also established. This resulted in Claremont becoming a more attractive living area, and with that more people came to live in Claremont, with some bringing daughters with them who they would possibly send to Herschel.

This expansion in Claremont in the 1930s caused the numbers of girls attending Herschel to increase largely. Claremont became more modern, easily accessible and increased in appeal due to expansion of recreational areas. This expansion of the school resulted in Herschel becoming more credible and noted, which increased attendance in the years to come.

Author: Tessa Chittenden

References:

AUTHOR UNKNOWN. 1972. The Stars looked down: Herschel School 1922-1972. Cape Town. Margaret Saffery.

Great Depression. 2012. [Online]. Available: http://en.wikipedia.org/wiki/Great_Depression. [viewed 19th September 2012]

HART, P. 1999. Claremont, Newlands and Bishopscourt street names. Cape Town. Martingraphix.

MURRAY, J. 1958. Claremont Album. Cape Town. A.A Baklema Publishers.

WORDEN, N; HEYNINGEN, E; BICKFORD-SMITH, V. 1998. Cape Town: The making of a city. Cape Town: David Philip Publishers.

The Council

Herschel, apart from being actively controlled and run by a body of teachers, prefects, students and other staff, is an institution that has been propelled forward to success by a more “invisible force”: The school’s Trust and Council.

It is this constantly altering yet unwaveringly steadfast collection of individuals that are responsible for every major decision and undertaking that Herschel, as a school, does or does not undertake (For example, the development of “The Field” in 2011).



There has been a prosperous line of council heads. The first being Desmond Loch-Davis followed by Lynn Reid who was succeeded by Susan Stelzner and lastly our current Chairwoman, Professor Alexander Watson. 

The Herschel council consists of fourteen members, all of which are volunteers constituting from a diversity of expertise and backgrounds -thus giving ,what could be labelled as the figurative “backbone” of the school the all-round awareness and knowledge that it needs in order to function as efficiently and effectively as is possible. These individuals- a range of lawyers, architects and/or educationalists- are not paid for the work and time they offer the school but instead, exercise their many roles as council members out of a loyalty to and a love for Herschel Girls’ School. However, in order to ensure that the school is always run by an ‘un-tainted’, fresh perspective, after each council member has exceeded their limited period of service a new member is selected to replace them.

The Herschel Council 2012

                                                   

 It is thus true to recognise that the council, and ultimately the school in the wake of its decision making, is only as strong as its weakest link, which, up until the present day, has been a negligible hindrance of success within Herschel School.

The Herschel council consists of different subsections that are each responsible for the extension and development of the various aspects of which the school consists. These subsections are, namely; Outreach, Human Resources, Marketing, Bursaries, Planning, ICT, Spiritual, Educom, Old Herschelians and Finance.

All the planning and setting of ‘long term’ goals that is done by the council is essentially derived at the ‘Strategic Planning Meeting’ held once every two years. During this meeting all the staff, management and council assemble to critically discuss how and where to improve upon the school as an institution by re-addressing Herschel’s various aims- in co-operation with feedback received from old girls, parents, universities and educationalists. For example, Herschel’s ethos of striving to give its pupils a well-rounded education that prepares them for life is an aim executed in congruency with the discussions of the Strategic Planning Meetings.

The next stage that is necessary in order for the aims of the council to be strategically achieved is that the conclusions made at the meeting are put forward to the quarter-annual council meetings in which the decision making body of the school finalises and officialises execution plans.

One of the major changes in Herschel regarding the council and budgeting was the change to a non-profit company under the Companies Act. Luckily there did not have to be a major change in the structure to adhere to the new requirements as Herschel had already been following a similar format. This means that all the money made is fed directly back in to the running, sustaining of and regenerating the facilities of Herschel.

The Council is also accountable for the budgeting of Herschel which has operated so far without the aid of outside borrowings as well as no state subsidies since 2000. Over the years Herschel has depended exclusively on their own income for funding costs and expenses.

Budgeting procedures have to be based on many changing social factors as well as the continually fluctuating economy. The school fees are the main source of income and other funds come in the form of donations and administration fees. The fee increase or decrease is calculated by the expected number of pupils. Efficient monitoring of costs, almost full classes and professional and judicious financial management enable the school to improve facilities and attract the best staff. The money allocated towards salaries is decided on by reviewing current payrolls and market-related increases. The Council has to budget carefully in order to meet anticipated costs and to capitalize on the funds obtained in the year. 

It has been under the guidance and decision making of the Council that has transformed the school as seen in these two contrasting photographs.





 

Reference List:

·         Herschel Girls School (1972). The Stars Looked Down. Cape Town: Margaret Saffery.

·         Interview with Mr Ramsbottom on 12/11/2012.

·         Madeleen Welman (Editor) (2011). The Herschilian . Cape Town: Ramsaymedia 
           for  Herschel   (Neal Farrell).

·         Herschel Girls School (1991). The Herschilian . Cape Town: Associates of Herschel Girls  
           School

 Authored by: Julia Hampton and Julia Unite.