Doha College - Strategy Plan 2023-2025

2023-2025

Strategy Plan A BLUEPRINT FOR EXCELLENCE

Contents Overall Objective 3 Vision, Mission, Values and Motto 4 Core Aims 5 Core Aims and Priorities 8 Core Aims, Priorities and Actions

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Doha College Strategy Plan

Overall Objective To develop a culture of positivity, aspiration, compassion and selfimprovement which puts the needs of all children at the heart of each and every decision and helps all members of the community to become the very best version of themselves.

This will allow the College to evolve from a regional centre of excellence to the leading British International School globally with an international reputation for excellence and innovation.

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Vision, Missi and M Vision

Mission

To enable personal growth, instil a passion for learning and create aspirational minds.

As a not-for-profit British International School, Doha College develops confidence, creativity and intellectual curiosity in a safe, caring and inclusive environment for our students to make a lasting contribution to global society.

Doha College Strategy Plan

ion, Values Motto Values

Motto

Excellence and diligence; respect and integrity; commitment and accountability; perseverance and honesty; fun and enjoyment; challenge and reward.

Excellence for All, Excellence from All.

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Core Aims A world class education Our future sustainability A strong, safe and close-knit community Our governance and external relationships

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class education

A

Putting the needs of children at the heart ofAeverything world class education e sustainability the College does, by prioritising…

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1. The delivery of a world-class education. Our future sustainability nit community 2. Our future sustainability.

3. The development of a strong, safe and close-knit community.

4. Developing our governance and external relationships.

A strong, safe and close-knit community

al relationships

A

O Our governance and external relationships

Core Aims an

A world-class education

Our future sustainability

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• •

• •

Ensuring excellence and innovation in learning and teaching to keep the College at the forefront of British International Education.

Ensuring excellence in the use of current and future technologies within the learning environment.

Ensuring all students are fully prepared to excel whatever future they face.

Ensuring financial sustainability and success for the College.

Ensuring outstanding support services and procedures.

Ensuring the College works to improve its environmental impact.

Doha College Strategy Plan

nd Priorities

A strong, safe and close-knit community

Our governance and external relationships

•

•

•

•

Ensuring universal community engagement with the College’s vision, mission and values.

Ensuring student, staff, family and alumni well being with diversity, equity and inclusion being an integral feature of our community.

Delivering international best practice in safeguarding.

• •

Ensuring the College benefits from highly-productive external relationships with membership organisations, partners, donors and industry .

Adopting a best-in-class governance framework.

Ensuring the unique British character and values of the College are preserved within the unique Qatari cultural context.

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Core Aims, Priorities and Actions

Doha College Strategy Plan

Actions Developing a strong and inspiring vision, guidelines and policy for what excellence in learning and teaching looks like across the whole College, which:

Core Aim 1:

Prioritising the delivery of a world-class education.

Priority 1A:

Ensuring excellence and innovation in learning and teaching to keep the College at the forefront of British International Education.

i. ii. iii. iv.

Is informed by evidence-based best practice and cognitive science; Ensures all students develop skills of metacognition; Ensures all students develop a learning rather than performance focus; Further develops the professional practice of all teachers within the College.

Developing a bespoke professional learning programme that ensures that all teachers are developed to become the best they can be, which: i. ii. iii. iv.

Builds professional learning into the academic calendar; Takes account of individuals’ needs and experience by including a spiral curriculum and different pathways; Leverages the significant expertise within the College by having a balance between internal and external training; Encourages research, development and innovation throughout the College.

Developing a bespoke staff leadership development programme to ensure that all teachers, middle and senior leaders are able to effectively lead learning in their area of responsibility.

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Actions Core Aim 1:

Prioritising the delivery of a world-class education.

Priority 1B:

Ensuring excellence in the use of current and future technologies within the learning environment.

Setting up a Whole College Digital Strategy Group Developing a strong and inspiring vision for technology-enhanced learning and teaching at Doha College, which: i. ii. iii. iv. v. vi. vii.

Positions Doha College at the forefront of AI-enhanced learning; Further incorporates new AI tools into the curriculum and assessment procedures; Updates the College’s academic integrity procedures to take account of new and emerging technology; Ensures students’ and staff members’ digital wellbeing is prioritised; Ensures streamlined, consistent and effective use of the College’s digital tools; Ensures clear expectations for all curriculum areas in their use of digital technology; Encourages cross-curricular and cross-phase collaboration.

Ensuring that training in new and emerging technology and the College’s digital tools is incorporated into the College’s professional learning programme.

Migrating all core services to Google to ensure that the College benefits from an integrated ecosystem Reviewing and further developing the College’s cyber security and disaster recovery plans.

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Doha College Strategy Plan

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Doha College Strategy Plan

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Actions Developing a unique Doha College Learner Profile which highlights the wider skills, attributes and competencies that all students require both within and beyond the curriculum.

CORE AIM 1:

Prioritising the delivery of a world-class education.

PRIORITY 1C:

Ensuring all students are fully prepared to excel whatever future they face.

Reviewing and further developing the Doha College curriculum to ensure innovation, continuity, challenge (high challenge, low threat) and mastery of the wider skills, attributes and competencies identified in the Doha College Learner Profile.

Reviewing and further developing the Doha College co-curricular programme to ensure unrivalled opportunities for all students within sports, performing arts, skills and service.

Developing a Doha College Future Leaders Programme, which provides all students with: i. ii. iii. iv.

Leadership training, skills and opportunities; Training and skills in financial literacy and wellbeing; Productivity training and skills; Entrepreneurial training, skills and opportunities.

Developing an elite universities preparation programme alongside the further development of Doha College’s university and careers programme, which: i. ii. iii.

Targets the world’s leading institutions, including, but not limited to Oxbridge in the UK and Ivy League Colleges in the US; Increases the College’s profile with leading institutions; Increases the university fairs that take place on the College’s campus so the College becomes a leading hub for university fairs within the region.

Further developing the College’s use of effort, progress and attainment data across the curriculum to ensure that rapid interventions prioritise the learning, progress and achievement of all students. Ensuring the PSHE curriculum reflects the needs of all students and is mindful of the local cultural context.

Actions Further developing the Doha College Admissions Process with a focus on: i. ii. iii. iv.

The new family journey; Involving existing students in the admissions process; Increasing the intelligent use of admissions data; Ensuring all new families add value to the College community and fully embrace the advantages of attending a leading British International School.

Core Aim 2:

Further developing the Doha College Marketing Strategy with a focus on:

Priority 2A:

i. ii. iii. iv.

Prioritising our future sustainability.

Ensuring financial sustainability for the College.

v.

Developing and articulating a clear value proposition for Doha College; Increasing student agency by enabling them to tell their own stories; Increasing staff profiling; Reviewing and developing marketing collateral around the unique Doha College Learner Profile and Curriculum; Reviewing internal marketing to ensure that current families are retained.

Identify and leverage new sources of revenue with a focus on: i. ii. iii. iv. v. vi.

Sponsorship; Development funding; Letting of facilities; Consultancy, conferences and professional development; Catering; Academies.

Review and evolve the College’s cost structure and operational efficiency for the maximum benefit of all members of the College community.

Conduct a review of the Qatari educational market to assess future market trends and to ascertain whether there will be sufficient future trends to cater for Qatar’s economic and population growth trajectory following the North Field Expansion project.

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Doha College Strategy Plan

Actions Increasing awareness of policy documentation and ensuring consistent and transparent application by all staff, by:

Core Aim 2:

Prioritising our future sustainability.

PRIORITY 2B:

Ensuring outstanding support services and procedures.

i. ii. iii.

Reviewing, streamlining and strengthening the College’s policies and procedures; Building policy exposure into the College’s professional learning programme; Ensuring the College’s staff leadership development programme covers policy accountability.

Developing an external Communications Strategy that further develops the College’s external communications.

Developing an internal Communications Strategy that further develops the College’s internal communications.

Developing a staff-centred HR Strategy which includes a review and development of:The onboarding process; i. ii. iii.

The induction and settling in process; The offboarding process; The process of investigating staff grievances;

The process of investigating staff disciplinary matters.

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Actions Evaluate the College’s carbon footprint to provide a benchmark figure.

Core Aim 2:

Prioritising our future sustainability.

Priority 2C:

Ensuring the College works to improve its environmental impact.

Develop a strategy (culture, community, curriculum and campus) to reduce the College’s carbon footprint from this benchmark figure.

Encourage all members of the community to think globally and act locally, by: i. ii. iii. iv. v. vi.

Further developing the work of the College’s Eco Group; Introducing a LEAP programme; Eradicating single use plastic from the College’s campus; Encouraging all members of the College community to reduce, reuse and recycle; Encouraging community and beach cleanup initiatives; Reviewing and reducing the College’s printing demands.

Doha College Strategy Plan

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Doha College Strategy Plan

Actions Reviewing and developing the College’s Vision, Mission and Values Clearly articulating the College’s evolved vision, mission and values by:

Core Aim 3:

Prioritising the development of a strong, safe and close-knit community.

PRIORITY 3A:

Ensuring universal community engagement with the College’s vision, mission and values.

i. ii. iii.

Developing values in action documentation and displays; Emphasising the College’s vision, mission and values with all new members of the College community; Frequent internal and external messaging.

Focusing on recruiting new staff for their alignment to the College’s evolved vision, mission and values, by: i. ii.

Designing interview questions and tasks designed to assess potential candidates’ alignment to the College’s core values; Ensuring all interviews include these questions and tasks as standard.

Celebrating, recognising and rewarding the modelling of the College’s evolved values, through: i. ii. iii.

Dedicated student awards and profiling; Dedicated staff awards and profiling; Dedicated community awards and profiling.

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Actions Developing a positive school culture that is characterised by inclusivity, kindness and a can do attitude, by: i.

Core Aim 3:

Prioritising the development of a strong, safe and close-knit community.

ii. iii. iv. v.

PRIORITY 3B:

Ensuring student well being.

vi. vii. viii.

Further developing the College’s House System so it becomes a cohesive and consistent family unit for all students; Ensuring there is an increasing recognition of student success in its myriad of forms; Increasing the number of showcase events which allow the community to celebrate all students’ achievements; Increasing opportunities for student mentoring and interaction between younger and older students; Developing the communal areas of the College campus to ensure they are welcoming, inclusive and positive spaces; Developing the use of breaks to ensure positive opportunities exist for all students; Ensuring student attendance and punctuality supports high achievement for all; Ensuring an optimal climate for learning within lessons.

Further developing strategies that allow all students to manage their own mental health and wellbeing through the curriculum, staff training and third culture kids support.

Increasing the number of colleagues with ELSA and mental health first aid qualifications.

Further developing the College’s use of well being data to ensure that rapid interventions prioritise positive student support.

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Doha College Strategy Plan

Actions Setting up a Staff Liaison Committee to identify and attempt to resolve any issues of concern.

Core Aim 3:

Prioritising the development of a strong, safe and close-knit community.

PRIORITY 3C:

Ensuring the College supports staff in the management of their own wellbeing.

To carry out a benchmarked analysis of staff workload, working hours, expectations, pay and conditions which considers similar and different schools in a local, regional and international context.

To review and develop staff allocations, structures, cover allocation and management responsibilities to ensure efficiency, appropriate capacity and value for money.

To develop a staff management of wellbeing strategy, which includes: i. ii. iii. iv. v. vi.

An increased number of formal and informal social and team building events at all scales within the College; A process for identifying staff with high stress vulnerability and procedures for working with those members of staff on developing effective coping and prioritisation strategies; Individuals who are able to support, coach and mentor other members of the team; A process for ensuring that any developments within the College give due consideration for their impact on workload and well being; Procedures for ensuring staff members’ digital wellbeing; The introduction of the pulse survey for staff to provide anonymous feedback and for the College to track well being trends.

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Actions Supporting the Friends of Doha College (FDC) to further develop an inspiring Community Events programme.

Core Aim 3:

Prioritising the development of a strong, safe and close-knit community.

PRIORITY 3D:

Ensuring the College supports wider community wellbeing.

Developing increasing opportunities for parents to be involved in the life of the College, by: i. ii.

Further increasing the number of parent workshops, information evenings and Q&A sessions; Developing parent clubs and societies.

Establishing an alumni network, by: i. ii. iii. iv. v. vi.

Creating an Alumni, Community and Events role within the College; Developing an alumni portal and regular communications with the College’s alumni network; Developing an alumni events programme; Providing opportunities for alumni networking and mentoring; Developing strategies to showcase and recognise the College’s alumni network; Involving the alumni network in events and fundraising activities.

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Doha College Strategy Plan

Actions To develop a DEI strategy that works to ensure: i.

Core Aim 3:

Prioritising the development of a strong, safe and close-knit community.

PRIORITY 3E:

Ensuring that diversity, equity and inclusion is an integral feature of our community.

ii. iii. iv.

That diversity, equity and inclusion are embedded throughout the curriculum; That past and present students’ voices are heard; That links with the wider community are leveraged; That all staff are trained to meet the requirements of the strategy.

Increasing the use of data collection at the admissions stage to ensure the College has an accurate picture of the diversity of its community.

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Actions Further increasing the regularity and scope of safeguarding training for all staff.

Further increasing the checks to all safer recruitment procedures to ensure the excellent existing practice is maintained and enhanced.

Core Aim 3:

Prioritising the development of a strong, safe and close-knit community.

Ensuring health and safety on the campus is widely recognised as everyone’s responsibility by: i. ii.

PRIORITY 3F:

Delivering international best practice in safeguarding.

iii. iv.

Further increasing the regularity and scope of health and safety training for all staff; Carrying out frequent health and safety audits which include checks of all higher risk locations on the College campus; Carrying out frequent risk assessment audits and reviews; Delivering a traffic management plan to ensure the safe entry and exit of all students.

Ensuring that the policy on the use of digital devices (including iPads and mobile phones) in communal spaces during the school day is tightened and universally enforced.

Increasing the uptake of the College’s bus service to reduce traffic flow around the College campus.

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Doha College Strategy Plan

Actions Ensuring that the College’s commercial structure is updated and formalised to take account of the needs of the College, the College’s vital status as a not-for-profit school and the regulatory demands.

Core Aim 4:

Prioritising the development of a strong, safe and close-knit community.

PRIORITY 4A:

Ensuring the College benefits from highly-productive partnerships and patronage.

Further developing strong and highly productive strategic partnerships with a range of local partners, including: i. ii. iii. iv. v. vi.

The British Embassy The MOEHE Patrons Donors Local industry Other community schools

Further developing strong and highly productive strategic partnerships with a range of international partners, including: i. ii. iii. iv. v.

BSME COBIS HMC CIS AGBIS

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Actions

Core Aim 4:

Prioritising and developing our governance and external relationships.

PRIORITY 4B:

Adopting a best-in-class governance framework.

1. Revamp the governor onboarding process to include SCR requirements, governance and safeguarding training and alignment with the KCIE recommendations.

2. Identify governor training requirements and recurring training schedule.

3. Digitise the governance documents and incorporate them into the College’s Google ecosystem.

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Doha College Strategy Plan

Actions Further develop the College’s annual Admissions Contract to ensure that all families are buying into:

Core Aim 4:

Prioritising and developing our governance and external relationships.

1. The British character and values of the College; 2. The College’s broad, deep, balanced and holistic curriculum; 3. The College’s role in preparing students for UK universities and to transition back into life in the UK. Develop key events that celebrate the College’s British heritage.

PRIORITY 4C:

Ensuring the unique British character and values of the College are preserved.

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Actions Further developing training in the pragmatic application of the MOEHE’s expectations of teachers working in Qatar into the College’s professional learning programme, that:

Core Aim 4:

Prioritising and developing our governance and external relationships.

PRIORITY 4D:

Ensuring the College protects the unique Qatari values.

1. Ensures that the guidelines are clear to all; 2. Ensures that the guidelines can be applied without negatively impacting on the education the College provides; 3. Ensures that all staff know how to access support and further guidance if this is required.

Developing and enhancing curriculum enrichment to ensure that full advantage is taken of the rich cultural heritage of Qatar.

Ensuring all staff at the College have a good understanding of the unique Qatari values and culture, by: 1. Providing training, guidance and support; 2. Further developing community events related to the local cultural context; 3. Building strong links with Qatari members of the College’s alumni community.

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