STRATEGIC PLAN 2019-2022
TABLE OF CONTENTS
3
Introduction from Chair of the Board
11
Objective 3: A Varied and Diverse Extra-Curricular Programme
4
Introduction from the Principal
13
Enabler i: Business Development and Finance
5
A Brief Introduction to Objectives and Enablers
15
Enabler ii: State-of-the-Art Facilities for Doha College
7
Objective 1: Academic Excellence
17
Enabler iii: Recruitment and Retention of the Best Staff in the Market
9
Objective 2: A Strong Pastoral and Welfare System Doha College Strategic Plan Page 1
Vision To enable personal growth, instil a passion for learning and create aspirational minds.
Mission With the growth-mindset philosophy of High Performance Learning, we develop confidence, creativity and intellectual curiosity in a safe, caring and inclusive environment for our students to make a lasting contribution to global society.
Core Values Excellence and Diligence Respect and Integrity Commitment and Accountability Perseverance and Honesty Challenge and Reward Fun and Enjoyment
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INTRODUCTION FROM CHAIR OF THE BOARD It is our pleasure to present the Doha College Strategic Plan 2019-2022. It is important that Doha College continuously fine-tunes its strategy to take into account changing circumstances and the evolving needs of our key stakeholders. The plan has been developed to guide Doha College’s efforts to achieve its vision - to enable personal growth, instil a passion for learning and create aspirational minds. Therefore, the development and well-being of the children are naturally front and centre in the plan, which clearly lays out what is required to continue to successfully deliver on our core mission for the next three years. The Strategic Plan has been developed in partnership between the Board of Governors and the Doha College Leadership Team, with significant inputs from staff, students and the parent body over the past three years. The Strategic Plan is further detailed in the Development Plan, which describes specific areas of focus, objectives and outcomes, and assigns responsibilities for achieving them. Measurement against key performance indicators will occur annually and will be reported through the Board of Governors Annual Report. The Board of Governors and the Principal of Doha College are committed to working together with all stakeholders in the college community, to fully realise the Strategic Plan and to strengthen our reputation as a leading international school.
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INTRODUCTION FROM THE PRINCIPAL World Class Schools do not just happen by accident; they are created from within, involving all stakeholders. With the strong desire to create a safe, challenging and inspiring learning environment for all our students, the Doha College Strategy Document and the Development Plan have been devised in consultation with all constituent parties, governors, staff, students and parents. The intention of these plans is to outline the path towards our ambitious vision so we can “[to] enable personal growth, instil a passion for learning and create aspirational minds.” While in many ways this has already been achieved, we strive to do more, for excellence is, by its very nature, aspirational, an aspect on which we all thrive and which constitutes one of the many wonderful challenges Doha College has set out to meet. As Principal, it is my role to ensure that our course towards this vision is clearly defined by the Board. Our staff, who are integral to the college’s achieving its strategic plan, are carefully selected to guarantee that we have the very best, both on the teaching and support sides. Their commitment to providing an outstanding education has to be exceptional, for our students do not have a second chance.
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AN INTRODUCTION TO THE OBJECTIVES AND ENABLERS The Doha College Strategic Plan and the Doha College Development Plan 2019-2022 are the result of extensive collaborative work within our community. Following the evaluation of the development plan 2016-2019, the Board of Governors and the Leadership Group suggested high-level themes for the next three years of the college’s development, which subsequently guided the deliberations within each and every academic, pastoral and business unit of the college, with the aim to define the priorities for said period of our development. The school’s vision, mission and core values were examined and scrutinised concurrently. Once collated in one document, further discussions, within individual remits and at whole-school level, were held and several drafts of the plan produced, before it was taken to and discussed with students and parents who made further additions and amendments. Both plans will, for the period of the coming three years, inform agendas of meetings, target setting and action planning within the college. Having enjoyed the experience of the last development plan, I am confident that we will be just as successful in completing the ambitious objectives set in these documents.
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OBJECTIVES
Academic Excellence Doha College Strategic Plan Page 7
» Be the school of innovation in Qatar and the Middle East. » Develop, strengthen and promote, within and beyond Doha Collge, our HPL philosophy of teaching and learning. » Review, within the context of a larger multi-site Doha College, our offer of examined and non-examined courses to ensure we cater for all academic abilities and aspirations, providing the best opportunities for every student. » Create all-embracing synergies between the welfare and academic teams. » Create opportunities for learning across the boundaries between the curriculum and extra-curricular activities in order to instil essential soft and life skills.
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OBJECTIVES
A strong pastoral and welfare system Doha College Strategic Plan Page 9
» Adapt the structure of our student welfare system to an enlarged multi-site Doha College, for all students to be looked after and cared for in small groups while being fully integrated on a large and vibrant international community. » Integrate the house system in the pastoral grid, alongside the year groups. » Provide a wide range of leadership opportunities for all students. » Develop and effect, together with the counsellor, a system to promote and ensure healthy living and mental wellbeing. » Take the lead, together with all academic departments, remits, and central services, in providing a safe environment for teaching and learning. » Uphold the highest standards of safeguarding in all areas of the college so as to become a beacon for safeguarding excellence in schools in Qatar.
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OBJECTIVES
A varied and diverse extra-curricular programme Doha College Strategic Plan Page 11
» Adapt the provision of activities to meet the changing needs of all students. » Integrate the delivery of ECA’s and their educational outcomes in the development of well-rounded individuals who are ready for the challenges of an increasingly complex and diverse society. » Embed, within the ECA programme, the Values Attitudes and Attributes (VAA’s) and Advanced Cognitive Performance Characteristics (ACP’s) inherent in the HPL philosophy. » Provide ample opportunity for parental involvement in order to strengthen the community and the education triangle. » Identify and exploit synergies between ECA’s and the work of the welfare and academic teams in order to encourage interdisciplinary learning across the key stages.
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ENABLERS
Business Development and Finance Doha College Strategic Plan Page 13
» Ensure the college’s financial viability and health. » Look for and create opportunities for further business development in view of Doha College’s standing within the wider Qatari and international communities. » Produce a balanced annual budget to cater for the college’s needs, and to deliver the development plan objectives. » Develop the academies so they contribute fully to the college’s vision while providing ample opportunities to students of Doha College and the wider communities. » Develop partnership opportunities between the college and major corporations in Qatar. » Propagate, within Qatar, the UK and internationally, the college’s vision, mission and core values, as well as its main achievements. » Adapt the workings of the central service departments to the larger size of Doha College and its future as a multisite school. » Instil in the workings of the central service departments High Performance Learning values, attitudes and attributes.
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ENABLERS
State-of-the-art facilities for Doha College Doha College Strategic Plan Page 15
» Deliver the new campus project within the projected timeline and budget. » Create ownership, among all constituent parties of our community, before taking possession of the new campus. » Bring to fruition, within the defined time-scale, all projects pertaining to the new campus. » Plan for and effect, with transparency, probity and care, the re-organisation of Doha College as a multi-site school.
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ENABLERS
Recruitment and retention of the best staff in the market Doha College Strategic Plan Page 17
» Create a professional development model (Educational Innovation Forum) based upon growing teacher agency and autonomy through an in-house system of innovative and transformative CPD which includes, amongst others, Teaching and Learning Forums, Action Research, NQT Induction, HPL training and mentoring of individual teachers and schools. » Provide ample internal and external opportunities for staff to engage with educational research, increase research literacy to inform and enhance teaching practice and create, with it, an evidence-informed culture. » Provide opportunities, through the Educational Innovation Forum, or others, for staff to study for and obtain additional degrees.
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