Doha College Development Plan Priorities 2019-2022 DOHA COLLEGE BRAND GUIDELINES
Doha College Development Priorities 2019 – 2022
Doha College Development Priorities 2019 – 2022 (the first number /small letters refer(s) to the Strategic Plan, the second number to the section of College Sevelopment Plan, and the third number is the running number within a section)
Reference Number
Priorities
Responsibilities
1.1.16. 1.1.17. 1.1.18.
(1) Curriculum/Academic HPL ‐ post award ‐ lens part 2 and 3 / DC becoming an HPL centre in Qatar and the ME / disseminating our expertise to others AI(artificial intelligence) ‐ growing expertise within DC by providing opportunity and challenge ‐ use technology to help us, e.g. reporting and assessing as well as marking; for further reading (www.century.tech)(https://www.century.tech) Explore synergies between AI and HPL ‐ the next level of innovation at DC ‐ remaining and improving on being a trend setter in education Assessment review ‐ Primary and Secondary across all department, aiming at alignment Explore value added schemes / systems to improve accuracy of base‐line testing, build value added data and use improved power of information to drive high performance further; devise a system for bench‐marking DC against other schools Ensure that curricular provision is fully recognised by the MoE Secure our place as a school of innovation Devise a set of standards ‐ what DC teaching looks like, lessons, leaders, etc. Further enhance early cognitive development by exploring the introduction of more foreign languages Ensure homogeneity and continuity of the curriculum across all Key Stages Establish more comprehensive and regular links with universities in Qatar and internationally Identify further opportunities for DC academies to support the curriculum at all levels Develop a systematic approach for supporting underachieving students Increase collaboration between Secondary and Primary Create synergies between academic, welfare and extra‐curricular activities in order to promote interdisciplinary learning, including ECO education and healthy living Develop a system for continued off‐site learning (for sickness or other absences) using technology Develop an all‐embracing teaching and learning strategy, from FS1 to the Upper 6th Form, which provides for creativity and innovation Provide ample opportunity for parental involvement in order to strengthen the educational triangle
1.1.19. 1.1.20. 1.1.21. 1.1.22.
1.1.1. 1.1.2. 1.1.3. 1.1.4. 1.1.5. 1.1.6. 1.1.7. 1.1.8. 1.1.9. 1.1.10. 1.1.11. 1.1.12. 1.1.13. 1.1.14. 1.1.15.
Timeline
VP T&L
2019/20
VPT&L/ HoIT
2021/22
VPT&L/ HoIT/ HoDL
2021/22
VPQA / VPT&L
2019/20
VP/QA
2019/20
Principal
2019/20
Principal / LG
2019/20
VPQA / VPT&L
2019/2020
Principal / SVPs / VPT&L
2020/2021
Principal/ SVPs/ VPQA
2019/2020
HoC/ SVPS/ Principal
2021/2022
BDD/Principal
2020/2021
VPT&L/SVPs / VPSW
2019/2020
SVPs / VPs
2019/2020
VPT&L/SVPs/VPSW/ DoECA
2020/2021
DoDigTech/VPT&L
2020/2021
SVPs/VPT&L
2019/2020
FDC/Principal/SVPs
2019/2020
Identify further opportunities for cross‐curricular co‐operation within Qatar, and our membership organisations COBIS, HMC, HPL, IAPS
Principal/ SVPs/ VPQA
2020/2021
Review all policies and procedures in view of the growth of DC between 2019‐2022; devise a system of internal audit which secures Increase and further improve the SEN provision in Primary and Secondary (including the most able), within HPL Ensure the innovative delivery, according to MoEHE policy, of Arabic, Islamic Studies and Qatar History at all levels
VPQA / LG
2021/2022
VPT&L/ VPSW / SVPs
2019/2020
VPT&L/ SVPs/ VPQA
2019/2020
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Doha College Development Priorities 2019 – 2022
2.2.1. 2.2.2. 2.2.3. 2.2.4. 2.2.5. 2.2.6. 2.2.7. 2.2.8. 2.2.9. 2.2.10. 2.2.11. 2.2.12. 2.2.13. 2.2.14. 2.2.15.
(2) Student Welfare Ensure that the timing of the school day is in keeping with the academic, social and wellbeing needs of students and staff Consider the development of a through‐school from babies to 18 Produce student and parent handbooks in order to be more consistent and transparent, and to improve the speed of integration Develop pupil voice through student‐led Initiatives that provide high‐quality pastoral support for the student body Continue the system of regular student surveys in order to continually improve their experience in school Further develop student council activities and leadership opportunities for students in order to increase ownership and active Develop a culture map for DC in order to understand how different cultures think, solve problems, require and respond to intervention Expand to all year groups and further enhance the PSHE programme from FS1 to Year13 Review and up‐date medical information held in school and devise a system to allow DC to remain up‐dated on students' vaccination Further strengthen the counselling service at DC to promote wellbeing for all Move towards including the house system in an all‐embracing pastoral grid Develop strategies for preventing and, if need be, catering for mental health issues in school Healthy body healthy mind agenda ‐ develop more of a focus for developing the whole child across DC Produce guidelines for students re use of mobile devices vs personal interactions Ensure that the house system is adapted to the needs of a 10‐form‐entry Secondary with 6+4 Primary forms feeding into it
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SWPs / VPSW
2019/2020
SVPP AWJ; WB
2021/2022
VPSW/ VPQA/ SVPs
2019/2020
VPSW
2019/2020
VPSW
2019/2020
VPSW
2019/2020
VPSW/ SVPs
2020/2021
VPSW
2020/2021
VPSW / nurses
2019/2020
VPSW
2021/2022
VPSW / HoHouses
2019/2020
VPSW/ nurses, counsellor
2019/2020
Principal / LG
2020/2021
VPSW / SVPs
2020/2021
VPSW / SVPs
2019/2020
Doha College Development Priorities 2019 – 2022
3.3.1. 3.3.2. 3.3.3.
(3) Extra‐Curricular Activities Devise an appropriate structure for the effective administration and management of ECA's for DC as a bigger, multi‐site school Further increase the diversity of ECA's so they complement all areas of learning and provide opportunities for parental involvement Embed, in the ECA programme, the philosophy of HPL
3.3.4.
Further increase opportunities for music and drama at all levels
3.3.5. 3.3.6. 3.3.7. 3.3.8.
2.5.1. 3.5.2.
DoECA / VPSW / VPT&L Identify and exploit synergies between ECA's, the welfare and academic teams of all schools DoECA / VPT&L / VPQA Introduce and encourage interdisciplinary learning in all key stages DoECA / VPT&L Provide further extra curricular opportunities for ECO education as well as HPL linked life and transferrable skills VPSW / DoECA Further enhance safeguarding during ECA's and within the activities offered in our Academies (4) Staff Further develop action research as a basis of a self‐directed professional development model to build a culture of evidence and research, VPQA and to further HPL; VPQA Further develop, with the leadership/CPD academy, a system of regular reflective practice across all sections and remits of DC VPQA Introduce tailor‐made CPD for our Middle Leaders en route for DC to be led by the Middle VPQA Expand on our network of partner (HPL) schools for CPD opportunities VPQA Explore opportunities for reciprocal staff secondments to select groups of similar‐minded schools (aimed at Middle Leaders) VPQA / VPT&L / HoHR Revise performance review system for MRA holders and senior leaders Principal / VPQA DC to become a training and educational research centre Display the school development plan on wall ‐ encourage more on‐going ownership of developments with all stake holders (departmental SVPs / polling on levels of completion) VPQA/ BDD / HoHR/ VPT&L devise and publish in the staff handbook teaching and learning standards for all staff (5) Community Principal / LG / BoG / FDC Maintaining DC culture and values in a period of exponential growth VPQA / HoPE / DoECA Links with sporting events for national exposure
1.5.3.
Qatar 2022‐ identify areas of contribution for DC
Principal / LG / Project Group
2019/2020
i.5.4.
40th Anniversary (whole school, all aspects, )
40AProject Group / LG
2020/2021
1.5.5.
Devise a system for collaboration between all stakeholders of DC
Principal / VPQA/LG/ BoG/ FDC
2020/2021
1.5.6.
Review touch points with parents, and communication between school and parent community
VPQA / HoMarketing / Principal
2019/2020
3.5.7.
Identify opportunities to co‐operate, for educational purposes for our students, with Hamad MC and local businesses; Katara and theatres VPQA / Principal / HoMarketing
2019/2020
iii.4.1. iii.4.2. iii.4.3. iii.4.4. iii.4.5. iii.4.6. iii.4.7. iii.4.8. iii.4.9.
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DoECA / BBD
2020/2021
DoECA / VPT&L / FDC
2021/2022
VPT&L / VPQA / DECA
2021/2022
DoECA / HoM/ HoDrama / HoMusic/ VPT&L
2021/2022 2020/2021 2020/2021 2020/2021 2019/2020
2021/2022 2019/2020 2019/2020 2019/2020 2020/2021 2019/2020 2020/2021 2019/2020 2019/2020 2020/2021 2019/2020
Doha College Development Priorities 2019 – 2022
1.6.1. 1.6.2. 1.6.3. iii.6.4. iii.6.5.
(6) Primary Al Waab/West Bay Introduce a base line testing system which measures value added and serves as a predictor Review Assessment and impact on Teaching and Learning across whole school Review ELOs and consult with stakeholders to introduce more tailored school ‐ home continuum Drive innovation and build in time / resources to share success Improve TA provision in FS and across Primary in keeping with new staffing map
1.6.6.
VPT&L / SVPPAWJ/WB
2019/2020
VPT&L/ SVPs
2019/2020
VPT&L/SVPPAWJ/WB
2020/2021
Principal / LG
2019/2020
Principal /SVPPAWJ/WB
2020/2021
Define balance of iPad use and interaction in FS1 /2
VPT&L / SVPPAWJ/WB, PLEYFS
2020/2021
1.6.7. iii.6.8. 1.6.9.
Use technology (AI) for evidence compilation across KS1/ 2 Create more opportunities for teachers of all Primary Key Stages to collaborate and exchange Introduce computing into the the Primary curriculum at KS2
VPT&L/ SVPPAWJ/ WB
2021/2022
SVPPAWJ/WB / VPT&L
2019/2020
SVPPAWJ/ WB, VPT&L
2020/2021
1.6.10.
Further improve cross‐curricular learning opportunities across the Primary Key Stages, include ECA activities
SVPPAWJ /WB, VPT&L, DoECA
2020/2021
1.6.11. 1.6.12. 1.6.13. iii.6.14. 1.6.15.
Further improve the assessment system in Primary to tie in more seamlessly with Secondary Introduce a system for seamless co‐operation between years 6 and 7 to facilitate transition Establish regular links between Primary and relevant Secondary departments Establish a timetable for cross‐campus observations Increase the outdoor learning provision for across Primary
SVPPAWJ/WB / VPQA
2019/2020
SVPs / VPQA
2019/2020
SVPs / VPQA
2019/2020
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SVPPAWJ /WB / VPQA
2020/2021
SVPPAWJ/WB / BDD
2020/2021
Doha College Development Priorities 2019 – 2022
1.7.1. i.7.2. 1.7.3 2.7.3. iii.7.4. 1.7.5. 1.7.6. 1.7.7. 1.7.8. 2.7.9. 1.8.1. iii.8.2. iii.8.3. iii.8.4. 1.8.5. 1.8.6. iii.8.7. iii.8.8. iii.8.9. iii.8.10. i.8.11. 1.8.12. 1.8.13.
(7) Secondary SVPS/ VPT&L Consolidation of new (i)GCSE, AS and A2 syllabi SVPS / BDD Improve provision of technical support in the subjects that require it for H&S and other subject support To review current curriculum options and investigate potential additions / alternatives (IB/BTEC/PreU/A Levels/Arabic for all), including its SVPS/VPT&L VPSW / SVPs /counsellor Further improve student support meetings to share concerns in Primary and Secondary ‐ including "Team around the child" SVPS / VPSW Review the allocation, distribution, role and responsibility of the form tutor ‐ including meetings with HOY SVPS / AssCo / VPQA Review academic reports including effort grades VPQA /SVPS /VPT&L Review the secondary homework policy VPT&L / SVPs Review and then establish clear digital expectations in relation to student learning ‐ which and how many platforms do we endorse? VPSW/ VPT&L / VPQA Continue to consolidate the transition processes for KS3 to KS4, KS4 to KS5 and KS5 and beyond SVPS / VPSW Review secondary uniform (8) Leadership Group Principal / LG Establish clear and simple communication channels between all stake holders Establish a leadership academy which accommodates all internal staff development activities (T&L Forum, Action Research etc), provides Principal / VPQA /LG opportunities for further development in T&L, leadership, AI, etc., uses the expertise within DC, obtains COBIS accreditation as a CPD provider, and allows DC to disseminate expertise in Qatar and beyond. DC to become a Training School. VPQA / Principal Establish a three‐year training plan for all staff, including a training budget based on development needs and DC priorities Principal / LG Establish clear lines of authority for members of LG and all Middle Leadership levels Principal/ VPQA Establish a closer link with the MoE and schools in Qatar ‐devise a teacher network of shared practice, visits and CPD Principal / VPQA Provision of regular review meeting time for greater adequacy and effectiveness Principal / BDD / HoHR Putting people first, become an Investor in People VPQA/ SVPs Revive and further enhance new staff induction Principal / LG Improve and simplify the process for decision‐making, including lines of authority Principal / LG Communication flow chart and decision‐making flow chart Principal / LG/ HoCSO Create a system for developing, publishing and maintaining the Doha College annual events calendar VPQA / LG Enhance policy development and review cycle VPQA / SVPs Provide department‐specific HPL and other CPD training
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2019/2020 2020/2021 2019/20 2019/2020 2019/2020 2019/2020 2020/2021 2020/2021 2019/2020 2019/2020 2019/2020 2019/2020 2019/2020 2020/2021 2019/2020 2019/2020 2020 /2021 2019/2020 2019/2020 2019/2020 2019/2020 2019/2020 2020/2021
Doha College Development Priorities 2019 – 2022
Central Services (9) Marketing / Communication i.9.1.
Branding unity ‐ keeping the exclusivity as the aim
Principal / VPQA /HoMarketing
i.9.2. i.9.3. i.9.4. i.9.5. i.9.6.
Continue the system of biennial parent surveys in order to continually improve our service to parents Consolidate and identify further partnership opportunities with major corporations Re‐new and up‐date the Doha College website in keeping with the demands for the new campus and college size Increase DC's exposure to the international community in all media Orientate DC's marketing towards prospective parents' understanding of the DC offer
HoMarketing / BDD
2019/2020
BDD / HoMarketing HoMarketing / Principal HoMarketing HoMarketing
2019/2020 2020/2021 2019/2020 2019/2020
i.9.7.
Establish a comprehensive commnications plan (Marketing, HR, ICT, LG)
HoMarketing/ HoHR/ HoICT/LG
2019/2020
i.9.8.
Prepare for and effect a memorable 40th Anniversary celebrations
VPQA /HoM / 40AProject Group
2019/2020
i.9.9. i.9.10. i.9.11. i.9.12. iii.9.13.
Principal / LG
2019/2020
Principal / BDD / LG
2019/2020
VPQA / HoM / BDD
2020 /2021
i.10.1. i.10.2. i.10.3.
Establish and manage an effective whole school calendar of activities, events and trips visible to the whole DC community Together with all services, manage expecatations of parents and staff re administration Ensure that all communication platforms complement each other and meet the needs of all areas of the school Adopt HPL language in all communications Communicate towards the outside world, together with HR, career prospects offered at DC (10) Finance Ensure the college's financial viability and health Produce a balanced annual budget in keeping with the college's needs Ensure that the financial projection produced for the loan is being adhered to
i.10.4. i.10.5. i.10.6
2020/2021
HoMarketing / BDD
2019/2020
BDD / HoMarkteing / HoHR
2019/2020
Principal / BDD / HoFinance
2019/2020
Principal / HoFinnace / BDD
2019/2020
BDD / HoFinance
2019/2020
Work towards greater financial autonomy of all faculties, departments and remits in keeping with leading from the Middle agenda
BDD / LG / HoDs
2020/2021
Devise and implement an annual internal compliance audit for all areas of DC Introduce a system of on‐line fee payment
Principal / BDD / BoG RC
2020/2021
HoF/BDD
2019/2020
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Doha College Development Priorities 2019 – 2022
(11) HR i.11.1. iii.11.2. iii.11.3. iii.11.4.
Revise and up‐date job descriptions for all positions, including positions of responsibility
HoHR / Principal / SVPs
2019/2020
Develop a recognition process for staff (professional anniversaries, special achievements, etc.) Develop the HR system to ensure staff data is accurate and to enable meaningful reporting and analysis
HoHR / Principal / LG
2019/2020
HoHR / Principal
2020/2021
Continue the system of biennial staff engagement surveys in order to make Doha College an even better place to work
HoHR
2019/2020
i.11.5.
Incorporate the performance review process and the management of Bluesky into HR
VPQA /VPT&L / HoHR / Principal
2020/2021
iii.11.6. ii.11.7. 1.11.8. 1.11.9. iii.11.10. iii.11.11. i.11.12. iii.11.13. iii.11.14. iii.11.15. i.11.16.
HoHR / Principal /LG
2019/2020
Principal / HoHR
2019/2020
VPT&L/ HoHR
2019/2020
i.12.1. i.12.2. i.12.3.
Develop Doha College's people management policies and practices to promote and enhance staff wellbeing Prepare for the HR implications of the move to the new campus DC teaching and learning standards for all staff to be included in the staff handbook Identify ways to co‐operate with other HR departments in schools and busniesses in Qatar and beyond Develop a culture map for DC staff to decode how people think, lead and get things done; or require and respond to intervention Re‐evaluate non‐contact time for Middle Leaders and responsibility holders Adapt policies and procedures as well as processes from small school to large school needs Work towards becoming an Investor In People Implement annual team building opportunities for entire staff of DC Review Terms & Conditions and benefits for non‐sponsored staff Adapt the department to the larger size of DC and its nature as a multi‐site school (12) Admissions Maintaining DC culture and values in the process of admissions in a period of exponential growth Be a trendsetter in Qatar re the provision of Open Days Ensure growth of the college without compromising the admissions policy
i.12.4.
HoHR
2020/2021
HoHR / Principal
2020/2021
HoHR / SVPs / Principal
2019/2020
Principal / HoHR
2019/2020
Principal / HoHR / LG
2020/2021
HoHR / LG
2021/2022
Principal / LG / HoHR
2021/2022
HoHR
2019/2020
HoA / VPQA
2019/2020
HoA / VPQA
2019/2020
Princpal / HoA
2020/2021
Ensure that parents are re‐assured of the security of their data
Principal /DataM/ HoA
2020/2021
i.12.5. i.12.6. 1.12.7.
Source and introduce a robust system which allows essential services to interconnect Ensure that the agreed growth schedule is being mirrored by the admissions strategy Ensure that the quality of our admissions remains in keeping with the policy
BDD / HoA
2019/2020
Principal / HoA
2019/2020
HoAs / VPQA
2019/2020
ii.12.8.
Devise a comprehensive admissions strategy for the new campus
Principal/HoA/ VPQA
2019/2020
i.12.9. ii.12.10.
Adapt the structure of the department to the multi‐school nature of DC post restructuring Prepare for a first‐refusal scenario for WB parents and the structured re‐filling of WB
BDD / HoA
2019/2020
Principal / HoA / LG
2019/2020
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Doha College Development Priorities 2019 – 2022
i.13.1. i.13.2. i.13.3. i.13.4. i.13.5. i.13.6. i.13.7. 1.14.1. i.14.2. ii.14.3. ii.14.4. i.14.5. ii.14.6. i.14.7. ii.14.8.
(13) Central School Office Focus on service orientation in all aspects of the front office Work on (together with Marketing and HR) and implement DC's communicnation plan Support LG in the selection of a new MIS Act according to DC policy and approse LG of adaptaions that may be required Apprise LG re policy changes that may be required judging from day‐to‐day work as front of house Together with all services, manage expecatations of parents and staff re administration Support Admissions in being a trendsetter in Qatar re the provision of Open Days (14) IT AI (artificial intelligence)‐ growing intelligence ‐ support LG and staff on curriculum objective 1.1.2. Up‐date and improve all systems in keeping with data protection requirements in the UK Devise an all‐embracing procurement strategy for the new campus Ensure that our IT infrastructure is robust, and that it can support the needs of our education delivery and administration Ensure that the needs of all departments and remits are being met Ensure on‐going liaison with the main contractors re timely installation of the new IT systems Simplify and merge current multi‐platform system into one for all Develop a central management system for all technical devices in school
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BDD / HoCSO
2019/2020
HoMarketing / HoCSO
2019/2020
HoCSO
2021/2022
BDD / HoCSO
2019/2020
HoCSO
2019/2020
BDD / HoCSO
2019/2020
BDD / HoCSO / HoA
2019/2020
HoIT/VPT&L/ DoDigTech
2019/2020
HoIT / BDD
2019/2020
HoIT/ HoFinance / BDD
2019/2020
BDD/ HoIT
2019/2020
BDD/ HoIT
2020/2021
HoIT
2019/2020
Principal / BDD/ HoIT
2019/2020
HoIT
2020/2021
Doha College Development Priorities 2019 – 2022
i.15.1. i.15.2. i.15.3. i.15.4.
(15) Facilities – Al Waab Uphold the highest standards of maintenance and H&S until the AW campus closes at the end of the summer term 2020 Prepare in good time for the decanting from AW Ensure a record is taken of equipment and furniture that will be taken to the new campus Provide cooling facilities for outdoor play and learning in Primary (16) Facilities – Al Wajba and West Bay
ii.16.1.
HoFac / BDD
2019/2020
BDD / SpecialPO / HoFac
2019/2020
SpecialPO/ BDD
2019/2020
HoFac / BDD / SVPP
2019/2020
Ensure that the new campus project follows the agreed projected time‐line
NCPM/ BDD/ Principal
2019/2020
ii.16.2.
Ensure ownership among all constituent parties of the community
Principal / LG
2019/2020
ii.16.3.
Provide for the development of facilities which allow outdoor learning in school, e.g. garden etc
BDD / SVPPAWJ/WB, Principal
2019/2020
ii.16.3.
Ensure that the timing of the school day is in keeping with the academic, social and wellbeing needs of students and staff
ProGrschool day/ Principal/LG
2019/2020
ii.16.4. ii.16.5. ii.16.6. ii.16.7. ii.16.8.
Provide adequate work spaces, fit for individual and collaborative work, for staff Ensure that the new campus is fit for learning needs of DC students at all levels, and that it allows for excellence in all areas Provide for catering in keeping with the healthy eating and healthy living agenda of the wellbeing team Ensure that all departments and remits are well aware of their spaces, and that their input has been sought Ensure that all projects pertaining to the new campus are on target and will be completed in time Plan for and organise the re‐structuring process of DC transparently and with probity, including all relevant stake holders and members of the wider community (17) Business Development Further develop the academies in keeping with the academies strategy Ensure that all central services are adapted to the larger size of DC and its future nature as a multi‐site school Ensure that all central services adopt HPL values, attitudes and attributes in everything they do Look for further opportunities for business development Maintain and further develop partnership opportunities between DC and major corporations in Qatar
Principal/NCPM
2019/2020
ii.16.9. i.17.1. i.17.2. 1.17.3. i.17.4. i.17.4.
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Principal /NCPM
2019/2020
BDD / NCPM
2019/2020
NCPM
2019/2020
NCPM
2019/2020
Principal/ LG
2019/2020
BDD/ Principal
2020/2021
BDD
2019/2020
BDD / Principal
2019/2020
BDD / Principal/ HoMarketing
2019/2020
Principal / BDD
2019/2020
Doha College Development Priorities 2019 – 2022
Title
Abbreviation
Principal LG BoG BDD SVPs SVPS SVPPAWJ/ WB VPQA VPSS VPT&L HoKS5 NCPM DSMS DoECA DoM HoA HoC HoCSO HoD HoDL HoECA HoF HoFac HoHR HoIT
Name
Principal Leadership Group Board of Governors Business and Development Director Senior Vice Principals Senior Vice Principal Secondary
Steffen Sommer
Senior Vice Principals Primary Al Wajba/West Bay
Grant Gillies /Nicola Meikle
Vice Principal Quality Assurance Vice Principal Student Welfare Vice Principal Teaching and Learning Head of Key Stage 5 Programme Manager Designated Member of Staff Safeguarding Director of Extra Curricular Activities Director of Music Head of Admission Head of Careers and University Guidance Head of Central School Office Heads of Department Head of Digital Learning Head of Extra‐Curricular Activities Head of Finance Head of Facilities Head of Human Resources Head of IT
Uzma Zaffar James Conly Neil Thomas Johnny Henley Alex George James Conly Doug Briggs Steph Gomma Sunita Mathew Claire Cecil Sharon McTaggart Secondary Departments Brian Kerr Doug Briggs Elanie Fest Jasleen Bhinder Ben Burchett Isac Thomas
Ian Thornhill RSA/GGI/NME Ruth Sanderson
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Doha College Development Priorities 2019 – 2022
Abbreviation contituned
Title
Abbreviation
HoMarketin HoMFL HoRs HoLS HoServices HoYs (p+s), AssCo Counsellor DataM NCC FDC GMEvo
Head of Marketing Head of MFL Head of Remits Head of Learning Support Heads of Central Services Heads of Year Assessment Coordinator School Counsellor Data Manager New Campus Committee Friends of Doha College General Manager of Evolution Soccer
Nurses
AWJ/WB Nurses
Name Karen Hannah Ruairi Garvey Primary responsibilities Lloyd Helm Services under BDD Primary and Secondary James Amos Lucy Charvonia TBC
Tommy Westmoreland Darilyn Cox, Rebecca Reid, Alice Mutezo Jonathan Jones
SpecialPO Special Projects 40AProject th 40 Anniversary Project Group PLEYFS Phase Leader EYFS
Nicola Meikle Shanaz Dalvi
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