President of the Community College of Qatar (CCQ) Dr. Khalid Mohamed Al Horr has revealed the features of the strategic plan for CCQ and its new orientations that meet the requirements of labor market, respond to career and academic ambitions of students, as well as promote its local stature, role, and reputation.
In an interview with Qatar News Agency , Dr. Khalid Mohamed Al Horr said the new strategy is an expansion of CCQ’s efforts throughout previous years, and concurrently keep up with the mobilization of various sectors in Qatar to launch its sectoral strategies within the Qatar National development strategy 2023- 2030, emanating from the Qatar national vision 2030.
Readiness among the operating cadres in CCQ was strikingly high whether in the academic or administrative aspects at a variety of levels. The work has started for one year ago to upgrade a new dynamic and flexible strategy that meets the aspirations of various segments of those who wish to complete their higher education and simultaneously fulfil the requirements of local labor market, Al Horr added.
He pointed out that the strategy is evidently the product of discussions among many CCQ’s sectors and stakeholders from companies and state institutions, indicating that after productive discussions the high administration identified the CCQ’s strategic orientation for 2023-2030 by drawing on renewal and development element through constant upgradation and optimization of all major operations of the college, by focusing on strengths to meet the requirements of labor market through laying out new academic programs and expanding students enrollment process.
Al Horr stated that the efforts generated methods of reformulating CCQ’s vision, mission, and values, in addition to identifying 5 strategic objectives to be achieved through the implementation of 7-year 22 strategic initiatives measured through 11 key performance indicators (KPIs) and all are dedicated to supporting CCQ’s students and achieving their goals.
The new strategy was based on the accomplishments made during the past years with a sharp focus on supporting students’ academic development and bolstering their career prospects, he pointed out, adding that CCQ has become a critical component of higher education in Qatar, especially after the graduation of 4544 students from both genders since its inception in 2010.
After a closer look at the past strategic plan 2020-2023, and its impact on the primary operations in the college, along with the follow-up on the strategic plans of the best community colleges in the world, it has been concluded that the identification of crucial values is the core of the vision and mission in the new strategy, Al Horr added.
He outlined that those values underpin the service of parties of the educational process, mainly excellence, innovation, and students success, along with internal values that depend on diversity, impartiality, and accountability, which primarily boost CCQ’s capabilities in achieving its vision set forth in the new strategy 2030 to be a catalyst for supporting students’ academic progress and promoting their career prospects.
Subsequently, this will help communicate the educational and academic message represented in empowering students to strengthen their career opportunities, develop their personal skills, and proceed with lifelong education through providing excellent and flexible learning tracks, as well as strategic partnerships with a variety of institutions in the labor market, he noted.
Dr. Al Horr recalled that CCQ’s strategic plan includes 5 key objectives represented in offering quality education, achieving excellence of human capital, fostering partnerships, and providing supportive services for students to be an active institution.
The quality education entails laying out high-quality academic programs that meet labor market requirements through providing an educational environment that supplies students with the essential knowledge to be active members in the community, whilst excellence of human capital implies expansion of attracting the pedagogical and competent staff, as well as upgrading their skills and expertise.
The college identified the third objective ‘fostering partnerships’ to build robust and clear partnerships with a variety of institutions to support CCQ’s efforts and endeavors to achieve the strategic goals.
He added that CCQ’s fourth objective ‘ supportive students services’ comes to promote a unified culture to be supportive and attractive to students through a wide range of services, whilst the fifth objective ‘ active institution’ is oriented towards ensuring efficiency of resources utilization, as well as empowerment components to achieve sustainable growth and success.
Dr. Al Horr touched on the prominent initiatives listed under those objectives, including the obtainment of academic accreditation from the relevant national and international accreditation authorities, design a plan of employing the pedagogical staff to elevate the percentage of Qatari competences in the college, evaluate the current programs and take appropriate decisions accordingly, as well as device other programs in consistent with the college’s philosophy.
He pointed out that the strategy includes key indicators to achieve the objectives, including measuring the achievement percentages within each initiative and inspect the requirements of the infrastructure with an assessment of the extent of progress required in each initiative, according to the schedule.
The performance indicators adopted help identify the progress levels, along with the extent of the commitment of the work team in each sector, department and section, each one with his fields of work and the purviews determined in the plan, in addition to the annual assessment of the performance of the teaching staff and administrative cadre, measuring the level of students’ satisfaction with the educational services provided, and analyzing the level of public awareness of the status and role of the college in the community. (MORE)
Source: Qatar News Agency
