college of the north atlantic – qatar strategic plan 2019 – 2022

COLLEGE OF THE NORTH ATLANTIC – QATAR STRATEGIC PLAN 2019 – 2022

THE FUTURE WITH

CONFIDENCE

“ I believe in the power of education in transforming lives and societies. Education is the basic building block for human development; it is the base where young people can learn their skills, their knowledge, the art of citizenry, and also they will construct their first world view.”

Her Highness Sheikha Moza bint Nasser Monday, March 9, 2019

If you have questions about this plan, please contact:Institutional Excellence Division College of the North Atlantic – QatarAl Tarfa, Jelaiah StreetDuhail NorthP.O. Box 24449Doha, QatarPhone +974 4495 2222Email [email protected]

TABLE OF CONTENTSMessage from the CNA-Q President ...............................................02 Our Path of Progress .......................................................................03 Why CNA-Q? ...................................................................................06 Co-Creating the Plan: Our Process ..................................................07 Highlight of Key Insights ..................................................................08 Our Vision .......................................................................................10 Our Mission .....................................................................................12 Our Values ......................................................................................12 The Strategy....................................................................................14 Overarching Goal: Student Success ................................................16 Goals, Objectives, and Outcomes ..............................................17–22 Major Initiatives ........................................................................ 23–24 The Future with Confidence ............................................................25 Our Thanks ......................................................................................26

Message from the CNA-Q President

College of North Atlantic – Qatar was founded on a strong set of guiding principles that have made Technical and Vocational Education and Training (TVET) highly valued within Qatar. Over 5,600 CNA-Q graduates have benefited from hands-on, experiential learning in state-of-the-art campus facilities. Our graduates are demonstrating the value of TVET education in their roles as employees and citizens who contribute positively and energetically to the Qatar 2030 Vision.

Through the process of developing this plan in consultation with external and internal stakeholders, we have revised our Vision, Mission, and Values to ensure alignment with not only the 2030 Vision and the Second National Development Strategy, but also current trends in Technical and Vocational Education and Training. As a result of this collaborative process, future students of the college will benefit even more from a wider range of high quality, internationally accredited programming.

Our overarching goal of Student Success puts our current and future students at the centre of everything we do and informs each of our goals for the next three years: Sustainable Growth, Academic Excellence, Student Engagement, and High Performance Workforce. Our objectives related to the Goal of Institutional Effectiveness will ensure that the College moves forward in a responsive and evidence-based fashion.

A number of exciting initiatives have emerged from the highly collaborative work undertaken by CNA-Q in its strategic planning process, including strengthening applied research at the College and introducing new programs.

Guided by our Strategy, CNA-Q is confidently prepared to meet its goals over the next three years.

Dr. Khalifa Nasser Al-Khalifa President, College of the North Atlantic – Qatar

In September 2002, CNA-Q opened its doors with just 300 students – this modest start marked the beginning of a proud legacy.

In 2019 – just seventeen years later – CNA-Q is recognized as a Center for Excellence in technical and vocational education in the State of Qatar. We offer interactive academic and co-curricular programming to more than 3,200 full time students enrolled in over 30 programs in the areas of Engineering Technology and Industrial Trades, Health Sciences, Business Management and Information Technology, Academic Education and Foundation Program. In addition, hundreds of students enrol annually in a range of continuing and professional education.

Learning at CNA-Q is a transformative experience for those who come here: The College is known for exceptional student-centered learning, rooted in experiential and applied methods, and taught by industry and academic experts in state-of-the-art facilities.

SEPTEMBER 2001Emiri Decree establishes Steering Committee to form Qatar’s first technical college

SEPTEMBER 2002First day of classes at College of the North Atlantic – Qatar with 300 students and 50 staff

SEPTEMBER 2001Agreement signed between College of the North Atlantic and the State of Qatar

NOVEMBER 2003Construction beginson the new CNA-Qcampus in Duhail

DECEMBER 2005Inauguration of the new campus in Duhail by Her Highness Sheikha Moza bint Nasser

OCTOBER 2008Grand opening of theLearning Commons

SEPTEMBER 2012CNA-Q CelebratesA Decade of Excellence

SEPTEMBER 2004His Highness Sheikh Hamad bin Khalifa Al Thani visits theCNA-Q campus

JUNE 2005First CNA-Q Graduation Ceremony with 71 students

FEBRUARY 2006First Global Village Celebration

NOVEMBER 2009Grand opening of the Cyber Anatomy Lab

APRIL 2012CNA-Q becomes the first education institution in the GCC to hold four ISO certifications

2001 2002 2005 2006 2008 2009 2012 2013 2014 2015 2016 2017 2018

ISO

APRIL 2013 CNA-Q hosted “Global Innovators: Leading and Learning in Technical and Vocational Education"

MARCH 2014 Supreme Council of Health gives accreditation for School of Health Sciences

NOVEMBER 2015 CNA-Q Hosts World Robot Olympiad

AUGUST 2018 Dr. Khalifa Al Khalifa is appointed first Qatari President of CNA-Q

MAY 2016 Reached a milestone of over 500 graduates

MAY 2017 New Board of Trustees appointed

MAY 2018Articulation Agreement Signed with University of Aberdeen

SEPTEMBER 2018 Enrollment Reaches a new record: 2700+

OCTOBER 2013 Launch of the Virtual Refinery 3D Simulator

2003 2004

NOVEMBER 2014 Opening of Pharmacy Simulation Lab

OCTOBER 2016 QAPCO sponsors Professional Chair in Vocational Studies at CNA-Q

2019

JANUARY 2019 Articulation with Northumbria University

MARCH 2019 Launch of business pre-incubator

MARCH 2019 Articulation with Hertfordshire University

03

In turn, CNA-Q has transformed the education and work landscape of the country, distinguishing itself as a destination in the state for TVET, and a source of talent for a vibrant and growing economy, supporting the Qatar National Vision 2030.

Over 5,400 graduates have populated the workforce in Qatar or pursued further education as a result of what they have learned and experienced at CNA-Q.

Looking forward to 2022, CNA-Q has worked collab-oratively with students, employees, employers, and industry partners to develop a strategic plan that can guide us into the future, with a steadfast focus on our overarching goal: “Student Success.”

This document charts CNA-Q’s path for the next three years and highlights the College’s strengths and aspirations, expressed in our Mission, Vision, Values, Goals, and Objectives. We honour our past and the legacy we have built over the past seventeen years, and we look forward with anticipation and confidence to our future and to fulfilling our mandate of providing high quality, internationally-accredited technical and vocational education.













2001 2002 2005 2006 2008 2009 2012 2013 2014 2015 2016 2017 2018

ISO










2003 2004



2019
















2001 2002 2005 2006 2008 2009 2012 2013 2014 2015 2016 2017 2018

ISO










2003 2004



2019




04

OUR CORE STRENGTH IS OUR SUCCESS IN PARTNERING WITH A BROAD SPECTRUM OF EMPLOYERS IN QATAR. Employees are actively involved in not only sponsoring and mentoring students and employing graduates, but also in contributing to the currency and relevance of our programs by offering their advice and feedback through Program Advisory Committees. Such partnerships provide targeted two-way channels through which the institution apprises employers of forthcoming talent and of potential synergies, and by which industry experts inform curriculum and serve as advocates for CNA-Q programs, students, and graduates.

Competency and outcomes-based programs and courses

A nimble, adaptable curriculum that aligns to the labour market and the requirements of an ever-evolving economy, and is reflective of emerging changes in technical disciplines and professional scopes of practice

Experiential, applied learning that is student-centered, practical, and hands-on in technology-rich classrooms, workshops, laboratories, and simulated environments

Applied research, where learners partake in problem-based learning to study, develop, and propose innovative solutions to real challenges from within today’s world of work

Work-integrated learning, providing opportunities for learners to gain applied experience in their field of study.

45

3

12

WHY CNA-Q?College of the North Atlantic – Qatar is a premier technical institute that has distinguished itself in five key ways:

06

07

CO-CREATING THE PLAN: OUR PROCESS

To help guide us on our path to the future, CNA-Q undertook a highly collaborative planning process that engaged key external and internal stakeholders in rich conversations about the current state of the College and the opportunities and challenges that we face. We engaged representatives from Ministries

and industry, CNA-Q employees, and students to co-create this document. We also took a close look at how CNA-Q fits within the context of Qatar, with particular care to view the College’s future through the lens of Qatar’s 2030 Vision documents, as well as International best practices in TVET.

ENVIRONMENTAL SCANWe identified the leading countries for TVET to learn from them about the challenges they face and the way they have responded to these challenges. As a result, our strategy is informed by global best practices in TVET education.

NATIONAL REFERENCE DOCUMENTSCNA-Q exists to contribute to the human development and education and training needs of the State of Qatar, as outlined in several key documents: Qatar National Vision 2030, the Second National DevelopmentStrategy, and the Education and Training Sector Strategy.

INTERNAL DATA COLLECTION AND ANALYSISWe gathered and analyzed key internaldata to understand current performance and identify implications and opportunities that will assist us in forming and achieving our strategy.

INTERNAL STAKEHOLDER INPUTThrough a series of engagements, we received feedback from the Board of Trustees, Senior CNA-Q Executives, Students, Faculty and Support Staff about why CNA-Q is their choice as a place to work and study, and how we can make it even better.

EXTERNAL STAKEHOLDER INPUTWe interviewed key stakeholders from Ministries and businesses in the State of Qatar to inform the development of our strategy. We learned from them what they value about CNA-Q and what we can do better in the future.

08

Opportunities they identified for CNA-Q

• Expand our contribution to meet the human development needs of Qatar Vision 2030

• Offer applied baccalaureate degrees

• Improved time to graduation

• Grow enrolment rate to optimize resources

What they value about CNA-Q

• Strength in delivering TVET

• Excellent collaboration in the Education sector

• Strong applied academic culture and quality

• Responsive to industry needs

HIGHLIGHT OF KEY INSIGHTS

NATIONAL REFERENCE DOCUMENTS

Qatar National Vision 2030 constitutes “a beacon that guides economic, social, human and environmental development of the country in the coming decades.”

CNA-Q is well positioned to serve the Human Development pillar of the Qatar National Vision 2030, by providing the state with “High quality educational and training opportunities appropriate to each individual’s aspirations and abilities.”

The Qatar Second National Development Strategy 2018 – 2022 outlines a framework for:• Enhancing student achievement• Increasing coordination between institutions• Introducing Quality metrics

The Education and Training Sector Strategy priorities include access to education, attainment, citizenship, values, and the workforce.

The ideas embodied in each of these documents are foundational to the College’s ongoing strategy. CNA-Q has the opportunity to play a key role in achieving this vision of the future.

INTERNAL DATA COLLECTION AND ANALYSIS

The evidence we collected during the planning process points to opportunities for CNA-Q to optimize performance in a number of operational and academic areas: this will allow us to grow our enrollment, maximizethe use of our state-of-the-art facilities, and become more efficient and effective in what we do. Evidence-based planning and execution will ensure that we maintain our focus on quality.

ENVIRONMENTAL SCAN: EMERGING GLOBAL TRENDS IN TVET

Student Experience: The success and the quality of the entire student experience is a significant trend in TVET education.

Pathways: There is a trend toward developing multiple entry and exit points to provide opportunities to build on previous education and credentials at every stage.

Learning Technologies: Emerging technologies are being leveraged to enhance applied, authentic experientiallearning.

Partnerships: The alignment of stakeholder and learner needs to meet social and economic development requirements are essential to the success of TVET.

Digital Disruption: Digital disruption is changing the way TVET institutions operate, as well as the way they educate learners and prepare graduates for the workplace.

Sustainability and Stewardship: TVET institutions are rising to the challenge of good financial stewardship, and optimization of resources, while maintaining a high quality of experiential and applied learning.

EXTERNAL STAKEHOLDER INPUT

Opportunities they identified for CNA-Q

• Raise awarness of the value of TVET in Qatar

• Diversify experiential learning into all academic prorams

• Embed experiential learning into all academic programs

• Enhance supports to students

What they value about CNA-Q

• Campus facilities and environment

• Close faculty-student relationships

• Strong applied academic culture and quality

• Quality of CNA-Q curriculum and maintenance of high program standards

INTERNAL STAKEHOLDER INPUT

CO-CREATING THE PLAN: OUR PROCESS

To help guide us on our path to the future, CNA-Q undertook a highly collaborative planning process that engaged key external and internal stakeholders in rich conversations about the current state of the College and the opportunities and challenges that we face. We engaged representatives from Ministries

and industry, CNA-Q employees, and students to co-create this document. We also took a close look at how CNA-Q fits within the context of Qatar, with particular care to view the College’s future through the lens of Qatar’s 2030 Vision documents, as well as International best practices in TVET.

ENVIRONMENTAL SCANWe identified the leading countries for TVET to learn from them about the challenges they face and the way they have responded to these challenges. As a result, our strategy is informed by global best practices in TVET education.

NATIONAL REFERENCE DOCUMENTSCNA-Q exists to contribute to the human development and education and training needs of the State of Qatar, as outlined in several key documents: Qatar National Vision 2030, the Second National DevelopmentStrategy, and the Education and Training Sector Strategy.

INTERNAL DATA COLLECTION AND ANALYSISWe gathered and analyzed key internaldata to understand current performance and identify implications and opportunities that will assist us in forming and achieving our strategy.

INTERNAL STAKEHOLDER INPUTThrough a series of engagements, we received feedback from the Board of Trustees, Senior CNA-Q Executives, Students, Faculty and Support Staff about why CNA-Q is their choice as a place to work and study, and how we can make it even better.

EXTERNAL STAKEHOLDER INPUTWe interviewed key stakeholders from Ministries and businesses in the State of Qatar to inform the development of our strategy. We learned from them what they value about CNA-Q and what we can do better in the future.

09

THE WAY FORWARD... What we learned from our Strategic Planning Process allowed us to formulate a number of key strategic themes that translate into goals to help CNA-Q move forward. Our direction will be guided by our Vision, Mission, and Values.

OUR STUDENTS:

Potential students choose CNA-Q because they will graduate with 21st century skills that enable them to achieve career or further education goals.

OUR EMPLOYERS:

Employers choose CNA-Q when they sponsor and hire students, certain that CNA-Q’s graduates are skilled and ‘work-ready’. Employers also send their employees to CNA-Q to have their professional development needs successfully addressed.

OUR COUNTRY:

The State of Qatar looks to CNA-Q as a partner in the planning and achievement of the country’s national strategies and goals.

OUR EMPLOYEES:

Employees choose to work at CNA-Q because they are supported, engaged, trained, and empowered in their work. All employees share the overarching goal of supporting student success and are assured that CNA-Q is a great place to work.

OUR PEERS:

CNA-Q’s national, regional, and international peers view CNA-Q as a Center of Excellence in TVET and choose to work with the College on program articulations, applied research projects, and scholarly activities.

10

Our vision is closely aligned with the Qatar National Vision 2030: we contribute to that alignment through technical and vocational education and training that meets the growing needs and aspirations of the State of Qatar. Already recognized for the high quality education that we deliver and for the skills of our graduates, CNA-Q will build on these strengths as we move forward the next three years.

WE WILL BE RECOGNIZED AS THE HIGHER EDUCATION TECHNICAL AND VOCATIONAL INSTITUTE OF CHOICE BY:

OUR VISION:

CNA-Q is the national higher education institute of choice for applied technical and vocational education and training.

“ I was looking for the best education, and that’s what I found at CNA-Q.”

Ali Darwish Assistant Executive Director, Ambulance Service, Hamad Medical Corporation School of Health Sciences Graduate, Class of 2008

11

OUR VALUES:

We believe everyone has the potential to learn and grow

We value authentic learning that allows students to recognize their potential both professionally and personally

We are focused on increasing student success and meeting stakeholder needs

We operate with respect, integrity and transparency

We are enthusiastic, committed and motivated

We are collaborative, empathetic and supportive of each other

We value curiosity and innovation

We hold each other accountable

OUR MISSION:

CNA-Q is a national institution of higher education that provides internationally-recognized technical and vocational education and training in partnership with employers for Qatar’s evolving economy.

12

THE STRATEGY The strategy that we developed through our planning process, building on the evi-dence we gathered, and from our Vision, Mission, and Values, is visualized in the image to the right. Our Overarching Goal is Student Success: everything that we do at CNA-Q aligns with the Overarching Goal. Our Goals of Sustainable Growth, Academic Excellence, Student Engagement, and High Performance Workforce are underpinned by the foundational Goal of Institutional Effectiveness.

STRATEGIC GOALS

STUDENT SUCCESSOVERARCHING GOAL

HIGHPERFORMANCEWORKFORCE

Attract qualified faculty and staff

Develop ouremployees and grow our future leaders

Create a culture of employee engagement

SUSTAINABLEGROWTH

ACADEMICEXCELLENCE

STUDENTENGAGEMENT

Grow our enrolment

Strengthen our brand and market position

Enhance the quality and relevance of our programs and credentials

Diversify pathways to higher education

Grow our scholarly and applied research activities

Enrich students’ learning experiences

Increase Students’ ownership in their student experience

Improve student support services

INSTITUTIONAL EFFECTIVENESS

Foster SuccessfulPartnerships

Plan forSuccess

Evaluateand Learn

EnsureEvidence-BasedDecision Making

Enhance Campus Facilities

IntegrateInnovativeTechnologies

14

“ CNA-Q has become one of the leading colleges in Qatar that offers scientific and practical expertise in a number of technical learning, applied and professional programmes, making it an attractive choice for many students wishing to complete their higher education in order to enter Qatar’s expanding labour market.”

HIS EXCELLENCY DR. MOHAMMED AL SADA Former Minister of Energy and Industry of the State of Qatar; Chairman of Board of Trustees, CNA-Q

STUDENT SUCCESSOVERARCHING GOAL

Our overarching goal of Student Success is aligned with Qatar National Vision 2030. We endeavor to develop and equip our students with the relevant knowledge, skills, and abilities to contribute to their fields of study and professions. Our graduates will be lifelong learners, innovators, entrepreneurs, and local and global positive change agents recognized for their impact on the future of Qatar and the world.

We impart knowledge in our students, mold their skills, and help them uncover their potential and build their capabilities through highly experiential, applied, and pedagogically sound teaching and learning programs and methodologies, delivered by highly skilled faculty and staff. We do this within a state-of-the-art campus, with personalized student services and an organizational culture of innovation, collaboration, and dedication. Our students’ success is Qatar’s success. As such, all the strategic and institutional effectiveness objectives and initiatives described in this Strategic Plan align to realize the outcomes of this goal.

Qatar National Vision 2030 identifies human capital as the most valuable asset of the nation, calling for a focus on human welfare, human wellbeing, and human development as an end goal and as a means to the development of a knowledge-based economy. Qatar National Vision 2030 identifies education as the vehicle to achieving this goal and specifically calls for the establishment of:

“ an educational system at par with the highest international standards, preparing Qatar’s students to take on the world’s challenges and become tomorrow’s innovators, entrepreneurs, artists and professionals. Moreover, a world-class education system and equal opportunities will propel Qataris to increase their role in all sectors of their country’s economy.”

16

OBJECTIVE 1.1 ENHANCE THE QUALITY AND RELEVANCE OF OUR PROGRAMS Key to the success of our students is that they have the required knowledge, abilities, skills, and entrepreneurial spirit that match the needs of the country, labour market, and their own aspirations and self-actualization. Our programs must be continuously aligned with the growing and fast changing needs of our country, our industry, and our students. To this end, we will endeavor to enhance the quality and relevance of our programs and credentials.

OUTCOMES When we achieve our objective, we realize the following outcomes:

1.1.1: More of our students are satisfied with the quality of education they receive at the College

1.1.2: More of our graduates are employed in their field of study

1.1.3: More of our students graduate with credentials that employers demand

1.1.4: More of our employers are satisfied with the quality of our graduates

OBJECTIVE 1.2 DIVERSIFY PATHWAYS TO HIGHER EDUCATION Key to the success of our students is that they have clear pathways into programs at CNA-Q and clear pathways to advance their education, if they wish. To this end, the College will endeavor to create diversified internal and external educational pathways for our students to further their education to the level they desire.


1.2.1: More high school students and mature students are provided pathways to enter programs and earn credentials at CNA-Q

1.2.2: More of our students advance their education within the College and with our partner institutions

1.2.3: More of our graduates receive the most transfer credit possible at the receiving institutions

OBJECTIVE 1.3: GROW OUR SCHOLARLY AND APPLIED RESEARCH ACTIVITIES Our contributions to our country, industry, and society expand beyond graduating a skilled workforce to providing innovative and practical solutions to the challenges we face. We will increase the amount of scholarly, applied, and innovative research that involves our faculty, students, and industry partners.


1.3.1: More of our applied research is used to solve industry problems and challenges

1.3.2: More of our applied research is commercialized and/or licensed to industry partners

1.3.3: More of our applied research is acknowledged nationally and internationally

CNA-Q is differentiated by the quality and impact of its applied programs, experiential learning, and highly skilled and job ready graduates. The College will remain agile and innovative in its programs and applied research activities to respond to the increasingly complex and technologically sophisticated world of work.

ACADEMICEXCELLENCE

17

18

OBJECTIVE 2.1 ENRICH STUDENTS’ LEARNING EXPERIENCES An enriching educational experience shapes the future of our students. As we aspire to develop lifelong learners, change agents, and entrepreneurial thinkers, we will provide our students with rich curricular and co-curricular programs and activities. Rich student-to-student and student-to-faculty interactions will nurture and build essential skills and values and engrain lasting College memories.


2.1.1: More of our students graduate with the competencies required for their careers and their lives as global citizens

2.1.2: More of our students are appropriately challenged to learn both inside and outside of the classroom

2.1.3: More of our students have successful work integrated learning placements

OBJECTIVE 2.2 INCREASE STUDENTS’ OWNERSHIP IN THEIR STUDENT EXPERIENCEStudents are engaged when they are empowered to co-create their College experience. To this end, we will provide opportunities for students to contribute to decisions regarding the services they receive and collaborate actively in the co-creation of their experi-ence at CNA-Q.


2.2.1: More of our students provide input into decisions that have an impact on their student experience

2.2.2: More students participate in student life activities

OBJECTIVE 2.3 IMPROVE STUDENT SUPPORT SERVICES On their path to success, students must be supported throughout their journey, from recruitment to graduation. Student services that are well mapped to the entire student journey, with timely and effectively targeted interventions, can help set and keep students on the path to success. We will re-engineer our student support services to align with student needs throughout the student lifecycle.


2.3.1: More of our students persist through their programs

2.3.2: More of our students graduate on time

2.3.3: More of our students achieve their academic, personal, and career goals

In order to succeed, students must be highly engaged in the learning process, both inside and outside the classroom. To ensure the comprehensive development of students as highly skilled and motivated workers, entrepreneurs, and leaders of the future, we will endeavor to improve the student experience. Our students will share ownership in their learning experience and will participate in and contribute to campus life.

STUDENTENGAGEMENT

19

OBJECTIVE 3.1 ATTRACT QUALIFIED FACULTY AND STAFF We will attract highly qualified faculty and staff to deliver new programs and degrees.


3.1.1: Our employees possess the right mix of skills, credentials, and experience

3.1.2: We have increased the number of qualified Qatari employees

OBJECTIVE 3.2 DEVELOP OUR EMPLOYEES AND GROW OUR FUTURE LEADERSWe will develop our faculty and staff capabilities by providing the required support to improve, grow, and lead.


3.2.1: Our employees regularly meet their performance expectations

3.2.2: Our developees progress in their CNA-Q careers

OBJECTIVE 3.3 CREATE A CULTURE OF EMPLOYEE ENGAGEMENTThe realization of our institutional mission and the success of our students rest on an engaged faculty and staff. This in turn requires a workplace environ-ment and culture that empowers and engages faculty and staff.


3.3.1: Our employees are satisfied with working for CNA-Q

3.3.2: Our employees are committed to working for CNA-Q

The mission of any institution and the success of its students is dependent on its faculty and staff. As such, it is our goal to create the kind of workplace culture and practices that help attract and retain highly talented and committed faculty and staff, and encourage, recognize, and reward excellence, innovation, and professional development.


“ CNA-Q provides a personal and professional experience that has a long-lasting impact on your life. It leaves you fulfilled and ready to embark on your next journey.”

TANIA TAJ HEALTH SCIENCES STUDENT

20

OBJECTIVE 4.1 GROW OUR ENROLMENT We will grow our student enrolment to ensure the flow of a highly skilled workforce into Qatar’s labour market.


4.1.1: More students enrol in our credit programs

4.1.2: More students enrol in our lifelong learning and continuous professional development programs

OBJECTIVE 4.2 STRENGTHEN OUR BRAND AND MARKET POSITIONCNA-Q is recognized by our many partners in government and industry as a trusted source of highly skilled graduates. To continue to serve Qatar’s growing needs, we will strengthen our brand and market position by working to generate awareness of the value of applied technical and vocational education and training in Qatar and the value of a CNA-Q credential.


4.2.1: Greater public awareness of the value of applied technical and vocational education and training in Qatar

4.2.2: Our student market share has increased

Responding to the Qatar National Vision 2030, we will increase student enrolment to meet the growing human capital needs of Qatar, while preserving the high quality of experiential learning for which CNA-Q is known.

“ Studying at CNA-Q was the most rewarding experience of my life. The instructors show friendly, approachable and kind behaviour toward the students. The hands-on experience I received from the College is something I believe no other educational institution can provide.”

AMEENA AL-SULAITI Business Management – Human Resource Management, Class of 2011

Admin Budget Supervisor, Qatar Petroleum – Offshore Security

SUSTAINABLEGROWTH

21

OBJECTIVE 5.1 FOSTER SUCCESSFUL EXTERNAL PARTNERSHIPS CNA-Q enjoys close partnerships with industry, employers, government, peer institutions, and our more than 5,400 alumni. Our partners support the advancement of our institution in multiple and significant ways: supporting student recruitment, enhancing student life, helping our graduates find employment, contributing to applied research, advising on our programs, supplying skilled faculty, mentoring our students, contributing state-of-the-art technology and labs.


5.1.1: More of our students are sponsored by employers

5.1.2: Our external partners provide increased input into our programming

5.1.3: We receive increased support from our external partners

OBJECTIVE 5.2 PLAN FOR SUCCESS Thoughtful and purposeful planning creates shared direction and provides the roadmap to achieve our vision, mission, and aspirations. We will employ sound planning methodologies to define purposes, identify desired outcomes, prioritize options, optimize resources, define success measures, and accordingly implement strategies.


5.2.1: Our strategic outcomes are achieved

5.2.2: Our institutional priorities are appropriately resourced

Our value proposition to our students and stakeholders is world-class technical and vocational education and training that prepares and graduates a highly-skilled, job-ready, and motivated workforce. To deliver on this promise, we employ a process of continuous improvement that encompasses strong external partnership, results-focused planning, wise management, optimization of resources, evidence-based performance evaluation, and timely improvement measures and interventions.

INSTITUTIONALEFFECTIVENESS

“ I chose CNA-Q because I knew my time would be well spent. I learned new things every day from my instructors. CNA-Q has the best workshops and equipment to properly teach and develop students.”

Hamad Mohammed Lari Chemical Processing Engineering Technology, Class of 2016

22

OBJECTIVE 5.3 EVALUATE OUR PERFORMANCE AND LEARN FROM OUR RESULTSWe will assess and evaluate our performance against the measures we create in our planning process. We will endeavor to become a true learning organization that evaluates its performance and learns from its successes and failures so that we continuously improve, innovate, and achieve greater results.

OUTCOMES 5.3.1: We demonstrate accountability for

our results

5.3.2: We improve our performance

OBJECTIVE 5.4 ENSURE EVIDENCE-BASED DECISION MAKING We will strive to employ evidence-based decision making that informs strategic and operational plan-ning, policy development, programs and services design, and project management. To this end, we will enhance our data collection, analysis, and reporting capabilities to ensure the right people have the right information at the right time.

OUTCOMES 5.4.1: Our decisions lead to the desired results

OBJECTIVE 5.5 ENHANCE OUR CAMPUS FACILITIES We aim to maximize utilization of our state-of-the-art campus facilities, align our infrastructure to emerging needs, and ensure health and safety to enrich teach-ing and learning experiences and support student achievement.

OUTCOMES 5.5.1: Our campus facilities are optimally utilized

5.5.2: Our campus facilities accommodate the growing needs of students and employees

OBJECTIVE 5.6 INTEGRATE INNOVATIVE TECHNOLOGIES THROUGHOUT OUR CAMPUS The world of learning, teaching, and workplace is rapidly changing due to the introduction of advanced and complex technologies characteristic of the Fourth Industrial Revolution. We aim to become a leader in integrating relevant, innovative, and advanced learning, teaching, and operational technologies.

OUTCOMES 5.6.1: We have improved student learning outcomes

5.6.2: We have increased optimization of our operations

5.6.3: Our decision makers have the right information they need, at the right time

STUDENTENGAGEMENT

23

Pathways and Joint Programs

Co-Curricular Model

Enhanced Student Life Program

Accessibility Program

Develop and deliver new occupationally-aligned technical and vocational education programs (including applied baccalaureate degrees) for current and emerging workplace needs.

Create and launch a comprehensive recruitment program, including a marketing campaign, alumni engagement, social responsibility activities, website redesign, and increased outreach.

Establish specialized and innovative research centres and integrate applied research into the curriculum of all schools and programs.

Develop new internal and external educational pathways for students to progress to higher education.

Establish formal co-curricular model with co-curricular transcripts to formally recognize skills and competency development both inside and outside the classroom.

Enhance the student counselling and career service programs by creating and implementing growth plan for students and work-integrated learning opportunities for learners in all programs.

Create and launch an enhanced Student Life program to enrich student experience in decision making, leadership and sports and recreation activities.

Create and launch an Accessibility Program by enhancing learning supports, implementing assistive technologies, and modifying curriculum and admissions criteria to accommodate students with special needs.

Expand program delivery options to evening classes, summer sessions, and alternate delivery to meet identified demand.

SUSTAINABLEGROWTH

STUDENTENGAGEMENT

SUSTAINABLEGROWTH

ACADEMICEXCELLENCE

ACADEMICEXCELLENCE

STUDENTENGAGEMENT

STUDENTENGAGEMENT

ACADEMICEXCELLENCE

1.1: Enhance the quality and relevance of our programs

4.1: Grow our enrolment


4.2: Strengthen our brand and market position

1.1: Enhance the qualityand relevance of our programs

1.3: Grow our scholarly and applied research activities

1.2: Diversify pathways to higher education


2.1: Enrich students’ learning experiences

2.3: Improve student support services

2.1: Enrich students’ learning experiences

2.2: Increase Students’ ownership in their student experience

1.1: Enhance the qualityand relevance of our programs

3.3 Improve student support services



MAJOR INITIATIVES

ACADEMICEXCELLENCE

ACADEMICEXCELLENCE

SUSTAINABLEGROWTH

ACADEMICEXCELLENCE

New Programs and Credentials

Flexible Program Offerings

Marketing and Student Recruitment Program

Applied Research Centres and

Curriculum Integration

INITIATIVE NAME DESCRIPTION GOAL OBJECTIVE

Enhanced Counselling and Career Services

24

Develop and implement a Talent Management program to improve faculty and staff recruitment processes; attract Qatari and internationally qualified candidates; streamline workforce planning processes, and align individual employee performance goals with the institutional strategy.

Establish a new Stakeholder Management program to coordinate and manage external relationship engagements and recognition activities.

Design and implement an Integrated Plan-ning and Reporting process that includes defined and approved Strategic, Academic and Enrolment plans enabled by founda-tional plans (HR, IT, Facilities, Finance) and annual operational plans.

Adopt the Excellence in Higher Education Framework quality management framework to provide an integrated approach to internal assessment, planning and improvement efforts, and guide re-engineering and digitizing priority processes.

Construct a physical, comprehensive Student Services Center building to create a cen-tralized “one-stop shop” for all aspects of the student journey and centralize Student Affairs functions (i.e. Registrar, Student Life, Counselling, etc.) within a purpose built space.

Develop a business intelligence infrastructure and supporting services to enable timely, descriptive, diagnostic, predictive, and pre-scriptive analytics.

Integrate relevant learning and enterprise technologies throughout CNA-Q campus.

Develop an employee engagement program with channels to capture feedback from employees and a process to address areas for improvement.


3.1: Attract qualified faculty and staff

3.2: Develop our employees and grow our future leaders

4.2: Strengthen our brand and market position

5.1: Foster successful external partnerships

5.2: Plan for success

5.3: Evaluate our performance and learn from our results

5.4: Ensure evidence-based decision making

5.5: Enhance our campus facilities


5.2: Plan for success

5.3: Evaluate our performance and learn from our results


5.6: Integrate innovative technologies throughout our campus

2.3: Improve student support services

5.5: Enhance our campus facilities



5.6: Integrate innovative technologies throughout our campus

3.3: Create a culture of employee engagement





MAJOR INITIATIVES



ACADEMICEXCELLENCE

SUSTAINABLEGROWTH

ACADEMICEXCELLENCE


ACADEMICEXCELLENCE


STUDENTENGAGEMENT

Talent Management Program

Employee Engagement Program

Stakeholder Management Program

Integrated Planning and Reporting Process

Quality Management Framework

Student Services Centre

Advanced Analytics

Learning and Enterprise Technologies

INITIATIVE NAME DESCRIPTION GOAL OBJECTIVE

CNA-Q will fulfill our vision of being the national higher education institute of choice for applied technical and vocational education and training in the State of Qatar.

We will build on our key strengths to provide our students with distinguished, high quality, internationally accredited education.

Our Strategic Plan illustrates our commitment to the paramount goal of Student Success. We will converge efforts throughout the College to ensure long-term sustainability and growth, academic excellence, focused student engagement, and a high performing workforce. Our applied and experiential learning methodologies, supported by College-wide operational effectiveness, will help us to ensure that our students are engaged learners, and our graduates can face the future with confidence.

THE FUTURE WITH CONFIDENCE

Qatar Petrochemical Company (QAPCO)

Qatar Petroleum

Doha Bank

Qatar University

Community College of Qatar

OUR THANKS

Thank you to our governmental and community partners, industry sponsors and our own staff and faculty, who supported CNA-Q and provided vital input during the development of this Strategic Plan.

Ministry of Education and Higher Education

Ministry of Administrative Development, Labour, and Social Affairs

Ministry of Energy and Industry

Ministry of Public Health

Qatar Armed Forces

COLLEGE OF THE NORTH ATLANTIC – QATARAl Tarfa, Jelaiah StreetDuhail NorthP. O. Box 24449Doha, QatarPhone +974 4495 2222Email [email protected]

CNA-QATAR.COM

college of the north atlantic – qatar strategic plan 2019 – 2022

Documents

Transcript of college of the north atlantic – qatar strategic plan 2019 – 2022