2017-2020 STRATEGIC PLAN · (2016-2020), so as to provide a clear picture of what OTC wants to...

STRATEGIC PLANEXECUTIVE SUMMARY

2017-2020

2 STRATEGIC PLAN 2017 - 2020 - EXECUTIVE SUMMARY

The last few years have seen significant developments at the Oman Tourism College. The College has con-tinued to invest in its infrastructure, including the development of electronic management systems, whilst our hugely important collaborative partnership with the Dublin Institute of Technology (DIT), Ireland has enabled OTC students to study to Bachelor (BSc) level for the first time. The College intends to build on this and develop new BSc programmes for the marketplace. Additionally, the college continues to enhance its vocational and professional programmes with international alliances such as Highfield, LobsterInk and REDGlobal.

This Strategic Plan 2017-2020 results from extensive consultation with our staff, students and our exter-nal stakeholders and brings together the current Business Plan (2015-2020) and its Marketing Strategy (2016-2020), so as to provide a clear picture of what OTC wants to achieve as an organisation by 2020. The Strategic Plan 2017-2020 was approved by the Board of Directors in summer 2017.

The publication of this Strategic Plan coincides with a particularly significant development for OTC, the transfer of OTC to the OMRAN portfolio of companies. The Vision and Mission of this Strategic Plan aligns with those of OMRAN and the Oman Tourism Strategy, with the clear objective of OTC playing its part in providing appropriately trained and qualified workforce for the Sultanate in the tourism, hospitality, and events sectors. OTC particularly looks forward to its future as part of the OMRAN group.

introduction

Dr. Abdulkarim Al MughairiDEAN

3STRATEGIC PLAN 2017 - 2020 - EXECUTIVE SUMMARY

WE CREATE THE INDUSTRY TOGETHER

EVERY DAY ANDOUR ACTIONS TODAY AND

TOMORROW WILL DETERMINE THE INDUSTRY

WE HAVE NEXT YEAR AND THE NEXT DECADE


.

To be Oman’s leading provider of tourism related education supporting the growth of the country’s tourism industry

OUR VISIONTo develop students’ knowledge, skills, and aptitude by providing stimulatinglearning experiences in order to be successful professionals in a rapidly changing global society

OUR MIssion


Recognition of the value of innova-tion in all aspects of the educational process

02Creativity

A commitment to an ongoing process of self-reflection in order to continually improve the quality of outcomes at an organisational and individual level

03 Continuous Improvement

A commitment to contribute to high quality student-centered education

01 Academic and professional standards

Engagement with stakeholders including the society for long term development

05 Commitment tostakeholders

Willingness to work actively with oth-ers and to welcome cultural diversity

04 Cooperation and Teamwork

OUR valuES


STRATEGIC AIMS 2017-2020The foundation for the Strategic Plan are 7 strategic areas of focus i.e 7 strategic goals.

The student ‘journey’ impacts all of OTC’s processes in some way, from the first point that a potential student becomes aware of OTC as a place to study to when they leave with their award. Therefore, strategically, all of the key areas of focus identified for 2017-2020 will play a part in attracting and retaining students, supporting their performance, and enhancing their experience whilst with us.


DEVELOPING OUR STAFF

INTERNATIOnalISATIONOF OTC

sTRENGThENING THE QUALITY OF OUR TEACHING, LEARNING AND ASSESSMENTPROCESSES

ENHANCING THE STUDENT PARTNERSHIP AND students AS PARTNERS IN THEIR LEARNING

developing digital capacity)otc digital(

enhance collegeinfrastructure

measured growth through improved student recruitment, expansion of OTC’S programme PORTFOLIO, MORE FOCUSED MARKETING AND STRENGThENINGOF THE otc BRAND

THE 7 STRATEGIC GOALS ARE SUPPORTED BY KEY OBJECTIVES

TOURISM8 STRATEGIC PLAN 2017 - 2020 - EXECUTIVE SUMMARY

IT‘S ALL ABOUT PEOPLE. IT IS THE INDUSTRY‘S PEOPLE WHO DELIVER UPON THE PROMISE OF A WORLD-CLASSVISITOR EXPERIENCE.


COMMUNITY ENGAGEMENT:OTC STUDENTS ORGANIZED

VARIOUS TOURS FOR DIFFERENT TARGET GROUPS

AS PART OF WORLD TOURISM DAY CELEBRATIONS 2016


strategic goal 1Measured growth through improved student recruitment, expansion of OTC’s programme portfolio, more focused marketing, and strengthening of the OTC ‘brand’

Key objectives:

1: Improved recruitment and retention through provision of a portfolio of short courses and academic programmes that are attractive to the market and respond to Oman’s changing mar-ket needs

2: Stronger partnerships with industry, the media, the local community, local schools, and alumni in order to enhance all of our activities

3: Seek to improve the perception of tourism as an industry of the future

4: Ensure our strategic and distinctive messages and USPs are clearly articulated in all of our marketing and communications processes and improve OTC’s online presence

strategic goal 2Developing our staff

Key objectives:

1: Ensure that Departmental policies and procedures are easily accessible and simple to understand

2: Ensure future growth of the college is supported by effective staff planning and recruitment.

3: Ensure that staff are clear on what success looks like in their role, and understand how best to contribute to the core strat-egy of the College.

4: Ensure that staff professional development needs are identi-fied and prioritised.

5: Enhancement of individual and team performance and pro-ductivity through OTC’s Performance Management process


strategic goal 3Strengthening the quality of our teaching, learning and assessment processes

Key objectives:

1: Provide innovative teaching learning and assessment (TLA) practice

2: Identify the barriers and enhancers to student success

3: Ensure that good practice is shared and embedded within TLA prac-tice

4: Ensure programmes and courses promote employability, the needs of employers and industry standards

5: Ensure that emerging cross-cutting themes (for example internation-alisation, global citizenship, sustainability) have clear prominence and are incorporated into student culture

6: Ensure staff research and professionally-informed practices are en-couraged and embedded in student learning

7: Ensure staff are engaged in relevant research and scholarly activity that underpins their teaching.


strategic goal 4Enhancing the student partnership and ‘students as partners’ in their learning

Key objectives:

1: Ensure the most effective processes and communication channels are being utilized through continuous review of College processes and ‘gateways’ (e.g induction, registration, College website)

2: Ensure common information for students is timely and accurate

3: Actions put into place quickly when individual students are identified as facing difficulties

4: The experience of the student body is understood and reviewed regularly

5: Student views are canvassed at programme, module, course and organisational level concerning developments that impact them

6: Provide extra-curricular opportunities to augment students’ academic development


strategic goal 5strategic goal 5Developing Digital Capacity (OTC Digital)

1: Provide ICT skills development for staff and students

2: Continually evolve College ICT capability

3: Embed effective ICT solutions

4: Encourage ICT innovation 5: Appropriate information for deci-sion-making and data is facilitated via enhanced management information

systems


1: College infrastructure supports effective teaching and student support

mechanisms

2: Enhancement of/satisfaction with facilities such as training rooms, central stores, recre-ational facilities as identified in OTC Business

Plan


strategic goal 6Enhance College Infrastructure

100%


CAN ADD DIVERSITY TO OTC, ENRICHING THE EXPERIENCE OF OMANI STUDENTS & HELP TO IMPROVE INTERCULTURAL UNDERSTANDING

INTERNATIONAL STUDENTS


strategic goal 7Internationalisation of OTC

1: To seek potential educational part-ners who share our College values and who present opportunity for beneficial

collaboration

2: To identify student mobility schemes that offer opportunities for students,

such as study abroad, work experience or experiential opportunities

3: To investigate mobility schemes for staff, such as staff exchange pro-

grammes or attendance at relevant professional exhibitions and events

4: For teaching staff to be involved in international collaborative research

and/or conference/presentation atten-dance

5: To increase the diversity of our stu-dent body by seeking to attract interna-

tional students


OTC STUDENT VOLUNTEERS EXPERIENCE COMMUNITY

DEVELOPMENT EXCHANGE PROGRAMMES IN JAPAN,

THAILAND, SRI LANKA AND THE PHILIPPINES IN 2017


DEFINITIONS AND ABBREVIATIONS

Mission: OTC’s core purpose.

Vision: What OTC hopes to achieve.

Values: important principles upheld by the College

Strategic goals: focus areas with associated outcomes which are intended to be achieved by the completion of the period of the Strategy.

Strategic objectives: specific measurable outputs that OTC strives to achieve in order to satisfy its organisation-al (strategic) goals.

USPs: Unique selling points

what are you waiting for ?

let’s do it

OMAN TOURISM COLLEGEP.O. BOX: 2008, P.C.:111, CPO, SULTANATE OF OMANWWW.OTC.EDU.OM

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