Meet The Senior Leadership Team

Oaklands College is committed to creating and maintaining a safe environment for all our students. Our Senior Leadership Team (SLT) ensures that teaching and learning provision and standards in line with the current educational curriculum and national levels of expectation. The SLT is responsible for steering and supporting the strategic direction of the college.

mansion house2
Andrew-web1

Andrew Slade

Principal and Chief Executive Officer (CEO)

I have extensive FE experience having held a number of senior positions, including Principal at South Thames College and Deputy Principal at London South East Colleges. I am passionate about education as a key to unlock people’s potential and I feel privileged to work in a sector that makes such a significant difference to people’s lives and that contributes so much to our society and economy.

The chief accountabilities of the Principal and CEO are for: governance, strategic development and direction, people knowledge management as the Chief Accounting Officer and is responsible for making proposals to the Corporation for the College’s educational character, vision and mission, working closely with the Corporation to achieve the strategic goals of the organisation.  

Harpreet-web

Harpreet Nagra

Deputy Principal Curriculum, Performance and Student Experience (Designated SAC Lead)

I have worked in further education as an ESOL and English teacher with a number of colleges before moving into a quality role at Central Bedfordshire College.

After that, I joined Ofsted and became a Her Majesty’s Inspector for three years. I joined Oaklands College in October 2018.

Responsible for: management of academic services and delivery and outcomes for learners. The responsibilities include ensuring the achievement of College student numbers, quality targets and leading the strategic development of the College’s curriculum, ensuring that across FE, HE, apprenticeship delivery, and the high needs provision it meets the needs of industry sectors, employers and communities. To deliver on the accountabilities, the Deputy Principal is responsible for teaching and learning, quality, digital transformation and academies. Their post also oversees Student Experience and Progression, Equality, Diversity, and Inclusion, as well as (jointly with Deputy Principal Finance, Resources & College Planning), sustainability and the environment.

Paul-web

Paul McCormack

Deputy Principal Finance, Resources and College Planning

Responsible for: financial and risk management, the management of policy, compliance, resource management, and information management. These accountabilities include responsibility for internal and external audit, funding rules and eligibility and Management Information Systems (MIS). The Deputy Principal Finance, Resources & College Planning is also responsible for the Capital Developments and Estates functions, ensuring that these are deployed efficiently and effectively to meet the needs of students. In addition, they are responsible for College Planning, IT, as well as (jointly with the Deputy Principal Curriculum, Performance & Student Experience), sustainability and the environment. 

Ana-web

Ana Guimaraes

Director of Curriculum

Responsible for: Business, Computing & IT, Construction Management, Engineering, Electrical, Landbased Industries, Plumbing, Public Services, Sport and Travel & Tourism

Barbara-web

Barbara Jones

Interim Director of Human Resources

Responsible for: Human Resources and Staff Development

Claire Dolan

Claire Dolan

Deputy Principal Strategy, Partnership & Business Development (Designated WGCC Lead)

Responsible for: business operations across the College. This includes developing and maintaining stakeholder relations (by attending local advisory and employer boards) and the generation of commercial business to contribute to the College’s requirement to diversify income streams. The responsibilities also include Marketing and Communications, which consists of responsibility for brand, profile and reputation of the College as well as admissions, recruitment and the Strategic annual Operational Plan. They have a strategic focus on increasing the number of adults accessing provision to support them in reskilling or upskilling.

Scroll to Top