1	IAT Leading the Change 21 Dr. Abdullatif Al Shamsi Managing Director
2	Outline
3	We are IAT … The leadership has established IAT Royal Decree No. 32 (2005) … to provide learning opportunities that prepares ALL students for successful career pathways: college and employment
4	The Change..
5	Our Goal is to provide: 21^st Century Career Success for ALL
6	21st Century Workplace Paradigm
7	Only One Avenue Vocational* Education ……………………………………………………………………………………. AKA: “Career and Technical Education” “Vocational Education and Training” “Technical” etc
8	i. Reality: education must stay inline with economic development 21st century workplace and technical skills have become more important assets than land and buildings; Trained human capital must be developed through a complex educational system; Lack of a skilled workforce will cause existing businesses to leave and hinders new businesses start-ups.
9	Keys for 21^st Century Learning Goals Not every person needs a four-year college degree to succeed in the 21^st century economy. Some life long learning infused into secondary and postsecondary education is essential for lasting success. Demanding academics must be integrated with (career and technical) components, i.e., Career Clusters Pathways that blend academics with career and technical education.
10	iii. WORKPLACE SKILLS: As Important as “BASE TECHNICAL SKILLS” Business is looking for employees who possess high order thinking skills because layers of management are gone: Critical thinking Problem-solving Innovative and Creative Thinking Communication skills Teamwork Self-Direction Five (Literacy's): Global, ii. Civic, iii. Financial, iv Economic v. Entrepreneurship
11	iv. Workforce Development is Becoming a K-12 Issue Workplace skills essential for high wage, high skill jobs (successful career) must be acquired in K–12 Businesses and schools must work together to make the K-12 workforce coupling Business stakeholders should be shown how vocational education today is increasingly academically rigorous, integrated, inquiry and project-based and real-world.
12	How are we going to do it?
13	5 Keys to Strategic Management focus on academic strength, across all facets of academic activities, in relation to market demand and in relation to competitive advantage build expertise across the entire learning community. provide a high quality experience for all members of our academic learning community. provide high quality learner support. Integration of all academic and support functions.
14	“Learning Community”? a continuum from freshman students (K10) through to senior members of academic staff all are members of the Institute’s learning community with differences in extent of their knowledge base and with differences in levels of skills hence differences in their balance of time on: acquisition of knowledge and know-how, honing of skills and application of all of this
15	Upright Academic Governance Organizational responsibilities Strategic management of academic activities Assurance of standards and quality
16	Academic strength is to integrate the 4 components
17	“Career Clusters” ? … is an organizing tool defining vocational education using: a number of broad clusters of occupations and a larger number of pathways with validated knowledge and skills that ensure opportunities for all students regardless of their career goals and interests.
18	Focus Selection Cluster Selection Must Consider: 1^st Labor market demand 2^nd Alignment with existing resources 3^rd Student interest
19	Learning Pyramid
20	Skills common to all clusters Workplace (employability) Information Technology Communication
21	The End