Introduction<\/p>\n
As part of the strategic planning, the work team needs to focus on the skills that follow the evaluation and follow-up process of the strategic plan initiatives, and these skills are necessary to know the gap in implementation procedures and in what year they occurred. Thus, finding alternative solutions to complete the implementation of strategies in the coming years and ensure the achievement of the strategic objectives of the institution (Mir, 2018).\u00a0<\/p>\n
There are many tools that can be used for this purpose, and in this report I attach to you the virtual lab, and the checklist we used to follow up on the implementation of the ADVETI Strategic Plan. These tools enabled us to follow up the implementation of goals and strategies and to work on developing alternative procedures that we must achieve over the five years.<\/p>\n
Table One: Strategic Plan Outline<\/p>\n
Strategic Plan Outline<\/p>\n
Year<\/p>\n
Five-Year Project Goals<\/p>\n
Goal 1<\/p>\n
Goal 2<\/p>\n
Strategy 1<\/p>\n
Strategy 2<\/p>\n
Strategy 3<\/p>\n
Stratgy1<\/p>\n
Strategy 2<\/p>\n
Strategy3<\/p>\n
Strategy4<\/p>\n
Year <\/p>\n
2017<\/p>\n
1<\/p>\n
2<\/p>\n
3<\/p>\n
1<\/p>\n
2 X<\/p>\n
3<\/p>\n
4<\/p>\n
Year 2<\/p>\n
2018<\/p>\n
1<\/p>\n
2<\/p>\n
3<\/p>\n
1<\/p>\n
2<\/p>\n
3<\/p>\n
4<\/p>\n
Year 3<\/p>\n
2019<\/p>\n
1<\/p>\n
2<\/p>\n
3<\/p>\n
1<\/p>\n
2 <\/p>\n
3<\/p>\n
4<\/p>\n
Year 4<\/p>\n
2020<\/p>\n
1<\/p>\n
2 X<\/p>\n
3<\/p>\n
1<\/p>\n
2<\/p>\n
3 X<\/p>\n
4 X<\/p>\n
Year 5<\/p>\n
2021<\/p>\n
1<\/p>\n
2<\/p>\n
3<\/p>\n
1<\/p>\n
2<\/p>\n
3<\/p>\n
4<\/p>\n
Table One: Strategic Plan Outline<\/p>\n
Strategic Plan Outline<\/p>\n
Year<\/p>\n
Five-Year Project Goals <\/p>\n
Goal 3<\/p>\n
Goal 4<\/p>\n
Strategy 1<\/p>\n
Strategy 2<\/p>\n
Strategy 3<\/p>\n
Stratgy1<\/p>\n
Strategy 2<\/p>\n
Strategy3<\/p>\n
Strategy4<\/p>\n
Year 1<\/p>\n
2017<\/p>\n
1 X<\/p>\n
2<\/p>\n
3<\/p>\n
1<\/p>\n
2<\/p>\n
3<\/p>\n
4<\/p>\n
Year 2<\/p>\n
2018<\/p>\n
1<\/p>\n
2<\/p>\n
3<\/p>\n
1<\/p>\n
2 X<\/p>\n
3<\/p>\n
4<\/p>\n
Year 3<\/p>\n
2019<\/p>\n
1<\/p>\n
2<\/p>\n
3<\/p>\n
1<\/p>\n
2<\/p>\n
3<\/p>\n
4<\/p>\n
Year 4<\/p>\n
2020<\/p>\n
1<\/p>\n
2<\/p>\n
3<\/p>\n
1<\/p>\n
2<\/p>\n
3<\/p>\n
4<\/p>\n
Year 5<\/p>\n
2021<\/p>\n
1<\/p>\n
2<\/p>\n
3<\/p>\n
1<\/p>\n
2<\/p>\n
3<\/p>\n
4<\/p>\n
Table Two: Implications for Annual Work Plan<\/p>\n
Implications for Annual Work Plan<\/p>\n
Year<\/p>\n
Goal, Strategy<\/p>\n
Reasons Not Fully Implemented<\/p>\n
Year<\/p>\n
2020<\/p>\n
Goal 1: Ensuring an increase in the number of students enrolled, granting qualifications to graduates, and providing them with technical and vocational training in line with career path requirements.<\/p>\n
Goal 1, Strategy 2: Additional education and training in order to increase employment opportunities for current and future students.<\/p>\n
This year we had planned to implement additional education and training programs in order to increase employment opportunities for current and future students at ADVETI. It was supposed to provide 8 training programs by industrial companies, but the shift to the distance learning system during March 2020 prevented the programs from being completed according to Strategy 2. Work was organized with partners who would provide the training programs. We developed a plan for the next year. The plan included the SMART goal of completing the implementation of the training program and providing it remotely to students, as well as activities for presenting additional education and training for students, so we will implement Strategy 2 at the beginning of next year, synchronized with the programs that will be introduced in 2021.<\/p>\n
Year<\/p>\n
2017<\/p>\n
Goal 2: ADVETI provides TVET services in order for enrollees to obtain qualifications commensurate with the needs of the national labor market.<\/p>\n
Goal 2, Strategy 2: ADVETI operations consistently comply with national and international quality standards.<\/p>\n
In this year we had planned to improve ADVETI operations consistently in compliance with national and international quality standards in accordance with Strategy 2.Some operations needed to be conducted according to the quality system standards, so we developed a plan to improve the efficiency and productivity of operations in ADVETI. We focused on a smart goal, which is to train all departments in all organizations affiliated with ADVETI on national and international quality specifications and standards. Emphasis will be placed on reducing the waste of raw materials and raising productivity levels. The action plan will be implemented in the following year and will continue to be pursued over the five years to ensure sustainability.<\/p>\n
Table Two: Implications for Annual Work Plan<\/p>\n
Implications for Annual Work Plan<\/p>\n
Year<\/p>\n
Goal, Strategy<\/p>\n
Reasons Not Fully Implemented<\/p>\n
Year<\/p>\n
2020<\/p>\n
Goal 2: ADVETI provides TVET services in order for enrollees to obtain qualifications commensurate with the needs of the national labor market.<\/p>\n
Goal 2, Strategy 3: Improving the quality of teaching and administrative staff related practices.<\/p>\n
We have not fully implemented TVET services this year, which is supposed to include 80 training programs to raise the competencies of teachers and administrators in ADVETI because the rapid transformation of the distance learning system in the Covid-19 pandemic has resulted in new needs for employees. We will continue our work to Complete the implementation of the employee qualification program (Strategy 3) in the next year to ensure the improvement of the quality of academic and administrative practices.<\/p>\n
Year<\/p>\n
2020<\/p>\n
Goal 2: ADVETI provides TVET services in order for enrollees to obtain qualifications commensurate with the needs of the national labor market.<\/p>\n
Goal 2, Strategy 4: Increasing social responsibility through cooperation and sharing of activities with external stakeholders.<\/p>\n
We did not complete the implementation of the work in Strategy 4 the action had to be undertaken with ADVETI’s participation of 10 programs and activities with stakeholders. The main reason is that working hours have become 100% remote due to the pandemic. The focus was more on the success and continuity of remote work and enabling employees to perform their tasks well within the new work system. The next step is to set a smart goal to double communication activities with partners by organizing a timetable for the implementation of the Strategy 4 next year, and the program includes additional activities for community participations that were not implemented with stakeholders previously.<\/p>\n
Table Two: Implications for Annual Work Plan<\/p>\n
Implications for Annual Work Plan<\/p>\n
Year<\/p>\n
Goal, Strategy<\/p>\n
Reasons Not Fully Implemented<\/p>\n
Year<\/p>\n
2017<\/p>\n
Goal 3: Attracting Emirati academic cadres with accredited qualifications to work at ADVETI.<\/p>\n
Goal 3, Strategy 1: Increasing the participation of Emirati nationals among teaching staff.<\/p>\n
We have planned this year in Strategy 1 to attract 5% of Emirati academic staff to work in ADVETI institutions. None of the applicants were accepted for non-fulfillment of the conditions. The reason is that they do not possess some skills, such as efficient communication in English. We developed a work plan that included a smart goal, which is to qualify and train Emirati cadres and provide them with the skills that qualify them to work at ADVETI. We have identified the needs of Emirati job applicants. We will implement the program this year. Strategy 1 will be implemented in the next year and citizens who applied to work as teachers will be accepted after completing the preparation and qualification program.<\/p>\n
Year<\/p>\n
2018<\/p>\n
Goal 4: Ensuring the quality and governance of financial resources and the optimal use of them in order to achieve productivity at work.<\/p>\n
Goal 4, Strategy 2: Stabilizing cost per student and align it with best national practices.<\/p>\n
With this goal, we planned to reduce the average cost per student (CPS) at ADVETI institutions by 2% annually. Strategy 2 focused on stabilizing the cost per student. During this year, we did not achieve this strategy due to the increasing in the number of students enrolled in ADVETI institutions, and consequently the increase in needs and the rise in the cost of each student, especially since each student was paid a sum of money as a bonus monthly. The next step we\u2019re going to do is developing a financial plan and a smart goal to rationalize money consumption and reduce the proportion of expenses in exchange for annual increases in student numbers. Strategy 2 was already achieved in the following year and we were able to maintain the required cost reduction ratio.<\/p>\n
Conclusion<\/p>\n
Continuous measurement of the results of planning will help the organization reinforce what is good and improve what is not working right. It also contributes to improving the utilization of resources, focusing them on what really matters, stopping fruitless initiatives and focusing efforts on goals that make a real difference.<\/p>\n
It is of utmost importance to inform the concerned parties of the developments and changes that are taking place in the implementation of the strategic plan even if they are repeated several times. Especially, if the matter is related to long-term operations that require everyone’s effort and their results do not appear until several years after implementation (Nelson & Public Library Association, 2009).<\/p>\n
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