The document outlines a 5-day intensive bootcamp for leaders of vocational training institutions in Bahrain. The bootcamp, led by experts from the US, aims to help training leaders support Bahrain's national goals of developing skills and transitioning to a knowledge-based economy. Participants will learn about strategic planning, workforce trends, quality standards, and client relationship management to strengthen their institutions. The interactive bootcamp involves presentations, activities, and assignments designed to shift the focus of Bahrain's professional training to higher quality.

1. Training Institution Leaders Bootcamp
(TILB)
Standards and Skills for the Owners, Leaders, and Senior
Managers of Professional
Vocational Training Institutions
Institute of Professional Managers (IPM), represented by its local training partner
Gulf Pros Training Centre (GPTC),
Bahrain and its University partner, the Management Development Institute (MDI) at
Missouri State University ( MSU ) USA

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Overview
The government of the Kingdom of Bahrain has laid out a strong vision for the next fifteen years. With regard to its
workforce, Bahrain’s goals are clear:
· Shift from an economy built on oil wealth to a productive, globally competitive economy, shaped by
the government and driven by the private sector
· Build an economy that creates a Bahraini middle class with good living standards through increased
productivity and high-wage jobs
· Drive economic growth with increased productivity in the private sector and by training Bahrainis to
become the employee of choice for innovative companies
· Achieve by 2030 that businesses in Bahrain will have caught up with the world’s leaders in produc-
tivity; that competitiveness be defined by productive, high-wage employment for Bahrainis and not
low-cost expatriate labor
Value Proposition
To achieve the goals, Bahrain needs to develop young leaders in its Training Institutes/Centres, and to further refine
the talents of great leaders already working in the professional and learning development fields.
By conducting five days intensive workshop in a “Bootcamp” style, we believe that the objectives, curricula, inter-
active learning and intensive study will shift the quality focus of Bahrain’s professional development training much
higher in a short amount of time. We ultimately believe that the Kingdom will benefit almost immediately as Training
Institute and Training Centre leaders put their ideas to work in their own organizations.
Alliance Providers
· Institute for Professional Managers (IPM) www.ipm-edu.net
· Gulf Pros Training Centre (GPTC) www. gptc.edu.bh
· Management Development Institute (MDI) at Missouri State University www.mdi.missouristate.edu
· Bahraini Ministry of Labor (MOL)
Workshop Learning Objectives
1. Understand the five Executive Core Qualifications (ECQs), and personal assessments against (ECQs); and
KPIs, benchmarks, and development for the coming six, twelve months.
2. Differentiate between the strategic planning role and operations management process role at the Training
Institutes/Centres.
3. Explore the National Qualification Framework (NQF), its principles and objectives; and the relation be-
tween quality assurance and program curriculum, learning objectives, assessment methods and assessment
criteria.
4. Planning the future of the business in relation to the local skills gap and future KSA in the marketplace;
research international accreditations to add value and business opportunities.
5. Understand strategic planning and interactive vision and strategic tactics and scenarios, and enable leaders
of the Training Centres/Institutes to respond promptly to business opportunities and public tenders.
6. Learn how to choose from various internationally recognized certifications and how to partner with interna-
tional educational institutions.

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7. Explore the potential for the leaders of the Training Institutes/Centres to drive change.
8. Understand the role of the Training Institutes/Centres Leaders in collaborating with the local authorities to
review and develop the training and learning industry further to suit the work environment’s special needs
and bridge the identity gaps.
9. Explore the new methods of staff motivation, and best practices in staff communication.
10. Learn the best practices of encouraging the Key Account Clients, Loyal clients, and prospect, to share their
needs, and training and development requirements at strategic level with the Training Institutes/Centres.
11. Explore ethical matters in managing Centres or Institutes, and understand the importance of making ethical
decisions and practices.
12. Understand how to link employees and department heads with line managers’ performance and business
planning
13. Develop a deep comprehension of Training Centre accounting, strategic budgeting and resource planning.
14. Implement the KPIs and Performance management processes and review minor (monthly), and major
(quarterly), and re plan the business objectives.
15. Understand how to monitor the business achievements in monthly basis, modify the needed alterations and
(option B.)
Materials and Curricula
· Educational Leadership and Management: Developing Insights and Skills, 1st Edition;
Marianne Coleman, Institute of Education, University of London
Derek Glover, ©2010, ISBN-13 9780335236091
· ISO 10015:1999(E) Quality management — Guidelines for training
· Additionally,Instructorswillprovidearangeof educationalresourcesfromtheirprofessionalmaterial
includingcasestudies.

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Bootcamp Timing, Duration and Venue
Time: 0800-1750 hours (Five days)
Date: TBD 2015
Venue: One of the finest hotel in Bahrain
TNA Interview: Willing participant to undergo a “Training Needs Assessment” (TNA) via Skype Interview, to be con-
ducted by Management Development Institute (MDI) - Missouri State University (MSU),
USA
Program Fees: BD Two Thousand Four Hundred (BD 2،400/=)
Pre-Assignment
Each participant will produce a 500 word written assignment (details of the assignment will be sent via email); an oral
presentation (5 PPT slides); and one YouTube video (3-5 minutes). These will be due from each participant on the first
day.
Role Play and Activities
An average of five (5) activities daily; participants will be requested to work overnight in peer and group works and
assignments.
General Recommendations for Participants
1. Instructors must arrive one day early to Bahrain to overcome jetlag.
2. Eat light, healthy food and keep fit; avoid using drugs as sleep aids.
3. Delegate as much work as possible to assistants. Participants will have very limited amounts of time
to carry out normal business obligations while in the Bootcamp.
4. The workshop will demand full energy and commitment--be ready.
5. Inform the Trainees Care Unit of any medication and special needs in advance.
6. For Internet and Wi-Fi, please refer to hotel instructions. Laptops or iPads are suggested.
Program Outline
Day 1: Synthesizing National Goals, QQA Standards and Your Organization’s Vision
· Introduction and H&S introduction and procedures of the State Law
· Housekeeping
· Session plan review and confirmation
· Tools, materials, and website access confirmation (IT setup)
· Learning Objective 1-3 review, plan, and discussions and reflection
· The Five (ECQs)

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· Guest Speaker Presentation
· Role play one and presentation (team)
· The difference between planning and administrative operations processes.
· Activity two, three (conduct and discussion) and final summary
· Overnight assignment (discussion)
· Balanced ScoreCard and KPIs
· Case Study – Transformation of Singapore
· Sum-up day one
Day 2: Understanding Workforce Trends, Skills Gap Analyses and the Training Institute/Centre as Change Agent
· Reflection on day one knowledge (KSA)
· Overnight activity presentation and discussions
· Learning outcomes 4-6 review
· Skills Gap identification process
· Work place changes
· Regional and global trends
· Guest Speaker Presentation
· Latest KPI’s in TNA and skills Gaps best practices
· Recommended good software and electronic template to conduct TNA
· Personal Performance Assessment (PPA) software
· Linking skills gap to market needs and business requirements
· What are best market indicators to identify current and future market jobs and plan the (KSA)
· Training Centres/Institutes role in analyzing, understanding the market needs and skills gap and work
jointly with International accredited entities to provide dynamic training solutions.
· Overnight assignment (discussion)
· Outdoor role play
· Sum-up day two
Day 3: Creating Vision and Refining Mission to Advance Training Quality and the National Framework Goals
· Reflection on day two knowledge (KSA)
· Overnight activity presentation and discussions

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· Learning outcomes 7-9 review
· Guest Speaker Presentation
· Why NQF is needed
· What are the pros and cons of NQF?
· Who will administer the NQF?
· What a professional curriculum looks like; content and development processes
· Basic qualifications to be curriculum specialist, controller
· Steps on qualifying a program level and credit hours
· Understand the linkage between learning outcomes, the assessment criteria and assessment methods.
· The appropriate verbs of the learning outcomes, and objectives
· Activity, role play and presentations discussions
· The vision as journey and mission as destination in the strategic planning
· Case studies – SAP Transforming Companies
· Strategic management, guidelines for effective strategic management
· Pitfalls of Strategic management
· Characteristics of Mission statement
· Writing and evaluation Mission statement
· Communicating the Vision, Mission and Strategic business objectives
· Budgeting and planning
· Firm evaluations
· External and Internal firm assessment and benchmarking
· The competitive profile matrix (CPM)
· Johnson and Johnson Case study
· Strategic in action
· Overnight assignment (discussion)
· Outdoor role play
· Sum-up day three

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Day 4: Defining, Creating and Implementing a Strategic Culture that Rewards Excellence
· Reflection on day three knowledge (KSA)
· Overnight activity presentation and discussions
· Learning outcomes10-12 review
· Leadership in General
· Guest Speaker Presentation
· Head of Training Centres/Institutes leading the change
· Managing resistance to change internally and externally
· Restructure and reengineer main role of the Centre/Institute leader
· Creating strategy supporting culture
· Training sectors main players, who are they, their role and power level, how to work with them col-
laboratively and positively.
· What are the training segment business barriers how to overcome them, how to amend the strategic
planning to cater for these changes
· The best model to facilitate excellent quality training operations
· Case Study - Google
· Overnight assignment (discussion)
· Outdoor role play
· Sum-up day four
Day 5: Client Relationship Management, Business Forecasting and Strategic Budgeting
· Reflection on day four knowledge (KSA)
· Overnight activity presentation and discussions
· Learning outcomes 13-15 review
· Guest Speaker Presentation
· Motivation and incentive
· Internal and external best practices on excellent communications
· How to listen your internal and external clients
· Listening skills (basic and advanced) levels

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· Activity and role play
· Key Account management
· Your Key Account list and how to increase it
· Qualifying your Key Accounts
· Performance and KPI’s best practices
· The performance assessment process and overall observation of results achieved
· Role play and team activity
· Costing and breakeven
· Profit percentage
· Business forecasting
· Results monitoring
· Closing the month/quarter/semi-annual and annual
· Overnight assignment (discussion)
· Sum-up day five
· General evaluation and next plan
· Overall sum-up and Networking Reception.
Trainer Profiles (USA)
Scot Scobee, BS, SPHR (Organizational Development and Training)
Mr. Scobee is the Human Resources Director with SRC Heavy Duty. Scot is a seasoned business administration and
human resource professional with over 20 years of experience with a special emphasis in compensation, performance
management, conflict resolution, strategic planning, workers’ compensation, safety and training and development.
Scot has held upper management positions with profit and non-profit organizations in manufacturing, hospitality and
charitable giving.
Scot is an enthusiastic trainer able to deliver high impact training to front-line, mid and senior level employees.
Scot has designed and delivered multiple management and safety programs resulting in cost reduction and perfor-
mance improvement success across several disciplines including orientation programs, performance management,
effective interviewing, employment law and supervision. Scot has a special aptitude in synthesizing complex employ-
ment law situations and implementing effective strategies that work. Scot holds a B.S. degree in Human Resource
Management from Missouri State University.

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Mike Osredker, MBA (Executive Leadership)
Mr. Osredker is a senior executive with Sprint, a big three American telecom company. Since 1992, Mike has
demonstrated the ability to build successful teams and organizations to pursue the most challenging objectives related
to business expansion, shifting strategic direction and changing market dynamics. He adeptly coaxes optimum team
performance through a facilitative leadership style and balanced decision-making.
Mike has worked in large companies both in the US and overseas and started and run a small business in the role of
entrepreneur. His experience in such a wide range of client, business and cultural environments has enabled him to
effectively facilitate courses focused on understanding global markets, capturing opportunities and managing cultural
differences.
He has served as a mentor to executive MBA program participants, sharing his management and leadership experience
to advance their understanding of classroom material.
Mike served as a consultant for several international telecom joint ventures in Canada, Israel, and Brazil. He was
Chief Marketing and Operating Officer for a Brazilian telecom joint venture, and led the team responsible for prof-
itably doubling revenue to US$400 million in 18 months. Mike also structured the development of Middle Eastern
holding company providing technical support and intellectual property access for certain telecommunications assets
Portfolio
· Implemented strategic and operational growth initiatives to double revenue and scale for a Sprint telecom.
· Revamped product portfolio to capture access to new technology and services – US tech services
· Planned and concluded ultimate approach for service expansion – International telecom
· Repositioned market focus, retooled product and market approach – International telecom
· Aligned go-to-market and product and distribution strategy for a US consumer products company expanding
to international markets
· Planned and executed market growth strategy for US-based international management consulting fir
Randy Will, MBA (Strategic Vision and Planning)
Randy G. Will, President and Founder of RG Will Solutions, LLC, is an Organizational Development professional
with over 20 years of experience in industries throughout North America. He has worked with healthcare, financial
services, advertising, education and manufacturing organizations designing, developing and implementing programs
in Leadership, Human Resource Management, Lean, Six Sigma and Organizational Change.
As a change agent Randy provides perspective to individuals and organizations that are caught up in the churn of to-
day’s business climate. He is a proponent of Authentic Leadership and is currently writing a book on the subject.
As a training and development leader, Randy has facilitated many successful workshops that captivate his audiences.
Randy is a highly-rated speaker on a variety of topics and uses humor and life experiences to entertain and educate his
clients.
Most recently Randy was a guest speaker for the Springfield Area Human Resources Association’s 2014 Fall
Conference.

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Randy received his B.A. (Business and Communications) and his M.B.A. from Drury University. Randy has also
achieved his SPHR (Senior Professional in Human Resources) certification and is a certified facilitator for both the
FranklinCovey and Blanchard training organizations.
Randy currently serves on the Springfield Downtown Kiwanis Board and supports the United Way of the Ozarks as a
volunteer. Randy is married to Kim Hopkins-Will and they have a son, Chase. Randy resides in Springfield, Missouri.
John Gambon, Ph.D. (Organizational Behavior and Assessments)
Dr. Gambon has been a Professor with Ozarks Technical and Community College in Springfield, Missouri, since 1991.
He holds a Ph.D. in Organizational Psychology and a Master’s Degree in Industrial Psychology. In addition to teach-
ing, he has worked as a consultant with area businesses for the last 18 years. His consulting has included the develop-
ment of training programs, employee policy manuals, conducted job analysis, performance assessment implementation
and assisted companies with Federal Medical Leave Act (FMLA) issues. Dr. Gambon has consulted with manufactur-
ing firms, food service organizations, a gaming corporation and non-profit organizations. Dr. Gambon also consults as
a subject matter expert in civil litigation and as an expert witness in criminal trials.
George Schmelzle, CPA
George Schmelzle is a professor of accounting in the Missouri State University School of Business. He teaches cours-
es in managerial accounting, financial accounting, advanced topics in managerial accounting, and accounting informa-
tion systems.
Professor Schmelzle has been with MSU College of Business for nearly 10 years. His primary research areas include
behavioral issues in accounting, financial reporting, accounting education and motives for vertical integration. He
has been published in many academic and professional journals including Strategic Finance, Management Accountant
Quarterly, Management Accounting, Journal of Cost Management, Journal of Case Studies, and Accounting, Business,
and Finance History. He is also a frequent presenter at the American Accounting Association National meeting. In
addition to his work at the MSU College of Business, Professor Schmelzle has taught in China at Missouri State’s
Dalian campus. He has done consulting work at ITT Automotive in the area of target costing and he has also been a
consultant for numerous small businesses. Professor Schmelzle has won several awards for his research.
Professor Schmelzle is the co-advisor of the award winning Theta Pi chapter of Beta Alpha Psi. He is also a member
of the Faculty Senate and he has served in a number of leadership positions for the Institute of Management Accoun-
tants, the Society of Case Research, and the North American Accounting Society.
Professor Schmelzle received his Bachelor of Science in Accounting at Southern Illinois University, his Master of Sci-
ence in Accountancy from the University of Missouri-Kansas City, and his Doctor of Philosophy in Accountancy from
the University of Mississippi. Professor Schmelzle’s C.P.A. is from Illinois (inactive).
Dr. Adel Sadek, MBA (Training Center Leadership)
Dr. Sadek graduated from the Faculty of Pharmacy (Egypt 1986) and then he obtained an Executive Management
Diploma (Cairo 2002), an Executive MBA (France 2008) and International Certified Trainer (Cairo 2010).
Dr. Adel occupied a lot of pharmaceutical positions such as Medical Representatives, Sales Supervisor, Deputy Pro-
motional Manager, Regional Sales Manager, Sales and Marketing Director, and Field Force Outsourcing Manager.
Dr. Adel directed his career to the field of training and he became the General Manager of MERL Training Centre. He
has an average of 600 working hours per year represented in Service Excellence, Customer Relationship Management,

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Assertive Communication Skills, Tele Sales, etc. covering Egypt and all Middle Eastern regions including Lebanon,
Syria, Algeria and the Gulf Area.
Jeffrey Schmedeke, MPA (NQF, ISO 10015, Public-private Cooperation)
Mr. Schmedeke is the Assistant Director of the Management Development Institute at Missouri State University. The
Institute provides a cutting edge array of management training including project management, leadership and profes-
sional certifications. His current work spans account management, strategic planning, marketing and program devel-
opment. Previously, Jeffrey was a management consultant and program manager with twenty years of experience with
federal and state governments, as well as private enterprise. He provided comprehensive project management; issues
management and strategic communications; industry analyses; business development; and building stakeholder net-
works. His CV also includes fourteen years of integrating information systems into organizations on business process
re-engineering projects.
Jeffrey started his career as one of the first policy advisers for the Illinois World Trade Center at Chicago. In this
role, he was responsible for building networks of stakeholders to develop export markets for small and medium sized
businesses in the State. He was also responsible for promoting education policies to “internationalize” the curricula of
Illinois schools. His company portfolio includes managing US projects from coast to coast and in Puerto Rico. He has
worked with many large firms including LPL Financial Services, Chicago Title and Northrop Grumman as well as the
US Department of Labor and the Centers for Disease Control and Prevention.
Jeffrey holds a Master of Public Affairs degree in Global Development from the University of Minnesota-Twin Cities
and a Bachelor of Arts degree in Political Science from Millikin University, Decatur, Illinois.

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Guest Speaker (One Speaker/day)
National Authority for Qualifications and Quality Assurance of Education and Training (NAQQAET)
. (Name to be advise)
QAA
. (Name to be advise)
NQF
. (Name to be advise)
Economic Development Board (EDB)
. (Name to be advise)
High Council for Vocational Training
. (Name to be advise)