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ومستوياتها\u003C\u002Fli>\n\u003Cli>أدوات التقييم: الاستبيانات والمقابلات ومراجعة الوثائق وتحليل الأداء\u003C\u002Fli>\n\u003Cli>التحليل الداخلي بنموذج McKinsey 7S\u003C\u002Fli>\n\u003Cli>التقييم الذاتي وفق نموذج EFQM وإرشادات ISO 9004\u003C\u002Fli>\n\u003Cli>تحليل الفجوات والأسباب الجذرية\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>تصميم خطة بناء القدرات\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n\u003Cli>ترتيب الأولويات حسب الأثر والإلحاح والجاهزية\u003C\u002Fli>\n\u003Cli>المزج بين حلول الأفراد والعمليات والأنظمة والهيكل\u003C\u002Fli>\n\u003Cli>البناء الداخلي أو الاستعانة بجهات خارجية\u003C\u002Fli>\n\u003Cli>ربط الخطة بالموازنة والجدول الزمني\u003C\u002Fli>\n\u003Cli>الحوكمة: الرعاية والمسؤوليات ولجان المتابعة\u003C\u002Fli>\n\u003Cli>إدارة المخاطر في برامج بناء القدرات\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>\u003Cstrong>الأفراد والمعرفة والتعلم المؤسسي\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cul>\n\u003Cli>تطوير الكفاءات للوظائف 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الاستراتيجية\u003C\u002Fli>\n\u003Cli>التمييز بين مستويات القدرة: البيئة التنظيمية والمؤسسة والأفراد\u003C\u002Fli>\n\u003Cli>تقييم القدرات الحالية باستخدام إطار نضج وأدوات جمع بيانات منظمة\u003C\u002Fli>\n\u003Cli>تحديد الفجوات الحرجة وأسبابها الجذرية وترتيبها حسب الأولوية\u003C\u002Fli>\n\u003Cli>تشخيص مظاهر الترهل الإداري واقتراح معالجات عملية لها\u003C\u002Fli>\n\u003Cli>تصميم خطة بناء قدرات متكاملة تجمع التدريب والعمليات والأنظمة والهيكل\u003C\u002Fli>\n\u003Cli>وضع خطة لنقل المعرفة من المستشارين والجهات الخارجية إلى الفرق الداخلية\u003C\u002Fli>\n\u003Cli>تحديد مؤشرات تقيس القدرة المكتسبة لا النشاط المنفذ\u003C\u002Fli>\n\u003Cli>تصميم آليات لتوثيق المعرفة وتثبيت القدرات في النظم والإجراءات\u003C\u002Fli>\n\u003Cli>عرض خطة بناء القدرات على الإدارة العليا مع الموارد والمخاطر\u003C\u002Fli>\n\u003C\u002Ful>","\u003Cul>\n\u003Cli>\u003Cstrong>القيادات التنفيذية:\u003C\u002Fstrong> مدراء العموم ومدراء الإدارات المسؤولون عن أداء جهاتهم\u003C\u002Fli>\n\u003Cli>\u003Cstrong>مسؤولو التطوير المؤسسي:\u003C\u002Fstrong> العاملون في التخطيط الاستراتيجي والتميز والتحول المؤسسي\u003C\u002Fli>\n\u003Cli>\u003Cstrong>قيادات الموارد البشرية والتدريب:\u003C\u002Fstrong> مدراء الموارد البشرية ومدراء التدريب والتطوير\u003C\u002Fli>\n\u003Cli>\u003Cstrong>مدراء البرامج والمشروعات:\u003C\u002Fstrong> المسؤولون عن برامج تطوير أو تحول مؤسسي\u003C\u002Fli>\n\u003Cli>\u003Cstrong>مسؤولو إدارة المعرفة:\u003C\u002Fstrong> العاملون في إدارة المعرفة والتعلم المؤسسي\u003C\u002Fli>\n\u003C\u002Ful>\n\u003Cp>يتطلب البرنامج خبرة إدارية أو إشرافية ومشاركة في مبادرات تطوير أو تحول مؤسسي. البرنامج ليس دورة تحضيرية لامتحان شهادة مهنية.\u003C\u002Fp>","\u003Cul>\n\u003Cli>تعريف القدرات المؤسسية المطلوبة\u003C\u002Fli>\n\u003Cli>تقييم القدرات ونماذج النضج\u003C\u002Fli>\n\u003Cli>تحليل الفجوات والأسباب الجذرية\u003C\u002Fli>\n\u003Cli>معالجة الترهل الإداري\u003C\u002Fli>\n\u003Cli>تصميم خطط بناء القدرات المتكاملة\u003C\u002Fli>\n\u003Cli>نقل المعرفة من الجهات الخارجية\u003C\u002Fli>\n\u003Cli>إدارة المعرفة والتعلم المؤسسي\u003C\u002Fli>\n\u003Cli>قياس القدرات المكتسبة\u003C\u002Fli>\n\u003Cli>حوكمة برامج بناء القدرات\u003C\u002Fli>\n\u003C\u002Ful>","\u003Cp>تطلق جهات كثيرة مبادرات لبناء القدرات، فتكثر الدورات والأدلة والأنظمة، ثم يبقى الأداء كما هو لأن القدرة لم تُعرّف ولم تُقَس ولم تُربط بالعمليات والهياكل. يقدم هذا البرنامج للقيادات منهجية عملية لتقييم القدرات المؤسسية وتحديد فجواتها، وبناء خطة تطوير متكاملة تشمل الأفراد والعمليات والتنظيم، وقياس ما تحقق فعلا.\u003C\u002Fp>","\u003Cp>يُختزل بناء القدرات في أحيان كثيرة في التدريب، أو في شراء نظام جديد، أو في تعديل الهيكل. وكل ذلك قد يكون ضروريا، لكنه لا يكفي منفردا. فالقدرة المؤسسية هي قدرة الجهة على أداء مهامها بصورة مستدامة، وتتوقف على تفاعل القيادة والاستراتيجية والعمليات والأفراد والمعرفة والموارد. وحين يُعالج جانب واحد ويُهمل الباقي، يظهر الترهل الإداري وتتكرر المبادرات دون أثر.\u003C\u002Fp>\n\u003Cp>يتبع البرنامج منهجية من أربع مراحل. تبدأ بتعريف القدرات المطلوبة انطلاقا من ولاية الجهة واستراتيجيتها، ثم تقييم الوضع الحالي بأدوات منظمة ومستويات نضج واضحة، ثم تصميم خطة تطوير متكاملة تحدد الأولويات والتسلسل والموارد، وتنتهي بالتنفيذ والقياس وتثبيت القدرات في النظم والإجراءات حتى لا تزول بانتقال الأشخاص.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>مرتكزات مهنية معترف بها.\u003C\u002Fstrong> يستند البرنامج إلى أطر راسخة في تقييم القدرات وتطويرها، منها نهج UNDP في تقييم القدرات وتطويرها، ونموذج EFQM للتميز المؤسسي، وإرشادات ISO 9004 لتقييم النضج والنجاح المستدام، ومفهوم مستويات النضج كما في CMMI، ونموذج McKinsey 7S لتحليل التوافق الداخلي، وإرشادات ISO 30401 لنظم إدارة المعرفة.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>قرارات يحسّنها البرنامج.\u003C\u002Fstrong> أي القدرات حرجة لتحقيق ولاية الجهة وأيها ثانوي؛ وأين يُستثمر أولا: في الأفراد أم العمليات أم الأنظمة أم الهيكل؛ ومتى يُبنى الاختصاص داخليا ومتى يُستعان بجهة خارجية مع خطة لنقل المعرفة؛ وكيف تُقاس القدرة المكتسبة لا النشاط المنفذ؛ وكيف يُحمى ما بُني من الضياع عند تغير القيادات.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>طريقة 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