Executive Education

• Harvard Kennedy School "Leading for the Future"
• The King Abdullah II Fund for Development, in association with Harvard Kennedy School hosts: “Leading for the Future: The Arab Region in a Changing World”, a unique Executive Education program. This program is designed for senior officials from Arab countries, representing the public and private sectors and civil society. It attracts the highest level of decision makers across the region, world-class faculty, and an outstanding curriculum, with the goal of building an enduring network of visionary leaders who share a common understanding and commitment to addressing themost challenging global problems. Participants in the program acquire knowledge, hone strategic skills, and develop networks through intense interaction. The academic curriculum relies heavily upon the case method pioneered at Harvard.

  Modules:

  • Leadership
  • Public-Private Partnerships
  • International Economic and Trade Policy
  • Negotiation and Decision Making
  • Political Dynamics and Public Policy

Public Sector Training

• KAFD – IDG
• KAFD, in partnership with the Inspirational Development Group (IDG), annually offers the Civil Service Development Program for middle management in the public sector. The training was attended for the first time in 2010 by25 public sector employees. It aims at enhancing public sector officials’ performance in key areas of management, policy formulation, and leadership development. This will enable them to drive the agenda for socioeconomic development in Jordan through innovative approaches and cross-departmental strategies. The program targets mid-level managers and seniors from across the government with a minimum of 8 years of experience.

  Training Modules:

  • Management Skills and Policy Formulation
  • Presentation and Influential Communication Skills
  • Leadership Training: takes place at the Royal Military Academy, Sandhurst

  Group Projects: Participants are divided into groups. Each group is tasked to select, plan, and implement a project that has developmental contributions to the Kingdom. The aim of the project activity is to provide participants with the opportunity to develop their teamwork skills, apply and transfer skills learned in a practical activity, and contribute to the benefit of the Kingdom.

   

  About IDG
  The Inspirational Development Group offers first-class training designed to transform the behavior of individuals and teams, and lead to sustainable change within an organization. IDG offers a wide range of bespoke Leadership Development programs centering on the interlocking areas of Leadership, Followership, and Partnership, to produce accomplished leaders who are also highly skilled team players.

  The high-level programs are led by facilitators from the business, sporting, and military arenas, and are enhanced by IDG’s unique partnership with the Royal Military Academy, Sandhurst, where part of the training is delivered. IDG also provides training in more than 20 countries worldwide.
  (www.inspirationaldevelopment.com)

  The IDG and Royal Military Academy, Sandhurst,Partnership
  lDG enjoys an exclusive partnership with the Royal Military Academy, Sandhurst. Since 2001, IDG has maintained a permanent presence at the academy, where part of the IDG training has been held. The Royal Military Academy, Sandhurst, has been widely acknowledged as a global center of excellence in leadership development for over 200 years. IDG has access to the academy’s experience in developing leaders to deliver results and perform under pressure.
   

• Junior Public Sector Employees Training (Learning to Serve)
• KAFD, in partnership with the Jordan Career Education Foundation (JCEF), is offering the junior public sector employees training sessions titled “Learning to Serve”. The training aims to increase the effectiveness of entry-level public sector employees with 0-5 years of experience. Furthermore, Learning to Serve is designed to ensure sustainable performance improvements and to guarantee employees’ career growth within the public sector.

  Learning to Serve is comprised of two phases; the first phase is held on Public Administration and led by New York University's Wagner School of Public Service Capstone Team. The second phase is conducted on Soft Skills and Public Service. JCEF and its affiliate the US-based Education for Employment Foundation (EFE) designed an award-winning and customized soft skills curriculum to be adopted throughout the training. Learning to Serve is offered twice a year to 25 employees from several ministries, public institutions, and quasi-governmental organizations.

  Public Administration Training subjects address challenges and opportunities in public administration systems, including administrative and organizational structures, decision-making, planning, budgeting, policy development, analysis, implementation and evaluation, the challenges and opportunities regarding governance, inter-governmental relations, and ethics.

  Soft Skills and Public Service Training is designed to help junior public sector employees utilize soft skills in the workplace to best help them achieve their public service mission. Topics include: time and stress management, goal setting, effective organizational skills, dynamics of effective teamwork, Interpersonal communication skills, and leadership skills. Additionally, employees will learn the importance of the responsibility that follows taking the initiative, being precise, and making decisions. Furthermore, this training will build on the development of personal and professional ethics and empower employees to take pride in their work and develop a standard of excellence among public sector employees.
   

• Retired Military Servicemen Training Program
• In the area of self-development, this program has been designed to develop the skills of ex-servicemen in the area of information technology. The program has been launched to boost their computer literacy and improve their productivity. By achieving these goals, the initiative would in turn help this important segment of the Jordanian population secure new employment opportunities; thus, it would enable them to participate in the knowledge economy. During the year 2002, and through such efforts, KAFD had financed the training of 1800 ex-servicemen, while an additional 1500 had been expected to participate in various programs during the following year.