Philosophies and Realities of Delivery

 

The diverse technical and managerial expertise had amazingly exposed remarkable multicultural, multipurpose and multidimensional work environments.

The vision on PMO/Portfolio Management (Corporate, Project and Enablers) addresses the grassroots (Scope, Time and Cost) to assure a comfortable success (Performance/Quality) rather than the controversial definitions of both targets and deliverables. On parallel, the advanced managerial themes are extremely effective to elevate the performance:

Firstly; Neo-Director is a Mentor and/or a facilitator rather than an expert. Staffs are the mighty energetic delivery engine; who require continuous incubation, benchmarking, growth, and control.

Secondly; Strategy is set in Synergy to capacities and business/commercial vision; not for quick wins or temporary trends. It sustains the fine balance between visionary propositions and factual statistics.

Thirdly; Board of Directors, Trustees, or Management should solely be a catalyst for corporate growth, business sustainability and transparent accountability. Ideally; the safety gear between Management of Corruption and Corrupted Management.
Fourthly; Urbanism is the Critical Economic Driver; while civic growth is the guardian on scope. The use of Audit and Control tools should associate good governance and Legitimization.

This approach is based on four principles, associated with typical management knowledge zones and practices:

Scope Verification and integration across technical, financial and legal platforms
Delivery Control by conditions precedent, KPIs, and RRM
Procurement Control by procedures enforcing efficiency, compliances and competences
The sacred trio formulas of Legal, Financial and Technical compliances and gauges

During the last few years, both government and business endeavors were packed by eloquent statements; yet could not establish sanctuaries against market extremism and communications violence.

Confronting the Inadequate supply, breaking the cycles of urban frustration, restructure the financial immaturity, and restoring both public and professional confidence; are the imminent road mapping for any strategist, planner and/or executive.
The Management tools are a blessing to assess and motivate the team to deliver, not to suppress and terrorize. Human depth tells how staff are equal, yet some are distinct..

REFERENCE

Management in all business and human organization activity is the act of getting people together to accomplish desired goals and objectives. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

Mary Parker Follett (1868–1933), who wrote on the topic in the early twentieth century, defined management as the art of getting things done through people. She also described management as philosophy. One can also think of management functionally, as the action of measuring a quantity on a regular basis and of adjusting some initial plan; or as the actions taken to reach the intended goal. This applies even in situations where planning does not take place. 

From this perspective, Frenchman Henri Fayol considers management to consist of seven functions: Planning, Organizing, Leading, Co-ordinating, Controlling, Staffing and Motivating. Towards the end of the 20th century, business management came to consist of six separate branches, namely:

• Human resource management
• Operations management or production management
• Strategic management
• Marketing management
• Financial management
• Information technology management responsible for management information systems

The Procurement Quest

Despite the common perception of procurement as tools to obtain best prices for the intended service or products, the efforts of professional community to elevate the practice is almost fruitful.. Since the World Bank Declaration on Procurement in 1995, both professional and academic syndicates had intensively collaborated with the business one to develop workable frameworks and policies. Today; Procurement Management is wider knowledge zone, with lots of protocols and guidelines that are collectively indispensible for the better performance of business and delivery..

Regretfully, among underdeveloped regimes, political corruption, favoritism and immature administrations are nurturing the incompetence of procurement practices. Both greed and fortune-making are prime causes for procurement misconduction in the developed countries, hidden within many social and cultural patterns.. This is why the political empowerment and enforcement are indispensably critical for proper procurement practices..

Procurement Processing Design and updating are professional necessities rather than optional or temporary practices. Typically, these practices confront many of sociocultural and behavioral obstacles that would only survive by senior management support, corporate culture and CSR framework.

The value of adequate procurement exceeds the PR image of the organizations to their long term productivity, profitability and sustainability. Management of liaising, analysis, associated risks and processing is interpretation of executive competences rather than track records. Eventually; Procurement is not a rocket science, but a rocket launch; therefore, it is a continuous learning curve for both staff and managers.

My own genuine interests in legalities and contracts had enabled me to structure my own versions of professional contract for soft services. The core element was the correlation among scope, delivery and terms of payments, which had particularly corresponded in parallel to the complex development projects.

My professional contributions in procurement were holistic, strategic and tactical. My competences in Procurement Planning, Governance and Delivery were always great assets to turn business perspectives into workable realities. My interests were always about bridging between Scope and Delivery and merging Purpose and Functionality, while securing integrity rather than correct misspells. This had added lots of value for my roles in TECOM & DIFC of Dubai, and Medini of Malaysia.

So Many Questions..!

Yes; Dubai is an urban phenomenon with many questions to be answered..

Certainly, the petrodollars had provided a big share in making Dubai.. yet; along with skillful traders, peaceful populations and ambitious leadership.. Who were extremely successful to attract Professional Expat, Migrant Professional & Laborers and Business Leaders from allover the world..
Almost no other City could done the same..!

To answer the questions, you need to dig deeper within Dubai and understand the mechanisms that drive it and had made its brand.. There are lots to comprehend behind the stories of pleasure and misery.. 
Not all the fantasies and nor all the suffering are common..

Dubai has the right to explore and build its own learning curve; like any other city.. All metros had sacrifices, losses and achievements across the time and history.. 

Why denying Dubai to learn its own way..?

Dubai's various achievements are notable and unprecedented.. There are also price of all types that commonly known everywhere else.. Glories of open market and trade are coming hand-in-hand with lower layers of earners, who, despite the odds, had found better conditions that are not available in their native communities.. 

Media and Social media are seeking utopian fantasies for many reasons and purposes apart from the fairness for cleaners of restrooms or the helpers in construction sites..!!

It seems many are jealous from Dubai, or envy its glory which they wish to imitate, yet can't.. This the Dubaian Phenomenon that hard to repeat..!

We have to be knowledgeably fair

Video by Adam Something

The worst of urban planning and capitalism, plus some slavery for good measure. Welcome to Dubai, everyone. Check out my Patreon tiers: https://www.patreon.com/adamsomething

Real Estate Cycle

The Real Estate is one of the most vibrant and sensitive among economic industries.. It incubate many details and trade with most industries, yet represents a true Gauge of the economic environment.

Real Estate is the oldest fashion in Mankind history, where owning properties is an expression of wealth and attributed authority and mightiness. Both Authority and Business phenomenon were established on Assets and Properties; which had also synchronized the transformation of Humane civilization from Farm-based into City-based. 

Built-Properties would evolve through fluctuating peaks of appreciation and depreciation of value. This Time-based syndrome had initiated and controlled the behavior of trade and markets, and still do. It represents dreams and realities of the Human-being as an attributes of his life cycle. Therefore, the Real Estate Cycle would replica the Humane one.

Despite the fact that Real Estate is a financial practice, yet it feeds, inspires and affects many industries and trades by it complex and comprehensive supply chain. More than 35% of GDP in any society are linked to Real Estate in a way or another. In addition, the direct human resources in construction industry would exceed 15%.

معارك الحفاظ على التراث

لعل الحفاظ على التراث هو أحد ميادين المعارك الغير معلنة ، بين قوى الحداثة والتجارة وبين مغاوير الحضارة والتحضر وبرغم بساطة التعبير ، فإن العلماء مشهود لهم إدراك بساطة الابتكار والتراكيب الانسانية أمام تعقد الخلق والمخلوقات والارادة الإلهية ويصعب علي التعبير عن الامتنان لاستاذي الفاضل ، متعه الله تعالى بالصحة والعافية

Perhaps preserving the heritage is one of the undeclared battlefields, between the forces of modernity and trade, and between the guerrillas of civilization and urbanization..
Despite the simplicity of the expression, scholars are known for their awareness of the simplicity of innovation and human structures in front of the complexity of creation, creatures and the divine will..
It is difficult for me to express gratitude to my virtuous professor, May God bless him with good health

A FM Era..!

 

It strongly seems we are entering (2020) a MENA era for critical Facilities Mgmt Biz.. Similarly; how it was 15 years ago, an era for (the fading) Project Mgmt Biz.. Both interprets the quest of the ultra-advocacy to form alliances; including the skillful biz-boards of  polarizing professional (supposedly governing) bodies.. 

The banner of bilateral-support-business strategy is not new, and been used by several disciplines.. Yet, vision, rationales and resilience will make the sustainable impacts and differences..

Generally, the current immaturity of Built Environment Sector (BES) is not an easy to disrupt or evolve within few decades.. We have to be patient; yet epistemically, professionally and structurally realize the challenges and gaps in the Body of Knowledge (BOK); if any..!

Are the engineering-affiliated professionals ready for..?

While Construction Delivery is a combined Engineering and Contractual process; the (failed) PM Service should handle both decommissioning of EPC and  commissioning process of FM Service.. This process is not engineering but contractual liabilities; whereas engineering testing and conformity are the feathers..

the (enthusiastic) Integrated FM is more than an engineering service; therefore engineers are just handful of its leadership and populated resources.. However, the lack of a global BOK hurdles the evolution of FM, as no final definition of scope, roles or delivery structures..

Are RE/Property Mgrs ready to lead the evolution as elsewhere..?

***************

N.P.; I understand that Inaya-FM was launched at 2008, lately expanded beyond their contracted 5000 properties..!!

I strongly value the role of Nishant Ravindran; who had founded and led the Inaya-FM till date.. well done buddy..!

View Nishant Ravindran’s profile

World Heritage Sites 2021

 

The 44th session of the World Heritage Committee ends today July 31st, and between 2020 and 2021, a total of 33 new properties have been added to the list.

As shown in our chart, Europe is still by far the region with the most UNESCO heritage sites by being home to 503 of either cultural, natural or mixed importance.

https://www.statista.com/.../unesco-world-heritage-sites.../

After the annual announcement of new sites by the UNESCO board, Italy now boasts 58 world heritage locations.

With this, Italy pulls ahead of China. Formerly head-to-head at 55 properties each, China could only add one site - the Song-Yuan era Emporium of the World in Quanzhou - leading to a total of 56 properties for the country.

What is Facility Management in 2021?

 

https://www.fm-house.com/en/what-is-facility-management-in-2021/

June, 2021

The answer should be straightforward, since an international standard, ISO 41011, which defines FM perfectly, has been in place since 2017. The difficulty arises when more than 55% of professionals in the sector state they are unfamiliar with this series of regulations. This issue is addressed in the report “FM awareness survey 2021” with over 2,300 responses from 89 countries. The rate of nescience may exceed 90% globally, if we take into account, firstly, that the channel used was LinkedIn, where we often mention the progress of standardisation work, and secondly, that there are thousands of professionals who are not on this network, and who are probably not even conscious of its existence.

My house, my rules

To understand what Facility Management is in practical terms, despite there being a standard definition, one must bear in mind that it depends on how it is interpreted and above all how it is applied. This is invariably dictated by each company, depending on its line of business and the knowledge it has of FM at a decision-making level.

Concerning the sector, it will always be more common to see it implemented in corporate office spaces rather than in industrial environments, although FM can be applied in all realms. These can include education, shopping centres or healthcare real estate. The focus will be different in every case, but there will always be a more or less advanced FM model.

The scope of knowledge that each firm, or rather each general manager, has of FM will determine which services remain in the area, what it is called or to whom the department reports following company hierarchy. This knowledge can also influence how services are grouped or ungrouped, the resources assigned to them and how competencies are distributed, executed in the same way as with the structure of other departments in the organisation.

Environmental influence

Not everything depends on the company itself when it comes to the size of the department and the activities within the Facility Management area. The degree of maturity of each country is a determining factor. We work with more than 20 indicators to measure how advanced a market is, but in this case, those that best apply are legislation, the existence of suitable suppliers and the relevance of international companies which can establish a roadmap with their models. Whether the country has participated in the standardisation process is also factored in, since this may have helped spread the message among local industry professionals.

All this means that the way Facility Management is implemented may be different in two similar companies, even if the official definition of the discipline is the same. That will be the starting point for each firm, and one it must be aware of if it wants to evolve towards more advanced models. On that account, it is important to take all these factors into consideration.

What will become of Facility Management?

This is a difficult question to answer. After the recognition achieved through the pandemic, we must not be sidetracked by simple flattery during what is now known as “the fourth wave”. Technology is the future but for the time being, FM is not technological. That is not to say that suppliers are not laying the groundwork, which they are. The question is, who is going to make the decisions in companies? The scope and competencies covered by FM will not cease to exist, but the name and the professionals as we know them may. In this regard, universities and Facility Management courses fail to provide sufficient training. If the future of our profession currently lies in lecture rooms and other learning spaces, when these students finish their studies there will be others who are better prepared and who will occupy positions that require knowledge that the former have not acquired. It would not be the first time that the IT department, or until recently the computer science department, has overtaken us without us noticing.

Training of Federal Buildings Personnel

It is always thrilling to read about how the bills of the Public Laws are initiated, scrutinized and approved.. Western Europe and North America are products of the great Roman Legislation vision and applications; which had taken into consideration the optimum circumstances of Government, People, and Assets.. Certainly, we learn a lot from them, especially when compared to our underdeveloped systems..
The following is the Public Law organizing the operations and maintenance of the federal buildings.. All Government is the leading example.. Notably; how professional societies and industry associations are consulted along the process..

Public Law 111–308 111th Congress 

An Act To provide for the training of Federal building personnel, and for other purposes.
Be it enacted by the Senate and House of Representatives of the United States of America in Congress assembled, 

SECTION 1. SHORT TITLE.
This Act may be cited as the ‘‘Federal Buildings Personnel Training Act of 2010’’. SEC. 2.
TRAINING OF FEDERAL BUILDING PERSONNEL.

(a) IDENTIFICATION OF CORE COMPETENCIES.—
Not later than 18 months after the date of enactment of this Act, and annually thereafter, the Administrator of General Services, in consultation with representatives of relevant professional societies, industry associations, and apprenticeship training providers, and after providing notice and an opportunity for comment, shall identify the core competencies necessary for Federal personnel performing building operations and maintenance, energy management, safety, and design functions to comply with requirements under Federal law. The core competencies identified shall include competencies relating to building operations and maintenance, energy management, sustainability, water efficiency, safety (including electrical safety), and building performance measures.

(b) DESIGNATION OF RELEVANT COURSES, CERTIFICATIONS, DEGREES, LICENSES, AND REGISTRATIONS.—
The Administrator, in consultation with representatives of relevant professional societies, industry associations, and apprenticeship training providers, shall identify a course, certification, degree, license, or registration to demonstrate each core competency, and for ongoing training with respect to each core competency, identified for a category of personnel specified in subsection (a). 

(c) IDENTIFIED COMPETENCIES.—
An individual shall demonstrate each core competency identified by the Administrator under subsection (a) for the category of personnel that includes such individual. An individual shall demonstrate each core competency through the means identified under subsection (b) not later than one year after the date on which such core competency is identified under subsection (a) or, if the date of hire of such individual occurs after the date of such identification, not later than one year after such date of hire. In the case of an individual hired for an employment period not to exceed one year, such individual shall demonstrate each core competency at the start of the employment period. 

(d) CONTINUING EDUCATION.—
The Administrator, in consultation with representatives of relevant professional societies, industry associations, and apprenticeship training providers, shall develop or identify comprehensive continuing education courses to ensure the operation of Federal buildings in accordance with industry best practices and standards. 

(e) CURRICULUM WITH RESPECT TO FACILITY MANAGEMENT AND OPERATION OF HIGH-PERFORMANCE BUILDINGS.—
Not later than 18 months after the date of enactment of this Act, and annually thereafter, the Administrator, acting through the head of the Office of Federal High-Performance Green Buildings, and the Secretary of Energy, acting through the head of the Office of Commercial High-Performance Green Buildings, in consultation with the heads of other appropriate Federal departments and agencies and representatives of relevant professional societies, industry associations, and apprenticeship training providers, shall develop a recommended curriculum relating to facility management and the operation of high-performance buildings. 

(f) APPLICABILITY OF THIS SECTION TO FUNCTIONS PERFORMED UNDER CONTRACT.—
Training requirements under this section shall apply to non-Federal personnel performing building operations and maintenance, energy management, safety, and design functions under a contract with a Federal department or agency. A contractor shall provide training to, and certify the demonstration of core competencies for, non-Federal personnel in a manner that is approved by the Administrator. 

Approved December 14, 2010.  

القانون العام 111-308 الكونغرس 111

 قانون لتوفير تدريب موظفي البناء الاتحادي ، ولأغراض أخرى سواء تم سنه من قبل مجلس الشيوخ ومجلس النواب للولايات المتحدة الأمريكية المجتمعين في الكونغرس

القسم 1. عنوان قصير
يمكن الاستشهاد بهذا القانون باسم "قانون تدريب موظفي المباني الفيدرالية لعام 2010". SEC. 2 
تدريب طاقم المباني الاتحادية

(أ) تحديد الكفاءات الأساسية
في موعد لا يتجاوز 18 شهرًا بعد تاريخ سن هذا القانون ، وبعد ذلك سنويًا ، مدير الخدمات العامة ، بالتشاور مع ممثلي الجمعيات المهنية ذات الصلة والجمعيات الصناعية ومقدمي التدريب المهني ، وبعد تقديم إشعار وفرصة للتعليق ، يجب أن تحدد الكفاءات الأساسية اللازمة للموظفين الاتحاديين الذين يقومون بعمليات البناء والصيانة وإدارة الطاقة والسلامة ووظائف التصميم للامتثال للمتطلبات بموجب القانون الاتحادي. يجب أن تشمل الكفاءات الأساسية المحددة الكفاءات المتعلقة بعمليات البناء وصيانته ، وإدارة الطاقة ، والاستدامة ، وكفاءة استخدام المياه ، والسلامة (بما في ذلك السلامة الكهربائية) ، ومقاييس أداء المبنى

(ب) تحديد الدورات والشهادات والدرجات والتراخيص والتسجيلات ذات الصلة
يجب على المسؤول ، بالتشاور مع ممثلي الجمعيات المهنية ذات الصلة والجمعيات الصناعية ومقدمي التدريب المهني ذات الصلة ، تحديد دورة أو شهادة أو درجة أو ترخيص أو تسجيل لإثبات كل كفاءة أساسية ، وللتدريب المستمر فيما يتعلق بكل كفاءة أساسية ، محددة لفئة من الموظفين المحددة في القسم الفرعي (أ)

(ج) الكفاءات المحددة
يجب على الفرد إثبات كل كفاءة أساسية حددها المسؤول بموجب القسم الفرعي (أ) لفئة الموظفين التي تشمل هذا الفرد. يجب على الفرد إثبات كل كفاءة أساسية من خلال الوسائل المحددة في القسم الفرعي (ب) في موعد لا يتجاوز سنة واحدة بعد التاريخ الذي تم فيه تحديد هذه الكفاءة الأساسية بموجب القسم الفرعي (أ) أو ، إذا حدث تاريخ تعيين هذا الفرد بعد التاريخ من هذا التعريف ، في موعد لا يتجاوز عام واحد بعد تاريخ التعيين هذا. في حالة تعيين فرد لفترة عمل لا تتجاوز سنة واحدة ، يجب على هذا الفرد إثبات كل كفاءة أساسية في بداية فترة التوظيف

(د) التعليم المستمر
يقوم المسؤول ، بالتشاور مع ممثلي الجمعيات المهنية ذات الصلة والجمعيات الصناعية ومقدمي التدريب المهني ، بتطوير أو تحديد دورات شاملة للتعليم المستمر لضمان تشغيل المباني الفيدرالية وفقًا لأفضل الممارسات والمعايير الصناعية

(هـ) المنهج المتعلق بإدارة المرافق وتشغيل المباني عالية الأداء
في موعد لا يتجاوز 18 شهرًا بعد تاريخ سن هذا القانون ، وسنوياً بعد ذلك ، يتصرف المسؤول من خلال رئيس المكتب الفيدرالي للمباني الخضراء عالية الأداء ، ووزير الطاقة ، الذي يعمل من خلال رئيس مكتب يجب على المباني الخضراء التجارية عالية الأداء ، بالتشاور مع رؤساء الإدارات والوكالات الفيدرالية المناسبة الأخرى وممثلي الجمعيات المهنية ذات الصلة والجمعيات الصناعية ومقدمي التدريب المهني ، تطوير منهج موصى به يتعلق بإدارة المرافق وتشغيل الأداء العالي للبنايات

(و) قابلية تطبيق هذا القسم للوظائف المنفذة بموجب العقد
تنطبق متطلبات التدريب بموجب هذا القسم على الموظفين غير الفيدراليين الذين يؤدون عمليات المباني وصيانتها ، وإدارة الطاقة ، والسلامة ، ووظائف التصميم بموجب عقد مع إدارة أو وكالة اتحادية. يجب على المقاول توفير التدريب والتصديق على إثبات الكفاءات الأساسية للأفراد غير الفيدراليين بطريقة يوافق عليها المسؤول الإداري

تمت الموافقة عليه في 14 ديسمبر 2010

سياسات الإسكان الاجتماعي حجر زاوية لتنمية الأسر المستحقة

 

مما لا شك فيه ان توظيف الوفرة المالية وفوائضها لدعم الاسكان الاجتماعي يمثل سياسة مباركة ومحمودة ، ولعل المقال قد أفلح في تأكيد التحديات الأساسية والتي تكاد تكون عالمية ، ولا مناص من التبادل المعرفي في هذا الشأن ، ورغم ما قد يشوب البرامج من إحباط نفسي مرده الطبع البشري في أن يكون الفرد متميزاً ، فإن نصيب المعماريين في هذه الملامة كبير وذا شجون .. ولعل تأكيد دور البلديات وتنظيم استغلال الآراضي مهم لضمان عدم خلخلة البرامج من إمكانياتها ، وهذا على الرغم من الحوافز المقدمة من المطورين في تنمية الآراضي .. ومما لاشك فيه أن الحراك التنموي في المملكة متميز ويتوقع له الأصداء الكبيرة

مقدمة

يُعدُّ الانقسام الطبقي ظاهرة متنامية في المدن والمناطق حول العالم، ويُحفّز ذلك العديد من إدارات المدن على اتخاذ موقف دفاعي واستباقي لمعالجة هذه القضية. ومن ثم، فإن أعدادًا كبيرة من المدن تصنّف نفسها كمدينة شاملة من خلال تقديم خدمات تكافلية ومنتجات إسكانية للفئات الأكثر حاجة. لكن المدن بشكل لا واعي قد تقوم في سبيلها لذلك بتقديم سياسات أو منتجات تزيد من ظاهرة الانقسام الطبقي ولا تحفُز المستحقين من فئة منخفضي الدخل على التنمية. في الوقت ذاته، على الرغم من النوايا الحسنة لهذه السياسات، إلا أنها قد تقوم بغير قصد بإرسال رسائل خاطئة لفئة متوسطي الدخل تدعوهم للنزول بمستوى الأسرة من أجل الشمول في نطاق الاستحقاق. تَهدُف هذه المقالة إلى استكشاف دور السياسات والمنتجات الإسكانية التي تقدمها المدن الخليجية للمستفيدين من ذوي الدخل المنخفض في تحفيزهم على التنمية والارتقاء بمستواهم ومستوى أفراد أسرهم. كما سنحاول أن نستدعي أمثلة نجحت في الإجابة على السؤال: كيف من الممكن أن يكون الإسكان الاجتماعي حافز تنموي؟

لقد اكتسبت أهداف جعل المدن أكثر “شمولاً” وزنًا كبيرًا من قبل صانعي السياسات الحضرية وكذلك الأكاديميين الحضريين في الأدبيات. نتيجة لتصاعد المخاوف بشأن الاستبعاد الحضري في القضايا العامة والسياسة، ظهرت العديد من الأعمال الأكاديمية، وجداول أعمال السياسات، وتقارير استشارية رفيعة المستوى للدفاع عن “المدن الشاملة”¹ ، أو ما يسمى بالتنمية الحضرية الشاملة. علاوة على ذلك، تتمتع المناطق الحضرية بميزة على المناطق الريفية للتعامل مع قضية عدم المساواة في ضوء تركيز الفرص والمرافق، طالما أن الأدوات والسياسات المؤسسية قد تم وضعها بشكل شامل². وهذا يعني أن فجوة عدم المساواة بين “من لا يملكون” و “من يملكون” سوف تتسع في العديد من المدن في جميع أنحاء العالم إذا لم يتم اتخاذ إجراءات جادة للتغلب على قضايا التفاوت الاجتماعي والثقافي والاقتصادي والسياسي المتصاعد. بدون شك، تختلف شدة وحجم المشكلات التي تتطلب المعالجة في كل سياق³

مدن الخليج تضاعف جهودها لتوفير المساكن لمحدودي الدخل

تسابق دول الخليج الزمن لتعزيز خطط الإسكان الاجتماعي لمواجهة التحديات المختلفة للنهوض بالقطاع على أسس مستدامة ومعالجة التبعات المترتبة على الزيادة السكانية والتوسع الحضري. وأظهرت تقارير أن دول الخليج ضاعفت جهودها لمواجهة العجز في توفير الوحدات السكنية لمحدودي الدخل من خلال شراكات بين القطاعين العام والخاص وتحسين التسهيلات الائتمانية وأنظمة تمويل الإسكان الاجتماعي لمعالجة المشكلة التي تعاني منها⁴. ومع كل هذه الجهود الرامية إلى توفير الإسكان الاجتماعي أو (الميسّر) أو (الخيري) أو (التنموي) للأسر الأشد حاجة في مدن الخليج يأتي التساؤل حول كيفية أن تكون هذه الجهود محفزة للتنمية لمستحقيها للارتقاء بأوضاعهم بدل أن تكون مساعدة تزيد من اتكالية المستحقين على الدول وتدعوهم للبقاء في مجال الاستحقاق لاستمرار تلقي الدعم. سنحاول في القسم التالي الإجابة على هذا التساؤل بمناقشة الموضوع من ثلاثة جوانب: تشريعية، تصميمية، تخطيطية

التحدي الأول: السياسات لا تحفَز على الازدهار

بطبيعة الحال أغلب السياسات الحالية تستهدف من خلال معايير استحقاق محددة الأسر الفقيرة والأشد حاجة. قد يكون هذا عادلا في ظاهر الأمر، ولكن لو حاولنا أن نقيّم أثر ذلك على الفئات المستهدفة لوجدنا واقعًا مختلفًا. إذ أن السياسات المتبعة بمعايير استحقاقها الحالية لا تحقق التنمية للأسر منخفضة الدخل من ناحية وتدعو الأسر متوسطة الدخل لخفض مستواها من ناحية أخرى. ولنأخذ الأسر منخفضة الدخل أولاً، والتي تقول لهم معايير الاستحقاق: “إذا ازددت فقرًًا وازددت احتياجا سوف تستحق، أمّا إن كان لديك بصيص أمل في تحسين وضعك فسيتم إخراجك من نطاق الاستحقاق.” هذه الرسالة التي تصل للمستهدفين خطيرة جدًا، وذلك لأن المقصد الأسمى للتنمية هو القضاء على التفاوت الطبقي وليس تعظيم الفجوة بين الطبقات وتثبيط فئات منخفضة الدخل من تحسين أوضاعهم وتشجيعهم على البقاء في الأسفل من أجل تلقي الإعانات.

أما من ناحية الأسر متوسطة الدخل، التي تواجه العديد من الصعوبات التي تواجه كافة الفئات في رحلة تملك المسكن من ارتفاع لأسعار الأراضي ونقص حاد في العرض الاسكاني جراء وتيرة التحضر السريعة وغيرها من الصعوبات التي تواجه قطاع الإسكان. وفي نفس الوقت يجدون أمامها الدعم الحكومي المقدّم للأسر منخفضة الدخل الذي يكون كطريق مختصر للحصول على مسكن من خلال النزول بمستواهم الى مستوى الأسر منخفضة الدخل من أجل الشمول بنطاق الاستحقاق. وقد يكون ذلك أشد خطورة من ناحية أن الدعم كان له دور في تشجيع الأسر على تثبيط ازدهارها