Center for Adult and Continuing Education (CACE-Name to Be Changed)

The American University in Cairo

The Long Range Plan 2007 – 2012

A Preliminary List of Key Initiatives For the Continuing Education (Area 7)

This Contains Copies of Information Received from The Vice President for Continuing Education

Institutional Planning, Assessment, Research and Testing

September 7, 2006

1 Center for Adult and Continuing Education (CACE-name to be changed) Long Range Plan Structure and Anticipated Staffing Needs as of September 1, 2006

Introduction

The Center for Adult and Continuing Education (CACE) represents the major outreach and adult education component of AUC. Currently, the organization is undergoing a complete management audit and reorganization that will expand programming initiatives and increase the breadth of AUC’s outreach to Egypt and the region. Among the significant changes immediately apparent to the casual observer will be a completely different name for the organization which more accurately reflects its activities and those anticipated for an expanded mission. Consequently, the organization will be referenced in this document as “Continuing Education,” with an anticipated renaming in the fall semester of 2006.

The internal management audit is part of the strategic planning process currently underway within Continuing Education. This initiative will focus its outcomes to reflect the strategic themes of the university. By the nature of Continuing Education’s programming profile and part-time students, the internal planning initiative places particular emphasis on an overarching theme of institutional effectiveness while seeking a reinforced service strategy for the entire organization. Additionally, the theme of operational excellence is the primary intent of the internal audit and restructuring designed to improve continually the student experience. Specific goals and objectives reflecting Continuing Education’s work to fulfill these themes are being developed consistent with the university’s requested format.

Continuing Education faces an interesting resource challenge with the move to the new campus in summer 2008: the unit will have operations at both Tahrir Square and New Cairo. While other programming units, generally speaking, will be entirely at one location or the other, Continuing Education is faced with conducting existing programs at both sites in addition to adding newly identified initiatives for new clients. Exactly what this will mean in required new positions and other resources is unclear except that the probability of an expected increase seems logical.

Attached to this document is the organizational chart for Continuing Education as the unit is currently configured (Sept. 1. 2006). The major organizational components follow with the names of the current sub-unit head.

Continuing Education – Dr. Edward Simpson, Vice President for Continuing Education Smart Village – Ms. Asya Elahi (also works in Marketing) Communications and Marketing – Dr. Latifa Fahmy (also teaches) and Ms. Asya Elahi

Associate Dean for Financial Affairs (approved new position; advertise Sept. ’06)

2 Associate Dean for Instruction – Dr. Bahgat Moussa Instructional Programs English – Magda Laurence Business - vacant Arabic – Abdulazziz Hamdy Computers – Ashraf Kushiery Youth and Humanities – Suzanne Habeel Education (planned new unit, ’07-’08: 3-5 new faculty positions) Proposals Unit – Hanan Fares Testing Unit – Ibrahim Said

Associate Dean for Educational Services – Dr. Waguida El-Bakery Enrollment Services – Yasmin Ibrahim Institutional Affiliations – Waguida El-Bakery Maintenance and Space Management (vacant – new position required with move) Educational Technologies (vacant – new position) John D. Gerhart Field Unit – El Gouna (search underway for two positions to be filled immediately)

International Human Rights Law Outreach Program (IHRLOP) – Enid Hill and Heather Gillies: This unit is administratively assigned to Continuing Education because it represents a specific outreach mission of the law program and thus is philosophically an element of CE and University Outreach. The unit’s operation is dependent upon securing sufficient grants to continue and should not, therefore, require resources for personnel and operating. Space needs, however, could include assigned areas in New Falaki.

The organizational profile above represents conditions as they now exist and what is anticipated (within reason) for the next 18 months. Not included (with the exception of Education) are positions and resources which will be needed to enable delivery of new program areas or expansion of existing ones for this period. With an on-going reorganization and a developing program needs assessment, identification of additional specific resources at this time is not realistic. Part of the current internal planning and management audit includes a strong effort to redirect certain existing assets into a more productive use. For example, the new marketing and communications area has required no new positions as it is being staffed by individuals currently in the organization.

As noted previously, with completion of the New Campus, Continuing Education will be faced with staffing two locations to provide services and instruction. Certainly, a one for one replication of staff is not warranted nor is it possible. Early plans for support services at the new campus included the concept of “one stop shopping” for students entering the physical space to register and pay fees. The assumption here is that such services will include Continuing Education students as well as the “regular” students. If this assumption is incorrect, then it will clearly impact resource needs in the next 24 months when the move is accomplished; i.e., more staff will be required.