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
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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)
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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.
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