XIVna 4VasChapter IV: REP’s Five Year (2006-2011) Strategic Plan 47 IV.1 Strategic Initiatives 48 IV.2 Balanced Scorecard 52 IV.3 REP Key Performance Indicators (KPIs) 54 Chapter

Hassan B. DiabVice President,

Regional External Programs


BAHRAIN

CYPRUS

EGYPT

IRAQ

JORDAN

KUWAIT

LEBANON

OMAN

QATAR

SAUDI ARABIA

SUDAN

SYRIA

UNITED ARAB EMIRATES

WEST BANK

YEMEN

2008-09 Annual Activity

Report

Hassan B. DiabVice President,



BAHRAIN

CYPRUS

EGYPT

IRAQ

JORDAN

KUWAIT

LEBANON

OMAN

QATAR

SAUDI ARABIA

SUDAN

SYRIA

UNITED ARAB EMIRATES

WEST BANK

YEMEN

2008-09 Annual Activity

Report

2

Acknowledgement

The 2008-09 fiscal year saw the Office of Regional External Programs (REP) at the American University of Beirut (AUB)

reach even greater heights and achieve outstanding results when compared to previous years. REP consulting and

technical assistance projects continue to span an impressive geographic spread and draw on the entire array of AUB’s

areas of specialization. The success that REP reaped over the past year is due to the dedication and efforts of all

those involved in identifying, planning, executing and supporting REP projects. Accordingly, I wish to acknowledge

and wholeheartedly thank these individuals.

• I would like to express my profound appreciation to President Peter Dorman for his support. His leadership,

guidance and encouragement have been a great source of motivation to excel in the REP operations carried out

over the past year.

• My gratitude goes to Professor Ronnie Coffman, Chairman of the REP Committee of the Board of Trustees, for his

guidance to expanding REP operations throughout the region.

• My appreciation to the members of the REP BOT Committee for their support including Trustees: Carol Bellamy,

Myrna Bustani, Lincoln Chafee, Nabil Chartouni, William Ronnie Coffman, Ibrahim S. Dabdoub, Abdulsalam Haykal,

Rima Khalaf, Philip Khoury, Munib Masri, Marwan Muasher, Leila A. Sharaf, and José Zaglul.

• Dr. Abdul Hamid Hallab, Special Advisor to the President, has been a friend, a mentor, and a source of great

comfort. I deeply thank Dr. Hallab for his continuous encouragement.

• I would like to thank the members of the REP Interfaculty Advisory Committee (RIAC) for their support and for

acting as REP’s think-tank, generating new ideas and providing guidance for REP activities. RIAC is chaired by

the President and included Acting Provost Waddah Nasr, Dr. Hallab and Deans: Khalil Bitar, Nadim Cortas, Ibrahim

Hajj, Nahla Hwalla, George Najjar, and Iman Nuwayhid.

• My thanks also go to all the 124 REP consultants who performed marvelously on a record of 53 projects

(60 budgets) during 2008-09.

• I am grateful to all the 37 CEC instructors and program coordinators who are enhancing CEC programming to

reach deeper into the Lebanese and regional communities.

Finally, I would like to express my sincere gratitude to all the REP staff, my extended family, for their dedication and

excellent team work during 2008-09, which led to the many successes outlined in this report.

Hassan B. Diab, PhDVice President

3Regional External Programs • 2008-09 Annual Activity Report

Hassan B. Diab, PhDVice President, Regional External Programs

Professor of Electrical and Computer Engineering

George Farag, PhDAssistant Vice President, Regional External Programs

Acting Director, Continuing Education Center

2008-09 REP Staff

Amal Nadda Farra REP Administrative Assistant

Hala Barakat NahasCEC Program Officer

Iman Jurayj WakimContracts and Projects Information Officer

Magda Abu-Fadil Director, Journalism Training Program

May Abu Haidar Executive Secretary

Wafa Abou Daher CEC Assistant to the Director

Samir Kfoury Projects Financial Manager

Samer Salam Junior Clerk

Sandrine Assad CEC Administrative Assistant

Pierre Dagher Messenger

4

List of Figures 6List of Tables 7Executive Summary 8 REP Milestones in 2008-09 9

Significant REP Developments in 2008-09 10

Continuing Education Center Advancements in 2008-09 11

Summary of Non-Financial Key Performance Indicators (KPIs) 12

Looking Ahead to 2009-10 13

Chapter I: Introduction 14 I.1 Annual Activity Report Layout 15

I.2 Regional External Programs: A History 16

I.3 REP Publications 19

Chapter II: REP/CEC Facilities 21 II.1 REP/CEC Facility History 22

II.2 The Multi Media Room (MMR) 24

II.3 The Multi Purpose Room (MPR) 25

II.4 The Journalism Training Program Newsroom (JTPN) 26

II.5 CEC Computer Labs 27

Chapter III: REP Advancing AUB’s Mission 28 III.1 Strategic Institutional Contributions 29

III.2 Contribution to Teaching and Research 31

III.3 Regional Governmental Interaction 32

III.4 REP’s Contribution to the Elevation of Higher Education in the Region 33

III.5 Strategic Financial Contributions 37

III.6 Regional and International Media Exposure 37

III.7 Impact Assessment and Evaluation 42

Chapter IV: REP’s Five Year (2006-2011) Strategic Plan 47 IV.1 Strategic Initiatives 48

IV.2 Balanced Scorecard 52

IV.3 REP Key Performance Indicators (KPIs) 54

Chapter V: REP Performance in 2008-09 56 V.1 New Projects Acquired 57

V.2 REP Projects in 2008-09 61

V.3 Geographic Spread 69

V.4 Faculty Involvement in REP Projects 73

V.5 Man-days Delivered and Billed 76

V.6 REP Client Profiles 77

Table of Contents


Chapter VI: CEC Performance in 2008-2009 79 VI.1 Introduction 80

VI.2 Kamil Sadeddin Continuing Education Scholarship 81

VI.3 CEC Graduating Leaders 82

VI.4 2008-09 Program Offerings 84

VI.5 Student Enrollment 98

VI.6 Quality Assurance Measures 98

VI.7 Triangulation Initiatives 100

Chapter VII: Workshops and Training Programs 101 VII.1 Iraqi Radiation Oncology Rehabilitation Program 102

VII.2 Advanced Financial Management Program 104

VII.3 Other Workshops 105

Chapter VIII: Journalism Training Program 106 VIII.1 Introduction 107

VIII.2 JTP Workshops 107

VIII.3 JTP Consulting 117

VIII.4 JTP Outreach & Business Development 118

Chapter IX: REP Fund-Raising Scholarships & New Initiatives 119 IX.1 Abdul Hamid Hallab REP Service Excellence Award 120

IX.2 Kamil Sadeddin Continuing Education Scholarship 122

IX.3 Operations Research Consulting and Decision Support Initiative 123

IX.4 Fundraising 129

Chapter X: Looking Ahead to 2009-10 132Appendices 135 Appendix A: Abdul Hamid Hallab REP Service Excellence Award 136

Appendix B: REP SWOT Analysis 138

6

List of Figures

Figure 1. Considerations When Selecting a Consultant 44

Figure 2. Quality of Service Provided by REP to the Client 44

Figure 3. Clients’ Observations as a Result of AUB’s Consulting Services 44

Figure 4. Considerations When Joining a REP Team 46

Figure 5. Opportunities Provided Through Working with REP 46

Figure 6. Consultants’ Satisfaction with REP Staff 46

Figure 7. REP Balanced Scorecard Strategy Map 53

Figure 8. REP Institutional and Internal Key Performance Indicators 55

Figure 9: Proposal Successes Out of Total 60

Figure 10. Geographic Spread (By Country) 69

Figure 11. Geographic Spread (By Location) 69

Figure 12. REP Current and Potential Geographic Spread 70

Figure 13. Active Projects per Country 71

Figure 14. Active Projects Over $0.5 MIL 72

Figure 15. Active Projects between $100k and $500k 72

Figure 16. Active Projects under $100k 72

Figure 17. Number of AUB Consultants Involved in REP Projects 74

Figure 18. Percentage of Instructional Faculty Members Involved in REP Projects 74

Figure 19. Multi-Disciplinary Projects (Percentage of Total Projects) 75

Figure 20. Projects per Faculty 76

Figure 21. Mandays Delivered and Billed 76

Figure 22. Client Profile by Sector 77

Figure 23. Market Segment Target 78

Figure 24. Repeat Clients 78

Figure 25. CEC Course Count 96

Figure 26. CEC Student Count 98

Figure 27. Triangulation Initiatives 100


List of Tables

Table 1. Historical Background of the Office of Regional External Programs 17

Table 2. Historical Physical Background of the Office of Regional External Programs 22

Table 3. Historical Physical Background of the Continuing Education Center 23

Table 4. Fiscal Year 2008-09 New Regional External Programs Projects 57

Table 5. Project Transition of Phases 60

Table 6. Fiscal Year 2008-09 Ongoing REP Projects 61

Table 7. Summary of REP Projects by Monetary Value 71

Table 8. REP Adjunctees and Secondees 73

Table 9. Faculty Involvement in REP Consulting Activity 74

Table 10. Multi-Disciplinary Projects 75

Table 11. Distribution of REP Projects per Faculty and Project Face Value by Faculty 76

Table 12. Number of Certificates Awarded in 2009 83

Table 13. CEC Course Count by Subject 96

Table 14. CE Certificate and Diploma Program Offerings 97

Table 15. REP/CEC Operation Coordinators 99

Table 16. REP/CEC (Building 20) Naming Opportunities 130

Table 17. Summary of Planned Fund-Raising Efforts 131

executive summary

The 2008-09 fiscal year has been another stellar year for the Office of Regional External Programs (REP) and the Continuing Education Center (CEC), a division of REP, at the American University of Beirut (AUB). This 2008-09 Annual Activity Report provides an extensive and comprehensive synthesis of the activities of REP and CEC over the past year. It provides a detailed picture of the strategic planning, accomplishments, and challenges that REP has experienced over the year as well as a comparison of this year’s performance with that of previous years. It also touches on the aspirations and directions for the 2009-10 fiscal year. The following is a summary of some REP’s major accomplishments during the 2008-09 fiscal year:

9 Executive Summary

REP Milestones in 2008-09

REP reached various milestones that illustrate an effort to develop all facets of REP’s potential.

These milestones include:

• A record geographic spread of 15 countries and 22 locations thus giving AUB a strong presence in

many places it may not be otherwise.

• Maintained AUB’s involvement in regional higher education projects with eight institutions in five

different countries [Qatar University (Doha, Qatar); Fahad Bin Sultan University (Tabuk, KSA), a

proposed University of Allied Health Sciences (Jeddah, KSA), Mohammed Al Mana’ College of Health

Sciences (Al-Khobar, KSA), and Umm Al-Qura University (Mecca, KSA); Ahfad University for Women,

(Khartoum, Sudan); University College of Bahrain (Manama, Bahrain); and Dhofar University (Dhofar,

Oman)].

• Reestablished AUB as a leading consultant in medicine with the highest number of projects with the Faculty of

Medicine (8) in over a decade. AUBMC has gained additional regional recognition with its involvement in some

REP projects. The projects include the Emergency Health Rehabilitation Project with the Ministry of Health and

International Medical Corps in Baghdad, the Health Care Assistance Program in the West Bank, Al Manaa College

of Health Sciences in Al-Khobar, KSA, consulting for a specialized spinal surgery hospital in Kuwait, University of

Allied Health Sciences in Jeddah, KSA, Jabal Amel Association in Kfarhatta, Lebanon, and the Ministry of Health in

Cyprus.

• Proposed the Operations Research Consulting and Decision Support (ORCADS) initiative to provide consulting

services, through the Office of Regional External Programs, to various industries including manufacturing, retail,

airline, financial services, telecom, energy, and healthcare.

• Awarded, by President Dorman, Building 20 to reconcile all of REP/CEC activities in one location.

Regional External Programs • 2008-09 Annual Activity Report

Significant REP Developments in 2008-09

REP has been a source of tangible, added value for the AUB community. The developments that have

unfolded during the fiscal year have touched on various parts of the AUB community:

• The “Abdul-Hamid Hallab REP Service Award for Consulting Excellence” was awarded for the first

time this year. Dr. Ghazi Zaatari of the Faculty of Medicine was the first recipient. The award is

aimed to increase the visibility of REP consultants and will help increase the number of faculty

members involved in REP work.

• Maintained a high level of contact through consulting projects with international organizations

and ministries . Some of these clients included: International Medical Corps-Lebanon, UNICEF, the

United Nations Population Fund, UNESCO, World Health Organization in Egypt, and the Ministries

of Health in Cyprus and Lebanon.

• The Continuing Education Center (CEC), Journalism Training Program (JTP), Jeddah University for

Medical and Allied Health Sciences (JUMAHS), and Fahad Bin Sultan University (FBSU) were only

some of the REP activities that were highlighted in the media. The media attention came from

over 30 media outlets including international television media such as the Washington Based Al

Hurra TV; regional media such as Al Hayat and Gulf News; local media such as the Daily Star, An

Nahar, L’Orient Le Jour, Radio Liban, LBC, Future TV, OTV, and the recently re-established MTV

• As a result of Dr. Fadia Homaidan’s (Director, Office of Grants and Contracts and Technology

Transfer Unit) participation in REP’s consulting project with Qatar University, and her subsequent

exposure in Qatar, Office of Grants and Contracts was approached by the Qatar National Research

Funds (QNRF), a member of the Qatar Foundation, to serve as a focal point for Universities in

Lebanon and the site for their presentation on research priorities for the year 2009 (funding to

start in year 2010).

• Introduced high level government officials from the Middle East and beyond with AUB. In April

2009 REP officials and AUB consultants met with His Royal Highness Prince Khaled ِِِAِl-Faisal bin

Abdul Aziz, Governor of the Mecca Province in the Kingdom of Saudi Arabia, and His Excellency,

the Minister of Higher Education, Dr. Khalid Al Anqari to present the final a business plan for the

Jeddah University of Medical and Allied Health Sciences (JUMAHS) and a university hospital in

Jeddah, Kingdom of Saudi Arabia.

• To contribute to the development of Arab journalists, JTP has established a journalism certificate

under the Continuing Education Center’s auspices. The certificate complements existing JTP

workshops and serves as a tool to help journalists upgrade their skills, to learn new techniques

over an extended period, and to help professional media practitioners advance in their careers.

10

11 Executive Summary

Continuing Education Center Advancements in 2008-09

• On July 17, 2009, CEC held its third Graduation Ceremony since its inception in 1982. The group

of 143 CEC graduates came from 12 countries including Lebanon, Saudi Arabia, Kuwait, and

Qatar. In addition, they represented various professional sectors including business, health,

education, and government.

• The first group of Kamil Sadeddin Continuing Education Scholarship recipients (34) were

welcomed in the Spring 2009 semester. The scholarship fund will allow approximately 50 AUB

employees per year to pursue CEC certificates and diplomas.

• In collaboration with the Office of Alumni Relations, the Office of Development and the Worldwide

Alumni Association of the American University of Beirut (WAAAUB), the Summer Program for

AUB Alumni Children (SPAAC) was launched. The program aims to educate the children of

AUB alumni about Lebanon’s rich historical and contemporary significance through classroom

instruction at AUB, social activities, and excursions throughout Lebanon.

• In cooperation with the Faculty of Agricultural and Food Sciences, the English Language and

Information Technology Program at the Agricultural Research and Education Center (AREC) in

Bekaa began in summer 2009 with the English language course.

• In collaboration with the Embassy of Argentina and the Lebanese Ministry of Culture hosted

the first ever Beirut International Tango Festival during the period April 23-26, 2009. The

Festival showcased world-renown musicians and performers and was the first of its kind to

be held in Lebanon and the Middle East. It attracted over 200 participants who came from 15

different countries including Lebanon, Jordan, France, Norway, Argentina, the United States, and

Sweden.

• 600 students were enrolled in semester courses. This is 12 percent higher than the previous

year and 18 percent greater than the decade average.

Regional External Programs • 2008-09 Annual Activity Report 12

Summary of Non-Financial Key Performance Indicators (KPIs)

Throughout the report comparisons will be made between REP’s performance in 2008-09, REP

performance during previous years, and future targets for REP’s KPIs. This methodology is

used to provide a meaningful analysis of current performance in light of past activity and future

expectations.

• Managed active projects in 15 countries including Bahrain, Cyprus, Egypt, Iraq, Jordan, Kuwait,

Lebanon, Oman, Qatar, Saudi Arabia, Sudan, Syria, United Arab Emirates, the West Bank, and

Yemen. This represents the widest geographic spread that REP has achieved in its three-decade

history.

• Managed 53 projects representing diversity in sectors, specializations, and contributions to

the host country. This number of projects is the largest in REP’s history to be managed

simultaneously.

• Maintained a 71% portfolio of up market clients with new projects implemented with the

International Medical Corps both in Beirut and Baghdad, World Health Organization, UNESCO,

Nissan, National Bank of Kuwait, and the Lebanese Ministry of Public Health.

• Recruited 114 full-time AUB consultants to REP activities; largest number of AUB faculty

participating in REP projects since 2001-02.

• Allocated a total of 2,179 mandays to REP consultants or 453 more (26% additional) mandays

delivered than the average of the past five years.

• Maintained the number of triangulation relationships which is almost three times the average

since 2002-03. New triangulation efforts included a partnership with the American University of

Cairo and meetings were also conducted with the Maxwell School of Syracuse University in New

York in hopes of a relationship being realized in the coming fiscal year.


Looking Ahead to 2009-10

The success REP has earned during this fiscal year motivates us to reach even greater heights in the future.

The following are some of the goals planned for the coming fiscal year:

• Geographic spread: Expand on the current geographic spread achieved with respect to number of countries and

locations by penetrating deeper into North Africa.

• Space requirements: Fundraise, with the help of the Office of Development and External Relations, for naming

opportunities in the new REP Building (Table 16) and have the new space operational by the Spring of 2010.

• Marketing Strategy

- Hire a Business Development Officer to help identify and develop further business opportunities.

- Working with the Office of Communications, develop a three-year marketing strategy for REP.

- Generate a new REP Brochure that encompasses all of REP’s operations.

- Give presentations at each faculty about REP work to encourage greater faculty participation.

• Journalism Training Program

- Create an infrastructure at AUB that is exclusive to JTP and at a standard befitting professional journalists.

• Continuing Education Center

- Develop additional certificate and diploma programs in agribusiness and interior design.

- Re-activate Information Technology courses while delivering workshops in IT innovation related areas.

- In collaboration with Registrars Office create a CEC database that manages all CEC statistical information.

- Continue the Summer Program for AUB Alumni Children (SPAAC).

- Improve CEC facilities and laboratories.

- Increase triangulation initiatives with other highly recognized institutions.

• Examine the possibility of a feasibility for a satellite REP Office in the GCC region.

• Encourage further multi-disciplinary REP projects.

• Form a balanced scorecard committee to oversee the progress of REP’s performance with respect to its

internal KPIs.

• Position REP in an advantageous position to achieve the goals set in the five-year strategic plan in the final year

of the plan (2010-11).

chapter I:IntroductIon

15 Introduction

I. 1 Annual Activity Report Layout

This annual activities report is a summation of the activities undertaken by REP and its offices

during the fiscal year. Throughout the report, useful information that highlights REP’s performance

will be provided. Chapter two provides an overview of the REP and CEC facility situation since the

institutionalization of the respective offices followed by a description and plan of the new space

allocated to REP. Chapter three outlines the role REP has played in advancing AUB’s mission to serve

“the peoples of the Middle East and beyond.” In addition, this chapter reports on the reaction of

REP consultants and clients to their experience with REP using formalized survey analysis. Chapter

four describes how REP is striving to implement the five-year strategic plan developed in 2006

that maximizes REP’s human and material resources and builds REP as a premier brand in training,

consulting, and management services. Chapter five is a report on REP’s non-financial performance

during the fiscal year using both institutional and internal key performance indicators. Chapter

six outlines the performance of the Continuing Education Center during the fiscal year using both

institutional and internal key performance indicators. Chapter seven is a description of the activities

pertaining to the Journalism Training Program during the fiscal year. Chapter eight outlines REP

fundraising plans, scholarships, and new initiatives. This includes the Abdul Hamid Hallab Service

Excellence Award, the Kamil Sadeddin Continuing Education Scholarship, and emerging Operations

Research Consulting and Decision Support consulting team. Chapter nine discusses the financial

performance of both REP and CEC in light of institutional and internal key performance indicators

while chapter ten is a snapshot of REP/CEC overall performance during the year. Finally, chapter

eleven outlines the plans for the coming (2009-10) fiscal year.


I.2 Regional External Programs: A History

AUB’s Regional External Programs, initially established in 1975 as AUB Services Corporation (AUBSCO)

was the brainchild of the late Dr. Najib Halaby, who was then chairman of AUB’s Board of Trustees

(BOT). As the civil war broke out in Lebanon, Chairman Halaby worried about how AUB would be able

to preserve its regional position. Prior to the war, almost half of the University’s students came from

countries other than Lebanon, and there was widespread agreement that this diverse student body

was an important part of what made AUB unique. Chairman Halaby and others - including Professor

Abdul Hamid Hallab of the Faculty of Agricultural and Food Sciences who has been involved with

REP from the outset - knew that the University would no longer be able to attract students from the

region. They hoped, however, that by creating the Office of Regional External Programs (REP) they

could open a pathway for AUB to extend its presence into the region.

Establishing REP was seen as a feasible way to help the University remain locally viable and regionally

engaged during the war. The rationale was that by putting the professional skills of its academics to

work, AUB would be able to hold on to as many of its faculty members as possible and simultaneously

retain its regional stature.

Already existing at the time was the AUB Services Corporation (AUBSCO), which Chairman Halaby

viewed as the ideal organization to serve the region as the precursor for REP. AUBSCO, which

had been created in 1975 as an independent legal entity and incorporated in the state of Delaware,

was solely owned by AUB but had its own board of directors chaired by AUB BOT Chair Halabi, and

included Trustees Kamal Shair, Ali Ghandour and Fouad Bardawil as members.

In taking action to realize his plan, Chairman Halaby asked Professor Hallab to become one

of AUBSCO’s two vice presidents, along with Professor Nadim Haddad of the Faculty of Health

Sciences. In the late 1970s, the Board of Trustees decided to dissolve the AUBSCO affiliate

and place its activities under the auspices of the University. What eventually became REP was

first formed in 1979 as the Research and Development Administrative Center (RADAC) under

the directorship of Professor Hallab. By the early 1980s, as Halaby’s operational planning took

shape and prospects for work in the region began to emerge, the name of the organization

was changed once again, from RADAC to the Vice President’s Office for Research and External

Programs (1980) headed by VP Hallab, and then finally and permanently to the Vice President’s Office

of Regional External Programs (1997). Table 1 shows the various phases that the Office of REP went

through since it was established.

17

Office Name From To

AUB Services Corporation (AUBSCO) 1975 1979

Research and Development Administrative Center (RADAC) 1979 1980

Office of the Vice President for Research and External Programs (REP) 1980 1997

Office of the Vice President for Regional External Programs (REP) 1997 present

Table 1: Historical Background of the Office of Regional External Programs

Introduction

The first contracts were concluded in 1976 in Bahrain with the Ministry of Health and in Saudi Arabia

with the government of Saudi Arabia. The Bahrain contract was to help establish the Ministry of

Health’s College of Health Sciences, Office of Professional Standards and Systems Analysis, and the

Family Practice Residency Program. The contracts in Saudi Arabia culminated in a US$30 million,

four-year (1982-86) contract to assist the Saudi Ministry of Agriculture and Water Resources in the

development of regional agricultural research centers, and providing ongoing advice to individual

department heads in the Ministry. The on-site team grouped over 50 professionals possessing

expertise in agriculture, engineering and economics.

Although REP was initially established to provide services to the region, it has always had an

extensive presence in Lebanon. REP manages AUB’s Continuing Education Center (CEC), a community

outreach program offering courses at an affordable price since the 1970s as well as hold training

seminars and workshops in the various disciplines for Lebanon and the region. REP’s CEC upholds

AUB’s motto “so that they may have life and have it more abundantly” by extending the resources

of the University into the community and region by providing high quality educational opportunities

for people of all educational and professional levels. Furthermore, AUB’s strategic plan states that

CEC will play a role in revitalizing AUB’s commitment to serve its local and regional community by

attracting more regional students from diverse backgrounds through professional programs.


Today, in addition to the 13 full-time REP staff and the 124 consultants that REP oversees, the Office

of REP also administers the Continuing Education Center which includes over 600 students and 40

instructors. With over 50 projects per year in over 15 countries, the Office of REP has contributed

in a major way to the visibility of AUB through regional and international media exposure. REP

activities not only provide visibility and revenue to AUB but also lead to other institutional strategic

contributions, e.g.,

• Facilitate fund-raising efforts such as the recent CEC scholarship donated by Mr. Kamil Sadeddin

as well as the $5.5 million previously donated by Prince Al-Waleed bin Talal for CASAR resulting

from a previous REP project (Kingdom Schools in KSA).

• Attract students from the region (graduate and undergraduate) resulting from contacts and

visibility due to the implementation of REP projects in the GCC.

• Strengthen the academic program at AUB by way of allowing AUB consultants to use their

REP work for research as well as teaching purposes in the form of case studies (e.g. English,

Education, Business, etc.). A REP project with Qatar University led to the submission of joint

research proposals between AUB and QU faculty to Qatar National Research Foundation.

• Allow the formation of AUB teams and, therefore, the integration of faculty members from

different faculties and schools to work together on consulting tasks.

I.3 REP Publications

Introduction

REP has made dramatic strides in producing

various types of publications for our clients and

office. These publications include university

catalogues, academic manuals, annual reports,

end of term project reports, and business

plans, just to name a few. The following is an

illustration of the various publications that REP

has produced:

19


chapter II:rep/cec FacILItIeS

To accommodate the growing demand for CEC deliverables and to house all REP activities in one building, President Peter Dorman made the strategic decision to relocate REP to Building 20, adjacent to the AUB Medical Gate.

22 REP / CEC Facilities

II.1 REP/CEC Facility History

The location of the Office of Regional External Programs on the AUB campus has been scattered

over its thirty-year history. In 1979 REP was located in College Hall sharing a space with the Office

of Development. Later, REP moved to the President’s Office until the bombing of College Hall in

1991. During the reconstruction of College Hall, REP was temporarily located in Van Dyck in the

Health Services Administration. In February 1992, REP was relocated to the third floor of the Bechtel

Building. In 1994 REP received funds from the Hariri Foundation to renovate the old OPD Building to

accommodate the three programs being implemented with more than 1,000 students accessing the

building: the Special Intensive English Program, the Career Guidance & Awareness Center and Special

Placement Tests. At the same time the Extension Programs (currently known as the Continuing

Education Center) moved their offices from Fisk Hall to the renovated old OPD. The situation prevailed

until June 1999 when REP moved back to the re-opened College Hall, third floor offices. The Extension

Programs moved then to the REP wing in the old OPD in order for the Medical School to renovate

the acquired space. REP remained in College Hall until August 2003 when the offices were acquired

by the Development Office and REP staff moved to Van Dyck Hall, in addition to the space allocated

in building 42.

The following tables provide an overview of the REP/CEC space situation since the inception of the

respective offices:

REP OFFICES LOCATION LISTED CHRONOLOGICALLY

From To Date Remarks

College Hall July 1979 Establishment of RADAC

College Hall West Hall November 1991College Hall Explosion – Temporarily located, no central office

West Hall HSA - FHS December 1991 Place not offices

HSA - FHS Bechtel February 1992 Provisional location for office

Bechtel Old OPD November 1994 New location

Old OPD College Hall June 1999 College Hall Re-opening

College Hall Van Dyck + Bldg 42 August 2003 REP scattered in three locations

Van Dyck + Bldg 42 Building 20 January 2010 Centralizing REP & CEC Offices

Table 2: Historical Physical Background of the Office of Regional External Programs


Table 3: Historical Physical Background of the Continuing Education Center

CEC OFFICES LOCATION LISTED CHRONOLOGICALLYFrom To Date RemarksEducation Dept REP/Fisk Hall 1983 CEC initially as Extension Program

Fisk Hall Old OPD October 1994 New location for CEC

Old OPD New Wing (OPD) 2003 Fractional space of original Old OPD

New Wing (OPD) Building 20 January 2010 Centralizing REP & CEC Offices

In 2008, to accommodate the growing demand for CEC deliverables and to house all REP

activities in one building, President Peter Dorman made the strategic decision to relocate REP

to Building 20, adjacent to the AUB Medical Gate. The move will take place shortly after the

Olayan School of Business is relocated, by end of October 2009, to its new location. This move

gives CEC the opportunity to develop new facilities that will be essential in enhancing and

expanding CEC deliverables. Three rooms will serve as the foundation of CEC’s physical expansion:

• The Multi Media Room

• The Multi Purpose Room

• The Journalism Training Program Newsroom

• CEC Computer Laboratories

The following provides a summary of each room in addition to the estimated cost for rehabilitating the

current space:

24

II.2 The Multi Media Room (MMR)

The Multi Media Room (MMR) will be located adjacent to the building’s main lobby

and will serve as the center-piece of CEC’s interactive learning environment. The

MMR is designed to accommodate traditional and avant-garde presentations,

lectures, and workshops by the Continuing Education Center, AUB faculties (upon

availability), and invited guests. This room gives control to the learner. The MMR will

be equipped with 25 workstations that will allow learners to navigate and explore

information for themselves within a rich, multisensory environment. A single multi-

media workstation in a classroom can beckon students to open a new door to their

own learning potential while allowing instructors access to the latest teaching tools.

The above illustration reflects the proposed design of the Multi Media Room.

Envisioned Multi Media Room

REP / CEC Facilities


II.3 The Multi Purpose Room (MPR)

The Multi Purpose Room (MPR) will be a unique space catering to the

needs of a variety of meeting, exhibition and classroom requirements.

The MPR will be ideal for both professional gatherings (lectures,

meetings) and fine and performing arts classes including painting

and photography. This room will be equipped with movable, modular

seating units that will allow for a variety of special arrangements

with a capacity of up to 50 participants. The space will also include

electronic interactivity to serve as a space for break-out sessions

for activities to take place throughout the building. The following

illustration reflect the proposed design of the Multi Purpose Room.

Envisioned Multi Purpose Room

26

II.4 The Journalism Training Program Newsroom (JTPN)

The Journalism Training Program Newsroom (JTPN)

will be the cornerstone in CEC’s, and indeed AUB’s

efforts to provide the highest level of training to

professional journalists throughout the Middle

East and North Africa. This multi-media converged

newsroom will provide a hub where print, broadcast

and online journalists from across the Arab world can

be trained in real time by experts in their respective

fields in Arabic, English and French.

The JTPN will accommodate 16 participants and

one instructor and be equipped with cutting edge

hardware and software to ensure that journalists

learn about the latest media trends and apply what

is most suitable to their needs. It will also include

an editing suite and a control room for the most

applied, hand-on training in print, audio, video and

online journalism. However, the JTPN will require

more than the latest computers, peripherals and

software. In a converged, multi-media world, it is

essential to have proper networking and adequate

bandwidth to be able to upload and download data,

set up websites and to access streaming audio and

video in order to deconstruct sites and learn to

produce content for the Web. The illustrations on

the left reflect the proposed design of the Journalism

Training Program Newsroom.

Envisioned Journalism Training Program Newsroom

Envisioned Journalism Training Program Newsroom

REP / CEC Facilities


The CEC Computer Labs (CCL) are state-of-the-art

teaching computer labs located in the mezanine

area of the building. The CCL will facilitate the

teaching and learning of advanced computing

skills, and to provide necessary resources for

the CEC staff and students to carry out research

and projects that support CEC’s mission and

visions. The lab will be used by many different

classes from all of the CEC disciplines during the

semesters. The lab will also be available for use

by participants of training workshops.

II.5 CEC Computer Labs

Envisioned Continuing Education Center Computer Labs

chapter III:rep advancIngaub’s mIssIon

The Office of REP is an integral part of the AUB’s Campus Strategic Plan, as evident from the February 2008 AUB Strategic Plan Overview. REP carries out AUB’s mission of serving “the peoples of the Middle East and beyond” by providing the Middle East and North Africa with world class professional service while reflecting AUB core values and its commitment to service excellence. REP has delivered over 600 consulting and training projects in over 15 countries throughout the MENA region and beyond. REP’s established track record has made AUB a recognized and trusted leader in regional consulting services; competing with leading international consulting firms and institutes of higher education from the Middle East, Europe, and the United States.

29 REP Advancing AUB’s Mission

III.1 Strategic Institutional Contributions

Although REP’s role as a revenue generator is and will continue to be important, more significantly, REP has also been of strategic value to the University in terms of a regional presence, brand recognition, ambassador of good will, and a source of high-quality services to key clients critical to AUB in the long run. It plays a role that no other unit of the University can play. It keeps AUB tuned to its market, aware of its competitive position and ready for new and innovative ventures. As already evident, under its new strategy, REP will develop to become a major regional player, with substantial growth in its portfolio. Education, health care, business know-how, and technology-driven ventures are the probable growth sectors.

REP aids the cause of fundraising for AUB through donations

coming from satisfied REP clients. For example, REP is currently

working with the Saudi-based Arab Supply and Trading Co.

(ASTRA) on a seven-year project, signed by Prince Fahed Bin Sultan

Bin Abdul-Aziz , Prince of the Tabuk Province, providing the full

range of consulting services to implement the Fahad Bin Sultan

University (FBSU) in Tabuk, Kingdom of Saudi Arabia. As result

of this project and REP’s growing relationship with ASTRA, Mr.

Kamil Sadeddin, ASTRA’s Managing Director, provided $100,000

in scholarship funds to establish the Kamil Sadeddin Continuing

Education Scholarship. This scholarship fund aims to encourage

AUB’s community members to enhance their education and become

more effective employees by pursuing individual courses and

professional certificates or diplomas at CEC. The first group of 34

scholarship recipients was welcomed in the Spring 2009 semester.

The scholarship fund will allow approximately 50 AUB employees

per year to pursue CEC certificates and diplomas.

REP establishes entrepeneurial niche at AUB and fosters market

competitiveness among faculty by involving administrative units in

the institution-wide marketing approach. REP projects significantly

add to AUB’s visibility and marketing in the region. The Continuing

Education Center (CEC), Journalism Training Program, Jeddah

University for Medical and Allied Health Sciences (JUMAHS), and

Fahad Bin Sultan University (FBSU) were only some of the REP

activities that were highlighted in the media. The media attention

came from over 20 media outlets including international television

media such as the Washington Based Al Hurra TV; regional media

such as Al Hayat and Gulf News; local media such as the Daily

Star, An Nahar, L’Orient Le Jour, Radio Liban, LBC, Future TV, OTV,

and the recently re-established MTV; as well as AUB media such as

Main Gate and Outlook to promote REP events. In addition, REP

personnel have been highlighted in the media while participating in

various alumni events throughout the world. This extensive media

coverage has allowed REP to fulfill a fundamental part of its mission:

to expose the AUB name to the widest possible audience.


REP’s Continuing Education Center upholds AUB’s motto “so that they may have life and have it

more abundantly” by extending the resources of the University into the community and region by

providing high quality educational opportunities for people of all educational and professional

levels. CEC is also a ubiquitous element in AUB’s Strategic Plan. Goal five of the strategic plan

states that the Continuing Education Center will play a role in revitalizing AUB’s commitment

to serve its local and regional community by attracting more regional students from diverse

backgrounds through professional programs. CEC has already contributed to this goal by attracting

over 300 trainees in 2008-09 alone from various Arabic speaking countries to participate in CEC

administered professional training programs in areas ranging from journalism to medicine. CEC

also exports its training workshops and certificate programs to the region to continue attracting a

diverse participant pool.

Another strategic initiative under this goal is to develop and offer summer programs to introduce

AUB and its campus to regional and international students at high schools and universities. CEC

is supporting this goal by implementing an expanded summer program to host children of AUB

alumni. In the summer of 2009, the Continuing Education Center, in collaboration with the Office of

Alumni Relations, the Office of Development and the Worldwide Alumni Association of the American

University of Beirut (WAAAUB), launched the Summer Program for AUB Alumni Children (SPAAC).

The program aims to educate the children of AUB alumni about Lebanon’s rich historical and

contemporary significance through classroom instruction at AUB, social activities, and excursions

throughout Lebanon. The SPAAC Program is an extension of the AANA program that was only

open to alumni from North America. However, the summer 2009 program was open to children

of AUB Alumni throughout the world thus contributing to WAAAUB’s mission of strengthening the

ties between AUB and all of its alumni. Twenty four students (eight women and 16 men) between

the ages of 16 and 21 from countries as diverse as the United States, France, the Czech Republic,

Leba non, the United Kingdom, Germany, Canada, Qatar, and the United Arab Emirates enrolled in

classes to improve their Arabic language skills and provide them with an overview of Lebanese

history and culture.

31

III.2 Contribution to Teaching and Research

REP Advancing AUB’s Mission

REP has been a source of tangible, added value for the AUB community. For AUB faculty and staff working

on REP projects, there are opportunities to gain experience that can be applied to teaching, allows them

to collect information that can be used towards research, increases their knowledge of the region, allows

them to work with colleagues from various faculties, develops their consulting experiential base, and

exposes them to new opportunities. For example, as a result of Ms. Fadia Homaidan’s (Director, Office of

Grants and Contracts and Technology Transfer Unit) participation in REP’s consulting project with Qatar

University, and her subsequent exposure in Qatar, Office of Grants and Contracts was approached by the

Qatar National Research Funds (QNRF), a member of the Qatar Foundation, to serve as a focal point for

Universities in Lebanon and the site for their presentation on research priorities for the year 2009 (funding

to start in year 2010). The Director of QNRF Dr. Abdul Sattar Al-Taie and Deputy Director Dr. Nabeel Al-Salem

visited AUB to present the objectives of QNRF to AUB faculty members and other university officials.

REP has also been in contact for possible collaboration with Gadjah Mada University (GMU), the oldest

university and one of the biggest academic institutions in Indonesia. In the Time Higher Education Survey

2006 the Times Magazine reported that GMU is globally placed in the 47th rank for social sciences, 73rd

rank for biomedical sciences, and 70th rank for arts and humanities science. Currently, GMU is shifting its

position to be an international research university. GMU has made commitment to develop Indonesian

people in order to manage the natural resources abundant in Indonesia and to channel such management

to the welfare of the people. A Memorandum of Understanding, resulting from a REP visit to Indonesia,

is currently being considered by the Provost’s Office.

Also in collaboration with REP, the Education Unit of the Faculty of Medicine launched the “Ethics Matters”

series with a lecture by Dr. Harold Baillie, professor of philosophy and provost of the University of

Scranton on November 24, 2008. The lecture was entitled “Teaching Medical Ethics in Medical Schools

and the University”. “Ethics Matters” is an initiative by the Education Unit of the Medical Dean’s Office

that aims to:

• Raise and enhance the general awareness of the AUB community, in general, and that of the Faculty

of Medicine and Medical Center in particular, of the importance and relevance of ethical issues in

health care

• Provide opportunities to stay abreast of new developments in biomedical ethics

• Complement and support the educational program in biomedical ethics at the Faculty of Medicine

The activities envisioned for this initiative will include: lectures, newsletters, workshops, and community

education sessions, among others. A website will soon be launched and will contain resources and other

material related to bioethics. Dr. Thalia Arawi, clinical bioethicist and coordinator of bioethics teaching at

AUB FM, will be directing this initiative.


III.3 Regional Governmental Interaction

REP has played a role in familiarizing high level government officials from the Middle

East and beyond with AUB. In June 2009 the first class of graduates from Fahad Bin Sultan

University in Tabuk, Kingdom of Saudi Arabia, were awarded their degrees. During the

graduation ceremony, His Royal Highness Prince Fahad bin Sultan bin Abdul Aziz Al Saud

recognized the contributions of AUB to the success of FBSU in his public remarks. He thanked AUB

for providing the “guidance and friendship” needed to bring his vision of establishing a university

that will become a major contributor to the educational sector in Tabuk and Saudi Arabia. He

also recognized the extensive efforts of Dr. Riad Chedid (AUB Professor of Electrical and Computer

Engineering) who has served as the President of FBSU since January 2008. He noted AUB’s

“commitment to the success of FBSU” by sending a faculty member of such caliber to oversee the

development of the University.

In addition, in April 2009 REP officials and AUB consultants met with His Royal Highness Prince

Khaled ِِِAِl-Faisal bin Abdul Aziz, Governor of the Mecca Province in the Kingdom of Saudi Arabia,

and His Excellency, The Minister of Higher Education, Dr. Khalid Al Anqari to present the final

business plan for the Jeddah University of Medical and Allied Health Sciences (JUMAHS) and a

university hospital in Jeddah, Kingdom of Saudi Arabia. HRH Prince Khaled openly welcomed the

business plan citing its thorough breadth and sensitivity to the Kingdom’s cultural and educational

objectives. It was also an opportunity for him to learn first-hand about AUB’s activities in the region

and particularly in the Kingdom.

33

III.4 REP’s Contribution to the Elevation of Higher Education in the Region


Since 1976, the Office of Regional External Programs (REP) has delivered practical and measurable

results to both private and public sector organizations throughout the Middle East through academic

consulting projects. Drawing on the resources of the American University of Beirut (AUB) allows REP

to offer the highest concentration of technical expertise and professional resources in the region.

AUB employees include national and international experts who are recognized for their knowledge,

innovative research techniques, and insightful analyses. Suffice to say, AUB is unique in many ways

including the fact that it has a REP office that serves the region and beyond in terms of academic

consulting needs and elevating the level and quality of higher education in the region.

As to the recent feeler by the United States Ambassador (to Oman) Baltimore with AUB’s leadership in

establishing a campus in Oman, the Vice President for REP, met Ambassador Baltimore several times

regarding this potential proposal. He is excited about the prospect of a collaborative initiative with

AUB and will be speaking to Omani officials regarding setting up a new university in the Blue City,

currently under construction, whether it is in the form of an AUB campus or an independent university

established with the help of AUB.

As for possible collaboration with other higher education institutions in Saudi Arabia:

• REP strongly supports new interest in possible collaboration with King Saud University (KSU)

in setting up programs in the two areas of business and management. VP Diab met KSU’s

president in 2008 who in turn expressed strong interest in seeking AUB’s consulting help in

several areas.

• VP Diab met with Dr. Ali Bakhsh, VP for Development at King Abdullah University of Science

and Technology (KAUST) and discussed possible strategic partnership between AUB and KAUST.

There is certainly a lot that AUB can be involved in pertaining to the establishment of KAUST’s

academic and non-academic units and it’s very timely to initiate such a long-term partnership.

The Office of REP has been involved over the past three decades in extending consulting services as

well as assuming management roles for over 20 higher education initiatives as shown in the following

list. This list shows specifically REP’s involvement in the GCC region only; however, REP projects have

now reached an unprecedented geographic spread in 15 countries within the MENA region.


Bahrain

University College of Bahrain: Academic Consulting: November 15, 2008 – November 14, 2010

Technical Assistance: August 15, 2004 – November 15, 2008

Strategic, Administrative & Academic Evaluation: August 15, 2004 – December 31, 2004

University of Bahrain: Technical Assistance: October 1987 – September 1997:

• Engineering Programs Planning

• Business, Management and Accounting Programs Planning

• Community Services & Professional Development Programs

• Secondment of Advisor to the President

Gulf Polytechnic: Technical Assistance: March 1981 – September 1987:

• Evaluation and Planning of the Reconstruction of Gulf Polytechnic:

Educational Programs, Resource Requirements, Administrative Structure

• Programs Development for Management, Education and Training Framework

• Planning and Programs Coordination & Monitoring

• Engineering Programs Planning

• Business & Management, Accounting, English & Math Testing, Long Range Planning

& Administrative Systems Implementation

Ministry of Health: Management Assistance to the College of Health Sciences: October 1978 – December 1994.


Oman

Dhofar University Technical Assistance Support: September 7, 2003 – September 6, 2010

Site Visit: February 2003

Pre-Feasibility Study: June 1, 2001 – September 2003

Founding Committee for the Dhofar University Project Technical Assistance and Support to the National College for Science and Technology: September 7,

2003- September 7, 2005

Qatar

Qatar University Academic Consulting: January 1, 2009 – September 30, 2010

Academic Consulting: May 1, 2007 – December 31, 2008

Technical Assistance: January 2, 2007 – March 31, 2007

Saudi Arabia

Nesma Holding Company Ltd. Business Plan for a Private University of Medical and Allied Health Sciences:

August 1, 2008 – March 31, 2009

Al Faisal University Strategic Planning & Management Workshop: December 28, 2007 – June 27, 2008

Al Mana’ College of Health Sciences Technical Assistance: August 1, 2007 – June 30, 2011

Technical Assistance: July 26, 2004 – September 30, 2006

Site Visit: February 2003


Prince Fahad Bin Sultan University Technical Assistance: March 1, 2007 – September 30, 2014

Arab Supply & Trading Corporation (ASTRA) Academic Consulting to Prince Fahad Bin Sultan University: January 1, 2007 – March 31, 2007

Saudi Institute for Health Services Academic Consulting for the Evaluation of the Existing Diploma in Nursing: February 2006

Kingdom Holdings Kingdom University Feasibility Study: February 19, 2001 – December 31, 2003

United Arab Emirates

Ministry of Presidential Affairs Feasibility Study for Abu Dhabi Private University: January 12, 2005 – March 31, 2006

University of Sharjah Secondment of EMBA Director & Workshops: December 15, 2002 – August 31, 2007

Technical Assistance: June 24, 1999 – July 31, 2003

Technical Assistance I: March 1998 – December 2000

The American University of Sharjah Interim Management: October 1, 1997 – September 30, 1998

His Royal Highness the Ruler of Sharjah Educational Technical Assistance: April 1996 – September 1998

United Arab Emirates University Cooperation Agreement: May 1989 – June 1995

Federal Ministry of Health Establishment & Management of the College of Health Sciences in Abu Dhabi and the Schools

of Nursing in Sharjah, Fujeirah and Al Ain: January 1982 – June 1999

III.5 Strategic Financial Contributions

III.6 Regional and International Media Exposure


REP has made a strategic financial contribution to AUB. REP has also attracted projects from the

region to AUB with an average annual face value of over US$10 million per year since 2001-02. Over

the five-year period (2006-11) of REP’s strategic plan (see Chapter III), the cumulative face value

of REP projects will exceed $50 million. In fact it has reached around $33 million during the first

three years (2006-09). Furthermore, the gross earnings from these REP projects have exceeded

$5.8 million during the first three years (2006-09) and it is expected to reach a cumulative figure

of $10 million by the end of the five-year strategic plan period. Some of this money goes towards

consultant compensation, overhead returns to the involved Faculty, and the AUB general budget.

REP is an integral part of the AUB’s Campus Strategic Plan, as evident from the February 2008

AUB Strategic Plan Overview. REP has contributed to AUB’s strategic objective of involving

administrative units in the institution-wide marketing approach. REP projects significantly add to

AUB’s visibility and marketing in the region. The Continuing Education Center (CEC), Journalism

Training Program (JTP), Jeddah University for Medical and Allied Health Sciences (JUMAHS), and

Fahad Bin Sultan University (FBSU) were only some of the REP activities that were highlighted in

the media. The media attention came from over 30 media outlets including international television

media such as the Washington Based Al Hurra TV; regional media such as Al Hayat and Gulf News;

local media such as the Daily Star, An Nahar, L’Orient Le Jour, Radio Liban, LBC, Future TV, OTV, and

the recently re-established MTV; and AUB media such as Main Gate and Outlook to promote REP

events. In addition, REP personnel have been highlighted in the media while participating in various

alumni events throughout the world. This extensive media coverage has allowed REP to fulfill a

fundamental part of its mission: to expose the AUB name to the widest possible audience. The

following are a selection of print media highlighting REP initiatives:

37



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Lebanese News Beirut Lebanon Newspapers Briefs and On-li... http://www.lebanonfiles.com/news_desc.php?id=118134

1 of 2 9/25/09 12:33 PM

Magda Abu-Fadil donnant un séminaire au Qatar.

pas un épouvantail ?

George Mitchell pour « une paix globale

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Le « Journalism training programme » (JTP), programme deformation des journalistes, relevant de l'Université américainede Beyrouth, propose à partir de la fin du mois d'octobreprochain une formation étalée sur deux ans aux journalistes quidésirent parfaire leur savoir-faire. Cette formation s'adresseégalement à tous ceux qui s'intéressent au métier.Fondé en 2007 par la journaliste Magda Abu-Fadil, qui atravaillé aussi bien à Washington que dans le monde arabe, le« Journalism training program » de l'Université américaine deBeyrouth a été créé dans le but d'assurer des formations auxgens du métier. Ce centre qui relève du Regional externalprograms au sein de l'AUB assure aussi une expertise et un

L'Orient-Le Jour | Politique Liban | Certificat de journalisme pour gens du métier à l’AUB http://www.lorientlejour.com/category/Liban/article/632136/Certificat_de_journalisme_pour...

2 of 5 9/23/09 10:26 AM

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savoir-faire à divers organismes dans le monde arabe.Depuis sa créationen 2007, leprogramme aassuré sur lecampus de l'AUBune dizaine destages de formationaux journalisteslibanais et arabes.La plupart de cesstages ont étédonnés par desjournalistesétrangers. Parmi

ces stages, citons le journalisme d'investigation, le reportage deguerre, le journalisme citoyen, la gestion d'une salle derédaction, la couverture de dossiers relatifs à l'environnement età la santé...Cette année, les stages ponctuels de formation se poursuivront.Un autre projet est également prévu. Ainsi, en coopération avecle « Continuing education center » (centre d'éducation encontinue) à l'AUB, le programme de formation des journalisteslance à partir du mois d'octobre un certificat de journalisme quisera accordée aux personnes ayant suivi durant deux ans cinqcours proposés par le programme.Cette nouvelle formation s'adresse bien aux journalistes quidésirent parfaire leurs connaissances, mais aussi à toutepersonne s'intéressant au métier. Pour la suivre, il suffit d'avoirréussi à l'examen de triple E (EEE - English Entrance Exam) àl'AUB.Afin d'obtenir ce certificat, il faut suivre quatre cours de base etun cours au choix.Chaque cours s'étale sur douze semaines. Pour ce premier


3 of 5 9/23/09 10:26 AM

Réagissez à cet article

semestre, qui commence le 2 novembre, le cours qui sera donnétous les mercredis et les vendredis de 17 heures à 18h45,s'intitule « Média et société - lois et éthiques ». Un autre courssuivra en mars, il a pour titre « Bases du reportage, écriture etrédaction ». Plus tard, des cours intitulés « Multimédia etjournalisme en ligne » et « Broadcast journalism » serontdonnés. Quant aux matières à choisir, le candidat devra opterpour un cours sur le journalisme d'investigation ou sur ladirection d'une salle de rédaction.Le coût de chaque cours s'élève à 840 000 livres.Dans un entretien avec L'Orient-Le Jour, Magda Abu-Fadilsouligne que « l'on n'arrête jamais d'apprendre, surtout enjournalisme ». « Aujourd'hui, le journalisme n'est plus ce qu'ilétait il y a trente ans. Tout évolue très vite et le journaliste doits'adapter aux changements », ajoute-t-elle.Évoquant les séminaires et le nouveau certificat proposé par leprogramme qu'elle dirige, Abu-Fadil indique qu'avant dedécider des formations proposées, elle écoute notamment lesplaintes des rédacteurs en chef concernant les journalistes. Ellemet aussi l'accent dans ce cadre sur les lacunes du programmede journalisme enseigné dans les universités qui ignore lesbesoins du marché.Dans le cadre de son programme, Magda Abu-Fadil compteégalement transformer une salle de conférence à l'AUB envéritable salle de conférence digne des newsrooms de CNN. Elleorganisera dans ce cadre une collecte de fonds.Pour plus d'informations concernant le programme et lecertificat de journalisme, contactez Magda Abu-Fadil au01/748 539 ou au 01/350 000 extension 2 566. Vous pouvezaussi envoyer un mail à l'une des adresses [email protected] ou [email protected]


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III.7 Impact Assessment and Evaluation

III.7.a Client Satisfaction Survey

REP is extremely pleased by the high level of satisfaction expressed by its clients. One client

expressed her satisfaction with REP’s contribution and her intent to consult for AUB again in the

future. She states: “we have found our experience with REP totally satisfactory in the past and we

look forward to continuing this relationship in the future”. Another client said: “I deeply thank you

all for your great effort and support made to arrange for and implement the training courses given

to the group.”

Clients also expressed their satisfaction with the quality of training they received. One client stated:

“The organizer, who we already have long-standing work experience with, the trainers, and content

of the training were excellent.” Another client explained: “I was very pleased to learn from the

participants that the courses were very fruitful and that they are very willing to transmit what they

learned from your staff to their colleagues here and to use these skills to improve their performance

thus reflecting this positively on the status of health of our people.”

The client satisfaction survey revealed that REP clients selected AUB as their consultant of choice

primarily due to AUB’s reputation of reliability and consultants’ skills and expertise. One client

explained: “Consultants selected to work with the organization were knowledgeable, flexible, and

adapted well when changes or difficulties arose.” Another client stated: “The support was professional

and highly appreciated. The university benefited a lot from AUB’s reputation. The academic and

administrative support was extremely important.” The next issues of importance were AUB’s brand

name in the region and its regional presence due to the increasing number and diversity of projects

that are being implemented.

To quantify the impact that REP has had at the institutional and regional levels, REP developed and

implemented a complete impact assessment system. Impact assessment surveys were developed

with the AUB Office of Institutional Research and Assessment (OIRA) that measure client satisfaction

with REP as well as AUB consultants’ academic and professional growth as a result of participating

in REP projects.


The quality of service survey shows that REP’s consultants maintained open communication with

the clients and had clear objectives for each stage of the project. It also shows that they were

punctual in responding to concerns and in attending to new requirements and challenges. One

client explained: “Considering the challenges faced ... This was a huge achievement. The flexibility

shown by REP was invaluable.”

Based on the survey, the clients stressed that the consultancy made significant contributions to

their organizations. They also acquired a greater and clearer idea of AUB faculties and services as

a result of their interaction with AUB consultants from different faculties throughout the duration of

the project. The survey also revealed that clients would consult AUB again for future consultancy

services as well as recommend AUB to other organizations in need of consultancy. “We look

forward to continuing this relationship in the future and we are likely to stay engaged with AUB…”

The results of the survey also show that the clients were satisfied with the outcomes; for example,

one client commented: “Excellent response and deliverables”.


Figure 1: Considerations When Selecting a Consultant

Figure 2: Quality of Service Provided by REP to the Client

Figure 3: Clients’ Observations as a Result of AUB’s Consulting Services


III.7.b Consultant Satisfaction Survey

The REP Consultant Satisfaction Survey indicated that consultants are enjoying the valuable and

unique opportunity that REP is providing them to serve the community and develop themselves

professionally. They are mainly interested in promoting AUB abroad and contributing to its role in

the region. This is corroborated by the fact that the number of REP consultants increased by 16

percent. The results of the survey reveal that the most significant consideration when joining a REP

consulting team is promoting AUB abroad followed by the diversified experience they gain and the

professional challenge they enjoy. One consultant stated: “Working with REP was a challenging

experience. It triggered and drastically improved my knowledge in presenting novel academic

programs in professional pharmacy disciplines and specialties. I fully endorse continuing AUB’s

mission in presenting academic excellence, both globally and regionally. My interacting with the

teams diversified my knowledge and outcome as an academician.” The lowest rated reason for

participating in Rep activities was financial compensation. REP is constantly attempting to address

this issue. An increase of around 30% pertaining to consulting rates set for the various academic

ranks took effect as of December 2006. Furthermore, REP will revisit this issue to consider a further

increase effective October 1, 2010.

Survey responses also suggest that working with REP has provided consultants mostly with

the opportunity to contribute to AUB’s role in the region and to meet an array of people from

varied professional and social backgrounds from within and outside AUB. Consultants also get an

opportunity to increase their knowledge of the region and develop a wider experiential base. For

some consultants and depending on the nature of the project they are working on, experience

gained can be utilized in their teaching and/or be applied to their research projects. One consultant

explained: “Working with REP on a number of regional projects has contributed in a very major way

to my professional growth, research, and teaching. I particularly value the opportunities I had to

address real-life educational problems and to look for practical solutions based on the knowledge

base of my field, my own research, and experience. It was also equally rewarding to contribute to the

educational development in the region and to establish a network of professional relationships with

colleagues both within the AUB and outside.”

The survey also shows that AUB consultants appreciate the support they receive from REP staff. A

dedication to AUB’s mission in the region ranked the highest among the other attributes. Commitment

to service excellence, attentive and caring disposition, and responsiveness to concerns have become

part of REP tradition and are noticed by internal and external clients alike. One consultant states

“The REP Team is excellent and dedicated.”


Figure 4: Considerations When Joining a REP Team

Figure 5: Opportunities Provided Through Working With REP

Figure 6: Consultants’ Satisfaction with REP Staff

chapter IV:rep’s FIVe-Year

(2006-2011)strategIc plan

The Office of Regional External Programs (REP) strives to utilize the entire scope of expertise available at the American University of Beirut to provide the highest level of consulting and technical services in the Middle East and North Africa (MENA). To continuously move towards this goal, a strategic plan was developed in February 2006 that sought to maximize REP’s human and material resources and build REP as a premier brand in training, consulting, and management services. The strategic plan was based on a REP SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis (Appendix B). The following is a synopsis of the strategic plan and the progress made in each of the strategic initiatives in the first two years of implementation.

48 REP’s Five-Year (2006-2011) Strategic Plan

IV.1 Strategic InitiativesUntil the late 1990’s, no formal strategy existed for REP. During the 1990’s until 2006 REP transitioned to

a strategy based on competitive positioning and targeting growth sectors. In 2006 REP implemented a

SWOT based five-year strategic plan focusing on coupling internal strengths and external opportunites.

Relying on the vision, mission, and values presented in REP’s five-year strategic plan, four strategic

initiatives were developed. The following strategic initiatives are interlinked and are inter-dependent

for their successful accomplishment.

IV.1.a Faculty Inclusion Initiative

Objective: Double the volume of REP business, faculty projects and number of faculty members involved over the five-year period (2006-2011).

Accomplishments in 08/09:

• In the third year of initiation, the REP Interfaculty Advisory Committee (RIAC) met twice.

• Number of REP projects increased to 53 during 2008-09, the highest in REP’s history.

• Number of REP consultants increased to 124 in 2008-09.

• The “Abdul-Hamid Hallab REP Service Award for Consulting Excellence” was awarded for the first

time this year. Dr. Ghazi Zaatari of the Faculty of Medicine was the first recipient. The award is

aimed to increase the visibility of REP consultants and will help increase the number of faculty

members involved in REP work.


• In the second year of initiation, the REP Interfaculty Advisory Committee (RIAC) met four times.

• Number of REP projects increased from 40 during 2006-07 to 51 during 2007-08.

• Number of faculty involved in REP projects increased from 84 in 2006-07 to 108 during 2007-08

(see section V.4).

• As a result of REP’s strategy to diversify its project portfolio, new specialization area are being

pursued which is reflecting on a more diverse consultant base from the entire AUB faculty

pool.


• The REP Interfaculty Advisory Committee (RIAC) was formed. RIAC is chaired by the President

and composed of the Provost, Deans, Special Advisor to the President and Vice President of REP.

Five meetings took place during 2006-2007.


IV.1.b Market Intelligence Initiative

Objective: To significantly upgrade REP’s ability to foresee major market developments bearing on project development, particularly in the GCC area. This is now our key strategic requirement given the level of escalating competition in the GCC region by North American, European, and Australian institutions among others.


• A database is currently being established that synthesizes all REP activities (including geographic

spread, potential clients, AUB faculty involvement, project profile, etc.). This will further

organize REP work and provide a means to identify and target projects that meet the University’s

objectives based on market needs.

• The JTP Director, who serves on the Board of Directors of the Arab Journalism Awards, spoke

at, or attended, international events in Sweden, Serbia, France, Belgium, Dubai, and Qatar to

market the program.


• The foundations for country trend & analysis, country cluster intelligence, and a market

intelligence database were developed and will be expanded on in the coming fiscal year.

• The JTP Director participated in various conferences throughout the MENA region to explore

demand for JTP workshops.


• The first Business Development Officer (BDO) at AUB was appointed at REP. Furthermore, a series

of reports will be generated including country trend & analysis, country cluster intelligence, and

market intelligence databases.

50 REP’s Five-Year (2006-2011) Strategic Plan

IV.1.c Branding Initiative

Objective: To build REP as one of the premium brands in training, consulting and management services in the broader Middle East region. Effective branding requires a visibility campaign, more up-market clients, high-powered co-branding and greater freedom of movement for REP.


• The percentage of up market clients was increased to 71% with new projects implemented

with the International Medical Corps. both in Beirut and Baghdad, World Health Organization,

UNESCO, Nissan, National Bank of Kuwait, and the Lebanese Ministry of Public Health.

• REP related activities appeared in all major news outlets in Lebanon (including radio, television,

and print media) as well as regional and international print media.

• REP related activities were highlighted in all editions of MainGate throughout the year.

• REP is working with the Office of Communications to design, execute and analyze focus groups

aimed at developing an accurate assessment of AUB’s brand position from the perspective of

various stakeholders (e.g., current students, faculty, and alumni).


• The number of up-market clients was increased with projects implemented with the World Bank,

International Development Association, Medical Welfare Trust Fund, Ministry of Health in Iraq,

Ministry of Health in the West Bank, and Solidere International.

• To further REP visibility, new websites were created for each of the major projects for the fiscal

year.

• REP made a concerted effort to appear in the media and received wide media coverage in local,

regional, and international media.

• A new REP advertisement was placed in the summer edition of MainGate. As a result of this add,

several AUB alumni sent their CV to REP for consideration as consultants on REP projects.


• New websites and brochures for REP and CEC were created. In addition, the Vice President for

REP made an exploratory visit to North Africa for the first time to discuss REP services.


IV.1.d Leveraging Initiative

Objective: To stretch and multiply REP resources beyond what is possible, strictly on the basis of our campus home base, through co-branding initiatives with major international providers of similar services particularly in Europe and the U.S. Another dimension of the same initiative is to “partner” with credible local partners in different countries where we operate with a view to increasing our market share and enjoy the benefits of permanent local presence without paying a premium cost for it.


• The number of triangulation relationships has been maintained at 8 with new initiatives being

planned for the coming year.

• Meetings were conducted with the Maxwell School for Citizenship at Syracuse University in New

York and Huron Consulting in Chicago during the fiscal year to explore possible triangulation

activities. An MoU has already been signed with Syracuse University.


• The number of triangulation relationships doubled compared to the previous year and nearly

quadrupled compared to the average since 2002-03.

• New triangulation efforts included a partnership with Progress Management Consultants to

provide training to organizations in Saudi Arabia and with UNESCO and UNICEF to deliver

workshops to NGO employees involved in various development activities in Lebanon.

• Meetings were conducted with the American University in Cairo and the Instituto de Empresas

in Spain during the fiscal year to explore possible triangulation activities.


• REP began triangulation efforts with the Forte Business Consult in Kuwait and the Dutch Embassy

in Lebanon.

52

IV.2 Balanced Scorecard

REP’s Five-Year (2006-2011) Strategic Plan

In an effort to maximize efficiency and measure performance towards the strategic plan, REP implemented

the Balance Scorecard (BSC). BSC serves as a conceptual framework that enables REP to actively

pursue its vision and strategy, and effectively translate them into action. BSC helps REP capitalize

on capabilities and assets that already exist such as safeguarding our competitive edge, maintaining

excellence in continuing education, integrating multifaceted know how, carefully tracking and monitoring

our projects, and ultimately maximizing tangible and non-tangible returns to the University.

This performance management tool provides feedback around both the internal processes and external

outcomes. It focuses on four indicators: Customer Perspective, Internal-Business Processes, Learning &

Growth and Financials. The following (Figure 7) is the REP Balance Scorecard strategy map.


Figure 7: REP Balanced Scorecard Strategy Map

54

IV.3 REP Key Performance Indicators (KPIs)

REP’s Five-Year (2006-2011) Strategic Plan

Key Performance Indicators (KPIs) were carefully selected to serve as quantifiable measurements that

reflect the critical success factors of REP and act as a measure of progress towards the organization’s

goals. REP uses two sets of KPIs. The first set is institutionally mandated by the President of the

American University of Beirut in collaboration with the Vice President for Regional External Programs

and the REP Interfaculty Advisory Committee as well as approved by the President’s Cabinet and

coordinated with the Office of Strategic Planning. The second set was established by the Vice

President for Regional External Programs. This set serves as internal measures beyond those required

by the AUB leadership in order to create a more complete and critical picture of REP operations.

Figure 8 lists all REP’s KPIs.

The following pages elaborate on the progress of REP regarding the above-mentioned KPIs for the

2008-09 fiscal year. REP’s full KPI report card will be presented to the President and his cabinet in

March 2010.

Regional External Programs • 2008-09 Annual Activity Report

Figure 8: REP Institutional and Internal Key Performance Indicators

INSTITUTIONALLY MANDATED KPIs

Regional Outreach1 Geographic Spread (by Country)

2 Geographic Spread (by Location)

Financial

3 Total Face Value of New Business Acquired (Inc. CEC)

4 Total Gross Earnings (Inc. CEC)

5 Operational Percentage Margin (Inc. CEC)

Community Outreach6 CEC Student Count

7 CEC Total Course Count

REP INTERNAL MEASURES & KPIs

Financial

1 REP Face Value of New Business2 CEC Face Value of New Business3 REP Overall Face Value4 CEC Overall Face Value5 Total (REP & CEC) Overall Face Value6 REP Gross Earnings7 REP Expenses8 REP Net Earnings9 CEC Gross Earnings10 CEC Expenses11 CEC Net Earnings12 Total (REP & CEC) Net Earnings

Consultant Related

13 Consultation Man-Days Delivered14 Number of AUB faculty participating in REP activities15 Number of AUB non-Academic Consultants16 Number of Secondees and Adjunctees17 Number of non-AUB Consultants18 Total Consultant Pool19 % of full-time faculty members in REP activities

Project Related

20 Number of New Projects21 Number of Ongoing Projects22 Total Number of Projects23 Total Number of Budgets24 Completed Projects25 Multi-Disciplinary Projects26 Projects Per Faculty27 Percentage of projects per faculty28 Proposals: Success rate

Market Related

29 Repeat Customers30 Client Profile31 Up Market Segment32 Triangulation

55

chapter V:rep performance

in 2008–09

57 REP Performance in 2008–09

NO. PROJECT NAME CLIENT LOCATION OF CLIENT START DATETERMINATION DATE

1 Review of Health Education Activities in EMRO Countries WHO - EMRO Egypt Sept. 15, 09 Dec. 15, 09

2 Marketing & Branding Campaign for AUB AUB - Development/Communications Lebanon Sept. 9, 09 Expiry of Funds

3 Tobacco Control Policy Capacity Building for NGOs Ministry of Public Health Lebanon Sept. 3, 09 Dec. 2, 09

4 Customized Executive Education Program Nissan Gulf FZCO United Arab Emirates - Dubai Aug. 05, 09 Expiry of Funds

5 A Situation Analysis of Health Education Activities in Egypt WHO Egypt July 1, 09 Nov. 31, 09

6 Baseline Study on the Media’s Coverage of the Lebanese Parliament Westminster Foundation for Democracy Lebanon June 11, 09 Aug. 31, 09

7 Workshop on Geriatric Nursing Ministry of Health Cyprus June 26, 09 Dec. 26, 09

8 Situation Analysis of the Education Sector Response to HIV & AIDS in the Arab Region UNESCO Lebanon June 18, 09 Dec. 15, 09

9 Executive Education Program Aramex Jordan May 14, 09 Expiry of Funds

10 National Behavioral Change Communication Strategy & Multi-Year Plan of Action Development UNICEF Lebanon May 12, 09 Dec. 31, 09

11 HIV Integration in Health Systems WHO Egypt May 2, 09 Oct. 31, 09

12 Executive Education Program National Bank of Kuwait Kuwait May 1, 09 Dec. 31, 09

13 Professional Development Workshops Umm Al Qura Saudi Arabia - Mecca April 27, 09 June 30, 09

14 First Beirut International Tango Festival Workshops Participants Lebanon April 23, 09 April 26, 09

15 Training in Radiation Oncology International Medical Corps Iraq April 1, 09 Dec. 31, 09

16 Consulting on Curriculum Development for Professional Journalists Jordan Media Institute Jordan March 25, 09 Dec. 31, 09

17 Technical Assistance to the Kfarhatta Technical School Jabal Amel Women Association Lebanon March 1, 09 Expiry of Funds

18 Workshops on Media Literacy Supreme Council for Family Affairs Qatar Feb. 16, 09 March 31, 09

19 Training of Management & Quality of Care in PHC Centers Italian Embassy / Italian Cooperation Lebanon Feb. 13, 09 Expiry of Funds

20 Academic Consulting Azm & Saade Association Lebanon Feb. 1, 09 Jan. 31, 11

21 Consulting & Workshops in Journalism Equal Access International Yemen Dec. 1, 08 Feb. 28, 09

22 Continuing Education Cooperation American University in Cairo Egypt Nov. 25, 08 Nev. 24, 11

23 Academic Consulting University College of Bahrain Bahrain Nov. 15, 08 Nov. 14, 10

24 Continuing Medical Education Workshops International Medical Corps Lebanon Nov. 10, 08 Nov. 9, 09

V.1 New Projects Acquired

During the 2008-2009 fiscal year, REP secured 24 new projects in various areas of specialization

including medical & health sciences, higher education, business management, and journalism. The

following table (Table 4) lists chronologically all new REP projects with contracts signed between

October 1, 2008 and September 30, 2009:

Table 4: Fiscal Year 2008-09 New Regional External Programs Projects


NO. PROJECT NAME CLIENT LOCATION OF CLIENT START DATETERMINATION DATE

1 Review of Health Education Activities in EMRO Countries WHO - EMRO Egypt Sept. 15, 09 Dec. 15, 09

2 Marketing & Branding Campaign for AUB AUB - Development/Communications Lebanon Sept. 9, 09 Expiry of Funds

3 Tobacco Control Policy Capacity Building for NGOs Ministry of Public Health Lebanon Sept. 3, 09 Dec. 2, 09

4 Customized Executive Education Program Nissan Gulf FZCO United Arab Emirates - Dubai Aug. 05, 09 Expiry of Funds

5 A Situation Analysis of Health Education Activities in Egypt WHO Egypt July 1, 09 Nov. 31, 09

6 Baseline Study on the Media’s Coverage of the Lebanese Parliament Westminster Foundation for Democracy Lebanon June 11, 09 Aug. 31, 09

7 Workshop on Geriatric Nursing Ministry of Health Cyprus June 26, 09 Dec. 26, 09

8 Situation Analysis of the Education Sector Response to HIV & AIDS in the Arab Region UNESCO Lebanon June 18, 09 Dec. 15, 09

9 Executive Education Program Aramex Jordan May 14, 09 Expiry of Funds

10 National Behavioral Change Communication Strategy & Multi-Year Plan of Action Development UNICEF Lebanon May 12, 09 Dec. 31, 09

11 HIV Integration in Health Systems WHO Egypt May 2, 09 Oct. 31, 09

12 Executive Education Program National Bank of Kuwait Kuwait May 1, 09 Dec. 31, 09

13 Professional Development Workshops Umm Al Qura Saudi Arabia - Mecca April 27, 09 June 30, 09

14 First Beirut International Tango Festival Workshops Participants Lebanon April 23, 09 April 26, 09

15 Training in Radiation Oncology International Medical Corps Iraq April 1, 09 Dec. 31, 09

16 Consulting on Curriculum Development for Professional Journalists Jordan Media Institute Jordan March 25, 09 Dec. 31, 09

17 Technical Assistance to the Kfarhatta Technical School Jabal Amel Women Association Lebanon March 1, 09 Expiry of Funds

18 Workshops on Media Literacy Supreme Council for Family Affairs Qatar Feb. 16, 09 March 31, 09

19 Training of Management & Quality of Care in PHC Centers Italian Embassy / Italian Cooperation Lebanon Feb. 13, 09 Expiry of Funds

20 Academic Consulting Azm & Saade Association Lebanon Feb. 1, 09 Jan. 31, 11

21 Consulting & Workshops in Journalism Equal Access International Yemen Dec. 1, 08 Feb. 28, 09

22 Continuing Education Cooperation American University in Cairo Egypt Nov. 25, 08 Nev. 24, 11

23 Academic Consulting University College of Bahrain Bahrain Nov. 15, 08 Nov. 14, 10

24 Continuing Medical Education Workshops International Medical Corps Lebanon Nov. 10, 08 Nov. 9, 09

REP Performance in 2008–09

V.1.a Securing New Projects

Before culminating in a REP project, the office vets initial inquiries, submits proposals, and negotiates with the client

about all aspects of the potential project. To organize the process, lists were developed during the fiscal year and

constantly updated. Each list is categorized into the following groups with respect to the nature of the potential

project and/or client as follows:

• Projects that may involve agreements with higher education institutions

• Workshops and training programs

• Projects that may be offered by the Continuing Education Center

• Projects related to consulting and feasibility studies

The lists organize the potential REP projects as well as those under implementation and finally projects that have

completed implementation. This will allow REP to easily track each project from one phase to the other which will

in turn provide an in-depth analysis of any bottlenecks in order to provide the appropriate solution for ensuring the

success of potential REP projects, especially those that facilitate the improvement of KPIs such as geographic spread,

new business, repeat customers, client profile, market segment, etc.

Based on these lists, the following phases are used to monitor the progress of an inquiry through the life cycle of a

potential REP project:

Phase I: Initial probing (exploratory) by the client during which enquiries and discussions take place.

Phase II: Submission of a preliminary proposal, i.e. expression of interest (EOI) and/or letter of intent (LOI).

Phase III: Submission of a final proposal by REP after initial negotiations on scope of project.

Phase IV: Signing of a contract by both REP and the client.

Phase V: Project Implementation phase

59


Table 5: Project Transition of Phases

Figure 9: Proposal Successes Out of Total

During fiscal year 2008-09, pending/prospective proposals were distributed as follows:

Phase I: 63 projects including 14 in higher education; 22 with institutions for delivering workshops/training; 18 to be

implemented by the CEC and 19 for consulting & feasibility studies.

Phase II: 42 projects including 7 in higher education; 12 with institutions for delivering workshops/training; five to be


Phase III: 36 projects including five in higher education; 11 for delivering workshops/training; four to be implemented

by the CEC and 16 for consulting & feasibility studies.

Phase IV: 33 projects signed including five in higher education; 10 for delivering workshops/training; three to be


Phase V: 32 projects in phase IV went on to the implementation stage during 2008-09.

Therefore, the following percentages apply for 2008-09: 94% of projects in phase I made it to phase II, 92% of projects

in phase III resulted in the signature of a contract, and 97% of contracts signed went on to the implementation phase.

The table below shows a comparative picture of these results pertaining to success rates from one stage to the other.

According to Figure 9, the proposal successes out of total transition from Phase III to IV was 92%. This is the largest

percentage in the past seven years and well above the target set for this KPI.

TRANSITION OF PHASES I - II III - IV IV - V

Results from previous year 45% 40% 80%

2006-07 results 56% 58% 91%

2007-08 results 77% 89% 92%

2008-2009 results 94% 92% 97%

61

Table 6. Fiscal Year 2008-09 Ongoing REP Projects


V.2 REP Projects in 2008-09

NO. PROJECT NAME CLIENT LOCATION OF CLIENT START DATETERMINATION

DATE1 Review of Health Education Activities in EMRO Countries WHO - EMRO Egypt 15-Sep-09 15-Dec-09

2 Marketing & Branding Campaign for AUB AUB – Development/Communications Lebanon 9-Sep-09 Expiry of Funds

3 Tobacco Control Policy Capacity Building for NGOs Ministry of Public Health Lebanon 3-Sep-09 2-Dec-09

4 Customized Executive Education Program Nissan Gulf FZCO United Arab Emirates - Dubai 5-Aug-09 Expiry of Funds

5 A Situation Analysis of Health Education Activities in Egypt WHO Egypt 1-Jul-09 Nov 31, 09

6 Baseline Study on the Media’s Coverage of the Lebanese Parliament Westminster Foundation for Democracy Lebanon 11-Jun-09 31-Aug-09

7 Workshop on Geriatric Nursing Ministry of Health Cyprus 26-Jun-09 26-Dec-09

8 Situation Analysis of the Education Sector Response to HIV and AIDS in the Arab Region UNESCO Lebanon 18-Jun-09 15-Dec-09

9 Executive Education Program Aramex Jordan 14-May-09 Expiry of Funds

10 National Behavioral Change Communication Strategy & Multi-Year Plan of Action Development UNICEF Lebanon 12-May-09 31-Dec-09

11 HIV Integration in Health Systems WHO Egypt 2-May-09 31-Oct-09

12 Executive Education Program National Bank of Kuwait Kuwait 1-May-09 31-Dec-09

13 Professional Development Workshops Umm Al Qura Saudi Arabia - Mecca 27-Apr-09 30-Jun-09

14 First Beirut International Tango Festival Workshops Participants Lebanon 23-Apr-09 26-Apr-09

15 Training in Radiation Oncology International Medical Corps Iraq 1-Apr-09 31-Dec-09

16 Consulting on Curriculum Development for Professional Journalists Jordan Media Institute Jordan 25-Mar-09 31-Dec-10

17 Technical Assistance to the Kfarhatta Technical School Jabal Amel Women Association Lebanon 1-Mar-09 Expiry of Funds

18 Workshops on Media Literacy Supreme Council for Family Affairs Qatar 16-Feb-09 31-Mar-09

19 Academic Consulting Azm & Saade Association Lebanon 1-Feb-09 31-Jan-11

20 Academic Consulting Qatar University Qatar 1-Jan-09 30-Sep-10

21 Consulting & Workshops in Journalism Equal Access International Yemen 1-Dec-08 28-Feb-09

22 Continuing Education Cooperation American University in Cairo Egypt 25-Nov-08 24-Nov-11

REP seeks to maintain a diverse project portfolio that reflects a highly assorted client profile and draws on all of

AUB’s faculties. During the fiscal year, REP managed 53 projects, representing diversity in sectors, specializations,

and contributions to the host country. This number of projects is the largest in REP’s history to be managed

simultaneously. Many of these multi-year contracts have required the full gamut of REP’s consulting and technical


assistance services. Some of these projects entered their second, third, or even fourth year of implementation with

major achievements being accomplished during this fiscal year. These projects were signed prior to October 1, 2008,

but were engaged in by REP experts throughout the 2008-09 fiscal year. Table 6 illustrates REP’s full project portfolio

during the 2008-09 fiscal year:

NO. PROJECT NAME CLIENT LOCATION OF CLIENT START DATETERMINATION

DATE1 Review of Health Education Activities in EMRO Countries WHO - EMRO Egypt 15-Sep-09 15-Dec-09

2 Marketing & Branding Campaign for AUB AUB – Development/Communications Lebanon 9-Sep-09 Expiry of Funds

3 Tobacco Control Policy Capacity Building for NGOs Ministry of Public Health Lebanon 3-Sep-09 2-Dec-09

4 Customized Executive Education Program Nissan Gulf FZCO United Arab Emirates - Dubai 5-Aug-09 Expiry of Funds

5 A Situation Analysis of Health Education Activities in Egypt WHO Egypt 1-Jul-09 Nov 31, 09

6 Baseline Study on the Media’s Coverage of the Lebanese Parliament Westminster Foundation for Democracy Lebanon 11-Jun-09 31-Aug-09

7 Workshop on Geriatric Nursing Ministry of Health Cyprus 26-Jun-09 26-Dec-09

8 Situation Analysis of the Education Sector Response to HIV and AIDS in the Arab Region UNESCO Lebanon 18-Jun-09 15-Dec-09

9 Executive Education Program Aramex Jordan 14-May-09 Expiry of Funds

10 National Behavioral Change Communication Strategy & Multi-Year Plan of Action Development UNICEF Lebanon 12-May-09 31-Dec-09

11 HIV Integration in Health Systems WHO Egypt 2-May-09 31-Oct-09

12 Executive Education Program National Bank of Kuwait Kuwait 1-May-09 31-Dec-09

13 Professional Development Workshops Umm Al Qura Saudi Arabia - Mecca 27-Apr-09 30-Jun-09

14 First Beirut International Tango Festival Workshops Participants Lebanon 23-Apr-09 26-Apr-09

15 Training in Radiation Oncology International Medical Corps Iraq 1-Apr-09 31-Dec-09

16 Consulting on Curriculum Development for Professional Journalists Jordan Media Institute Jordan 25-Mar-09 31-Dec-10

17 Technical Assistance to the Kfarhatta Technical School Jabal Amel Women Association Lebanon 1-Mar-09 Expiry of Funds

18 Workshops on Media Literacy Supreme Council for Family Affairs Qatar 16-Feb-09 31-Mar-09

19 Academic Consulting Azm & Saade Association Lebanon 1-Feb-09 31-Jan-11

20 Academic Consulting Qatar University Qatar 1-Jan-09 30-Sep-10

21 Consulting & Workshops in Journalism Equal Access International Yemen 1-Dec-08 28-Feb-09

22 Continuing Education Cooperation American University in Cairo Egypt 25-Nov-08 24-Nov-11


23 Academic Consulting University College of Bahrain Bahrain 15-Nov-08 14-Nov-10

24 Continuing Medical Education Workshops International Medical Corps Lebanon 10-Nov-08 9-Nov-09

25 Technical Assistance Ahfad University for Women Sudan 15-Sep-08 14-Sep-11

26 Leadership in Health Care Program Ministry of Health Dubai, United Arab Emirates 25-Aug-08 24-Feb-10

27 Technical Assistance: Business Plan for a Private University of Allied Health Sciences Nesma Holding Company Ltd Jeddah, Saudi Arabia 1-Aug-08 31-Mar-09

28 Strategic Executive Thinking, Planning & Implementation SeminarAbu Dhabi Marine Operating Company (ADMA-OPCO)

Abu Dhabi,

United Arab Emirates 23-Jul-08 31-May-09

29 Design & Implementation of a Media Management WorkshopInternational Research & Exchanges Board

(IREX)Lebanon 23-Jun-08 Expiry of Funds

30 Development & Implementation of a Monitoring and Evaluation System for the Y-PEER Network UNFPA Lebanon 2-Jun-08 Dec 31,08

31Technical Assistance: Overseeing the Feasibility Study and Business Plan for the Specialized Neurosurgery/Spine/Joint Replacement Hospital

Safwan Trading & Contracting Co. Kuwait 1-Jun-08 Nov 30,08

32 Sixteen-Week Management Education Program Gulf Investment Corporation Kuwait 2-May-08 Expiry of Funds

33 Executive Education Program Aramex Jordan 15-Apr-08 Expiry of Funds

34 Strategic Executive Leadership Seminar Syrian Young Entrepreneurs Association Syria 25-Mar-08 Expiry of Funds

35 Training Services for Nurses and Paramedics Ministry of Health Iraq 1-Feb-08 31-Dec-08

36 Workshop on ElectionsInternational Foundation for Election Systems (IFES)

Lebanon 15-Jan-08 Expiry of Funds

37 Provision of Executive Education & Training Services ASTRA Saudi Arabia - Tabuk 1-Nov-07 31-Oct-09

38 Executive Education Forte Business Consult Kuwait 7-Aug-07 6-Aug-09

39 Technical Assistance to Mohammad Al Mana’ College for Health Sciences Al Mana’ General Hospitals Saudi Arabia - Khobar 1-Aug-07 30-Jun-11

40 Training of NGOs on Health Education Techniques during Emergency Situations Welfare Assocation Lebanon 12-Jul-07 Expiry of Funds

41 Academic Consulting Qatar University Qatar 1-May-07 31-Dec-08

42 Technical Assistance Prince Fahad Bin Sultan University Tabuk, Saudi Arabia 1-Mar-07 30-Sep-14

43 Professional Journalists Training Program Sarah Al Fadl Lebanon 1-Mar-07 1-Mar-12

44 Academic Consultancy Al Nibras Management Consultancy Dubai, United Arab Emirates 1-Oct-06 30-Sep-09

45 Technical Assistance – Phase III University College of Bahrain Bahrain 1-Oct-06 15-Nov-08

46 Designing Programs & Activities Children Interactive Community Lebanon 1-Jul-06 30-Nov-08

47 Health Care Assistance Program Medical Welfare Trust Fund West Bank 30-Jun-06 29-Jun-11

48 Executive Education Dar Jana International Riyadh/Jeddah, Saudi Arabia 12-Feb-06 31-Jan-09

49 Understanding Contemporary Islam Riad Sadek Dubai, United Arab Emirates 1-Jul-05 31-Dec-09

50 Pilot Cadet Recruitment Project Middle East Airlines Lebanon 8-Apr-05 Expiry of Funds

51 AIDS Information System Healthlink Worldwide Lebanon 1-Mar-05 Expiry of Funds

52 Training of Management & Quality of Care in PHC Centers Italian Embassy/Italian Cooperation Lebanon 18-Dec-03 Expiry of Fundsreactivated

53 Technical Assistance & Support Dhofar University Oman 1-Sep-03 6-Sep-10


23 Academic Consulting University College of Bahrain Bahrain 15-Nov-08 14-Nov-10

24 Continuing Medical Education Workshops International Medical Corps Lebanon 10-Nov-08 9-Nov-09

25 Technical Assistance Ahfad University for Women Sudan 15-Sep-08 14-Sep-11

26 Leadership in Health Care Program Ministry of Health Dubai, United Arab Emirates 25-Aug-08 24-Feb-10

27 Technical Assistance: Business Plan for a Private University of Allied Health Sciences Nesma Holding Company Ltd Jeddah, Saudi Arabia 1-Aug-08 31-Mar-09

28 Strategic Executive Thinking, Planning & Implementation SeminarAbu Dhabi Marine Operating Company (ADMA-OPCO)

Abu Dhabi,

United Arab Emirates 23-Jul-08 31-May-09

29 Design & Implementation of a Media Management WorkshopInternational Research & Exchanges Board

(IREX)Lebanon 23-Jun-08 Expiry of Funds

30 Development & Implementation of a Monitoring and Evaluation System for the Y-PEER Network UNFPA Lebanon 2-Jun-08 Dec 31,08

31Technical Assistance: Overseeing the Feasibility Study and Business Plan for the Specialized Neurosurgery/Spine/Joint Replacement Hospital

Safwan Trading & Contracting Co. Kuwait 1-Jun-08 Nov 30,08

32 Sixteen-Week Management Education Program Gulf Investment Corporation Kuwait 2-May-08 Expiry of Funds

33 Executive Education Program Aramex Jordan 15-Apr-08 Expiry of Funds

34 Strategic Executive Leadership Seminar Syrian Young Entrepreneurs Association Syria 25-Mar-08 Expiry of Funds

35 Training Services for Nurses and Paramedics Ministry of Health Iraq 1-Feb-08 31-Dec-08

36 Workshop on ElectionsInternational Foundation for Election Systems (IFES)

Lebanon 15-Jan-08 Expiry of Funds

37 Provision of Executive Education & Training Services ASTRA Saudi Arabia - Tabuk 1-Nov-07 31-Oct-09

38 Executive Education Forte Business Consult Kuwait 7-Aug-07 6-Aug-09

39 Technical Assistance to Mohammad Al Mana’ College for Health Sciences Al Mana’ General Hospitals Saudi Arabia - Khobar 1-Aug-07 30-Jun-11

40 Training of NGOs on Health Education Techniques during Emergency Situations Welfare Assocation Lebanon 12-Jul-07 Expiry of Funds

41 Academic Consulting Qatar University Qatar 1-May-07 31-Dec-08

42 Technical Assistance Prince Fahad Bin Sultan University Tabuk, Saudi Arabia 1-Mar-07 30-Sep-14

43 Professional Journalists Training Program Sarah Al Fadl Lebanon 1-Mar-07 1-Mar-12

44 Academic Consultancy Al Nibras Management Consultancy Dubai, United Arab Emirates 1-Oct-06 30-Sep-09

45 Technical Assistance – Phase III University College of Bahrain Bahrain 1-Oct-06 15-Nov-08

46 Designing Programs & Activities Children Interactive Community Lebanon 1-Jul-06 30-Nov-08

47 Health Care Assistance Program Medical Welfare Trust Fund West Bank 30-Jun-06 29-Jun-11

48 Executive Education Dar Jana International Riyadh/Jeddah, Saudi Arabia 12-Feb-06 31-Jan-09

49 Understanding Contemporary Islam Riad Sadek Dubai, United Arab Emirates 1-Jul-05 31-Dec-09

50 Pilot Cadet Recruitment Project Middle East Airlines Lebanon 8-Apr-05 Expiry of Funds

51 AIDS Information System Healthlink Worldwide Lebanon 1-Mar-05 Expiry of Funds

52 Training of Management & Quality of Care in PHC Centers Italian Embassy/Italian Cooperation Lebanon 18-Dec-03 Expiry of Fundsreactivated

53 Technical Assistance & Support Dhofar University Oman 1-Sep-03 6-Sep-10


V.2.a Current Project Highlights

Fahad Bin Sultan University

The Fahad Bin Sultan University (FBSU) is the first private, English-speaking University in northern

Saudi Arabia. REP has been collaborating with FBSU since 2007. This year has been particularly

significant in the development of FBSU. In October 2008, FBSU was inaugurated by His Royal

Highness Crown Prince Sultan bin Abdul Aziz Al Saud . The ceremony took place at the newly erected

University campus and included government and educational leaders from Saudi Arabia and the

Middle East.

In June 2009 the first class of graduates from Fahad Bin Sultan University in Tabuk, Kingdom of Saudi

Arabia, were awarded their degrees. During the graduation ceremony His Royal Highness Prince

Fahad Bin Sultan recognized the contributions of AUB to the success of FBSU in his public remarks.

He reminded students that studying at high quality institutions is not easy and commended them on

their determination to complete their studies at FBSU. He thanked AUB for providing the “guidance

and friendship” needed to bring his vision of establishing a university that will become a major

contributor to the educational sector in Tabuk and Saudi Arabia. He also recognized the extensive

efforts of Dr. Riad Chedid (AUB Professor of Electrical and Computer Engineering) who has served as

the President of FBSU since January 2008. He noted AUB’s “commitment to the success of FBSU” by

sending a faculty member of such caliber to oversee the development of the University.


The new Fahad bin Sultan Administrative Building

His Royal Highness Prince Fahad bin Sultan Waves to Graduates

Graduate Being Interviewed on Local Television

FBSU Graduates

67

AUB Officials with His Royal Highness Prince Khaled Al-Faisal bin Abdul Aziz


V.2.b Completed Project Highlights

The 2008-09 fiscal year saw the completion of diverse new projects that have expanded REP’s geographic spread and developing relationships with extremely productive and engaging individuals as well as the international organizations they represent. The following are examples of new projects that were completed during the fiscal year.

V.2.b.i Jeddah University for Medical and Allied Health Sciences

In June 2008 REP officials met with His Royal Highness Prince

Khaled Alِِ-Faisal bin Abdul Aziz, Governor of the Mecca Province in

the Kingdom of Saudi Arabia, to finalize arrangements for REP to

develop a business plan for a university of medical and allied

health sciences and a university hospital in Jeddah, Kingdom

of Saudi Arabia. HRH Prince Khaled discussed the Kingdom’s

national development plan indicating the need for augmenting

the quantity and quality of health care educational institutions in

the Kingdom.

A business plan for the Jeddah University of Medical and Allied

Health Sciences (JUMAHS) and University Hospital was submitted.

The proposed business plan is for a college of medicine with a

teaching hospital, a college of pharmacy, a college of nursing,

and a college of public health to address the Kingdom’s national

development plan.


V.2.b.ii Continued Medical Education and Professional Development for Iraqi Refugees

For over 25 years International Medical Corps (IMC) has demonstrated the ability to deliver major

relief and development programs to improve lives and strengthen national capacity through health,

education, and social programming. IMC has responded to complex emergencies and implemented

transitional development programs in over 40 countries worldwide.

As part of the Regional Middle East Mental Health, Psychosocial Support, and Medical Training

Initiative; IMC partnered with the Continuing Education Center (CEC) at the American University of

Beirut (AUB) to provide technical assistance and training for Iraqi professionals temporarily residing

in Lebanon. The training programs provided by AUB were based on assessments conducted by IMC

on the professional development needs of professional Iraqi Refugees living in Lebanon.

This project is the first of its kind for refugees in the Middle East and has served to strengthen

and refresh the professional skill sets of over one hundred Iraqis, the majority of whom have been

unable to work since coming to Lebanon. During the period of October 2008 through August 2009,

AUB professors delivered eleven technical training workshops to approximately 134 individuals in

the following topics:

• Accounting for Non-Accountants

• Business English

• Classroom Management for Intermediate and Secondary Classes

• Communication / Media Crisis Management

• Engineering Projects: Implementation Challenges and Effective Management

• Introduction to Computer and Information Security

• Introduction to Public International Law

• Life Support Essentials

• Principles of Pharmacy

69

V.3 Geographic Spread

Figure 10: Geographic Spread (By Country)

Figure 11: Geographic Spread (By Location)


In addition to entering new areas of specialization, REP has also expanded its geographic presence in the 2008-09

fiscal year. During the November 2006 Board of Trustees meeting, it was recommended that REP tap into additional

countries within the MENA region to help diversify REP projects with respect to their geographic spread and add to

REP’s mission to further enhance AUB’s presence and visibility in the region. This recommendation was made in light

of the branding initiative of the strategic plan which seeks to build REP as one of the premier brands in training,

consulting and management services in the broader MENA region. To this end, a concerted effort was made to win

projects in areas where REP has not previously worked.

During the fiscal year, REP had active projects in 15 countries. This includes Bahrain, Cyprus, Egypt, Iraq, Jordan,

Kuwait, Lebanon, Oman, Qatar, Saudi Arabia, Sudan, Syria, United Arab Emirates, the West Bank, and Yemen. As

illustrated in Figure 10, this represents the widest geographic spread that REP has achieved in its three-decade history.

This KPI’s target for the lifetime of REP’s five year strategic plan is programmed based on an expansion of one country

every two years starting with 10 during 2006-07 and reaching at target of 12 during 2010-2011. This final target has

already been surpassed and will hopefully be maintained and, perhaps, exceeded over the coming years.

Additionally, the number of locations (cities/regions) in which REP has a presence is also the largest ever and has

surpassed the target set for this KPI (Figure 11). Figure 12 illustrates potential countries REP may expand to.


Figure 12: REP Current and Potential Geographic Spread

71

Table 7: Summary of REP Projects by Monetary Value

Number of Projects (Percentage of Total Face Value)

Year Total Projects < $100k $100k < x <$500k > $500k

2008-09 53 28 (5%) 20 (36%) 5 (59%)

2007-08 51 31 (9%) 16 (28%) 4 (63%)

Country No. of Projects %

Bahrain 2 4%

Cyprus 1 2%

Egypt 4 8%

Iraq 2 4%

Jordan 3 6%

KSA 6 12%

Kuwait 4 8%

Lebanon 18 34%

Oman 1 2%

Qatar 3 6%

Sudan 1 2%

Syria 1 2%

UAE 5 10%

West Bank 1 2%

Yemen 1 2%

Total 53 100%

Figure 13: Active REP Projects Per Country


The following charts outline REP’s projects distributed by country and monetary value. While the

majority of REP projects are in Lebanon (18), the highest value projects, over $0.5 million, are located

in Oman, Qatar and Saudi Arabia. Table 7 is a summary of the REP projects broken down according

to project value. The number of projects is followed by the percentage fo the total face value these

projects hold. In each of the following charts the country is followed by the number of projects in

that country and the percentage of total projects (i.e. Kuwait; 4; 8%). As can be seen, whereas 18

projects (35%) are in Lebanon, another 35 projects (65%) are distributed over 14 countries.



Cyprus 1 4%

Egypt 4 14%

Jordan 2 7%

KSA 1 4%

Lebanon 14 50%

Qatar 1 4%

Sudan 1 4%

Syria 1 4%

UAE 2 7%

Yemen 1 4%

Total 28 100%


Bahrain 2 10%

Iraq 2 10%

Jordan 1 5%

Kuwait 4 20%

Lebanon 4 20%

KSA 3 15%

UAE 3 15%

West Bank 1 5%

Total 20 100%


Oman 1 20%

KSA 2 40%

Qatar 2 40%

Total 5 100%

Figure 14: Active REP Projects Valued Over $0.5 mil

Figure 15: Active REP Projects Valued Between $100k and $500k

Figure 16: Active REP Projects Valued Under $100k

Table 8: REP Adjunctees and Secondees


DHOFAR UNIVERSITY

Mohammad Faour Adjunctee Vice Chancellor

Hussein Yaghi Adjunctee Dean, College of Arts & Applied Sciences

Farid Chaaban Secondee Dean, College of Engineering

Nimr Eid Secondee Dean, College of Commerce & Business Administration

FAHAD BIN SULTAN UNIVERSITY

Ibrahim Tabsh Adjunctee Director, Quality Control

MOHAMMED AL MANA COLLEGE OF HEALTH SCIENCES

May Naifeh Partial secondee Director, Division of Nursing

Mary Arevian Partial secondee Director, Division of Nursing

V. 4 Faculty Involvement in REP Projects

REP’s single most valuable resource is AUB’s faculty and staff, who serve as consultants, workshop leaders, secondees

and quality assurance implementers for various projects and training programs. This fiscal year witnessed the largest

number of AUB faculty participating in REP projects over the past decade. The 114 full-time AUB consultants involved in

REP projects (Table 9) represent a 6% increase compared to last year (Figure 17). Progress is being made toward the

140 faculty members (i.e. double that for 2005-2006) targeted for 2010-2011 as set by REP’s strategic plan. In addition,

seven AUB faculty members were seconded or adjuncted to REP projects abroad during 2008-09. These individuals

are assigned to REP projects and serve in senior management leadership positions to move the organization forward

in its early stages of development. The following are REP’s secondees and adjunctees for the 2008-09 fiscal year:

73


Table 9: Faculty involvement in REP Consulting Activity

Figure 17: Number of AUB Consultants Involved in REP Projects

Figure 18: Percentage of Instructional Faculty Members Involved in REP Projects

2006-07 2007-08 2008-09

Number of faculty participating in REP 59 88 83

Number of Secondees and Adjunctees 3 12 7

Total AUB Faculty involved in REP Consultants 62 91 90

Number of AUB Non-Academic Consultants 17 17 24

Total AUB Consultants 79 108 114

Number of non-AUB Consultants 33 41 10

Total REP Consultant Pool 112 149 124

Total Number of AUB Full Time Faculty 418 406 419Percentage of instructional faculty (academic) members participating in REP activities 15% 22% 21%

The number of AUB consultants has risen (over 5%) since the past year and the percentage of faculty members

involved in REP projects from AUB is 21% which is in line with the target set for this KPI of 25%.

75

Figure 19: Multi-Disciplinary Projects (Percentage of Total Projects)

Number from

Table 6Name FAFS FAS FEA FHS FM OSB CEC REP & Non-Academic Units

13 1 Umm Al Qura x x

45 2 UCB – 06-08 x x

23 3 UCB – 08-10 x x

47 4 MWTF x x

39 5 Al Mana’ x x x x

35 6 MOH-Iraq x x

27 7 Nesma x x x x

53 8 DU x x x x

42 9 PFU x x x x

25 10 Ahfad x x

41 11 QU 07-08 x x x

20 12 QU 09-10 x x

24 13 IMC x x x x x x

19 14 AWS x x

26 15 MOH-Dubai x x

TOTAL - 10 3 4 5 6 2 13


Table 10: Multi-Disciplinary Projects

REP leadership is keen on involving a large percentage of AUB’s faculty in REP projects. Furthermore, cooperation

between faculties is extremely important to provide clients with the most comprehensive services possible. As Figure

19 indicates, this fiscal year the percentage of multi-disciplinary REP projects (which draw consultants from two or

more faculties and/or academic support units) increased by 4 percent over the past year. This gain has helped us

move towards the target of 33% multi-discipline projects.

The following (Figure 20 & Table 11) present a synopsis of the distribution of REP’s project portfolio by faculty and the

face value of REP projects that each faculty enjoys. At 28% multi-disciplinary projects compose the majority of the

REP portfolio. In addition, REP multi-disciplinary projects account for the largest face value share with 56% followed

by the Faculty of Medicine at 21%.


Figure 20: Projects Per Faculty

FAFS FAS OSB FEA FM FHS REP Multi-Disc. CEC

Percentage of Projects By Faculty 0% 6% 21% 0% 15% 21% 28% 10%

Percentage by Face Value 0% 3% 15% 0% 21% 3% 56% 2%

The following table compares the distribution of REP projects per faculty versus the project face value by faculty.

Projects shown per faculty are those completely coordinated and run by the faculty concerned (possibly with limited

involvement from another faculty/unit) whereas multi-disciplinary projects are those which involve a consulting team

from various faculties and/or academic support units.

Table 11: Distribution of REP Projects per Faculty and Project Face Value by Faculty

Figure 21: Mandays Delivered and Billed

Mandays are the number of days that REP consultants work on the various REP projects during the year. During 2008-

09 fiscal year a total of 2,179 mandays were delivered by REP consultants as illustrated in Figure 21. This is 453 more

(or 26% additional) mandays delivered than a year ago than the average of the past five years. The target set for this

KPI was also surpassed by 629 mandays.

DISTRIBUTION OF PROJECT PORTFOLIO PER FACULTYCountry 2007-08 2008-09

Faculty of Arts and Sciences (FAS) 4 3

Suliman S. Olayan School of Business (OSB) 15 11

Faculty of Medicine (FM) 7 8

Faculty of Health Sciences (FHS) 8 11

REP Multi-Disciplinary 11 15

Continuing Education Center (CEC) 5 5

- Faculty of Engineering and Architecture (FEA) 0 0

- Faculty of Agriculture and Food Sciences (FAFS) 1 0

Total 51 53

V.5 Man-days Delivered and Billed

77

V.6 REP Client Profiles

Figure 22: Client Profile by Sector


As illustrated in Figure 22, REP has maintained a diverse client profile with projects distributed

among public, private and mix (international organizations & NGOs). This year REP maintained

AUB’s involvement in regional higher education projects with eight institutions in five different

countries [Qatar University, Qatar; Fahad Bin Sultan University (Tabuk), a proposed University of

Allied Health Sciences (Jeddah), Mohammed Al Mana’ College of Health Sciences (Al-Khobar), and

Umm Al-Qura University (Mecca) all in Saudi Arabia; Ahfad University for Women, Sudan; University

College of Bahrain, Bahrain; and Dhofar University, Oman]. In addition, REP reestablished AUB as a

leading consultant in medicine with the highest number of projects with the Faculty of Medicine (8) in

over a decade. AUBMC has gained additional regional recognition with its involvement in some REP

projects. The projects include the Emergency Health Rehabilitation Project with the Ministry of Health

and the Training in Radiation Oncology with the International Medical Corps in Baghdad, the Health

Care Assistance Program in the West Bank, Al Manaa College of Health Sciences in Al-Khobar, KSA,

consulting for a specialized spinal surgery hospital in Kuwait, University of Allied Health Sciences in

Jeddah, KSA, Jabal Amel Association in Kfarhatta, Lebanon, and the Ministry of Health in Cyprus.

In addition, this year marks a benchmark in the number of projects with international organizations

and ministries. Some of these clients include: International Medical Corps-Lebanon, UNICEF, the

United Nations Population Fund, UNESCO, World Health Organization in Egypt, and the Ministries

of Health in Cyprus and Lebanon. In 2008-09 the mixture among public and private sector clients

was relatively balanced. Both public and private sector clients reflect a new target market chosen

and approved during the strategic planning process – ‘up-market clients,’ a category that included

international organizations, private companies and regional universities.


This fiscal year REP has increased the level of up market clients to 71% by engaging with a high number of educational

institutions, international NGOs, and medical institutions. It is envisioned that the focus now will be to maintain this

current client mix as the target goal is within 50-75%.

Figure 23: Market Segment Target

While taking pride in a diverse client profile, REP is also keen on maintaining long term relationships with clients

through renewed contracts and agreements. As clients re-sign contracts with REP for continued service, or a new set

of services, they demonstrate confidence in REP’s ability to deliver high-quality consulting and technical assistance.

This year REP was able to maintain the number of repeat clients at 17. As illustrated in Figure 24, the 17 repeat

clients during the 2007-08 fiscal year continues to be the greatest since 2001-02 and surpassed the target of 14 set

for this KPI.

Figure 24: Repeat Clients

Chapter VI:CeC performanCe

In 2008-2009Inter-faculty and multidisciplinary in nature, CEC programs are designed to cater to the personal and professional growth needs of practitioners in a wide variety of areas including business, medicine, health care assistance, information technology, education, languages, and arts. Harnessing the expertise of AUB’s six faculties, CEC offers professional certificates in business, information technology, education, journalism, and nutrition and food safety; it also offers a diploma in human resource management.

80

VI.1 Introduction

CEC Performance in 2008–09

The Continuing Education Center (CEC) at the American University of Beirut is a division of the Office

of the Vice President for Regional External Programs. CEC extends the resources of the university into

the community by providing high quality educational opportunities for people of all educational and

professional levels.

Mission

The mission of the Continuing Education Center (CEC) is to meet the lifelong educational and training

needs of all learners in the local community and the region. Harnessing AUB resources in various

fields of knowledge, CEC offers a variety of standard and customized certificate programs, non-credit

courses, and workshops in Lebanon and the region. CEC aims to enhance professional and technical

skills while addressing the needs for personal development and cultural enrichment.

Vision

The Continuing Education Center (CEC) aspires to become a center of excellence providing quality

education and training in a variety of fields to a diverse population of learners in Lebanon and the

Middle East and North Africa (MENA).


VI.2 Kamil Sadeddin Continuing Education ScholarshipDuring this fiscal year, the Continuing Education Center launched the Kamil Sadeddin Continuing Education Scholarship.

This scholarship fund is made possible by the generous donation of Mr. Kamil Sadeddin, a friend of REP and AUB. This

scholarship fund aims to encourage AUB’s community members to enhance their education and become more effective

employees by pursuing individual courses and professional certificates at CEC. It will allow approximately 50 AUB

employees per year to pursue CEC certificates and diplomas. Eligibility criteria for the scholarship are as follows:

• AUB full-time non-academic staff member

• Grade 12 or below

During 2008-09, 43 individuals from AUB were awarded the scholarship in the Spring and Summer semesters. Some

of the scholarship recipients pursued courses in English while others studied business courses that will lead to one

of CEC’s various certificates. To award the scholarship, a committee was formed consisting of Dr. Hassan Diab, Vice

President for REP, Dr. Salim Kanaan, Director of Admissions, and Dr. George Farag, Director of CEC.

Mr. Sadeddin (Center) with President Dorman (Right) and Dr. Farag (Left)

82

CEC alumna Nathalie Bekai, who earned a

certificate in human resource management,

was selected by her class to speak at the

ceremony. She described the program as “a

big step towards better opportunities, career

wise, a consistent and practical way for working

people to learn, evolve and share experience

with others,” adding that the program was

also an ideal opportunity for networking and

making valuable professional contacts.

Ms. Bekai Addressing CEC Graduating Class

VI.3 CEC Graduating Leaders


On July 17, 2009, CEC held its third Graduation Ceremony since

its inception in 1982. Over the years, CEC has graduated over

1,000 leaders in various professional fields and countries. In

the previous group of 143 CEC graduates, learners came from 12

countries including Lebanon, Saudi Arabia, Kuwait, and Qatar.

In addition, we had professionals from the business, health,

education, and public sectors. In essence it is the diversity of

CEC learners that adds to AUB’s broad perspective.

The American University of Beirut’s Continuing Education Center

(CEC) graduated on July 17, 2009, some 143 learners, who were

following programs in accounting, business, and marketing,

as well as the newly-created human resources management

diploma program. The 2009 Graduation Ceremony was only the

third graduation to take place since CEC’s inception in 1982.

Graduates came from 12 countries, including Lebanon, Saudi

Arabia, Kuwait, and Qatar representing professional diversity

from the business, health, education, and public sectors. The

ceremony was attended by AUB faculty deans, CEC instructors,

Mr. Kamil Sadeddin, founder of the Kamil Sadeddin Continuing

Education Scholarship, and President Peter Dorman.

President Dorman congratulated graduates for their “motivation

and sense of determination,” and commended their families

who have “given [them] support during the months and years

of [their] study.” Dorman shared with the graduating class the

trials and tribulations he went through when he was completing

his PhD while also holding down a full-time job as a curator in

the Department of Egyptian Art at the Metropolitan Museum in

New York. “As you move ahead, more confident of your abilities

and certainly more accomplished, your performance at the

workplace will carry the stamp of excellence that CEC provides to

its graduates,” he concluded.


2009 CEC Graduating Class

Ms. Al Basha Receiving Diploma from President Dorman

The following is the number of certificates awarded during the

2009 Graduation Ceremony:

CERTIFICATE/DIPLOMA NO. OF GRADUATES

Accounting Studies Certificate 9

Essentials of Business Certificate 7

Human Resource Management Certificate 59

Marketing Management Certificate 40

Office Management Certificate 16

Human Resource Management Diploma 12

Table 12: Number of Certificates Awarded in 2009

84

VI.4 2008-09 Program Offerings

Albert Einstein believed that “intellectual growth should commence at birth and cease only at death.” The idea of developing the skills of all those who seek to do so has been a cornerstone throughout the history of CEC for more than 25 years. At times of political turmoil and war the “Extension Program,” as it was known back then, provided professional training to people from all over the Beirut area. In spite of the difficulties, CEC remained open to the public in an effort to continue its mission of meeting the lifelong and training needs of all learners in the local and regional community.

It is this spirit of service to the local and regional community that makes CEC an essential part of the Office for Regional External Programs, and indeed the American University of Beirut. The flexibility of the type and format of course/certificate offerings within CEC allows for fast response to market needs for professional training and non-credit programs. In addition, CEC activities and learners transcend the boundaries of Lebanon. With over 1,000 certificate and diploma graduates as well as training workshop participants, CEC learners can be found throughout the Middle East and North Africa (MENA) from the hospitals of Iraq to the newsrooms of Morocco.


VI.4.a New Academic Programs in 2008-2009

The constant development of new CEC programs is essential in

increasing the visibility of CEC both locally and regionally. As

programs increase more options are available to current and

potential CEC students; there is more faculty engagement in CEC

activities, and there is more opportunity to recognize CEC in the

media. The following are the new programs that were introduced

to the CEC repertoire in 2008-09:


VI.4.a.i Journalism Certificate

To contribute to the development of Arab journalists, the JTP has

established a journalism certificate under the Continuing Education

Center’s auspices. The certificate complements existing JTP workshops

and serves as a tool to help journalists upgrade their skills, to learn

new techniques over an extended period, and to help professional

media practitioners advance in their careers.

The certificate courses are aimed at participants ranging from

beginners, to middle and senior level journalists in their respective

hierarchies. It is also open to non-media participants. Although this

form of continuing education is meant for professional journalists

and courses carry no credits, they are equivalent to credit-bearing

units requiring 45 contact hours per semester.

The courses are conducted in Arabic and English with hands-on

application-oriented modules and heavy reliance on case studies. Lab

work, exercises and projects take priority over theoretical pursuits.

Core Courses • CJRN 101 Media & Society/Laws & Ethics

• CJRN 102 Basic Reporting, Writing

and Editing

• CJRN 103 Multi-Media/Online Journalism

• CJRN 104 Broadcast Journalism

Elective Courses • CJRN 105 Investigative Journalism

• CJRN 106 Newsroom Management

86 CEC Performance in 2008–09

VI.4.a.ii The Summer Program for AUB Alumni Children (SPAAC)

Overview

In July 2009, CEC in collaboration with the Office of Alumni Relations and the Worldwide Alumni

Association of the American University of Beirut (WAAAUB), launched the Summer Program for AUB

Alumni Children (SPAAC) for AUB alumni throughout the world to strengthen the ties between AUB

and all of its alumni.

SPAAC offers AUB alumni children the opportunity to experience campus life while learning about

Lebanon’s rich history and culture. The summer program aims at deepening the students’ knowledge

of their heritage, expanding their understanding of the modern Middle East, and strengthening

alumni ties through the experiences of their children. This summer program is a rich and pleasurable

educational experience, and a unique opportunity to enjoy the summer, make new friends, get a

taste of college life, and explore Lebanon.

The summer program is open for bright and highly-motivated students from around the world between

the ages 16 and 21. The participants’ stay on campus will be facilitated and carefully supervised by

our highly qualified staff. All participants will be accompanied by our staff for all planned activities

including on-campus activities and field trips to extraordinary historical sites throughout Lebanon.

Eligibility

High school students must be at least 16 years old. A maximum of forty qualified applicants will be

accepted on a first-come, first-accepted basis. Priority will be given to children of AUB alumni. All

other applicants will be considered based on availability of vacancies.


2009 SPAAC Students

Program Structure

Academic Courses

Participants will learn classical and colloquial Arabic using a curriculum rich in social and cultural

activities. Participants will also cover pre-history, contemporary history, and the archaeology of

Lebanon and the region at large mainly on field trips and partly in class. The language of instruction

is English. The following academic courses will be offered to each participant:

• Colloquial Arabic: Arabic for communicating in common day-to-day situations

• Literary Arabic: An elementary knowledge of classical Arabic grammar, expanded vocabulary and

basic reading skills

• Contemporary Lebanese Studies: This course aims at giving participants a better understanding

of Lebanon from the pre-historic period till today.

• The archaeology program starts with a general introduction to the archaeological sites in

Lebanon and surveys prehistoric Lebanon.


Social Activities: Afternoons on the scenic campus of AUB will be a time for a variety of extracurricular activities.

Participants are at liberty to choose from the following social activities:

• Traditional folk dance, painting, and music

• Extensive use of the Charles Hostler Student center facilities including swimming, gym,

basketball courts

• Volunteer services at AUB Medical Center

• Visits to Jafet Library, museums and souks

During the evening hours, participants will sometimes go on dinner outings to various destinations

in Beirut. Every Friday, students will enjoy the beauty of the Lebanese coast and Mediterranean Sea

in the “Beach Day” program.

Country Excursions: One-day and overnight trips to significant historical and cultural destinations throughout Lebanon

will ensure participants’ exposure to the diversity Lebanon has to offer. Field trips may include

(among others):

• Visits to the archaeological and historical sites in Jbeil, Batroun, Beiteddine, Mousa Castle,

Baalback, Jeita

• Hiking in the Cedars and Qadisha Valley

• Rafting on the Orontes River (Nahr-El-Assi) in Hermel

• Visits to local orchards, farms, wineries, craftsmen with demonstrations


SPAAC Students in Baalbek

90

A Summer to Remember

“This is a magical place, like nowhere else,” says SPAAC student Lana Hashem. “I have traveled a

lot and studied at the Sorbonne last summer. It had nothing to compare to the SPAAC experience.”

The summer program was developed to deepen students’ knowledge of their heritage, expand their

understanding of the modern Middle East, and strengthen alumnities through the experiences of their

children. 24 students (eight women and 16 men) between the ages of 16 and 21 from countries as

diverse as the United States, France, the Czech Republic, Lebanon, the United Kingdom, Germany,

Canada, Qatar, and the United Arab Emirates enrolled in classes to improve their Arabic language

skills and provide them with an overview of Lebanese history and culture along with a strong dose

of traditional Lebanese hospitality.

Sixteen-year-old Lana Hashem had visited Lebanon from her home in New York State regularly until

2003, but this was her first experience on campus. “I love the view, the scenery, the people, the life;

it is fabulous,” she declared adding, “The courses were informative and fun.” Because Lana’s dad had

a strict rule prohibiting his children from speaking English to him at home, Lana’s colloquial Arabic

is quite good. She credits SPAAC with helping her improve her reading and writing skills. Lana’s

connection with AUB, however, is not through her father, but her mother, Adele El Karah, MD, PhD,

an American-born Lebanese who was a professor of macrobiology at AUBMC before she left to finish

her studies at Columbia in the 1980s. “Mom loved AUB,” Lana explains, “She used to talk about it a

lot, including the tunnel leading to the beach, all her memories.” While Lana’s dentist dad was born

in Lebanon, he studied in France. Lana is now trying to decide which parent’s footsteps to follow.



Ms. Hashem with President Dorman and Dr. Farag

92

VI.4.a.iii English Language and Information Technology Program at the AUB’s Bekaa Campus

The Continuing Education Center, in cooperation with the Faculty of Agricultural and Food Sciences,

also launched the English Language and Information Technology Program at the Agricultural Research

and Education Center (AREC) in Bekaa in summer 2009 starting with the English language course.

This program is modeled after the Beirut CEC program and follows the same management and

quality control model. The English Language and Information Technology program helps participants

to become proficient in the basics of the English language: reading, writing, speaking and grammar;

and equips them with the fundamental concepts and tools in the field of information technology.

The English component of the program consists of three levels based on the students’ level of

proficiency in English. Levels are assigned based on the results of the English placement test given

to all students prior to registration.



Opening Ceremony at Main Gate Atrium

Argentinian Tango Dancers at AUB

VI.4.b New Non-Academic Programs in 2008-2009

VI.4.b.i Beirut International Tango Festival

The Continuing Education Center hosted the first annual Beirut

International Tango Festival during the period April 23-26, 2009.

The Festival showcased world-renown musicians and performers

who delighted participants with their mastery of Argentinean

Tango music and dance. This Festival was the first of its kind

to be held in Lebanon and the Middle East and attracted over

200 participants. Participants came from 15 different countries

including Lebanon, Jordan, France, Argentina, the United States,

and Sweden.

The Festival drew on the talents of leading international musicians

and dancers of Argentinean Tango. The “Silencio” Orchestra

(Spanish for silence) is a group of internationally recognized

musicians who came together to form one of the most recognized

Argentinean tango orchestras on the international scene. The

group is lead by Roger Helou, an Argentinean pianist of Lebanese

origin, and has released their second album entitled “Silencio Live

in Berlin.” Silencio has performed in the leading Tango festivals

of Europe including Berlin, Paris, Zurich, Milan, Copenhagen,

Amsterdam, Stockholm, and Zagreb. The Festival also included

four internationally recognized couples of Argentinean Tango from

Argentina, Paris, Sweden, and Finland who performed shows and

led instructional workshops for participants of all levels.

The Festival attracted a large number of diplomats serving

in missions in Lebanon. The Chargé d’Affaires of Argentina

and Ambassador of Mexico were only a few of the diplomatic

contingency to attend events. Chargé Moreno of Argentina called

the event a “valuable representation of Argentina culture in

Lebanon” and pledged the ongoing support of the Argentinean

Embassy to future activities at AUB.


VI.4.c Ongoing CEC Programs

VI.4.c.i Certificate & Diploma Programs

During the 2008-09 fiscal year the following certificates and diplomas were offered:

Business Studies Division

Offers courses designed to provide students and clients of all levels with the necessary abilities to

succeed in future positions in the areas of sales and marketing, accounting, investment and finance,

e-business, supervisory management, and human resource management.

• Accounting Studies Certificate

• E-Business Certificate

• Essentials of Business Certificate

• Financial Management Certificate

• Human Resource Management Certificate

• Marketing Management Certificate

• Office Management Certificate

• Small Business and Entrepreneurship Certificate

• Human Resource Management Diploma

Computer Studies Division

Offers courses in programming, computer networking, database management, web designing, multimedia

authoring, computer graphics production and e-learning programming. Courses are customized for

targeted delivery.

• Information Technology Certificate

Education Division The Vocational and Technical Education (VTE) Certificate provides opportunities for current and future

employees in vocational and technical institutions to become more effective in the development and

delivery of programs and services to students and to enhance their career options.

• Vocational and Technical Education (VTE) Certificate

Other Certificates • Nutrition and Food Safety Certificate

• Journalism Certificate


Special Studies Division

Customized training courses are arranged

upon request to meet the needs of individuals

and/or groups not covered by CEC’s other

instructional areas. Current offerings include:

• Basic Photography

• Interiors Design

• Math for SAT

• Personal Financial Planning

VI.4.c.ii Non-Certificate Courses

During the 2008-09 fiscal year the following courses were offered:

Language Studies Division

Offers English language courses at all levels of proficiency, as well

as specialized courses for members of various professions and

students preparing for the TOEFL. This division also serves non-

native speakers of Arabic by providing classes in Modern Standard

Arabic, Colloquial Arabic, and Arabic for special purposes. Students

may also take classes in a variety of other languages.

Arabic

• Standard Arabic Beginner

• Standard Arabic Intermediate

• Standard Arabic Advanced

• Colloquial Arabic Beginner

• Colloquial Arabic Intermediate

• Colloquial Arabic Advanced

English

• English Language

• Conversational English

• English for SAT

Other languages

• Portuguese

• French

• Italian

• Spanish

• Chinese

• Russian

Table 13: CEC Course Count by Subject

Figure 25: CEC Course Count


YEARBUSINESS

MANAGEMENTINFORMATION TECHNOLOGY

ENGLISH LANGUAGE

OTHER LANGUAGES

SPECIAL & ART COURSES

TOTAL

1998-99 15 5 15 6 1 42

1999-00 14 7 14 4 6 45

2000-01 15 6 14 6 5 46

2001-02 16 9 17 2 4 48

2002-03 20 6 17 4 3 50

2003-04 16 3 13 2 1 35

2004-05 18 1 15 3 0 37

2005-06 20 2 16 4 1 43

2006-07 23 0 11 3 4 41

2007-08 32 0 14 5 4 55

Average 18.9 3.9 14.6 3.9 2.9 442008-09 30 0 16 5 5 56

The CEC course count has steadily increased in the past three years, and in 2008-09 the course count was 27% greater

that the decade average. However this increase has taken effect in a manner that reflects a sensitivity to maintain a

maximum instructor to student ratio of 1:12. The following CEC course count represents only CEC courses given over

a semester.

96


Table 14: CEC Certificate and Diploma Program Offerings

The following is a summary of CEC’s program offerings:

CERTIFICATE PROGRAMSDIPLOMA

PROGRAMS

Year Accounting Marketing BusinessHR

ManagementOffice

ManagementInformation Technology

HR Management Total

1997-98 x x x x 4

1998-99 x x x x x 5

1999-00 x x x x x 5

2000-01 x x x x x 5

2001-02 x x x x x 5

2002-03 x x x x x x 6

2003-04 x x x x x x 6

2004-05 x x x x x x 6

2005-06 x x x x x x 6

2006-07 x x x x x 5

2007-08 x x x x x x 6

2008-09 x x x x x x 6

98

VI.5 Student Enrollment

Figure 26: CEC Student Count

VI.6 Quality Assurance Measures


The constant response to market needs has allowed CEC to cater to new and emerging market needs

in continuing education. New certificate programs as well as improvements to current programs have

helped CEC raise its student count. This year 600 students were enrolled in semester courses. This is

12 percent higher than the previous year and 18 percent greater than the decade average.

This year CEC completed the placement of a CEC coordinator from each academic faculty. These

coordinators are full time AUB faculty and will oversee the CEC certificate and diploma programs both

current and forthcoming. In the past, CEC coordinators were selected for each CEC division. Now

coordinators exist from all faculties in preparation for an increase of certificate programs in the coming

year from AUB’s full time faculty. There are the program coordinators who are responsible for quality

assurance for CEC certificate and non-certificate programs, and the workshop coordinators who are

responsible for local and regional workshops. The contribution of these coordinators ensures that the

academic substance delivered at CEC is comparable in quality to the regular AUB programs. In addition,

the JTP Steering Committee has been expanded to direct the increasing opportunities arising for JTP. The

following is a list of all coordinators.


Table 15: REP/CEC Operation Coordinators

OPERATION NAME REPRESENTING

FACULTY/REP COORDINATORS

Rami Zureik Faculty of Agriculture and Food Sciences

Imad Zbib Olayan School of Business

Fadi Bitar Faculty of Medicine

Nasser Yassine Faculty of Health Sciences

Fadl Moukalled Faculty of Engineering and Architecture

Saouma Boujaude Faculty of Arts and Sciences

WORKSHOPS COORDINATORS

Imad Zbib Business Related Workshops

Theodore Christidis Science Track Workshops

Saouma Boujaoude Arts Track Workshops

Rima Rantisi English Workshops

CEC CERTIFICATE COORDINATORS

Fida Afiouni Human Resource Management Certificate and Diploma

Jad Milki Journalism Certificate

Ghazi Ghaith English Programs

Zeina Kassaifi Nutrition and Food Safety Certificate

JOURNALISM TRAINING PROGRAM STEERING COMMITTEE

Abdul-Hamid Hallab Special Advisor to the President

Jad Milki SBS Dept., Faculty of Arts and Sciences

Magda Abu-Fadil Director, Journalism Training Program

Nabil Dajani SBS Dept., Faculty of Arts and Sciences

Rami KhouryDirector, Issam Fares Institute for Public Policy and

International Affairs

George Farag Assistant VP, Regional External Programs

100

VI.7 Triangulation Initiatives

This year REP has explored joint collaborative initiatives between AUB and other organizations to

deliver CEC programs such as workshops and training to third parties. These “triangulation” efforts

contribute to the leveraging initiative to multiply REP resources through co-branding initiatives.

Such ventures will result in designing products that draw on areas of strength of both institutions

and creating a joint brand name that is expected to provide stronger marketability for continuing

education products in many areas within the Middle East and North Africa region. During the 2008-

09 fiscal year, the number of triangulation relationships was maintained when compared to the

previous year. This is almost three times the average since 2002-03 (Figure 27). Additionally, REP

was able to surpass the target set for this KPI. New triangulation efforts included partnerships with

the American University in Cairo. Meetings were also conducted with the Maxwell School of Syracuse

University in New York and a relationship may be realized in the coming fiscal year.

Figure 27: Triangulation Initiatives


chapter VII:Workshops

and traInIng programs

Workshops and Training Programs have long been a valuable part of REP work. REP works closely with the various AUB academic departments to develop training workshops that meet the training and professional needs of our clients in Lebanon and the region. A select grouping of these workshops leads to more intensive training program in a particular area of focus.

102 Workshops and Training Programs

Most workshops are of one-to-five day duration. REP has offered a plethora of workshops and training programs in various discplines with flexibility pertaining to customizing the deliverable to suit the specific needs of the cohort, venue, delivery method among other aspects. These workshops provide a highly interactive setting that allows participants to collaboratively examine and learn new ideas and practices. Workshops are conducted on-campus and off-campus, and inside and outside Lebanon. They can be delivered individually or as a part of a consulting project. The language of instruction is English while some may be delivered in Arabic. The following are some examples of training programs that took place in 2008-09:

VII.1 Iraqi Radiation Oncology Rehabilitation Program

REP is cooperating with the International Medical Corps (IMC) in

Baghdad, Iraq, to provide advanced training in radiation oncology

using an integrated team approach for service delivery. The Iraqi

Radiation Oncology Rehabilitation Program (IROR) provides hands

on practical training for radiation oncologists, medical physicists/

dosimetrists, and radiotherapists on the use of linear accelerator

technology and modern treatment planning systems in radiation

oncology. This training program contributes to a national program

carried out for the Iraq Ministry of Health (MOH). The objective

of the training program is to provide hands on practical training

to core clinical radiation oncology teams, and support staff, that

will allow them to effectively deliver advanced radiation oncology

services.

A training participant team from Iraq consists of approximately two

physicians, two physicists, and three therapists. It is envisioned

that five teams will visit AUB for training. A training session

consists of four weeks or 20 training days. Each training day is

comprised of a one hour lecture and seven hours of practical

training. This is a total of 20 lectures and 140 hours of practical

training per session. Each training session includes ten lectures on

topics related to physics and ten medical lectures for a total of 20

lectures. Lectures are delivered by AUB Medical Center specialists

and attended by all participants. Practical training is given by

AUBMC physicians, physicists, and therapists to their participant

counterparts. Training participants are shadowing their local

peers in their daily work. Therapists rotate between SL75, SL18

and simulator such that there is always one guest per machine.

Participants also participate in medical conferences designed to

synthesize the material gained through the academic lectures

and practical training. The conferences will provide additional

opportunities for discussion and analysis.


Iraqi Radiation Oncology Rehabilitation Program Participants

104

Advanced Financial Management Program Participants

Workshops and Training Programs

VII.2 Advanced Financial Management Program

Some 23 students from Gulf Cooperation Council (GCC) countries graduated from a special 16-week

advanced financial management program held at AUB and was considered a great success by students

and teachers alike. The sophisticated first-time program was designed and delivered by the Olayan

School of Business at the American University of Beirut (AUB), under the umbrella of the Regional

External Programs at the University and with the full support of the Gulf Investment Corporation (GIC),

a regional financial institution set up by GCC governments in 1983 “to play a lead role in stimulating

private enterprise and in funding projects that would underpin economic and social development.”

The program adopted Harvard Business School case studies to cover all aspects of financial analysis,

including fund valuation and corporate finance.

Hisham Razzouqi, GIC’s chief executive officer and an AUB alumnus, commended students for their

success and AUB for conducting such “an inspiring and fruitful training.” AUB President Peter Dorman

congratulated graduates for their achievement, saying” We are enormously grateful for having you with

us. Your presence here allows AUB to achieve its mission of contributing to regional higher education.”


• Accounting for Non-Accountants

• Business English

• Classroom Management for Intermediate and

Secondary Classes

• Communication/Media Crisis Management

• Engineering Projects: Implementation Challenges

and Effective Management

• Introduction to Computer and Information Security

• Introduction to Public International Law

• Life Support Essentials

• Principles of Pharmacy

• Course Syllabus Design and Learning outcomes

• Assessment of Students Learning Outcomes

• Leadership Effectiveness and Development

• The Practice of Management in the 21st Century

• Change Management in a Global Framework

• Strategic Thinking & Leadership

• Finance for Executives

• Strategic Marketing

• Financial Analysis & Feasibility Studies

• Change Management

• Team Building

• Experiential Learning

• Investigative Journalism

• Media Literacy

VII.3 Other Workshops

Workshops can also be either generic or customized depending on the needs of the client; and a

needs-analysis study is sometimes conducted to help the client identify those areas where learning

and training are mostly needed. REP draws on the expertise of AUB faculty to respond to our clients’

training needs in many areas such as, engineering, medicine, business, English, IT, education, and

agriculture. The following is a list of selected workshops offered during 2008-09:

Chapter VIII:JournalIsm

traInIng program

The Journalism Training Program (JTP) trains Arab print, broadcast and online journalists from the Middle East and North Africa region. The year-round training, that plugs the gaps in existing efforts and meets new needs of the media in various topics, includes basic news reporting and writing, editing, war/safety coverage, online journalism, investigative journalism, media ethics and other topics delivered in Arabic, English and French. JTP also offers workshops in media literacy and corporate communications/media crisis management.

107 Journalism Tranining Program

The Journalism Training Program (JTP) continues to build on its success in raising the professional

standards of media across the Arab world.

Since its launch in 2007, the JTP has aimed to upgrade and update journalists’ knowledge and skills

in the region. It has seen a bevy of activities, with training workshops, consulting on journalism

curricula and launching of a Journalism Certificate.

Key Facts:• The JTP has conducted 16 workshops

• The JTP’s workshop participants have come from 15 Arab countries

• The JTP has been involved in 3 major consulting projects

• The JTP has been featured in 24 media/news outlets

• The JTP has launched a Journalism Certificate

VIII.1 INTRODUCTION

VIII.2 JTP Workshops

The Embassy of the Netherlands funded six mini-courses:An investigative journalism workshop aimed at promoting a culture of accountability and media’s

watchdog role grouped young reporters from Lebanon, Saudi Arabia, Iraq and Jordan who kicked off

a series of training courses at AUB.

Sanaa Diab of Lebanon’s “Al Balad” daily said: “This workshop demonstrated what real professional

journalism means.”

The July 23-27, 2007 course organized by AUB’s Journalism Training Program (JTP) introduced junior

reporters to definitions of the genre, duties and responsibilities of investigative journalists, obstacles

and legal limits to this type of reporting, ethics, ideas for reports and how to dig for information.


Magda Abu-Fadil trains future investigative journalists

109

Elections coverage trainer Sanaa El Jack

Former CNN news chief Eason Jordan on war coverage/safety for journalists

Journalism Tranining Program

“The workshop was a launching pad and opening to a wide and interesting area...I enjoyed delving

into investigative reports and realize how much I’ve missed so far in my career,” said Mirna Seif of

Lebanon’s “LBC” TV.

The reporters hailed from Lebanese dailies “Assafir” and “Al Balad,” pan-Arab dailies “Asharq Al-

Awsat” and “Al Hayat,” the UAE’s “Al Imarat al Youm,” Lebanese “Al Shiraa” weekly, Lebanese

monthly “Le Commerce du Levant,” “Laha” magazine, Lebanon’s “LBCI TV,” Iraq’s “Al-Soumariya TV”

and “Elaph” website.

The second workshop August 27-30, 2007 focused on elections coverage, grouping reporters from

Saudi Arabia, Yemen, Oman, Lebanon and Iraq representing “LBCI TV,” “Al Soumariya TV,” Bahrain’s

“Al Waqt” newspaper, Lebanon’s “Assafir” daily, Iraq’s “Al Taakhi” daily, Iraq’s “Al Iraqiya TV,” Lebanon’s

“National News Agency,” and Saudi Arabia’s “Al Madina” daily.

It dealt with campaigns, finances, political parties, surveys and voting.

The third course September 18-20 was aimed at war coverage/safety for journalists and featured

former CNN chief news executive and president of newsgathering Eason Jordan.

It involved basic rules about dangerous assignments, recognizing danger and weapons, health and

safety precautions, accidents, first aid tips and medical aid, bodyguards, escorts, translators and

fixers, safety equipment and gear and dealing with civil unrest.

Trainees also learned about the risks involved in embedding with regular and irregular combat

troops, coverage of children and families in conflicts, media ethics in war situations and the role of

humanitarian organizations and NGOs in wars.

The workshop, the first-ever in Lebanon, grouped reporters from Lebanon, Iraq, and Saudi Arabia

representing “Al Jazeera.net,” of Qatar, Lebanon’s “National News Agency,” Lebanese dailies “An-

Nahar,” “Assafir,” “Al Balad,” and “L’Orient-Le Jour,” pan-Arab dailies “Asharq Al-Awsat,” and “Al

Hayat,” “Al Arabiya.net,” Iraq’s “Al Soumariya TV,” Iraqi daily “Al Taakhi,” and U.S. Government-

funded “Al Hurra TV” and “Radio Sawa.”


“Al Bia’ wal Tanmia’s” Raghida Haddad

The fourth workshop September 24-26, on newsroom management, targeted mid-to-upper-level

decision makers in print, broadcast and online media with participants from Lebanon, Morocco,

Sudan, Iraq and Saudi Arabia representing Lebanon’s “LBCI TV,” “Future TV” and “Tele-Liban,” U.S.-

funded “Al Hurra TV,” “Dubai TV,” Lebanese website “Now Lebanon,” Iraq’s “Al Soumariya TV,” as

well as “Assafir,” “Al Taakhi,” “Asharq Al-Awsat,” “Middle East Reporter,” “IREX,” Sudan’s “Al Ahdath

daily,” “Greenpeace” and AUB’s Information and Public Relations Office.

Keen reporters from Lebanon, Iraq and Palestine added to the (JTP) earlier momentum during the

fifth workshop on how to cover the environment and health matters.

The five-day November 26-30 mini-course featured AUB’s Faculty of Health Sciences Professor Iman

Nuwayhid who engaged participants in definitions of environmental health and involved them in

practical exercises.

“The workshop provided us with a clear picture about pressing environmental issues,” said “Assafir”

reporter Khaldoun Zeineddine.

Ministry of the Environment Director General Berj Hatjian tackled the government’s perspective and

legislative concerns, while managing editor Raghida Haddad of “Al Bia’ wal Tanmia” (Environment and

Development) magazine focused on methods of reporting environmental and health topics, using

case studies from her publication.

Videos on global warming, protection of the earth’s ozone layer, conservation, desertification and

reforestation, and, endangered species added dynamism to the course, as did writing exercises for

the journalists from Lebanon’s “An-Nahar,” “Assafir,” “Sada Al Balad,” “Al Akhbar” newspapers, “Al

Hayat-LBC TV,” “United Press International,” “Asharq Al-Awsat” daily, “Al Mirbad” radio in Iraq and

“Palestine TV.”

Another hot topic drew print, broadcast and new media reporters from Lebanon, Saudi Arabia and

Iraq to a five-day workshop December 3-7 on citizen/online journalism. Web and new media experts

Jessica Dheere and Karina Rodriguez guided participants who took to blogging and cyber publishing

like fish to water.

111

Bloggers edit cyber audio, video clips


Participants represented “Al Hayat-LBC TV,” “Al Mustaqbal” daily, “Menassat” website, “Greenpeace”

website, “Al Nour” radio, “The Middle East Reporter,” “Sada Al Balad” daily, “IREX Iraq,” Iraqi

newspaper “Al Riyadh Al Jadid” and “Al Mirbad” radio and TV in Iraq.

They created a class blog as well as individual blogs on which they posted daily content produced

during the workshop.

The sixth training sponsored by the Embassy of the Netherlands involved writing, photo, audio and

video editing and production, linking to other sites, online ethics, podcasting, RSS feeds, packaging

stories for multimedia and different platforms, and presentations of the final products.

JTP-IFES Partner on Elections Coverage Workshop:Sixteen Arab reporters and editors delved into the intricacies of a four-day “Elections Coverage”

workshop conducted by the JTP in a bid to improve their skills in questioning candidates, tracking

polls, monitoring legislation, observing vote counting, eyeing funding and maintaining ethical

standards.

JTP, which partnered with funder “IFES” February 5-8, 2008 drew enthusiastic journalists from

Lebanon, Syria, Saudi Arabia, Kuwait, Iraq and Tunisia who were briefed by Dr. Arda Ekmekji,

Haigazian University’s Arts & Sciences dean, who served on Lebanon’s Boutros Commission that is

proposing new electoral legislation.

Also on hand were “UPI” Middle East bureau chief Dalal Saoud, “Lebanese Association for Democratic

Elections” expert Yara Nassar, pollster Jawad Adra, “Asharq Al-Awsat” editor Sanaa El Jack, “IFES”

researcher Chantal Sarkis Hanna, AUB professor Nabil Dajani and JTP director Magda Abu-Fadil.


Magda Abu-Fadil briefs NGO/government officials on media issues Health Ministry spokesman Mohammad Yassine

“I am now aware that one’s voting right in secret is a holy right,” wrote Norma Khansa of “Middle

East Reporter” in her post-workshop evaluation. Participants had been briefed on the importance

of balloting secrecy and the need for elections to be conducted in an atmosphere of safety for all

involved.

Participants represented Lebanon’s “National News Agency,” Lebanese dailies “Al Mustaqbal,” “Sada

Al Balad” and “Al Sharq,” newsletter “Middle East Reporter,” magazine “Al Shiraa,” pan-Arab daily “Al

Hayat,” Iraq’s “Al Iraqiyya” satellite channel, Saudi Arabia’s “Al Iktissadiyya” newspaper, “Monte Carlo

Radio” in Riyadh, the “Kuwait News Agency,” and “Media Sat 1” TV of Morocco.

JTP-FHS Team Up for Media Crisis Management/Public Health Workshops:The JTP attracted NGO members, government officials and journalists to two workshops it conducted

on public health-related issues.

The first training course on Communications/Media Crisis Management drew participants from

Lebanon’s Ministry of Health, Ministry of Social Affairs, the Hariri Foundation, the United Nations

Relief and Works Agency and the Population and Development Strategies Project.

JTP director Magda Abu-Fadil briefed trainees during the three-day event on how to deal with the

media, how to cultivate contacts, pitching stories, preparing news releases for print, broadcast and

online media, setting up a digital newsroom, the role of spokespeople, media ethics, visual identity

and one’s corporate image.


The second workshop on Public Health Coverage helped 15 journalists better understand health

matters by focusing on health programs and who runs them, identifying local/regional/international

health organizations, media ethics in covering health issues, media’s role to report or advocate health

matters, medical jargon, interviewing health officials, information gathering, contact lists, covering

emergencies and safety for journalists.

Journalists from Lebanon’s “Tele-Liban,” “OTV,” “Al Hayat-LBC,” “Future TV,” “New TV,” “Al Manar TV,”

“Radio Free Lebanon,” dailies “Assafir,” “Sada Al Balad,” “Nahar Ashabab” and “Annajat Magazine”

bombarded Health Ministry spokesman Mohammad Yassine with questions on tackling emergencies

and official dissemination of information. Both workshops, March 3-5 and March 12-14, were conducted

in cooperation with AUB’s Faculty of Health Sciences.

JTP Hosts Iraqi Journalists for Media Management WorkshopFifteen executives in print, broadcast and online outlets from across Iraq could not get enough of

a three-day “Media Management” workshop organized by the JTP and urged organizers to plan for

follow-up events.

“The workshop was very useful and of great strategic importance but too short and requires a longer

stretch,” said Wahd Ibrahim Mutlaq of Basra’s “Shanatel” AM Radio.

Marketing and communications expert Paul Boulos introduced participants to the Arab media

landscape, reviewed regional and international media trends, spoke of global best practices, focused

on consumer research and market analysis, highlighted the importance of building brands across

platforms and zeroed in on how to cope with the digital world of multimedia.

“It was very positive and provided us with ample information, notably since we’re still learning to

cope with free media in Iraq,” commented Mutammam Mohammad Ali of “Al Iraqiyya” TV.

The intensive course June 30-July 2, 2008 involved presentations, team projects and issues of

leadership. It was funded by “Support for Independent Media in Iraq (SIMI).”

The participants represented SIMI, “Al Mahaba” FM radio, “Al Hurriya” satellite TV, the National

Media Center, “Al Furat TV,” “Noa” Radio, “Baghdad” satellite TV, “Al Hura” TV, “Al Takhayul” Media,

“Shanatel” Radio, “Al Iraqiya” TV and “Al Sabah” newspaper.


Abu-Fadil discusses investigative journalism in Sana’a

JTP Launches New Band of Citizen JournalistsWeb 2.0, audio and video editing, converged content and online media ethics were a few of the topics

tackled in a five-day workshop on “Citizen/Online Journalism” that drew eager bloggers seeking to

hone their skills in cyber publishing.

Participants from Lebanon, Saudi Arabia and Iraq set up their own blogs (web logs), shot digital

pictures and video, worked with images and file resolution, integrated feeds into their blogs, and

created multimedia packages for the Web.

“The basic question is how are we going to adapt? My aim is to help you find ways of adapting

that work for you,” said trainer Jessica Dheere of the tips and exercises she presented, adding that

there was no one way of producing online content, but rather that bloggers could customize it for

their individual use.

She said mainstream media have often picked up on stories that first appeared in blogs and social

media by shedding more light on them through in-depth coverage they would not have otherwise

considered.

Mohammad Najm briefed the journalists on Really Simple Syndication (RSS) feeds, tagging and social

bookmarking to make their blogs more effective and more widely accessed.

The workshop July 21-25, was sponsored by the German Heinrich Boll Foundation and grouped 10

journalists representing LBC Sat, Iraqi-Lebanese Al Sumariya TV, Voice of Beirut Radio, pan-Arab daily

Asharq Al-Awsat, Lebanese business website Nufooz.com, the Iraqi Al Amal organization, Lebanon’s

Al Mustaqbal daily, Model Iraqi Youth media, and Saudi Arabia’s Al Riyadh daily.


Yemenis Fight Corruption, Taboos with Investigative Journalism

The JTP ventured further afield when it conducted two concurrent workshops in “Investigative

Journalism” in Yemen for 20 print and 10 broadcast reporters and editors as part of a government

campaign to combat corruption.

Sensitive subjects in a conservative patriarchal society and lurking dangers were no deterrent to

several of the women journalists who seemed more enthusiastic than their male counterparts.

“I’ll tackle the rape of women by relatives, and its social implications,” said Kafa Al Hashli of her

proposed investigation aimed at “outing” the subject and exposing its detrimental long-term effects

on the country.

Al Hashli, an editor at Al Ayam newspaper, was to cover five of the country’s provinces to familiarize

Yemeni women with their legal and social rights, and to win acceptance of them and their children

through civil society organizations.

The workshop January 24-28, 2009 in the capital Sana’a, was sponsored by the United Nations

Development Program and administered by the San-Franciso-based NGO Equal Access.

The journalists who hailed from all over were selected on the basis of balanced regional representation

from Yemen’s various governorates (provinces) and in keeping with political sensitivities.

Abu-Fadil and colleague Sanaa El Jack, an editor with the pan-Arab daily Asharq Al-Awsat, trained

broadcast and print journalits, respectively, and made them watch the 1970s classic “All the President’s

Men” on the Watergate scandal with Arabic subtitles.

Raddad Mohamed Al-Salami, editor at Al Taghyiir.net website, said: “In five days I learned more than

my four years at Yemen University’s School of Communication.”


Iraqis learn about media crisis management Trainees surround REP AVP George Farag, JTP Director Abu-Fadil and IMC PR officer Zahra Shaity

JTP Trains Displaced Iraqis to Become Better CommunicatorsBack in Lebanon, the JTP worked with 13 displaced Iraqis with

varying degrees of journalistic and public relations experience on

“Communication/Media Crisis Management.”

The February 11-13, 2009 workshop grouped editors, activists,

university faculty members, correspondents, and a former army

public affairs officer to shed light on crisis management in the 21st

century, the nature of news and setting priorities, the importance

of linguistic skills, and what a press office does.

JTP director Magda Abu-Fadil also introduced participants to the

changing face of multimedia and the need to incorporate online

and social media into their integrated communications thinking

and how to set up a digital newsroom.

Included in the training were interviews, news conferences,

building a strategic media plan, media ethics and a visual

identity scheme.

The event was sponsored by International

Medical Corps (IMC), a global, humanitarian, non-

profit organization dedicated to saving lives and

relieving suffering through health care training

and relief and development programs. Its raison

d’etre is “From Relief to Self-Reliance.”

117

Abu-Fadil with activities coordinators in Qatari schools VIII.3 JTP CONSULTING


Media Literacy a Priority in QatarHitting the road again, Abu-Fadil went to Qatar a week after

attending a conference on media literacy to conduct two brief

workshops on the same topic for school activities coordinators

and parents in Doha.

The training February 24-26, 2009 was at the request of the

Supreme Council for Family Affairs, and the interest in media

literacy is the pet project of Her Highness Sheikha Mozah bint

Nasser Al Missned, the country’s first lady, who is behind a multi-

year strategy to address the media’s impact on youth identity

formation in the Arab world.

The workshops for the two groups tackled “glocalization” of the

media (moving from the local to the global), media content

analysis, dealing with multimedia and social media, interactivity

and “screenagers,” digital media filtering, developing media

literacy skills, educators’ roles, parents’ input, critical thinking

and empowerment.

Inaam Mohammad Jabr of Qtel Internet City said the workshop

was well targeted and called for more such training to benefit a

wider audience.

“Media today are a key factor in changing ideas and personal

beliefs and we should capitalize on them to benefit us all,”

said Mohammad Abdo Al Faqih, a board member of Qatar’s Al

Khairiya School.

The JTP has been involved in the following

projects:

• Consulting on journalism curricula at

Qatar University’s Mass Communication

Department in Doha.

• Consulting on journalism curricula at the

Jordan Media Institute in Amman founded

by Princess Rym Ali ahead of the school’s

launch.

• Consulting on coverage of legislative affairs

and conducting a baseline study for the

Westminster Foundation for Democracy to

determine the scope of future workshops on

media coverage of Lebanon’s parliament.


VIII.4 JTP OUTREACH & BUSINESS DEVELOPMENT

Since the JTP’s launch, its director has traveled to various international conferences, seminars and

workshops to promote the program and speak on journalism and media-related issues. These include:

• Attending a UNESCO experts meeting in Paris to prepare for a larger conference on

journalism education.

• Attending an international women’s leadership conference organized by the Austrian Foreign Ministry

in Vienna.

• Speaking at the first world congress on journalism education in Singapore.

• Speaking on Arab media at a seminar at Sciences-Po Menton, one of France’s leading

“grandes ecoles.”

• Speaking on journalism education and training at a UNESCO experts meeting on cultural diversity

in Barcelona.

• Attending a workshop on media monitoring organized by the Austrian Foreign Ministry in Vienna.

• Attending the annual congress of the World Association of Newspapers in Gothenburg, Sweden.

• Attending the annual congress of the International Press Institute in Belgrade, Serbia.

• Addressing students of the grande ecole Sciences-Po (Sciences Politique) Mediterranean and Middle

East Department in Menton, France, on media in the Arab world.

• Attending meetings of the Board of Directors of the Arab Journalism Awards, administered by the

Dubai Press Club and sponsored by Sheikh Mohammad bin Rashid Al Maktoum.

• Attending a conference of Menton Media Med on the state of media in the Mediterranean region in

Menton, France.

• Attending a conference/workshop on media literacy in Doha organized by the Office of Her Highness

Sheikha Mozah bint Nasser Al Missned of Qatar and the Alliance of Civilizations.

• Attending meetings of the Board of Directors of the Arab Journalism Awards and the Arab Media

Forum, administered by the Dubai Press Club and sponsored by Sheikh Mohammad bin Rashid Al

Maktoum.

Additionally, the program is being promoted aggressively through multi-media, visits with NGOs and

funding agency representatives, and discussions with news organizations, in a bid to expand operations

and sustain the JTP’s training/teaching objectives.

Chapter IX:rep Fund-raIsIng, sCholarshIps &new InItIatIves

120 REP Fund-Raising, Scholarships & New Initiatives

IX.1 Abdul Hamid Hallab REP Service Excellence Award

Trustee Chartouni (Right) Presenting an Endowment to President Dorman and Dr. Hallab

The Abdul Hamid Hallab REP Service Excellence Award honors the vision of REP’s founder Dr. Abdul Hamid Hallab

and recognizes the accomplishments of outstanding REP consultants from the AUB community. The recipient of the

award is recognized as a consultant who has made major contributions to the AUB mission of serving “the peoples

of the Middle East and beyond” and the REP mission of providing “the Middle East and North Africa with world class

professional services…while reflecting AUB core values and its commitment to service excellence.” By recognizing these

individuals, REP demonstrates its commitment to service excellence and provides incentives for AUB faculty and staff

to serve as REP consultants. The award is based on qualitative and quantitative evidence for excellence in consulting

work (Appendix A). The award is made possible by the generous endowment of Trustee Nabil Chartouni who donated

$21,000 to the award.

The Award was unanimously approved by the Board of Trustees (BOT). Approvals were made as follows:

REP BOT Committee June 18, 2008

BOT Executive Committee June 19, 2008

General BOT Meeting June 20, 2008


Dr. Ghazi Zaatari: Recipient of the 2008-2009 Abdul-Hamid Hallab REP Service Excellence Award

The recipient of the 2008-2009 Abdul-Hamid Hallab REP Service

Excellence Award is Dr. Ghazi Zaatari. Dr. Zaatari is the Associate

Dean of Faculty Affairs at the Faculty of Medicine and professor and

chairman of the Department of Pathology & Laboratory Medicine at

the American University of Beirut. After receiving his MD degree from

AUB in 1976, Dr. Zaatari left for the US where he did his residency

in pathology and laboratory medicine at the Johns Hopkins Hospital

in Baltimore and a fellowship in surgical pathology at Memorial

Sloan Kettering Cancer Center in New York. Dr. Zaatari has held

faculty position at Emory University in Atlanta (1982-1986) and

associate director of Anatomic Pathology at Methodist Hospitals of

Dallas (1986-1995) before returning to AUB in 1995. Dr. Zaatari is

member of the Education Committee of the International Academy

of Pathology, secretary of the Arab Division of IAP and was pivotal

in the establishment of the Arab School of Pathology. He is the

Director of the Environment Core Laboratory at AUB, the Chair of

WHO’s Tobacco Regulation Study Group (TobReg) and member of

Tobacco Laboratory Network (TobLabNet) and ISOT126/10WG.

Dr. Zaatari has been an invaluable contributor to REP’s consulting

projects in Lebanon and throughout the region. In Lebanon, he

worked on the evaluation of the Central Public Health Laboratory

(2005) and on licensing of blood banks and clinical laboratories for

the Ministry of Health (2008-09). The work he has done in licensing

of clinical labs in Lebanon ensures that new licenses are granted

to labs which meet safety standards have the basis to offer quality

services, and have appropriately trained their personnel.

Regionally, Dr. Zaatari has been critical in evaluating the medical

services at King Hussein Medical City in Amman and designing

technical programs for the University of Sharjah. Most recently,

he serves as the project coordinator for the Mohammed Al Mana

College for Health Sciences (MACHS) project in the Kingdom of

Saudi Arabia since 2004. In this capacity he has overseen the

development of the academic and administrative foundations for

MACHS. The ongoing work on MACHS had tremendous impact in

establishing a center of higher learning in a district that is in dire

need to enhance its healthcare services and secure the necessary

healthcare professionals to perform such tasks. Dr. Zaatari also co-

manages the Medical Welfare Trust project which provides various

training programs to healthcare professionals in the West Bank.


IX.2 Kamil Sadeddin Continuing Education Scholarship

The Office of Regional External Programs (REP) managed to fund-raise CEC scholarships for AUB staff

in the amount of $100,000. AUB established a scholarship fund under the name of Kamil Sadeddin

Continuing Education Scholarship at CEC. The fund will cover scholarships to support qualified

members of the AUB community in furthering their professional development through pursuing their

education at AUB’s Continuing Education Center. The assessment of the financial need of the potential

recipients of the Kamil Sadeddin Scholarships at CEC is carried out through the assistance of the

AUB Office of Financial Aid. The award of the Kamil Sadeddin Scholarships at CEC commenced during

the Spring term of 2008-09. The Kamil Sadeddin Scholarships at CEC was initiated with a donation

of $25,000 for 2008-09. Further donations of similar amount (i.e., $25,000) will follow in the month

of July in each of the next 3 years. Any unspent amount in any given year will be rolled over to

following years. These scholarships will help AUB to further its mission of providing lifelong learning

opportunities for the community that it serves by facilitating educational opportunities for financially

less-privileged members of the AUB family who are eager and capable in further developing their

professional qualifications to improve their standard of living and to get equipped with the tools

necessary to provide better service to the communities that they serve.

Eligibility criteria for the scholarship for the Spring 2008-09 semester are as fol lows:

• AUB staff member

• Grade 12 or below


IX.3 Operations Research Consulting and Decision Support Initiative

The Operations Research Consulting and Decision Support (ORCADS) initiative is

proposed to provide consulting services, through the Office of Regional External

Programs, to various industries including manufacturing, retail, airline, financial

services, telecom, energy, and healthcare. A detailed list of areas and sub-areas are

provided below. It is important to note that the unique set decision tools that the

ORCADS team masters are applicable to any industry.

Accordingly, REP spearheaded this initiative which basically allows the ORCADS

team to operate as consultants in areas related to decision support systems.

Furthermore, to encourage and stimulate the interest of the team and in line with

REP policies (chapter 1, section VII.2.A), it is suggested that 45% of the overhead

recovery generated through consulting carried out by the team is credited to a new

account that may be used for supporting academic activities carried out by the team

in related areas. This may include purchasing software, equipment, books, etc.

ORCADS VisionTo become a leader in providing professional consulting services to organizations

in the MENA region by building state of the art operations research models and

decision support systems.

ORCADS MissionTo assist management in organizations (private, governmental, or not-for-profit) in

making better, informed, analytical and scientifically-structured decisions at both the

strategic and tactical levels. The objective is to improve the organization’s bottom

line while being socially-responsible, environmentally-aware, and intellectually-

oriented. This is sought to advance the state of knowledge, education, and business

culture in Lebanon and MENA region.


1. Airline Operations

Consulting in both the operational aspects in terms of reducing cost and enhancing service, as

well as the marketing and pricing aspects. In particular, support for airline decision-making in the

following areas:

a. Crew Scheduling

b. Runway Operations

c. Airspace Control

d. Airline Network Planning

e. Revenue Management: Pricing and Capacity Control

f. Spare Parts Inventory Management

g. Maintenance Scheduling

h. Fuel Management

2. Manufacturing Operations A wide range of consulting services from operations to strategy. Starting with line balancing and

time-and-motion studies, to capacity expansion and outsourcing decisions. Specifically:

a. Time and Motion Studies

b. Line Balancing and Machine Scheduling

c. Quality Engineering (Statistical quality/process control, six sigma, design of experiments, etc.)

d. Process technology Selection

e. Lean Manufacturing and Waste Management

f. Production Planning and Control (Just- In-Time, Toyota production system, etc.)

g. Flexible Manufacturing Systems

h. Facility Layout

i. Capacity Planning and Expansion Decisions

j. Outsourcing Decisions

k. Green Manufacturing

l. Reverse Logistics

Areas of Expertise

Some of the application areas that can be handled by the ORCADS team include:


3. Energy Help organizations at both the individual project level and at a corporate portfolio level to better gauge clients’’

business needs, prospects, and market guidance. Specifically,

a. Capital Investment

b. Energy Pricing

c. Water Desalination

d. Portfolio Management of Hydrocarbon Assets

e. Oil and Gas Exploration

f. Electric Power Effective Management and Rationing

4. Healthcare Support operational healthcare management decisions such as staffing and scheduling as well as medical research

and practice in areas such as epidemics and survival analysis. Specifically:

a. Data Analysis

b. Operating Room Scheduling

c. Emergency Room Scheduling

d. Quality Assurance

e. Design of Medical Informatics

5. Public Sector With the private sector in the MENA region still in its infancy, the team will offer effective analysis and decision

making tools relating, in general, to safety, infrastructure management and handling emergencies. Specifically:

a. Police Patrol Allocation

b. Fire Fighting/Disaster Logistics

c. Emergency Response

d. Traffic Control

e. Public Safety

f. Crisis Management

g. Emergency Evacuation

6. Financial Engineering Support the tailoring of effective hedging strategies through complex and reliable financial derivatives as well as the

development profitable investment strategies that are in harmony with the decision maker risk profile. Specifically,

a. Asset/Portfolio Management in Equity and Debt

b. Derivatives Structuring and Pricing

c. Mutual/Hedge Funds Management and Performance Evaluation

d. Securitization

e. Capital Budgeting

f. Firm Valuation


7. New Product & Service Development New products & services are the blood stream of organizations. The ORCADS team consultants can help

organizations introduce new innovative and competitive products on timely basis in the following:

a. Design Optimization

b. Quality Function Deployment (QFD)

c. Forming Winning Design Teams

d. Managing Virtual / Distributed Product Development Teams

e. Design Structure Matrix (DSM) Method to Optimize Existing Product Development Practices

f. Engineering Design Project Management

g. Design for Manufacturing & Assembly (DFMA)

h. Design for the Environment (DFE) (Green Design)

i. Value Engineering

8. Maritime Applications Much of the world cargo is transferred in containers onboard ships. The team can support the various operations

decisions in a container terminal. Specifically:

a. Port Operations Scheduling and Optimization

b. Quay and Yard Cranes Management

c. Container Transshipment Management

d. Capacity Expansion

e. Maritime Cargo Management

9. Retail Assist retailers making in-store tactical decisions such as pricing and shelf management, as well as in strategic

decision such as store location and setting sales targets. We can also boost the retailer’s supply chain from

effectively dealing with suppliers to cutting costs via efficient logistics.

a. Pricing

b. Assortment Planning

c. Location/Allocation

d. Staffing

e. Inventory/Shrink Control

f. Forecasting

g. E-tailing and Auctions

h. Shelf Management

i. Analysis and Design of Promotions and Advertisements

j. Suppliers Selection, Design of Contract, and Integrated Operations


Founding Members

The ORCADS talent pool is multi-disciplinary and composed of various experts from three different

AUB faculties: Faculty of Engineering & Architecture, Olayan School of Business, and Faculty of Arts

& Sciences. The team consultants have a proven track record with many years of international and

local consulting experience.

Bacel Maddah is an assistant professor in the Engineering Management graduate program at the

American University of Beirut. He obtained a PhD in Operations Research from Virginia Tech in

2005. Bacel’s research interests are in retail operations management, logistics, revenue management,

inventory control, and queuing theory. His recent interest is Financial Engineering that he teaches at

AUB. His research was published in top journals. Bacel has practical experience working as a business

analyst with United Airlines and Hannaford Bros. He has also consulted on economic feasibility and

logistics for several projects in the Middle East.

Lama Moussawi is currently an Assistant Professor in the School of Business at the American

University of Beirut. She graduated with a PhD degree in Management Science from the University of

Texas at Dallas (UTD) in December 2006. Her research interests include revenue management models

applied to the air cargo and cruise ship industries, stochastic inventory models, and real options

models applied to capital investment decisions. Lama has several papers submitted to, and receiving

positive review feedback from top journals.

Ali A. Yassine is an expert in modeling risk and uncertainty of complex engineering systems;

particularly, in product development environments. His research revolves around the management of

product innovation, project selection, concurrent engineering, project management under uncertainty,

and performance measurement. He has published and consulted extensively in this area for a variety of

industries including automotive, aerospace, electronics, telecommunications, and pharmaceutical.

Moueen K. Salameh is a professor of engineering management and industrial engineering at the

American University of Beirut. He is currently the University Registrar and Professor in the Engineering

Management Graduate Program. He received his PhD in Industrial Engineering and Operations

Research from Virginia Polytechnic Institute and State University, Blacksburg, VA. His research

interests cover areas in production planning, inventory control, project management, scheduling and

sequencing, and systems analysis and optimization. Dr. Salameh is a member of INFORMS and IIE.

He has published several articles in numerous international journals such as Production Planning and

Control, International Journal of Production Economics, IEE transactions, Production and Inventory

Management, and Applied Mathematical Modeling.


Walid Nasr is an assistant professor in the School of Business at the American University of Beirut.

He earned a B.E. in Computer and Communications Engineering from AUB in 2002 and a PhD in

Operations Research from Virginia Tech in 2008. His research at Virginia Tech on the analysis and

simulations of time-dependent networks was funded by the national science foundation. He joined

the Operations Analytics group at IBM from February of 2008 to July of 2009 as a senior consultant

where he was involved in the design and implementation of mathematical and statistical models

for business processes. He also served as a lecturer on simulation and statistics for practitioners

at IBM. Walid’s research interests are in mathematical modeling, stochastic processes, simulation

methodology, queuing systems and supply chain.

Khalil S. Hindi is a Professor at the School of Business at the American University of Beirut. He is

a Fellow of the following British learned societies: the Institution of Electrical Engineers, the British

Computer Society, the Institute of Mathematics and its Applications and the Royal Society for the

Encouragement of Arts, Manufactures and Commerce. His current research interests are in computer-

aided management, planning, operation, scheduling and control of engineering systems; particularly

manufacturing systems, electric power systems and gas and water distribution and transmission

systems. Professor Hindi served as a consultant to several companies, including Unilever Research

Laboratories, the Water Research Centre (WRC), Jaguar Cars, Friskies Ltd (a subsidiary of Nestle) and

several small and medium enterprises.

Ibrahim H. Osman is a professor at the Olayan school of Business at the American University of Beirut.

Professor Osman’s research interest covers a wide range of topics in applied Management Science/

Operational Research and Supply Chain Management, namely: Assignment of tasks; Availability

in repair systems; Coordinating supply chain systems; Facility planning; Facility location; Network

Design; Vehicle routing and Machine scheduling; & Performance Evaluation. Professor Osman is on

the editorial board member of several international journals & on the program committee board of

several international conferences. He chaired few international conferences and edited/co-edited

several books/ special issues; published a number of papers in his areas of expertise & received the

Citation of Excellence for Research from ANBAR Electronic Intelligence.


IX.4 Fundraising

To accommodate the growing demand for CEC deliverables and to house all REP activities in one

building, President Peter Dorman made the strategic decision to relocate REP to the Building 20,

which is currently housing the Olayan School of Business, in the Fall of 2009. This move gives REP

the opportunity to develop new facilities that will be essential in enhancing and expanding CEC

deliverables. The Office of REP in coordination with the Office of Development is currently seeking

individuals or institutions who are interested in naming opportunities for each of these spaces. The

following are some potential major naming opportunities:

• Named Scholarships for Continuing Education Students

• Naming of the CEC Center (Including naming of the CEC Director)

• Naming of the Journalism Training Program

• Naming the REP/CEC Building

• Naming of individual laboratories including

- Multi Media Laboratory

- Multi Purpose Laboratory

- Journalism Training Program Newsroom

- Advanced Computer Laboratory

In addition to these naming opportunities, the following provides a brief summary of each floor

of the REP/CEC Building and the gift opportunities available:

130

GROUND FLOOR

No. Designation Area/Rm (m2) Gift Opportunity

001 Multipurpose Room 48 $200,000

002 Multimedia Room 50 $300,000

003 Journalism Training Program Newsroom

JTP Newsroom includes 48 m2 in the ground floor

and 22 m2 JTP Director's Office in the first floor

70 $700,000

004 Continuing Education Center Offices

CEC Offices includes Rooms 004, 004A, and 004B

40 $100,000

005-009 Continuing Education Center Welcome Lobby

Lobby includes areas 005, 006, 007, 008, and 009

105 $200,000

Total Ground Floor $1,500,000

FIRST FLOOR

No. Program Area/Rm (m2) Gift Opportunity

101 CEC Computer Lab

CEC Computer Lab includes Rooms 101, 101A, and 101D

50 $125,000

102 CEC Lounge 20 $40,000

Total First Floor $165,000

SECOND FLOOR


201-205 Regional External Programs VP Wing

VP Wing includes Rooms 201, 201A, 202, 203, 204, and

205

100 $250,000

207 Office 13 $25,000

208 Office 10 $20,000

209 Office 17 $40,000

211 REP Conference Room 50 $200,000

215-217 VP REP Lounge

VP REP Lounge includes areas 200, 210, 215, and 217

50 $100,000

Total Second Floor $635,000

Table 16: REP / CEC Building (Building 20) Naming Opportunities

REP Fund-Raising, Scholarships & New Initiatives


GROUND FLOOR

No. Designation Area/Rm (m2) Gift Opportunity

001 Multipurpose Room 48 $200,000

002 Multimedia Room 50 $300,000

003 Journalism Training Program Newsroom

JTP Newsroom includes 48 m2 in the ground floor

and 22 m2 JTP Director's Office in the first floor

70 $700,000

004 Continuing Education Center Offices

CEC Offices includes Rooms 004, 004A, and 004B

40 $100,000

005-009 Continuing Education Center Welcome Lobby

Lobby includes areas 005, 006, 007, 008, and 009

105 $200,000

Total Ground Floor $1,500,000

FIRST FLOOR


101 CEC Computer Lab

CEC Computer Lab includes Rooms 101, 101A, and 101D

50 $125,000

102 CEC Lounge 20 $40,000

Total First Floor $165,000

SECOND FLOOR


201-205 Regional External Programs VP Wing

VP Wing includes Rooms 201, 201A, 202, 203, 204, and

205

100 $250,000

207 Office 13 $25,000

208 Office 10 $20,000

209 Office 17 $40,000

211 REP Conference Room 50 $200,000

215-217 VP REP Lounge

VP REP Lounge includes areas 200, 210, 215, and 217

50 $100,000

Total Second Floor $635,000

Table 17: Summary of Planned Fund-Raising Efforts

Therefore, the fund-raising

portfolio includes the following:

THIRD FLOOR


300 Lobby 60 $50,000

301 CEC Director Office 12 $30,000

302 Classroom 16 $40,000

303 Office 11 $20,000

304-306 Classroom

Classroom includes areas 304, 305, and 306

40 $100,000

307 Assistant Vice President Office 21 $50,000

308 Office 10 $20,000

309 Deputy Vice President Office 18 $50,000

310 Office 13 $25,000

Total Third Floor $385,000

FOURTH FLOOR


400 CEC Computer Lab & Library

CEC Lab & Library includes areas 400, 400A, 400C, 400D,

400E, and 402

120 $300,000

Total Fourth Floor $300,000

GRAND TOTAL $2,985,000

Item Estimated Amount ($)

Internal spaces in REP/CEC Building 20 $3,000,000

Naming of REP building $10,000,000

Naming of the CEC Program $3,500,000

Naming of the CEC Director $1,500,000

Naming of Journalism Training Program $2,000,000

Naming of the JTP Director $1,000,000

CEC Scholarships $500,000

Total $21,500,000

Chapter X:Looking ahead

to 2009-2010

133 Looking Ahead to 2009-2010

The success REP has earned during this fiscal year motivates us to reach even

greater heights in the future. The following are some of the goals planned for the

coming fiscal year:

• Geographic spread: Expand on the current geographic spread achieved with

respect to number of countries and locations by penetrating deeper into North

Africa.

• Space requirements: Fundraise, with the help of the Office of Development

and External Relations, for naming opportunities in the new REP Building

(Table 13) and have the new space operational by the Spring of 2010.

• Marketing Strategy

- Hire a Business Development Officer to help identify and develop further

business opportunities.

- Working with the Office of Communications, develop a three-year marketing

strategy for REP.

- Generate a new REP Brochure that encompasses all of REP’s operations.

- Give presentations at each faculty about REP work to encourage greater

faculty participation.

XII Looking Ahead to 2009-10


• Journalism Training Program

- Create an infrastructure at AUB that is exclusive to JTP and at a standard

befitting professional journalists.

• Continuing Education Center

- Develop additional certificate and diploma programs in agribusiness and

interior design.

- Re-activate Information Technology courses while delivering workshops in IT

innovation related areas.

- In collaboration with Registrars Office create a CEC database that manages all

CEC statistical information.

- Continue the Summer Program for AUB Alumni Children (SPAAC).

- Improve CEC facilities and laboratories.

- Increase triangulation initiatives with other highly recognized institutions.

• Examine the possibility of a feasibility for a satellite REP Office in the

GCC region.

• Encourage further multi-disciplinary REP projects.

• Form a balanced scorecard committee to oversee the progress of REP’s

performance with respect to its institutional and internal KPIs.

• Position REP in a advantageous position to achieve the goals set in the five-

year strategic plan in the final year of the plan (2010-11).

Appendices

136 Appendices

Appendix A

Abdul-Hamid Hallab REP Service Excellence Award

Purpose

The purpose of Abdul-Hamid Hallab REP Service Excellence Award is to recognize the accomplishments

of outstanding REP consultants from the AUB community who have made major contributions to

the AUB mission of serving “the peoples of the Middle East and beyond” and the REP mission of

providing “the Middle East and North Africa with world class professional services…while reflecting

AUB core values and its commitment to service excellence.” By recognizing these individuals, REP

demonstrates its commitment to service excellence and provides incentives for AUB faculty and staff

to serve as REP consultants. The award will be based on qualitative and quantitative evidence for

excellence in consulting work.

Eligibility

Full-time AUB faculty and staff who have served on at least one REP project during the entire fiscal

year are eligible to be nominated. Consultants who were nominated in previous years may be

nominated again on condition that they didn’t receive the award during the previous year.

Criteria for Excellence in Consulting

The Abdul-Hamid Hallab REP Service Excellence Award acknowledges the efforts of faculty and staff

members and their contributions to the mission of the University and the mission of REP. The

number of projects the faculty or staff member has worked on would not, in itself, be considered

sufficient evidence for recognition. The selection committee will rely on qualitative and quantitative

measures and on any and all supporting material provided by the nominator and nominee including

evaluations by the clients, letters of support received from reference persons, etc. Nominee will be

evaluated against these criteria:

1. Client Focus

a. Demonstrates cultural awareness and understands the expectations of the client.

b. Listens to client’s feedback, provide guidance and build trust and reliability

2. Team Work

a. Communicates openly and effectively within and across teams

b. Serves as a positive role model by providing constructive guidance to colleagues


3. Service Excellence a. Meets the needs of the client without compromising the integrity of AUB

b. Demonstrates professionalism in dealing with the client and in performing the assigned tasks

4. Commitment to the Project a. Demonstrates efforts to resolve issues and find innovative solutions beyond the requirements

of the assigned task

b. Manifests genuine and exceptional dedication concerns and perseverance which result in more

effective output

Nomination Procedures

A nomination can be initiated by REP clients, Deans, VPs, project coordinators, and colleagues. A

completed nomination form should be submitted to REP by the stated deadline. The nominee will

then be asked to submit the following documents:

• Letter accepting the nomination

• Curriculum vitae

• Names of three reference persons who are acquainted with his/her consulting activities

• Completed self-evaluation form

• All relevant documents that could be considered as evidence for excellence in consulting

A subcommittee of the REP Interfaculty Advisory Committee (RIAC) will create a short list of three

nominees according to eligibility, and will present this list to RIAC for final selection based on

established criteria.

Award Winners

The winner of the Abdul-Hamid Hallab REP Service Excellence Award will receive a plaque along with

personal citation and a cash award of US$1000. Also, a picture and a brief article about the award

recipient will be posted on AUB Homepage (via the bulletin and highlights) and REP homepage, and

placed in Main Gate and REP Annual Activities Report.

Schedule

Mid June Call for nominations

Late July Deadline for receiving nominations

Late August Deadline for receiving the nomination file from the nominee

Early September RIAC subcommittee begins the process of evaluation

Mid October Announcement of the Award winner & ceremony

138

REP Strengths Weaknesses Opportunities Threats (SWOT) Analysis As Presented in the February 27, 2006 Strategic Planning Document

Strategic planning is preceded by an essential preparatory stage called strategic analysis. It is based on a number

of recognized techniques, most important of which is SWOT. SWOT selects and analyzes two internal factors: points

of strength and weakness; as well as two external factors: opportunities available to the institution and the major

threats or challenges that face it. SWOT is adopted by various institutions, academic and non-academic, and is

considered a solid ground for establishing the database necessary for strategic planning.

Based on this the SWOT analysis for REP is as follows:

Appendices

Appendix B


Strengths

• Rapid response capability

• Competent dedicated staff

• Established brand name

• Proven track record

• Multi-project management capacity

• Expanding and improving AUB resource pool

• Strong presence in and knowledge of the

region coupled with sound market intelligence

• Excellent networking

Threats

• Regional uncertainty and volatility

• Intense competition from major

international academic and consulting

entities

• Continued Low premium on quality in

some parts of the region

• Preference for US-based universities

as providers of services

Opportunities

• Building strategic alliances

with US institutions

• Opening up of new markets: Oman,

Kuwait, Yemen, Abu Dhabi

• Tapping major growth sectors

• Globalization and privatization forces

sweeping the Middle East

• Working with local partners selectively on

a project basis

• Educational modernization and economic

restructuring in the Middle East.

• Launching new products and activities in

demand: Off shore CEC programs, health

care, executive education etc.

• New emphasis on quality working in favor

of AUB

Weaknesses• Varying levels of commitment and cooperation

from faculty members

• Current costing and pricing methods

• Operational restrictions

• Thin resource base

Documents

XIVna 4VasChapter IV: REP’s Five Year (2006-2011) Strategic Plan 47 IV.1 Strategic Initiatives 48 IV.2 Balanced Scorecard 52 IV.3 REP Key Performance Indicators (KPIs) 54 Chapter