Regional External Programs - aub.edu.lb · PDF fileGeorge Najjar, and Huda Zurayk. ......

Regional External Programs 2007-08

Annual Activity Report

Authored by:Hassan B. DiabVice President,Regional External Programs

ii REP - Annual Activity Report - 2007–08

Table of ContentsList of Figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv

2007-08 REP Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vi

Acknowledgement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

I. Executive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

I.1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

I.2. REP Milestones in 2007-08 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

I.3. Significant REP Developments in 2007-08 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

I.4. Continuing Education Center Advancements in 2007-08 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

I.5. Summary of Non-Financial Key Performance Indicators (KPIs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

I.6. Looking Ahead to 2008-09 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

II. REP: Advancing AUB’s Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

II.1. Strategic Contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

II.2. Government Exposure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

II.3. Regional and International Media Exposure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

II.4. Impact Assessment and Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14II.4.a. Client Satisfaction Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14II.4.b. Consultant Satisfaction Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

III. REP’s Five-Year (2006-2011) Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

III.1. Strategic Initiatives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20III.1.a. Faculty Inclusion Initiative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20III.1.b. Market Intelligence Initiative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21III.1.c. Branding Initiative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21III.1.d. Leveraging Initiative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

III.2. Balanced Scorecard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

III.3. REP Key Performance Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

IV. REP Performance in the 2007–08 Fiscal Year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

IV.1. New Projects Acquired . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24IV.1.a. New Project Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26IV.1.b. Securing New Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

IV.2. REP Projects in 2007-08 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

IV.3. Geographic Spread . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

IV.4. Faculty Involvement in REP Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

IV.5. Man-days Delivered and Billed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

IV.6. REP Client Profiles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

iii REP - Annual Activity Report - 2007–08

V. CEC Performance During the 2007-2008 Fiscal Year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

V.1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

V.2. 2007-08 Program Offerings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

V.3. Student Enrollment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

V.4. CEC Advances in 2007-08 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51V.4.a. Facility Expansion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51V.4.b. CEC Policies and Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52V.4.c. Quality Assurance Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

V.4.c.1. CEC Coordinators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52V.4.c.2. Course Files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52V.4.c.3. AUB Banner Registration Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53V.4.c.4. Instructor Course Evaluations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

V.4.d. Academic Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53V.4.d.1. Human Resource Management Diploma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53V.4.d.2. Medicine Based Intensive Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53V.4.d.3. Journalism Certificate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53V.4.d.4. Nutrition and Food Safety Certificate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

V.5. Triangulation Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

VI. Journalism Training Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

VI.1. Journalism Workshops . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

VI.2. Beyond Workshops . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57

VII. Looking Ahead to 2008-09 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

Appendix A: Abdul-Hamid Hallab REP Service Excellence Award . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

Appendix B: REP Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

iv REP - Annual Activity Report - 2007–08

List of FiguresFigure 1: Considerations When Selecting a Consultant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Figure 2: Quality of Service Provided by REP to the Client . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Figure 3: Clients’ Observation as a Result of AUB’s Consulting Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Figure 4: Considerations When Joining a REP Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Figure 5: Opportunities Provided Through Working With REP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Figure 6: Consultants’ Satisfaction with REP Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Figure 7: REP Balance Scorecard Strategy Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Figure 8: REP Institutional and Internal Key Performance Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Figure 9: 2007-08 New Regional External Programs Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Figure 10: Project Transition of Phases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Figure 11: Proposal Successes Out of Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Figure 12: 2007-08 REP Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Figure 13: Geographic Spread (By Country) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Figure 14: Geographic Spread (By Location) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Figure 15: REP Current and Potential Geographic Spread . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Figure 16: REP Projects Per Country . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Figure 17: REP Projects Valued Over $0.5 mil . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Figure 18: REP Projects Valued Between $100k and $500k . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Figure 19: REP Projects Valued Under $100k . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Figure 20: Number of Faculty Members Involved in REP Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Figure 21: Percentage of Faculty Members Involved in REP Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Figure 22: Multi-Faculty Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Figure 23: Projects Per Faculty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

Figure 24: Project Face Value by Faculty. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

Figure 25: Mandays Delivered and Billed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Figure 26: Client Profile by Sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Figure 27: Market Segment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Figure 28: Repeat Clients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Figure 29: CEC Course Count by Subject . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Figure 30: CEC Course Count . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Figure 31: CEC Student Count . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Figure 32: CEC Program Offerings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Figure 33: CEC Program Offerings Count . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Figure 34: Triangulation Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

v REP - Annual Activity Report - 2007–08

Figure 23: Projects Per Faculty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

Figure 24: Project Face Value by Faculty. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

Figure 25: Mandays Delivered and Billed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Figure 26: Client Profile by Sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Figure 27: Market Segment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Figure 28: Repeat Clients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Figure 29: CEC Course Count by Subject . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Figure 30: CEC Course Count . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Figure 31: CEC Student Count . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Figure 32: CEC Program Offerings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Figure 33: CEC Program Offerings Count . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Figure 34: Triangulation Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

vi REP - Annual Activity Report - 2007–08

2007-08 REP StaffHassan B. Diab, PhD Vice President, Regional External Programs Professor of Electrical and Computer Engineering

Mohammed Faour1, PhD Deputy Vice President

George Farag, PhD Assistant Vice President, Regional External Programs Acting Director, Continuing Education Center

Amal Nadda Farra Administrative Assistant

Hala Barakat CEC Program Officer

Iman Jurayj Wakim Contracts and Projects Information Officer

Magda Abu-Fadil Director, Journalism Training Program

Maha Khoury CEC Secretary

May Abu Haidar Executive Secretary

Pierre Dagher Messenger

Samer Salam Junior Clerk

Samir Kfoury Projects Financial Manager

Sophie Halal Business Development Officer

Wafa Abou Daher CEC Assistant to the Director

1 On Secondment to Dhofar University

1 REP - Annual Activity Report - 2007–08

AcknowledgementThe 2007-08 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.

My earnest appreciation to President Peter Dorman for his support from the very beginning of his tenure as President •in furthering REP’s mission and, therefore, AUB’s outreach in the MENA region and beyond.

I would like to express my appreciation to Professor John Waterbury who was the presiding president until June 2008. •His leadership and encouragement were a great source of motivation to excel in the REP operations carried out over the past year.

My sincere thanks go to the late Trustee Dr. Kamal A. Shair, who chaired the REP Committee of the Board of Trustees, •for his keen support to REP. Dr. Shair will always be remembered as an unwavering enthusiast of REP, AUB, and Lebanon.

My gratitude goes to Professor Ronnie Coffman, Chairman of the REP Committee of the Board of Trustees, for his •commitment to expanding REP operations throughout the region and his guidance in expanding REP operations to new areas.

My appreciation to the members of the Committee 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 was chaired by the President and included Provost Peter Heath, Dr. Hallab and Deans: Khalil Bitar, Nadim Cortas, Ibrahim Hajj, Nahla Hwalla, George Najjar, and Huda Zurayk.

My thanks also go to all the REP consultants who performed marvelously on a record of 51 projects during 2007-08.•

I am grateful to all the 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 2007-08, which led to the many successes outlined in this report.

Hassan B. Diab, PhD Vice President


Executive SummaryI. IntroductionI.1.

Since 1976, REP has delivered practical, measurable results to both private and public sector organizations throughout the Middle East. Drawing on the resources of the American University of Beirut 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.

The 2007-08 fiscal year has been another benchmark setting 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 2007-08 Annual Activity Report synthesizes the activities of REP, and CEC, over the past year and represents only the second time that such an extensive and comprehensive document has been developed to capture the performance of these respective offices. 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 2008-09 fiscal year.

This year AUB raised its involvement in regional higher education projects to a level not seen in over a decade. Its partners included nine institutions in six different countries including a proposed University of Allied Health Sciences (Jeddah, KSA); Ahfad University for Women (Khartoum, Sudan); Al-Faisal University (Riyadh, KSA); Dhofar University (Salalah, Oman); Fahd Bin Sultan University (Tabuk, KSA); Mohammed Al Mana’ College of Health Sciences (Al-Khobar, KSA); Qatar University (Doha, Qatar); University City (Damascus, Syria); and University College of Bahrain (Manama, Bahrain).

AUB was also reestablished as a leading consultant in medicine with the most projects with the Faculty of Medicine (7) in over a decade. The projects are with the Ministry of Health in Iraq, the Ministry of Health in the West Bank, the Syrian Cancer Society in Damascus, Al Manaa College of Health Sciences in KSA, the Lebanese Central Public Health Laboratory, consulting for a specialized spinal surgery hospital in Kuwait, and developing a business plan for a university of allied health sciences in Jeddah.

REP enjoyed a greater geographic spread than ever before and implemented projects with organizations from Iraq and the West Bank for the first time. REP also saw the largest number of projects with International Organizations and government institutions (9) since 2002. Some of these clients include: UNICEF, the United Nations Population Fund, UNESCO, and the Embassy of the Netherlands.

The following is a summary of some of REP’s major accomplishments during the 2007-08 fiscal year:

REP Milestones in 2007-08I.2.

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

REP secured 24 new projects and managed a total of 51 projects. This number of projects is the largest in REP’s history •to be managed in any one year.

Impact assessment surveys were developed in collaboration with the AUB Office of Institutional Research Assessment •(OIRA) during this fiscal year. The assessments measured client satisfaction with REP work as well as AUB consultant’s academic and professional growth as a result of participating in various REP projects.

The number of up-market clients was increased as projects were implemented with the World Bank, International •Development Association, ADMA-OPCO, Medical Welfare Trust Fund, Ministry of Health in Iraq, and the Ministry of Health in the West Bank.

The Journalism Training Program (JTP) offered nine mini courses and attracted participants from throughout the MENA •region.

As result of REP’s growing relationship with the Saudi-based Arab Supply and Trading Co. (ASTRA), Mr. Kameel •Sadeddin, ASTRA’s General Manager, provided $100,000 in scholarship funds for AUB’s Continuing Education Center to be distributed over the next four years to AUB employees.

The “Abdul-Hamid Hallab REP Service Award for Consulting Excellence” was suggested by REP and unanimously •approved at the June 20, 2008, Board of Trustees Meeting after receiving an endowment. This will be the first such award offered by REP. The first award will be presented at the end of the 2008-09 fiscal year to an outstanding consultant who has made a major contribution to REP mission of providing world class professional services while reflecting AUB core values and its commitment to service excellence.


Significant REP Developments in 2007-08I.3.

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:

REP projects significantly added to AUB’s visibility and marketing in the region. The Continuing Education Center (CEC), •Journalism Training Program, and Emergency Health Rehabilitation Project were only some of the REP activities that were highlighted in the media. The media attention came from international written media such as the Associated Press (AP) and International Herald Tribune; regional media such as Al Hayat and Gulf News; local media such as the Daily Star, An Nahar, L’Orient Le Jour, and As Safir; and AUB media such as the Main Gate and Outlook.

REP was a source of tangible, added-value for the AUB community. For example, as a result of Professor Saouma •Boujaoude’s participation in REP’s consulting project with Qatar University and his subsequent exposure in Qatar, Her Highness Sheikha Mozah Bint Nasser Al-Missned the Deputy Head of Qatar’s Supreme Education Council (SEC) issued a decree to appoint Dr. Boujoude as a member of the SEC board of directors in June 2008.

REP played a role in familiarizing high level government officials from the Middle East and beyond with AUB. In •September 2008 REP hosted the visit of Mr. James Bever, USAID Senior Deputy Assistant Administrator for the Middle East, who provides leadership for $2.5 billion in U.S. assistance to the Middle East and North Africa. It was Mr. Bever’s first visit to AUB. In June 2008 REP officials met with His Royal Highness Prince Khaled ِِِِAl-Faisal Bin Abdul Aziz, Governor of the Mecca Province. It was an opportunity for the Prince to learn first-hand about AUB’s activities in the region and particularly in the Kingdom.

REP policies and procedures were updated and are currently being reviewed by AUB’s Office of Institutional Policies •and Procedures.

REP’s KPIs were reevaluated in coordination with the Office of Strategic Planning to coincide with newly appointed •President Peter Dorman’s vision of the Campus Strategic Plan. Greater emphasis was placed on service to the regional community thus thrusting KPIs that focus on the work of the Continuing Education Center into the institutionally

mandated limelight.

Continuing Education Center Advancements in 2007-08I.4.

The CEC course count jumped to 63 courses, including workshops. This represents a 53 percent increase over both the •previous year and the largest in the past decade.

New module programs such as the Basic Life Support, Major Incident Medical Management Support, Cost Effective •Performance Improvement, and Accreditation and Quality were designed to respond to market needs.

CEC boasted a student count figure of 534 students. This is 6% above the decade average. •

In March 2008, former President Waterbury announced that CEC will occupy the first two floors of the building •currently housing the Olayan School of Business upon the departure of OSB to their new location in the spring of 2008-09. Plans are already underway to update the building facilities. The new location will include a fully integrated newsroom, multi-media conference room, and multi-purpose activity room.

CEC policies and procedures were thoroughly reviewed and updated. A number of policies were also developed to •describe in sufficient detail the new and updated administrative and academic processes that are being followed at CEC.

The fall 2007 semester marked the first time that CEC students are registered on the Banner system. Admission, •registration, and payment of fees have become more systemized and accurate; and transcripts and all original and certified copies of certificates and diplomas are now issued by the Registrar’s Office.

CEC, in cooperation with the Suliman S. Olayan School of Business (OSB), launched the diploma program in Human •Resource Management (HRM) in fall 2007. Thirteen students, that have completed the HRM certificate, are already registered in the program.


Summary of Non-Financial Key Performance Indicators (KPIs)I.5.

Throughout the report comparisons will be made between REP’s performance in 2007-08, 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.

REP had active projects in 12 countries and 16 locations. This represents the widest geographic spread that REP has •enjoyed in any one year during its history.

2,067 mandays were delivered by REP consultants throughout the year. This is 443 more (or 27% additional) mandays •delivered than a year ago. Additionally, this year represents 682 more mandays than the average since 2001-02, an increase of 49% on the average.

The 107 faculty members (26% of the faculty) who participated in REP activity represent the greatest involvement by •faculty in REP projects since 2002-03.

REP was able to increase the number of repeat clients to 17. This is the largest number of repeat clients since 2001-•02.

The number of triangulation relationships (8) doubled compared to the previous year and nearly quadrupled •

compared to the average since 2002-03.


Looking Ahead to 2008-09I.6.

The success REP has fostered 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 North Africa for the first time.

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

Space requirements: Fundraise, with the help of the Office of Development and External Relations, the appropriate •funds to rehabilitate the space allocated to CEC and have the new space operational by the end of 2009.

Journalism Training Program: •

Create an infrastructure at AUB that is exclusive to JTP and at a standard befitting professional journalists. »Hire a new JTP Assistant Director to meet the growing demands on the program. »

Continuing Education Center: •

Develop additional certificate and diploma programs, re-activate Information Technology courses/certificates, and »continue implementing a quality assurance methodology to all CEC programs and workshops.

Hold the first CEC graduation ceremony since 2006. »In collaboration with the Office of Alumni Relations, Office of Development and the Worldwide Alumni Association »of the American University of Beirut (WAAAUB), CEC intends to launch the Summer Program for AUB Alumni Children (SPAAC).


REP: Advancing AUB’s Mission II. Strategic ContributionsII.1.

Since its founding in 1976, the Office of Regional External Programs (REP) has been an incubator and implementer of entrepreneurial ideas and initiatives. REP provides consulting and technical assistance in a wide range of areas for governments, international organizations, foundations, non-profit associations, businesses, and industries. REP has been a major player in supporting AUB’s mission of serving the peoples of the Middle East and beyond by delivering over 500 consulting and training projects in over 12 countries to both private and public sector organizations throughout the Middle East. REP’s established track record has made AUB a recognized and trusted leader in regional consulting services; competing with leading consulting firms and institutes of higher education from the Middle East, Europe, and the United States.

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, collecting information that can be used towards research, increasing their knowledge of the region, working with colleagues from various faculties, developing their consulting experiential base, and exposing themselves to new opportunities. For example, as a result of Professor Saouma Boujoude’s (Chairperson of the Education Department) participation in REP’s consulting project with Qatar University, and his subsequent exposure in Qatar, Her Highness Sheikha Mozah Bint Nasser Al-Misnad the Deputy Head of Qatar’s Supreme Education Council (SEC) issued a decree to appoint Professor Boujaoude as a member of the SEC board of directors in June 2008.

In addition, REP clients gain a clearer idea of AUB faculties and services as well as become potential donors to AUB. For example, REP is currently working with the Saudi-based Arab Supply and Trading Co. (ASTRA) on a ten-year project providing the full range of consulting services to implement the Fahd Bin Sultan University (FBSU) in Tabuk, Kingdom of Saudi Arabia. As result of this project and REP’s growing relationship with ASTRA, Mr. Kameel Sadeddin, ASTRA’s Managing Director, provided $100,000 in scholarship fund for AUB’s Continuing Education Center to be distributed over the next four years. This will facilitate approximately 23 scholarships per regular semester to AUB employees seeking CEC certificates and diplomas. REP has also been a resource to diversify the AUB student body. Through its contact with AMIDEAST from past projects, REP was able to establish the potential for 28 Iraqi students to pursue graduate studies in Public Administration at AUB.

REP projects provide opportunities for research collaboration that can potentially bring significant funding to AUB faculty. For example, after returning from a consulting visit to Qatar University (QU) regarding proposal preparation, Dr. Fadia Homaidan encouraged AUB faculty members to visit QU and meet interested faculty where possible collaboration can be discussed and planned. She advised that receiving funding from the Qatar Foundation (QF) in collaboration with QU is a great opportunity for 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 $22 million during the first two years (2006-08). Furthermore, the gross earnings from these REP projects have exceeded $4.2 million during the first two years (2006-08) 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, and Emergency Health Rehabilitation Project were only some of the REP activities that were highlighted in the media. The media attention came from over 20 media outlets including international written media such as the Associated Press (AP) and International Herald Tribune; regional media such as Al Hayat and Gulf News; local media such as the Daily Star, An Nahar, L’Orient Le Jour, and As Safir; and AUB media such as the Main Gate and Outlook. 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 200 trainees in 2007-08 alone from the MENA region 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 working to support 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, Office of Development and the Worldwide Alumni Association of the American University of Beirut (WAAAUB), intends to launch 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 summer 2009 program will be 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.

Government ExposureII.2.

REP has played a role in familiarizing high level government officials from the Middle East and beyond with AUB. While AUB’s history and reputation precedes it, REP has managed to make the relationships between such officials and AUB more personal in nature. For example, in September 2008 REP hosted the visit of Mr. James Bever, USAID Senior Deputy Assistant Administrator for the Middle East, who provides leadership for $2.5 billion in U.S. assistance to the Middle East and North Africa, and Mr. Thomas Staal, Acting Mission Director USAID Lebanon. This was Mr. Bever’s first visit to AUB, a visit that he “long looked forward to.” During his visit Mr. Bever described USAID’s presence in the region and possibilities for AUB to tap into USAID funded project opportunities. Working with the Office of Admission and the Office of Institutional Research, REP hosted a roundtable discussion for Mr. Bever with AUB students receiving USAID sponsored scholarships. For some students who have been receiving this funding for several years, this was the first time to personally meet and thank a leading USAID official.

Mr. Bever (center left), Mr. Staal (center right), Dr. Farag (right) with AUB recipients of USAID sponsored scholarships


In addition, in June 2008 REP officials met with His Royal Highness Prince Khaled ِِِِAl-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 allied health science 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. It was also an opportunity for him to learn first-hand about AUB’s activities in the region and particularly in the Kingdom.

HRH Prince Khaled (center) with AUB and KSA private sector officials


Regional and International Media ExposureII.3.

During this fiscal year REP has made a concerted effort to highlight its activities in the local, regional, and international media. The Continuing Education Center (CEC), Journalism Training Program, and Emergency Health Rehabilitation Project were only some of the REP activities that were highlighted in the media. The media attention came from international written media such as the Associated Press (AP) and International Herald Tribune; regional media such as Al Hayat and Gulf News; local media such as the Daily Star, An Nahar, L’Orient Le Jour, and As Safir; and AUB media such as the Main Gate and Outlook. This extensive media coverage of over 20 various media outlets 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:

Al Shark Newspaper, March 13th, 2008


Al Mustaqbal Newspaper, March 18th, 2008

VP Diab representing former President Waterbury at the AUB Alumni Gala Dinner (Muscat Chapter) held on April 28, 2008

International Herald Tribune, March 16th, 2008


Al Mustaqbal Newspaper, March 18th, 2008

VP Diab representing former President Waterbury at the AUB Alumni Gala Dinner (Muscat Chapter) held on April 28, 2008


Al Mustaqbal Newspaper, May 17th, 2007


The Daily Star Newspaper, March 17th, 2008


Impact Assessment and Evaluation II.4.

One of the objectives set out in the 2006-07 Annual Activities Report was to develop and implement a complete impact assessment system that measures the contribution that REP projects have had on all individuals and institutions involved. To this end impact assessment surveys were developed in collaboration with the AUB Office of Institutional Research Assessment (OIRA) during this fiscal year. The assessments measured client satisfaction with REP work as well as AUB consultant’s academic and professional growth as a result of participating in various REP projects. The surveys were beneficial to gage successes among REP work and areas of improvement. For example, one respondent noted that “It might be useful to prepare an information brochure that explains to consultants their rights and responsibilities. This brochure would provide consultants with information about all requirements such as writing a report, filling out a compensation forms, and travel arrangements.” Suggestions such as these are quite useful in REP’s efforts to constantly strengthen and improve its operations. In addition, the surveys showed a high level of satisfaction in REP work among clients and consultants as illustrated in what follows.

Client Satisfaction SurveyII.4.a.

REP is extremely pleased by the high level of satisfaction expressed by its clients. One client described the experience with REP as outstanding. She states, “The continuous support and cooperation from the side of the whole AUB team was absolutely outstanding and very much in line with the well-known AUB tradition.” Another client focused on REP’s attention to detail and commitment to maintaining the highest level of communication with the client. The client states, “Smooth communications, quick responses and high level of organization even to the smallest details of work have created a very positive perspective towards the AUB in this first project we have had.” Clients have also expressed satisfaction with the contribution that REP training workshops have made to their staff. One client explains, “AUB has added a lot to the trainees’ expertise, which was obviously seen through the variance in trainees’ point of view and attitudes regarding work context and methodology before and after the program, towards enhancement.”

The client satisfaction survey revealed that REP clients selected AUB as their consultant of choice primarily due to AUB’s consulting experience in the past and the expertise of AUB consultants. The next issues of importance were AUB’s brand name in the region and its reputation of reliability due to the successful projects it has completed in the past.

70

60

50

40

30

20

10

0

Level of TrainingProgram

Level of Trainers

Num

ber

Criteria

Overall Training Assessment (number of participants)

Reception atAirport

Hotel Service Proximity of Hotelto AUBMC

Dietary Service atAUBMC

55

4

0 0 0 0 1 0 0 00 0 0 0 0 02

5

5654

35

24

59 59

Excellent Good Fair Needs Improvement0

1

2

3

4

54.67 4.67 5 5

4.33

4

0.5

1.5

2.5

3.5

4.5

Considerations When Selecting a Consultant

Brand Name Reputation of Reliability

Consultants’ Skills and Expertise

Past Experience

Regional Presence

Reasonably Priced

Considerations Figure 1: Considerations When Selecting a Consultant


The quality of service survey showed that REP’s consultants had clear objectives for the duration of the project and had a flowing exchange of ideas. It also shows that they were punctual in responding to concerns and performed sufficient site visits for supervision.

70

60

50

40

30

20

10

0


Level of Trainers

Num

ber

Criteria


Reception atAirport



55

4

0 0 0 0 1 0 0 00 0 0 0 0 02

5

5654

35

24

59 59


2

3

4

5

5 5 5 5

4.67

1.5

2.5

3.5

4.5

Quality of Service Provided by REP to the Client

Clear objectives for the

contractual period

Open communication and exchange of

ideas

Timely response to

concerns

Sufficient and efficient

site visits

Concise consultant reports with clear recommendations

Quality of Service

Mea

n Ra

ting

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


Based on the below survey, the clients observed that the consulting requirements and expectations were met, and that the consultancy made significant contributions to the organization. It was also observed that the clients have a greater and clearer idea of AUB faculties and services after the project. They would consult AUB again for future consultancy services as well as refer AUB to other organizations in need of consultancy. This is corroborated by the number of repeat clients (17) that REP had during 2007-08 (see section IV.6).

70

60

50

40

30

20

10

0


Level of Trainers

Num

ber

Criteria


Reception atAirport



55

4

0 0 0 0 1 0 0 00 0 0 0 0 02

5

5654

35

24

59 59


2

3

4

54.67 4.67 4.67 4.67 4.67

1.5

2.5

3.5

4.5

Clients’ Observations as a Result of AUB’s Consulting Services

Consulting requirements and expectations were

met

AUB consulting made significant

contributions to the organization

The organization has a greater and cleaner idea of AUB faculties

and services

Should the need arise AUB consulting services would be sought out again

AUB consulting services would be referred to others

Clients’ Observations

Mea

n Ra

ting

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


Consultant Satisfaction SurveyII.4.b.

The «REP consultant satisfaction» survey indicated a high level of satisfaction among consultants with the REP work they are doing. This is corroborated in the fact that the number of REP faculty consultant increased by 27% this fiscal year (see section IV.4). The most significant consideration when joining a REP consulting team is the “consulting experience” (with the highest mean rating, 4.46/5), and the least important consideration is the “financial reward” (with the lowest mean rating, 3.75/5). “Professional experience”, “promoting AUB abroad”, and “experience diversification” are also important considerations (All have high mean ratings: 4.31 - 4.43). It is important to note here that between 90 and 93% of the total sample, excluding those who chose “Not Applicable”, agreed that “professional challenge”, “consulting experience”, “promoting AUB abroad” ,and “experience diversification” are all important considerations when joining a REP team. One respondent wrote “Working on REP projects has been a major source of professional satisfaction for me. It provided excellent opportunities for professional growth, knowledge of the region, and various venues for expertise sharing and applications to real problems and concerns.” 70

60

50

40

30

20

10

0


Level of Trainers

Num

ber

Criteria


Reception atAirport



55

4

0 0 0 0 1 0 0 00 0 0 0 0 02

5

5654

35

24

59 59


2

3

4

5

4.43 4.46 4.44.31

3.75

1.5

2.5

3.5

4.5

Considerations When Joining a REP Team

Professional Challenge

Consulting Experience

Promoting AUB Abroad

Experience Diversification

Financial Reward

Considerations

Mea

n Ra

ting

Figure 4: Considerations When Joining a REP Team


Survey responses also suggest that working on REP projects widens a consultant’s knowledge of the region and exposes them to a varied group of people both within AUB and beyond. Working with REP has provided consultants mostly with the opportunity to increase their knowledge of the region (mean rating: 4.42) and to meet an array of people from varied professional and social backgrounds (mean rating: 4.38). Respondents were less enthusiastic about the opportunity to collect information that can be applied to research (mean rating: 3.25). It is important to note here that almost 92% of the whole sample, excluding those who selected ‘Not Applicable’, agreed that their work with REP has both increased their knowledge of the region and also gave them the opportunity to work with colleagues from various faculties. As one respondent stated «REP projects have also enabled me to develop a valuable network of professional contacts within AUB and the region more generally. Of particular value for me was the development of a wider and denser knowledge of the educational systems, challenges, and opportunities with the region both at the K-12 and tertiary levels.» Another consultant wrote, «Assisting in establishing Dhofar University was the highest challenge that I faced in my life. As one of the AUB team members, we had to work extensively to establish everything that a new university needs in order to function.»

70

60

50

40

30

20

10

0


Level of Trainers

Num

ber

Criteria


Reception atAirport



55

4

0 0 0 0 1 0 0 00 0 0 0 0 02

5

5654

35

24

59 59


2

3

4

5

1.5

2.5

3.5

4.5

3.64

3.25

4.424.33

4.07

4.38

4.07

Opportunities Provided Through Working with REP

Gaining experience that

can be applied to teaching

Collecting information that can be

applied to research

Increased knowledge

of the region

Working with colleagues

from various faculties

Contributing to AUB’s role

in the region

Meeting an array of people

from varied professional and social

backgrounds

Developing a wider

experiental base

Opportunities

Mea

n Ra

ting

Figure 5: Opportunities Provided Through Working With REP


A high level of satisfaction was expressed by AUB consultants towards the support they receive from REP staff. An attentive and caring disposition, a dedication to AUB’s mission in the region, and a commitment to service excellence ranked among the highest attributes when describing REP staff. One consultant said “the support of the REP team and the consultancy that were rendered by the AUB experts were instrumental in succeeding to complete whatever has been accomplished so far in our project.”

70

60

50

40

30

20

10

0


Level of Trainers

Num

ber

Criteria


Reception atAirport



55

4

0 0 0 0 1 0 0 00 0 0 0 0 02

5

5654

35

24

59 59


1.5

2

2.5

3

3.5

4

4.5

54.43 4.5

4.71

4.434.57

Consultants’ Satisfaction with REP Staff

Appropiate knowledge and

professionalism in their area of

expertise

A commitment to service excellence

An attentive and caring disposition

Responsiveness to concerns

A dedication to AUB’s mission in

the region

Characteristics

Mea

n Ra

ting

Figure 6: Consultants’ Satisfaction with REP Staff


REP’s Five-Year (2006-2011) III. Strategic PlanThe 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.

Strategic InitiativesIII.1.

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.

Faculty Inclusion InitiativeIII.1.a.

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

Accomplishments in 07/08:

In the second year of initiation, the REP Interfaculty Advisory Committee (RIAC) met three 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 107 during 2007-08 (see section IV.4).•

As a result of REP’s strategy to diversity 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 “Abdul-Hamid Hallab REP Service Award for Consulting Excellence” was suggested by REP and unanimously •approved at the June 20, 2008, Board of Trustees Meeting after receiving an endowment. The first award will be presented at the end of the 2008-09 fiscal year and will award an outstanding consultant who has made a major contribution to REP mission of providing world class professional services while reflecting AUB core values and its commitment to service excellence. The award will increase the visibility of REP consultants and will help increase the number of faculty members involved in REP work. Further details about the award can be found in Appendix A.


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.


Market Intelligence InitiativeIII.1.b.

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.


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 has participated in conferences throughout the MENA region to explore demand for 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.

Branding Initiative III.1.c.

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 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, and the Ministry of Health in the West Bank.

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

REP received wide media coverage in local, regional, and international media.•

A new REP advertisement was placed in the summer 2008 edition of MainGate. As a result 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.

Leveraging InitiativeIII.1.d.

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 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 Empresa Business School 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.•


Balanced ScorecardIII.2.

In an effort to maximize efficiency and measure performance towards the strategic plan, REP implemented the Balanced 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 Balanced Scorecard strategy map.

Establish AUB as the premier provider of consulting, training and related professional services throughout the broader regionbetween Europe and South Asia in all areas of specialization offered bu AUB's six faculties.

REP Balance Scorecard Strategy Map

Vision

Strategic Themes

Client Perspective

Internal Process Perspective

Learning and Growth Perspective

Up-Market Professional Services

Broad Range of ExpertiseSafeguarding

Competitive PositionExcellence in

Continuing Education

Delivery of world-class consulting customized to

client needs within an attractive value

proposition

Integrated multi-faculty

know-how

Benchmarking against industry

leaders

World class education relevant

to present and future needs

Provision of opportunities for

professional self-renewal

Continuous monitoring and timely reporting on projects development

and status with incorporation feedback

Careful tracking of implementation to ensure

smooth blending of multi-faculty expertise in a problem-solving context

Building and updating data bases on leading

practices and techniques used in situations similar

to REP projects

Relevance driven menus linked to client based

KPIs

Careful selection of consultants based

solely on merit

Six general domains of knowledge with

subsequent branching

Practicing on-going strategic analysis to plot

market status vis-à-vis competitors

Financial Perspective Attracting more business Working for higher net marginsMaximizing financial returns to the university within our main mission

Multiple assurances involving clients, peer

assessment and current international practices

Proven positive impact on job performance

Figure 7: REP Balanced Scorecard Strategy Map


REP Key Performance Indicators III.3.

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 Strategy Management. 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. During the 2007-08 fiscal year, REP’s KPIs were reevaluated to coincide with newly appointed President Peter Dorman’s vision of the Campus Strategic Plan. Greater emphasis was placed on service to the regional community thus highlighting KPIs that focus on the work of the Continuing Education Center. The following are REP’s KPIs:

Institutionally Mandated

1. Geographic Spread (by country)

2. Geographic Spread (by location)

3. Face Value (in $) of New Business Acquired During Fiscal Year (excluding CEC)

4. Gross Revenue (including CEC)

5. Percentage Margin (including CEC)

6. CEC Student Count

7. CEC Course Count

Internal Measures

Fina

ncia

l 1. Overall REP Operations Face Value (including CEC)

2. Overall REP Operations Face Value (excluding CEC)

3. Net Earnings (including CEC)*

4. CEC Net Earnings

Cons

ulta

nt R

elat

ed

5. Consultation Man-Days Delivered and Billed (excluding CEC)

6. Number of faculty members participating in REP activities (excluding CEC)

7. Percentage of faculty members participating in REP activities (excluding CEC)*

8. Number of non-Academic Consultants

9. Number of Secondees and Adjunctees

10. Total Consultant Pool

11. Number of New Projects

Proj

ect

Rela

ted

12. Total Number of Projects

13. Multi-Faculty Projects

14. Projects Per Faculty

15. Percentage of Ongoing Projects Per Faculty

16. Percentage of Proposal Success

Mar

ket

Rela

ted

17. Repeat Customers

18. Client Profile

19. Market Segment

20. Triangulation

* Previously an institutional KPI

Figure 8: REP Institutional and Internal Key Performance Indicators

The following pages elaborate on the progress of REP regarding the above-mentioned KPIs for the 2007-08 fiscal year. REP’s full KPI report card will be presented to the President and his Cabinet in March 2009.


REP Performance in the 2007–08 Fiscal IV. Year

New Projects AcquiredIV.1.

During the 2007-2008 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 (Figure 9) lists all new REP projects with contracts signed between October 1, 2007 and September 30, 2008:

Construction commencing for a REP project in the Kingdom of Saudi Arabia


Fiscal Year 2007/2008 New Regional External Programs Projects

No. Project Name Client Location of Client Start DateTermination Date

1 Technical Assistance Ahfad University of Women Sudan 15-Sep-08 14-Sep-11

2Strategic Executive Thinking, Planning and Implementation

Abu Dhabi Marine Operating Company (ADMA-OPCO)

Abu Dhabi, United Arab Emirates

23-Jul-08Expiry of Funds

3Design & Implementation of a Media Management Workshop

International Research & Exchanges Board (IREX)

Lebanon 23-Jun-08 2-Aug-08

4Development & Implementation of a Monitoring and Evaluation System for the Y-PEER Network

UNFPA Lebanon 2-Jun-08 31-Dec-08

5 Citizen/Online Journalism Workshop Heinrich Böll Stiftung Lebanon 1-Jun-08 30-Sep-08

6Technical Assistance: Business Plan for a private University of Allied Health Sciences

Nesma Holding Company Ltd Jeddah, Saudi Arabia 1-Aug-08 31-Jan-09

7Training Services for Nurses and Paramedics: Emergency Health Rehabilitation Project

Ministry of Health Iraq 1-Feb-08 31-Dec-08

8Training of four Laboratory Staff on Technical & Management Laboratory Issues

AVSI Lebanon 19-Mar-08 15-Aug-08

9Technical Assistance: Overseeing the Feasibility Study and Business Plan for the Specialized Neurosurgery/Spine/Joint Replacement Hospital

Safwan Trading & Contracting Co.

Kuwait 1-Jun-08 30-Nov-08

10 Executive Education Program Biologix FZ Co. Lebanon 1-May-08 30-Sep-08

11 Executive Education Program Algorithm Lebanon 1-May-08 30-Sep-08

12 Executive Education Program Droguerie de l’Union Lebanon 1-May-08 30-Sep-08

13 Management Education Program - II Gulf Investment Corporation Kuwait 2-May-08Expiry of Funds

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

15 Strategic Executive Leadership SeminarSyrian Young Entrepreneurs Association

Syria 25-Mar-08Expiry of Funds

16Executive Seminar: Strategic Thinking and Analysis

National Bank of Kuwait Kuwait 15-Jan-08Expiry of Funds

17 Workshop on ElectionsInternational Foundation for Election Systems (IFES)

Lebanon 15-Jan-08 31-Mar-08

18Strategic Planning & Management Workshop for Al Faisal University

Deloitte and Touche, Middle East

Riyadh, Saudi Arabia 28-Dec-07 27-Jun-08

19Management of Humanitarian Emergencies: Focus on Children & Families

UNICEF Lebanon 17-Dec-07 31-Mar-08

20 Comprehensive School Health Education UNESCO Lebanon 14-Dec-07 31-Aug-08

21 Finance for Non-Financial Managers WorkshopProgress Management Consultants

Dubai, United Arab Emirates

8-Dec-07 12-Dec-07

22 English Language Proficiency Test Design Aramex Jordan 1-Nov-07 31-Mar-08

23 Management Education Program - I Gulf Investment Corporation Kuwait 11-Oct-07Expiry of Funds

24 Leadership in Health care Ministry of HealthDubai, United Arab Emirates

25-Aug-08 24-Feb-10

Figure 9: 2007-08 New Regional External Programs Projects


New Project HighlightsIV.1.a.

The 2007-08 fiscal year saw the acquisition of exciting 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 two examples of new projects that were secured and completed during the fiscal year.

Emergency Health Rehabilitation Project (EHRP)

The American University of Beirut (AUB) was selected by the Iraqi Ministry of Health (MoH) to provide specialized technical training in emergency medical services and life support programs for 60 hospital-based nurses and paramedics working in emergency departments of general public hospitals throughout Iraq. The American University of Beirut Medical Center (AUBMC) offered the Emergency Health Rehabilitation Project (EHRP) which was funded by the International Development Association (IDA), a division of the World Bank.

This project was part of the Iraqi MoH’s commitment to rehabilitate Iraq’s deteriorated emergency medical services. As such, the goals of the project were to:

Improve emergency medical services in Iraq and advance emergency medical technician (EMT) human resources; •

Provide technical training to 60 hospital-based nurses and paramedics through clinical attachment and knowledge •updating in Emergency Medical Services (EMS);

Allow for a conducive, structured, and state-of-the-art environment for trainees to become EMS certified trainers and •instructors for local nurses and paramedics.

To reach these goals, AUBMC doctors and nurses conducted technical training in the following areas:

Module I: Basic Trauma Life Support (BTLS) 1.

Module II: Advanced Care Trauma for Nurses (ACTN) 2.

Module III: Training of Trainers (ToT) 3.

Module IV: Major Incident Medical Management Support (MIMMS)4.

Upon completion of the courses all trainees received an official certificate of completion from the American University of Beirut’s Continuing Education Center (CEC).

Emergency Simulation Activity at AUBMC


Classroom Training for Iraqi Participants

Participant Attending to the Wounded EHRP Participants Undertaking CPR Training

Emergency Simulation Activity at AUBMC


Advancements in Hospital Management Program (AHMP)

During the fiscal year AUB implemented a project with the Medical Welfare Trust Fund in the United States to provide technical assistance and training regarding the health care needs of the West Bank’s population. AUBMC offered the Advancement in Hospital Management Program (AHMP) to officials from the West Bank’s Ministry of Health and leading hospital administrators.

The Medical Welfare Trust Fund conducted an assessment of critical health care needs in the West Bank with an emphasis on human resource requirements and the professional medical training needed to improve health care delivery. The training programs provided by AUB addressed the findings of the assessment and allowed for continuing medical education and related health care training. AUB faculty and AUBMC staff conducted technical training in the following areas:

Current Practices in Health Care Organizations •

Strategic Planning and Management in Health Care Organizations •

Human Resource Management in Health Care Organizations •

Cost Effective Performance Improvement •

Accreditation and Quality•

Upon completion of the courses all trainees received an official certificate of completion from the American University of Beirut’s Continuing Education Center.

AHMP Participants at AUB with REP and AUBMC Officials


AHMP Participant Receiving a CEC Certificate from Vice President for Medical Affairs Cortas (left), Vice President for REP Diab,

and CEC Acting Director Farag


Securing New ProjectsIV.1.b.

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, e.g. expression of interest (EOI), letter of intent (LOI), initial proposals, •etc.

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 •

During fiscal year 2007-08 pending/prospective/implemented proposals were distributed as follows:

Phase I: 73 projects including 17 in higher education; 33 with institutions for delivering workshops/training; 13 to be •implemented by the CEC and 10 for consulting & feasibility studies.

Phase II: 56 projects including 10 in higher education; 28 with institutions for delivering workshops/training; nine to •be implemented by the CEC and nine for consulting & feasibility studies.

Phase III: 27 projects including two in higher education; 18 for delivering workshops/training; four to be implemented •by the CEC and three for consulting & feasibility studies.

Phase IV: 24 projects signed including two in higher education; 16 for delivering workshops/training; three to be •implemented by the CEC and three for consulting & feasibility studies.

Phase V: 22 projects in phase IV went on to the implementation stage during 2007-08.•


Therefore, the following percentages apply for 2007-08: 77% of projects in phase I made it to phase II, 89% of projects in phase III resulted in the signature of a contract, and 92% of contracts signed went on the implementation phase. The table below shows a comparative picture of these results pertaining to success rates from one stage to the other.

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%

Figure 10: Project Transition of Phases

According to Figure 10 the proposal successes out of total (transition from Phase III to IV) was 89%. This is the largest percentage in the past six years and well above the target set for this KPI.

0

20%

40%

60%

80%

1 00%

2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Targ et

Year

Proposal Successes Out of Total

49% 49%

42%40%

58%

89%

50%

Figure 11: Proposal Successes Out of Total


REP Projects in 2007-08IV.2.

In addition to geographic diversity, 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 51 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 or third year of implementation with major achievements being accomplished during this fiscal year. These projects were signed prior to October 1, 2007, but were engaged in by REP experts throughout the 2007-08 fiscal year. Figure 12 illustrates REP’s full project portfolio during the 2007-08 fiscal year:

Fiscal Year 2007/2008 Ongoing Regional External Programs Projects

No. Project Name Client Location of Client Start DateTermination Date

1 Technical Assistance Ahfad University of Women Sudan 15-Sep-08 14-Sep-11

2 Leadership in Health care Ministry of Health United Arab Emirates 25-Aug-08 24-Feb-10

3Business Plan for a Private University of Allied Health Sciences

Nesma Holding Company LtdKingdom of Saudi Arabia

1-Aug-08 31-Jan-09

4Strategic Executive Thinking, Planning and Implementation Workshops

Abu Dhabi Marine Operating Company (ADMA-OPCO)

United Arab Emirates 23-Jul-08 Expiry of Funds

5Design & Implementation of a Media Management Training

International Research & Exchanges Board (IREX)

Lebanon 23-Jun-08 2-Aug-08

6Development & Implementation of a Monitoring and Evaluation System for the Y-PEER Network

UNFPA Lebanon 2-Jun-08 31-Dec-08

7 Citizen/Online Journalism Workshop Heinrich Böll Stiftung Lebanon 1-Jun-08 30-Sep-08

8Overseeing a Feasibility Study for the Specialized Neurosurgery/Spine/Joint Replacement Hospital

Safwan Trading & Contracting Co.

Kuwait 1-Jun-08 30-Nov-08

9 Management Education Program - II Gulf Investment Corporation Kuwait 2-May-08 Expiry of Funds

10 Executive Education Program Biologix FZ Co. Lebanon 1-May-08 30-Sep-08

11 Executive Education Program Algorithm Lebanon 1-May-08 30-Sep-08

12 Executive Education Program Droguerie de l’Union Lebanon 1-May-08 30-Sep-08

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

14 Strategic Executive Leadership SeminarSyrian Young Entrepreneurs Association

Syria 25-Mar-08 Expiry of Funds

15Training of four Laboratory Staff on Technical & Management Laboratory Issues

AVSI Lebanon 19-Mar-08 15-Aug-08

16 Emergency Health Rehabilitation Project Ministry of Health Iraq 1-Feb-08 31-Dec-08

17Executive Seminar: Strategic Thinking and Analysis

National Bank of Kuwait Kuwait 15-Jan-08 Expiry of Funds

18 Workshop on ElectionsInternational Foundation for Election Systems (IFES)

Lebanon 15-Jan-08 31-Mar-08

19Conducting a Strategic Planning & Management Workshop for Al Faisal University

Deloitte and Touche, Middle East

Kingdom of Saudi Arabia

28-Dec-07 27-Jun-08

20Management of Humanitarian Emergencies: Children & Families

UNICEF Lebanon 17-Dec-07 31-Mar-08

21 Comprehensive School Health Education UNESCO Lebanon 14-Dec-07 31-Aug-08


Fiscal Year 2007/2008 Ongoing Regional External Programs Projects

22Finance for Non-Financial Managers Workshop

Progress Management Consultants

United Arab Emirates 8-Dec-07 12-Dec-07

23 English Language Proficiency Test Design Aramex Jordan 1-Nov-07 31-Mar-08

24 Management Education Program - I Gulf Investment Corporation Kuwait 11-Oct-07 Expiry of Funds

25 Environment/Health Journalism Workshop Netherlands Embassy in Beirut Lebanon 1-Sep-07 31-Dec-07

26Provision of Executive Education & Training Services

ASTRAKingdom of Saudi Arabia

8-Aug-07 31-Oct-08

27Executive Education Workshops to Kuwait Petroleum Corporation

Forte Business Consult Kuwait 7-Aug-07 6-Aug-09

28Technical Assistance to Mohammad Al Mana’ College for Health Sciences

Al Mana’ General HospitalsKingdom of Saudi Arabia

1-Aug-07 30-Jun-11

29Academic Consulting Services for the Evaluation of Nine Schools in Saudi Arabia

Gulf Capital United Arab Emirates 22-Jul-07 29-Feb-08

30 Differential Instruction Workshop Amman Baccalaureate School Jordan 19-Jul-07 30-Nov-07

31 Hope for Lebanon Projects Trustee Ray Irani Lebanon 13-Jul-07 30-Jun-08

32Training of NGOs on Health Education Techniques during Emergency Situations

Welfare Association Lebanon 12-Jul-07 Expiry of Funds

33 Journalism Training Program Workshops Netherlands Embassy in Beirut Lebanon 1-Jul-07 31-Dec-07

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

35 Technical AssistancePrince Fahad Bin Sultan University

Kingdom of Saudi Arabia

1-Mar-07 30-Sep-14

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

37Empowerment & Development Project of the Lebanese Family Planning Association

UNFPA Lebanon 14-Dec-06 30-Jun-08

38Technical, Physics and Clinical Support to the Society’s Department of Radiation Oncology

Syrian Cancer Society Syria 15-Nov-06 14-May-08

39 Academic ConsultancyAl Nibras Management Consultancy

United Arab Emirates 1-Oct-06 30-Sep-09

40 Technical Assistance - III University College of Bahrain Bahrain 1-Oct-06 30-Sep-09

41 Designing Programs & Activities Children Interactive Community Lebanon 1-Jul-06 31-Oct-08

42Health Care Assistance: Advancement in Hospital Management Program

Medical Welfare Trust Fund West Bank 30-Jun-06 29-Jun-11

43Executive Education Workshops to Gulf Medical Company Ltd.

Dar JanaKingdom of Saudi Arabia

12-Feb-06 Expiry of Funds

44 Mapping Survey - Creative IndustriesLebanese Association for the Development of Private Funding for Culture

Lebanon 9-Aug-05 31-Jan-08

45 Understanding Contemporary Islam Program Riad Sadek United Arab Emirates 1-Jul-05 Expiry of Funds

46 Pilot Cadet Recruitment Project MEA Lebanon 8-Apr-05Exam Completion

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

48Training of Central Public Health Laboratory Employees: Licensing of Clinical Laboratories and Blood Banks

Italian Embassy Lebanon 14-Dec-04 31-Aug-08

49CEC Certificate Programs in Accounting & Office Management to PAAET

Technology Services & Training Co.

Kuwait 14-Mar-04 Expiry of Funds

50 Bridging Media & Public Health Italian Embassy Lebanon 18-Dec-03 30-Jun-08

51 Technical Assistance & Support Dhofar University Oman 7-Sep-03 6-Sep-10 Figure 12: 2007-08 REP Projects


The following are only some of the accomplishments made by our clients with REP’s consulting and technical assistance:

The Fahd Bin Sultan University (FBSU) is the first private, English-speaking University in northern Saudi Arabia. This year REP designed curricula for FBSU’s College of Business, College of Engineering, and College of Computing. The curricula are currently being reviewed by the Saudi Ministry of Higher Education for final approval and implementation. In addition, the first class of students, studying under FBSU’s new Foundation Year Program (designed by AUB in 2006-07), were welcomed to FBSU in the Fall of 2007. Finally, a new academic and administrative policies and procedures document was designed for FBSU and will serve as the foundation for FBSU’s academic and administrative actions.

Students taking placement examinations at FBSU


Entering its fourth year, Dhofar University (DU) is the first liberal arts, American-style institution of higher education in Southern Oman. During this fiscal year, AUB personnel were seconded through REP to DU to take on positions of leadership including president and deanships. These individuals are working in concert with REP on DU first institutional self study in an effort to gain international accreditation.

Future administration building of Dhofar University

The Mohammed Al Mana’ College of Health Sciences (MACHS) is the first private college of health sciences in Saudi Arabia. During this fiscal year REP consultants have designed curricula for the departments of Nursing, Pharmacy, and Medical Laboratory Technologies. In addition AUB library consultants implemented an electronic library at MACHS to expand resources available to its students. Simultaneously training on effective teaching and educational leadership has taken place throughout the year to empower MACHS instructors.


Geographic SpreadIV.3.

In addition to entering new areas of specialization, REP has also expanded its geographic presence in the 2007-08 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. The Emergency Health Rehabilitation Project and the Advancements in Hospital Management Program marked the first time that REP has implemented projects with clients from Iraq and the West Bank respectively.

During the fiscal year, REP had active projects in 12 countries. This includes Bahrain, Iraq, Jordan, Kuwait, Lebanon, Oman, Qatar, Saudi Arabia, Sudan, Syria, United Arab Emirates, and the West Bank. As illustrated in Figure 13, this represents the widest geographic spread that REP has achieved in its 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 a target of 12 during 2010-2011. This final target has already been reached by September 2008 and will hopefully be maintained and, perhaps, exceeded over the coming years.

0

5

10

15

8

10

7

8

11

12

10

2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Target

2007-08

Fiscal Year

Georg raphic Spread (By Country)

Nu

mb

er o

f Co

un

trie

s

Figure 13: Geographic Spread (By Country)


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 14).

Fiscal Year

Georgraphic Spread (By Location)

0

5

10

15

20

Num

ber

of L

ocat

ions

10

12

1516

14

10

12

2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Target

2007-08

Figure 14: Geographic Spread (By Location)

Figure 15: REP Current and Potential Geographic Spread

Ongoing countries in 2007-08

Potential countries in 2008-09


The following charts outline REP’s projects distributed by country and monetary value. While the majority of REP projects are in Lebanon (22), the highest value projects, over $0.5 million, are located in Oman, Qatar and Saudi Arabia.

In each of the following four charts the country is followed by the number of projects in that country and the percentage of total projects (i.e. Kuwait; 6; 12%). As can be seen, whereas 22 projects (42%) are in Lebanon, another 29 projects (58%) are distributed over 11 countries.

2007-08 REP Projects (51) Per Country

Lebanon; 22; 42%

Kingdom of Saudi Arabia; 6; 12%

Jordan; 3; 6%

Kuwait; 6; 12%

Bahrain; 1; 2%

UAE; 6; 12%Syria; 2; 4% West Bank; 1; 2%

Iraq; 1; 2%

Oman; 1; 2%

Qatar; 1; 2%

Sudan; 1; 2%

Figure 16: REP Projects Per Country

2007-08 REP Projects (4)Valued Over $0.5 mil


Oman; 1; 25%

Qatar; 1; 25%

Figure 17: REP Projects Valued Over $0.5 mil


2007-08 REP Projects (16)Valued Between $100k and $500k

King dom of Saudi Arabia; 3; 1 9%

Lebanon; 4; 25%

Kuwait; 4; 25%Syria; 1 ; 6%

Iraq; 1 ; 6%

Bahrain; 1 ; 6%

UAE; 2; 1 3%

Oman; 1; 25%

Qatar; 1; 25%

Figure 18: REP Projects Valued Between $100k and $500k

2007-08 REP Projects (31)Valued Under $100k


Lebanon; 18; 59%

Jordan; 3; 10%

Syria; 1; 3%West Bank; 1; 3%

Sudan; 1; 3%

Kuwait; 2; 6%

UAE; 4; 13%

Oman; 1; 25%

Qatar; 1; 25%

Figure 19: REP Projects Valued Under $100k


Faculty Involvement in REP ProjectsIV.4.

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. Several initiatives are currently underway to strengthen faculty and staff awareness of REP policies and procedures, the opportunities available to them via REP activities and the importance of their participation in REP work to AUB and the region. REP has produced a new and comprehensive policies and procedures document that contains information about the process followed when initiating, accepting, or rejecting projects; AUB guidelines on the time that faculty may spend on consultancies; financial compensation for consultants involved in REP activities; allocations of overhead recovery to the faculties/units involved; and other related topics. This updated manual is currently being studied by the Policies and Procedures Review Committee (PPRC). Once it is finalized, REP’s assistant vice president, with the permission of the deans, will make group presentations at the various faculties (and meet with individual faculty members as needed) in order to introduce REP’s activities, its policies/procedures and the opportunities that it offers to potential participants.

This fiscal year witnessed the largest number of AUB faculty participating in REP projects since 2001-02. The 107 faculty members involved in REP projects represent a 27% increase compared to last year (Figure 20). 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, 13 AUB faculty members were seconded to REP projects abroad during 2007-08. As the number of AUB faculty members has risen since the past year, the percentage of faculty members involved in REP projects from all AUB has also increased by 6% (Figure 21).

Fiscal Year

Number of Faculty Members Involved in REP Projects

0

50

100

150

7670 72

84

140

107105

98

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Target2010-11

Figure 20: Number of Faculty Members Involved in REP Projects


Figure 21: Percentage of Faculty Members Involved in REP Projects

Fiscal Year

Percentage of Instructional Faculty Members Involved in REP Projects

0%

5%

10%

15%

20%

25%

30%

2007-082006-072005-062004-052003-04

27%

25%

18%

20%

26%


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 22 indicates, this fiscal year the percentage of multi-faculty REP projects is less than that of the past five years. This is attributed to the increase in the number of projects exclusive to the Faculty of Medicine and the School of Business.

The following table compares the distribution of REP projects per faculty versus the project face value by faculty.

FAFS FAS OSB FEA FM FHS Multi-Faculty CEC

Percentage of Projects By Faculty 2% 8% 28% 0% 14% 16% 22% 10%

Percentage by Face Value .2% 2% 13% 0% 15% 4% 64% 2%

Fiscal Year

Multi-Faculty Projects

0%

10%

20%

30%

40%

Perc

enta

ge o

f Tot

al P

roje

cts 29%

26%

34%33%

24%

32% 32%

2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Targ et

Figure 22: Multi-Faculty Projects


The following figures (23 & 24) present a synopsis of the distribution of REP’s project portfolio by faculty and the face value of REP projects that each faculty enjoys. The Olayan School of Business enjoys the largest number of REP projects with 15 projects or 28% of REP’s portfolio. However multi-faculty projects account for the largest face value share with 64% followed by the Faculty of Medicine with 15%.

Distribution of Project Portfolio (51) per Faculty

Faculty of Ag riculture and Food Sciences (FAFS), 1 , 2%

Faculty of Arts and Sciences (FAS), 4, 8%

Suliman S. Olayan School of Business (OSB), 1 5, 28%

Faculty of Eng ineering and Architecture (FEA), 0, 0%

Faculty of Medicine (FM), 7 , 1 4%

Faculty of Health Sciences (FHS), 8, 1 6%

Multi-Faculty, 1 1 , 22%Continuing Education Cnter (CEC), 5, 1 0%

Oman; 1; 25%

Qatar; 1; 25%

Figure 23: Projects Per Faculty

Distribution of Project Portfolio (51) per Faculty

FAFS; 2%

FAS; 2%

OSB; 13%

FM; 15%

FEA; 0%

FHS; 4%

Multi-Faculty; $7 ,203,429; 64%

CEC; 2%

Figure 24: Projects Face Value by Faculty


Man-days Delivered and BilledIV.5.

Mandays are the number of days that REP consultants work on the various REP projects during the year. During 2007-08 fiscal year a total of 2,067 mandays were delivered by REP consultants as illustrated in Figure 25. This is 443 more (or 27% additional) mandays delivered than a year ago. Additionally, this year represents 682 more mandays than the average since 2001-02, an increase of 49% on average. The target set for this KPI was also surpassed by 517 mandays.

Fiscal Year

Mandays Delivered and Billed

0

500

1000

1500

2000

2500

Man

days

905838

1,515 1,5501,624

2,067

1,523

1,902

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Target

Figure 25: Mandays Delivered and Billed


REP Client ProfilesIV.6.

As illustrated in Figure 26, REP has maintained a diverse client profile with projects distributed among public, private and mix (international organizations & NGOs). This year REP raised AUB’s involvement in regional higher education projects to a level not seen in over a decade. Its partners included nine institutions in six different countries [Qatar University, Qatar; Fahd Bin Sultan University (Tabuk), a proposed University of Allied Health Sciences (Jeddah), Al-Faisal University (Riyadh), and Mohammed Al Mana’ College of Health Sciences (Al-Khobar), all in Saudi Arabia; Ahfad University for Women, Sudan; University College of Bahrain, Bahrain; Dhofar University, Oman; and University City, Syria]. In addition, REP reestablished AUB as a leading consultant in medicine with the most projects with the Faculty of Medicine (7) in over a decade. AUBMC has gained additional regional recognition with its involvement in seven REP projects. The projects include the Emergency Health Rehabilitation Project with the Ministry of Health in Baghdad, the Advancements in Hospital Management Program in the West Bank, the Syrian Cancer Society in Damascus, Al Manaa College of Health Sciences in KSA, the Lebanese Central Public Health Laboratory, consulting for a specialized spinal surgery hospital in Kuwait, and University of Allied Health Sciences in Jeddah.

In addition, this year marks a benchmark in the number of projects with international organizations and embassies. Some of these clients include: UNICEF, the United Nations Population Fund, UNESCO, and the Embassy of the Netherlands.

Fiscal Year

Private Public Mix

Client Profile by Sector

0%

10%

20%

30%

40%

50%

60%

2002-032001-02

42%

39%

19%

8%

19%

11%14%

18%

35%39%

31%

37%

50%53%

15%

53%50%

52%

36%

29%

50%

2003-04 2004-05 2005-06 2006-07 2007-08

Figure 26: Client Profile by Sector


In 2007-08 the percentage of private sector clients rose to include half of all REP clients. This increase reflected 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. The considerable increase in projects with universities and medical institutions proved to be an alternative, yet equally viable, method of aligning REP’s objectives with the University’s mission.

This fiscal year REP has maintained the same level of up market clients by sustaining a high number of educational institutions as well as increasing its involvement with international institutions. It is envisioned that the focus now will be to maintain this current client mix as the target goal is within 70%.

Fiscal Year

Market Segment

0%

20%

40%

60%

80%

100%

Perc

enta

ge o

f Up M

arke

t Cl

ients

Out

of T

otal

88%90%

68% 70%

50%

67%

88%

50%

2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Target

Figure 27: Market Segment


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 slightly increase the number of repeat clients to 17. As illustrated in Figure 28, the 17 repeat clients during the 2007-08 fiscal year was the largest in the past seven years. It also surpassed the target of 14 set for this KPI.

Fiscal Year

Repeat Clients

0

5

10

15

20

14

15

4

14

16

17

11

6

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Target

Figure 28: Repeat Clients


CEC Performance During the V. 2007-08 Fiscal Year

IntroductionV.1.

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. Inter-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, hospital management, information technology, education, languages, and arts. Harnessing the expertise of AUB’s six faculties, CEC offers professional certificates in business, information technology, education, and food technology & nutrition; it also offers a diploma in human resource management, and two intensive programs in emergency medicine and hospital management. CEC clients may also enroll in individual courses to continue their professional development without earning a certificate or diploma.

In addition to courses offered at AUB, CEC also provides tailored, in-house workshops to corporate institutions in Lebanon and the region. These customized three to five day workshops cover the topics identified as critical by the organization’s leadership. CEC workshops are based on the twin principles of delivering world-class expertise in a locally relevant context.

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).

2007-08 Program OfferingsV.2.

CEC programs include individual courses, primarily in business, information technology, medicine, hospital management, and languages (Figure 29). Courses may be taken in a concentration area leading to a certificate or diploma. Programs are constantly adjusted to meet the academic/professional needs and schedule limitations of the diverse client pool. To meet the needs of clients, CEC instruction is offered through regular, customized, tutorial, off-campus programs and e-learning environments. Delivery formats range in their duration, level of in-depth study and breadth of areas.

Currently certificates are offered in human resource management, accounting, marketing, information technology, and office management. A diploma in human resource management, and two intensive programs in emergency medicine and hospital management were introduced in the 2007-08 fiscal year. In addition to the non-credit courses, workshops are also offered in English Language, business, and engineering, as separate mini courses or as a component of ongoing marketing offerings.

In 2007-08 the CEC course count jumped to 63 courses. This represents a 50 percent increase over the previous year and the highest course count in the past decade.


Continuing Education Center Course Count

YearBusiness

ManagementInformation Technology

English Language

Other Languages Medicine

Hospital Management Other Total

1997-98 18 5 14 2 0 0 3 42

1998-99 15 5 15 6 0 0 1 42

1999-00 14 7 14 4 0 0 6 45

2000-01 15 6 14 6 0 0 5 46

2001-02 16 9 17 2 0 0 4 48

2002-03 20 6 17 4 0 0 3 50

2003-04 16 3 13 2 0 0 1 35

2004-05 18 1 15 3 0 0 0 37

2005-06 20 2 16 4 0 0 1 43

2006-07 23 0 11 3 0 0 4 41

Average 18 4 15 4 0 0 3 43

2007-08 32 0 14 5 4 4 4 63

Figure 29: CEC Course Count by Subject

Fiscal Year

CEC Course Count

0

20

40

60

80

Cour

se C

ount 42 42

45

50

35

63

37

414346

48

1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08

Figure 30: CEC Course Count


Student EnrollmentV.3.

The constant response to market needs have allowed CEC to cater to new and emerging market needs in continuing medical education. New module programs such as the Basic Life Support, Major Incident Medical Management Support, Hospital Cost Effective Performance Improvement, and Accreditation and Quality were designed to respond to this need. 159 individuals have participated in CEC sponsored workshops during this fiscal year. However, the CEC student count at AUB has dropped by 13%, while continuing to be above the decade average by 6%. This is attributed to the reemerging political strife that gripped the country for most of the year.

Fiscal Year

CEC Student Count

0

200

400

600

800

Stud

ent

Coun

t 472510 517

567

404

534

453

601

476490

529

1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08

Figure 31: CEC Student Count


CEC Advances in 2007-08V.4.

Facility ExpansionV.4.a.

Growth of CEC programs has long required an expansion of facilities available to CEC to conduct various types of training programs as well as administrative support. In March 2008 former President Waterbury announced that CEC will occupy the first two floors of the building currently occupied by the Olayan School of Business (Building 20) upon the departure of OSB to their new location in the spring of 2009. Plans are already underway to update the building facilities. The new location will include a fully integrated newsroom, multi-media conference room, and multi-purpose activity room. To help finance this project, REP will work with AUB’s Development Office to explore naming possibilities for each of these laboratories. The proposals which will be used for fund-raising purposes will be ready during November 2008. The additional facilities will provide much needed space to increase and enhance the training workshops and certificate programs taking place at CEC.

Preliminary design of the new CEC Multi-Media Room

Preliminary design of the new JTP Converged Newsroom

Current OSB Multi-Media-Room

Current OSB Reuters Newsroom


CEC Policies and Procedures V.4.b. CEC policies and procedures were thoroughly reviewed and updated. A number of policies were also developed to describe in sufficient detail the new and updated administrative and academic processes that are being followed at CEC. The policies include program coordination, program evaluation, faculty involvement, admission and registration procedures, instructor guidelines, marketing and promotional activities. In addition, a new payment scale for CEC instructors was developed that compensates instructors based on degree and years of service at CEC. The scale includes a payment range within each step to ensure proper compensation for instructors from the various academic disciplines.

Quality Assurance MeasuresV.4.c.

CEC CoordinatorsV.4.c.1.

CEC coordinators were selected for each CEC division from AUB’s full time faculty. These include 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.

REP Operation Name Representing

Project Coordinators

Imad Zbib REP Projects in Business

Fadi Bitar REP Projects in Medicine

Kassem Kassak REP Projects in Health Sciences

Workshops Coordinators

Imad Zbib Business Related Workshops

Theodore Christidis Science Track Workshops

Sauma Boujaoude Arts Track Workshops

Amy Zenger English Workshops

CEC Certificate Coordinators

Fida Afiouni Human Resource Management Certificate

Fida Afiouni Human Resource Management Diploma

Nabil Dajani Journalism Certificate

Ghazi Ghaith English Programs

Zeina Kassaifi Nutrition and Food Safety Certificate

Journalism Training Program Steering Committee

Magda Abu-Fadil Journalism Training Program

Nabil Dajani Faculty of Arts and Sciences

Rami Khoury Issam Fares Institute for Public Policy and International Affairs

George Farag Regional External Programs

Course FilesV.4.c.2.

A course file was developed for each course and training workshop delivered by CEC. The course file includes the following:

CV of Instructor•

Syllabus/Outline•

Exams•

A List of Instructional Materials•

Course/Teacher Evaluations•

Final Grade Roster •

By developing these course files, academic information becomes more organized, and thus readily available for periodic revision by CEC coordinators and CEC administration.


AUB Banner Registration ProgramV.4.c.3.

While in the past registration for CEC took place at the CEC office, the fall 2007 semester marked the first time that CEC students are registered on the Banner system. Admission, registration, and payment of fees have become more systemized and accurate; and transcripts and all original and certified copies of certificates and diplomas are now issued by the Registrar’s Office. This will further the integration of CEC into the AUB academic system.

Instructor Course EvaluationsV.4.c.4.

The instructor/course evaluation has become an important quality assurance measure at CEC. It is indispensable for improving the teaching methods and for obtaining feedback on course content and instructional materials. The results of the instructor/course evaluations are communicated to the instructors who are expected to improve their teaching, and also to the program coordinators who are responsible for revising and updating course content and instructional materials. The results of these evaluations and the scanned copies of the completed questionnaires are kept in the course files.

Academic ScopeV.4.d.

The development of new academic programs increases the volume of REP/CEC business with larger student enrollment and greater AUB faculty involvement especially when CEC moves to its new location in Building 20.

Human Resource Management DiplomaV.4.d.1.

CEC, in cooperation with the Suliman S. Olayan School of Business (OSB), launched the diploma program in Human Resource Management (HRM) in fall 2007. All the courses that were offered witnessed a satisfactory enrollment rate.

The new diploma program builds on the already established CEC certificate in HRM. Recently, the human resources field has increasingly gained much attention by corporate management as it is continually impacting organizational strategic goals. Ultimately, people are responsible for creating and sharing the knowledge that adds value to their organization’s capabilities and are the human resources that influence companies’ growth and profitability. This diploma program provides a comprehensive overview of HRM roles and responsibilities in the workplace from a strategic perspective. It is targeted for people working in the human resources field to foster and develop their professional expertise and varied competencies. This diploma program involves an intensive education program using traditional classroom instruction, hands on case studies, and executive presentations.

Medicine Based Intensive Programs V.4.d.2.

Emergency Health Rehabilitation Program: The program aim to provide specialized technical training in emergency medical services and life support programs for hospital-based nurses and paramedics working in emergency departments of general hospitals.

Advancement in Hospital Management Program: The Advancement in Hospital Management Program addresses critical health care needs with an emphasis on human resource requirements and professional medical training needed to improve health care delivery. The training program allows for continuing medical education and related health care training to officials from Ministries of Health and leading hospital administrators.

Journalism CertificateV.4.d.3.

To contribute to the development of Arab journalists, a Journalism Training Certificate was established and will be launched in fall 2008-09. The certificate courses will soon be delivered in a fully integrated converged newsroom in which the program’s students and trainees can practice what they learn in real time and in an environment simulating their own organizations’ newsrooms.

The aim of the certificate is to serve 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. A converged newsroom is meant to be the venue for the training of Arab journalists in print, broadcast and online media. The proposed certificate courses and workshop themes are aimed at participants ranging from beginners, to middle and senior level journalists in their respective hierarchies. These courses will be conducted in Arabic and English.


Nutrition and Food Safety CertificateV.4.d.4.

The new Nutrition and Food Safety Certificate will be launched in the Fall 2008 semester. The objectives of the certificate program are to study the health-related nutrition and food hygiene problems and to train nutrition and food hygiene specialists. These objectives have been established for the purposes of improving nutritional status, preventing food borne diseases, and strengthening the physical fitness of people.

The following is a summary of CEC’s program offerings:

Continuing Education Center Program Offerings

Certificate Programs Module ProgramsDiploma Programs

Year Accounting Marketing BusinessHR

ManagementOffice

ManagementIT

Emergency Health

Response

Hospital Management

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 x x 8

Figure 32: CEC Program Offerings

Fiscal Year

CEC Program Offerings Count

0

2

4

6

8

10

Num

ber

of P

rogr

ams

4

5 5 5 5 5

6 6 6 6

8

1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08

Figure 33: CEC Program Offerings Count


Triangulation InitiativesV.5.

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 2007-08 fiscal year, the number of triangulation relationships doubled compared to the previous year and nearly quadrupled compared to the average since 2002-03 (Figure 34). Additionally, REP was able to surpass the target set for this KPI. The new triangulation efforts included a partnership with Progress Management Consultants to provide training to organizations in Saudi Arabia, The next venture was with UNESCO and UNICEF to deliver workshops to NGO employees involved in various development activities in Lebanon. Efforts are currently underway to forge more partnerships. Meetings were conducted with the American University in Cairo and the Instituto de Empresa Business School in Spain during the fiscal year to explore possible triangulation activities.

Fiscal Year

Triangulation Initiatives

0

2

4

6

8

10

2 2 2 2

4

5

8

2002-03 2003-04 2004-05 2005-06 2006-07 Target2007-08

Figure 34: Triangulation Initiatives


Journalism Training ProgramVI. In the 2007-08 fiscal year REP carried on with the Journalism Training Program (JTP) that was launched successfully the previous year to train 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. The JTP Steering Committee serves as the oversight body to ensure the quality of the programs. The committee consists of the following individuals:

Ms. Madga Abu-Fadil, JTP Director•

Dr. George Farag, Assistant Vice President for REP•

Dr. Nabil Dajani, Professor of Social and Behavioral Science•

Mr. Rami Khoury, Director of the Issam Fares Institute for Public Policy and International Affairs•

Journalism WorkshopsVI.1.

JTP conducts workshops both at AUB and in-house where requested, and is destined to become a regional hub for Arab journalism training. JTP’s mini courses included the following:

Media Management1.

Citizen/Online Journalism2.

Environment/Health Journalism3.

Newsroom Management4.

War Coverage/Safety for Journalists5.

Elections coverage6.

Investigative Journalism7.

Public Health Coverage for Journalists8.

Communications/Media Crisis Management9.

The following is a brief description of a selection of the workshops:

Environmental/Health Journalism: A five-day workshop on how to cover the environment and health matters for reporters from Lebanon, Iraq and Palestine that featured, among others, AUB’s Faculty of Health Sciences Professor (and recently named Dean) Iman Nuwayhid who engaged participants in definitions of environmental health and involved them in practical exercises. 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. Health in complex emergencies was the topic of a presentation by Dr. Muna Khalidi during the November 26-30, 2007 workshop. Her presentation was validated in footage of environmental field coverage by veteran “LBCI TV” senior correspondent Tania Mehanna, notably during Israel’s July 2006 war on Lebanon. Driving the point further was Ghalia Fayad, from her perspective as an activist for the NGO “Greenpeace,” who spoke on advocacy for the environment and how her organization attracts media attention regionally and worldwide.

Citizen / Online Journalism: Another hot topic drew print, broadcast and new media reporters from Lebanon, Saudi Arabia and Iraq to a five-day workshop 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. 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. The training December 3-7, 2007 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.

Elections Coverage: 16 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. 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. 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. The workshop is part of “IFES’” electoral reform project in Lebanon and is funded by the U.S. State Department’s Bureau of Democracy, Human Rights and Labor. “IFES” was formerly known by its full name, the “International Foundation for Election Systems.”

Communications/Media Crisis Management: 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.

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.

Media Management: 15 executives in print, broadcast and online outlets from across Iraq participated in a three-day “Media Management” workshop organized by the JTP and urged organizers to plan for follow-up events. 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.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.

Beyond WorkshopsVI.2.

In addition to workshops, the JTP is in discussions with various media, international NGOs, government agencies and academic institutions to pursue consultancy projects in media analysis, journalism education and curricula, and media literacy.

Funding for different potential projects is being (or to be) provided by different embassies in Lebanon and various international NGOs.


Looking Ahead to 2008-09VII. The success REP has fostered 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 North Africa for the first time.

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

Space requirements: Fundraise, with the help of the Office of Development and External Relations, the appropriate •funds to rehabilitate the space allocated to CEC and have the new space operational by the end of 2009.

Journalism Training Program: •

Create an infrastructure at AUB that is exclusive to JTP and at a standard befitting professional journalists. »Hire a new JTP Assistant Director to meet the growing demands on the program. »

Continuing Education Center: •

Develop additional certificate and diploma programs, re-activate Information Technology courses/certificates, and »continue implementing a quality assurance methodology to all CEC programs and workshops.

Hold the first CEC graduation ceremony since 2006. »In collaboration with the Office of Alumni Relations, Office of Development and the Worldwide Alumni Association »of the American University of Beirut (WAAAUB), CEC intends to launch the Summer Program for AUB Alumni Children (SPAAC).


Appendix AAbdul-Hamid Hallab REP Service Excellence AwardThe Office of Regional External Programs (REP) is currently in the second year of its five-year strategic plan. A major component of the strategic plan is the Faculty Inclusion Initiative which seeks to double the number of faculty members involved in REP projects in the five year period (2006-2011). As part of this initiative REP seeks to institutionalize the annual Dr. Abdul Hamid Al Hallab REP Service Excellence Award. The benefits of the award are threefold:

Recognize the accomplishments of an outstanding REP consultant from the AUB community who has made major 1. 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.”

Expand the visibility of REP consultants in the AUB community displaying the winner of the award on the AUB 2. homepage, the REP homepage, Main Gate, the REP Annual Activities Award, and other outlets. This may in turn attract other AUB faculty and staff to serve as REP consultants.

Pay tribute to Dr. Abdul Hamid Al Hallab, one of the founding father’s of REP in 1976 and the first Vice President for REP. 3.

The initial criteria for the award will be as follows (and is subject to review):

Name:

Dr. Abdul Hamid Al Hallab REP Service Excellence Award•

Award:

A plaque along with personal citation •

Cash award of $1000•

Eligibility:

Full time AUB faculty or staff•

Served on at least one REP project during the entire fiscal year•

Did not receive the award during the previous year•

Frequency:

Award will be offered every year•

Nomination Process:

Potential awardees may be nominated by REP project clients, project coordinators, Deans, VPs, etc. •

An application with justification essay will be required for nomination •

Nominations will be received during the month of September (the last month of the fiscal year)•

A subcommittee of RIAC will create a short list of five nominees according to eligibility•

The short list will be presented at the REP Interfaculty Advisory Committee (RIAC) for final selection based on •established selection criteria.

Selection Criteria:

Demonstrated exceptional commitment to the project •

Personified 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.”

For work carried out on REP projects during the previous three years•

Using measurable criteria including evaluations from the client, nomination essay, etc. •

Presentation of Award:

Recipient of the award will be named during the annual REP Gala Dinner or other appropriate venue•

A picture and brief article about the recipient will be placed in the following locations:•

AUB Homepage (via the bulletin and highlights) »REP Homepage »Main Gate »REP Annual Activities Report »


Appendix BREP Strengths, Weaknesses, Opportunities, and 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:

O

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•

S

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•

Wealth of AUB human resources•

W

Varying levels of commitment and •cooperation from faculty members

Current costing and pricing methods•

Operational restrictions•

Thin resource base•

T

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•


Text prepared by the Office of Regional External Programs

Photographs by Hassan Nisr (AUB Photography Department) and George Farag

Designed and Produced by the Office of University Publications | 2008

Date post:	26-Mar-2018
Category:	Documents
Upload:	vokien
View:	226 times
Download:	2 times

Regional External Programs - aub.edu.lb · PDF fileGeorge Najjar, and Huda Zurayk. ......

Documents