THE CONTINUING EDUCATION,AND TRAINING, AND COMMUNITY SERVICE CENTER
Nahda University Leads an influential role in the field of education, since its establishment in 2006, to undergraduate which spreads from the south to the north of the country as a result of its outstanding position in the East Beni Suef and having a lot of potential of human and material resources which help to distinguish this performance. The role of the university and its impact has extended to the surrounding environment as the region witnessed an unprecedented cultural leap that was testified by everyone. To complete the role of the university in the service of society and the environment, it was necessary to establish an entity that manages and organizes these activities and services in a manner that ensures the benefits of the university, the citizens and the surrounding environment through the diversity and multiplicity of outstanding and desirable services.
The Continuing Education, Training and Services Center is considered as a model to do this task through a good organization which takes advantage of the university possibilities, adds physically and morally to it and serves many ones of the recipients of the various types of services.
The pioneering role of the university has extended outside the university campus to provide multiple and specialized services to meet the unique needs of the community and to support further communication based on the abundant human and material possibilities of the university.
The Continuing Education, Training, and Services Center at Nahda University is a dynamic entity moves, strengthens and performs a variety of activities which lead to confirm the leading role of the University in the community. It also offers all the services that contribute to the development and progress of society and in the rehabilitation and development of the citizens' abilities.
1- To maximize the leading and cultural role of the university in the Local and regional community.
2- To appoint the university staff members in activities that benefit the university, the staff member and the recipient of the service.
3. To increase connections and achieve the affiliation between the staff member and the university.
4. To attract more expertise to participate in the activities and projects which adds positively to the university and the community.
5. To support the efforts of the university in meeting the requirements of quality assurance and accreditation.
6. To encourage the teamwork spirit and strengthen ties between staff members through shared goals.
FUNCTIONAL STAFF (ADMINISTRATIVE)
THE BOARD OF THE UNIT DIRECTORS CONSISTS OF:
Prof. / Chairperson of the University / Chairman of the Board
Prof. / Vice President of the University / Chief executive officer of the unit
Prof. / Consultant of the University / Member
Prof. / Dean of the Faculty of Pharmacy / Member
Prof./ Dean of the Faculty of Dentistry / Member
Prof./ Dean of the Faculty of Engineering / Member
Mr. / General Supervisor of Financial and Administrative Affairs / Member
1. Council may use the members in the required disciplines when necessary.
2. Council appoint an assistant of executive director, financial director and Secretariat with the approval of the Administration council.
3. Prepare a financial list; specify the reward of the Administration council, attendance allowance and salaries of the Chief executive officer, financial director and secretary.
THE ROLE OF UNIVERSITY
1. To Provide offices and the appropriate equipment to implement the various activities after the approval of the executive office.
2. To allocate 250,000 pounds to be used in spending on: primary expenses, salaries and bonus approved by the Administration council. This sum is considered as an advance that should be settled at the end of the fiscal year simultaneously with the preparation of the general budget and should be discounted from the university ratio of the sub-units activities.
THE WORK SYSTEM
ï‚§ 1 . The Executive Director shall receive various projects and the use of specialists to work on preparing feasibility reports and follow-up implementation if adopted by the Administration council. ï‚§ 2 . Reports should be prepared to be viewed on the Administration council for approval. ï‚§ ï‚§ 3 . Limited -term Projects (day - month) are adopted without protocol. ï‚§ 4 . Long-term Projects (years) are asked to prepare protocol of cooperation between those involved in the project and the management center. The Executive Director and Director of the project sign this protocol. ï‚§ ï‚§ 5 . The center can be based on the work of his own projects, whether that generate financial return or that offer a free service for university students. ï‚§ ï‚§ 6 . Projects offered by a staff member or a group of them and achieve financial return, the University has a proportion of it and has a complete and independent in managing its proportion and identifying where spending and the distribution of profits and the University has the right to see the overall income of the project. ï‚§ ï‚§ 7 . The university gets a percentage of the overall income of the various projects of not less than 15%. ï‚§ ï‚§ 8 . Account Should be opened for the center in one of the banks to put: ï‚§ ï‚§ ï‚§ A agreed ratio of the projects outcome according to its own agreement. ï‚§ ï‚§ ï‚§ Earnings of the small projects after deducting expenses, salaries and bonus.
Prof. Khaled Abo-Elfadl