Strategic Plan 2023 - 2027

1. Introduction The College of Industrial Technology Misurata is one of the technical colleges affiliated to the Ministry of Industry and Minerals. The college was established under the name of the Higher Institute of Industry based on the decision of the former General People's Committee for Industry No. (35) of (1988), and the name was changed to the College of Industrial Technology Misurata by virtue of the decision of the former General People's Committee for Education and Scientific Research No. (148) of (2010), and in addition to the decision of the former General People's Committee No. (534) of (2009). The decision of the Council of Ministers of the Government of National Unity No. (899) of (2022) was issued regarding the reorganization of the College of Industrial Technology Misurata, which stipulated that the college is a legal entity with an independent financial status, affiliated with the Ministry of Industry and Minerals, and all regulations and decisions regulating the work of Libyan universities apply to it. In addition to the tasks assigned to it by the applicable legislation, the college was assigned to work on preparing studies and research related to the transfer and localization of modern technology by encouraging the implementation of projects and initiatives that provide qualitative outputs that suit the industrial sector and sectors related to the labor market. The college has a good and respected reputation in the local and international scientific community, based on its strong and renewed relationship with scientific and industrial institutions at the national and international levels. The College of Industrial Technology offers its students and pioneers a range of academic and training technical programs, postgraduate studies, and scientific research stemming from continuous experience in this field for more than thirty years of giving and dedication, and contributing to building society by preparing the best skilled graduates with a good reputation in various levels and areas of engineering life. Today, the college has a homogeneous cadre that works as one family in a vital and active manner, in order to provide and present the best academic programs, as well as flexible training programs; for the purpose of qualifying individuals and institutions and refining them scientifically and technically, so that they contribute to building capacities and developing human skills for Libyan society. The college also seeks to develop its role in serving the local and international community, by developing long-term strategic plans, followed by preparing programs to develop administrative and academic work in the college, according to scientific foundations that guarantee great success in the near future and constitute a path to reform and thoughtful development to address administrative and academic problems; In order to raise the academic level of faculty members, technicians, college employees and students.

2. Strategic Plan Team

Based on the decision of the Dean of the College No. (05) of (2021) regarding the formation of the Strategic Plan Team, the team was formed from: 1. Director of the Quality Assurance Office as Chairman 2. Director of the Scientific Affairs Department as a member and rapporteur 3. Director of the Graduate Studies Office as a member 4. College Registrar as a member 5. Mr. Muhammad Saleh Farshouh as a member

3. Strategic Plan Work Model Preparing and approving the strategic plan work model is one of the main tasks of the strategic plan team, as a number of strategic plan work templates used in several local and foreign colleges were studied, and it was agreed to work with the model shown in Table No. (1), which is characterized by ease of implementation and ease of following the logical sequence of the steps for preparing the strategic plan: Table (1) Strategic Plan Work Model for the College of Industrial Technology Misurata for the year (2023) The first stage is an analysis of the current environmental situation, Where are we? The well-known SWOT analysis was used to monitor the strengths, weaknesses, opportunities and threats imposed by the external environment.

The second stage is to determine the goal or strategic direction

Where do we want to be? In which the vision, mission, values ​​and objectives are determined

The third stage is the strategic choice

How do we achieve the goals? In which the strategic objectives, initiatives and performance indicators are determined

The fourth stage is the operational plan

Who does the work? In which the implementation time, responsibilities and the dissemination plan are determined

The fifth stage is the alternative plan Alternative initiatives in the event of any obstacles that hinder the implementation of the basic objectives

4. The initial pillars of the strategic plan

To make strategic planning based on solid pillars and a real extrapolation of the environment in which we live and work, the following pillars were taken into account when starting work on preparing the strategic plan document:

A. The requirements of the Libyan quality system are taken into account in all processes accompanying the preparation of the plan, starting from studying the environment, and ending with developing executive plans to achieve the set objectives and determining responsibilities.

B. The strategic plan of the College of Industrial Technology Misurata should be in line with the strategic plan of the Ministry of Industry and Minerals, the higher education sector, and the state plan. C. The working mechanisms of the College of Industrial Technology Misurata, approved by the College Council for the year (2022), should be used. D. All stakeholders should be involved and their opinions should be taken into account in all aspects of preparing the strategic plan and its steps. 5. Environmental Analysis The internal and external environmental analysis is important to know the current status of the college, and then develop plans and programs for improvement or development. This analysis was conducted by taking into account the opinions of stakeholders, through questionnaires targeting the most important parties related to the college, and other questionnaires targeting all the college cadres from faculty members, assistants, employees and students. Opinions were also taken through initial surveys and interviews with faculty members and students. A SWOT analysis was then conducted from the results of the questionnaires obtained and also through a desk survey of the strategic plans of the colleges close to and similar to the College of Industrial Technology Misurata, taking into consideration the political, economic, social, technical, environmental and legal variables within the local community. From this analysis, it was possible to The strengths and weaknesses within the college are summarized, as well as knowing the most important opportunities available to the college and the threats it faces. These elements will be presented below. 1.5 Strengths The college has many strengths, which are: 1. The presence of faculty members and support staff with a high level of university and educational qualification in most of the scientific departments within the college. 2. Sending a number of faculty members and teaching assistants to study at international universities. 3. Faculty members and support staff from different age groups and have diverse backgrounds from local and international universities. 4. The existence of an awareness of the importance of strategic planning and institutional work from the college council and its affiliates. 5. The availability of good service facilities such as a library, parking lots, a prayer room, a playground, gyms, a hotel, etc. 6. Establishing community participation and a distinguished environment within the college. 7. Teaching several diverse engineering programs at the undergraduate and master's levels. 8. Relying on electronic systems in many registration processes for academic courses and also obtaining final results and grade sheets. 9. The college graduates acquire some general and well-acquired skills in the fields of computers and programming. 10. The existence of unions and federations elected periodically for each of the faculty members, employees and students. 11. Concluding joint cooperation agreements with many educational, technical and production institutions within the country. 12. Coordinating joint cooperation with international organizations in the fields of the college's specializations. 13. Concluding agreements with foreign universities and colleges. 14. The existence of various training programs related to the college's specializations and the needs of society. 2.5 Weaknesses There are weaknesses within the college, which are represented by the following: 1. The lack of a sufficient cadre of faculty members in some scientific departments in the college. 2. The shortcomings in holding scientific conferences and the difficulty of participating in international conferences. 3. The weakness of the acquired skills of graduates and students affiliated with the college in the field of the English language. 4. Fluctuations in the information network (Internet) service in the college. 5. There is not a sufficient number of technicians in the laboratories in the scientific departments within the college. 6. Lack of adequate coordination with public and private entities to benefit from some of the college's laboratories and equipment. 7. Lack of means to motivate faculty members, support staff and employees to develop self-resources. 8. Weak communication between the college and its graduates, and the lack of a mechanism to follow up on the quality of the college's outputs and their suitability for the labor market. 9. The results of faculty members' questionnaires are not used in evaluation and development processes. 10. Lack of self-evaluation and self-study processes to evaluate the college's performance and services periodically. 11. Weak database, information and archiving in some offices and scientific departments within the college. 12. Shortage of devices, equipment and laboratories. 13. Lack of clear and stimulating policies in scientific research and community service. 14. Students' reluctance to enter the college, as a result of not realizing the importance of technical and vocational education for society.

3.5 Opportunities There are many opportunities available to the college that it seeks to exploit, namely: 1. Preparing graduates with high technical and professional competence, and developing human resources in the college. 2. Supporting the college administration for the culture of quality and institutional and programmatic accreditation. 3. The college's distinguished location and geographical area. 4. The college has several local and international agreements with private and public institutions, scientific centers, and external educational institutions. 5. The college is located in a city characterized by the presence of many factories and industrial and engineering companies in the public and private sectors, which provides various job opportunities for college graduates. 6. Establishing research centers within the college and the city (a technical incubator) directly related to technical specializations, which provides more cooperation and motivation. 7. The college enjoys a distinguished reputation in the city and the surrounding area compared to technical colleges and institutes of a technical nature in the public and private sectors. 8. The increasing partial reliance of the college administration and faculty members on electronic communication through university email, closed circuits, and the virtual electronic classroom, and preparing an integrated plan for the college's resource planning system, and the electronic portal that includes all systems and sites in the college. 9. The existence of a strategic plan for training and an executive plan for training college cadres and cadres of state institutions. 10. The existence of joint cooperation with international training organizations in many specialized fields in the college. 11. The existence of the possibility of enhancing scientific and research production. 12. Opportunities to strengthen the societal and environmental status of the college with the local community. 13. Planning to adopt a peer-reviewed scientific journal in the college. 14. Working on the industrial and technological incubator project. 15. Seeking to implement maintenance work, develop the college building, and provide basic equipment and laboratories for the college. 16. Completing the procedures for approving the opening of a doctoral program in the college. 17. Establishing a specific mechanism to activate and develop scientific research. 18. Working on developing graduation projects by linking them to the labor market, and the mechanism of implementation and follow-up with faculty members. 19. Forming a faculty affairs committee. 20. Renewing and activating agreements with international universities in graduate programs.

4.5 Threats A set of obstacles were identified that limit the optimal exploitation of opportunities, the most important of which are: 1. The difficulty of some graduates of the college departments obtaining the appropriate job in the field of specialization. 2. The existence of laws and legislations from outside the college that restrict and limit the effectiveness of decision-making in it. 3. Difficulty in completing contracts with new faculty members, employees and support staff at the present time. 4. Inadequate financial resources allocated to the college from the budget. 5. Weak scientific research capabilities, and their absence in some technical specializations. 6. Low demand for graduate programs. 7. The incompatibility of some educational programs with the requirements of the labor market . 8. Delay in sending faculty members with master's degrees and current teaching assistants. 9. Leakage of some teaching and administrative expertise from the college to other institutions; as a result of the obstacles facing technical and vocational education in the country. 10. Weak application of laws and regulations on violators threatens to repeat and worsen them. 11. Saturation of the public sector with employees reduces job opportunities for college graduates. 12. The existence of large financial obligations (about (3) million Libyan dinars) on the college for its members.

6. Determining strategic paths A realistic and actual analysis of the college's current situation enables the determination of the appropriate strategic direction (the college's policy path), which is the second step in preparing the strategic plan. Determining the appropriate strategic direction must be done through harmonization between the strengths and weaknesses in the internal environment, and the opportunities and threats in its external environment, and it must also be in line with the strategic plan of the ministry's plan, and the sectors related to the college; to ensure the determination of compatible general strategic paths. At this stage, the college's vision and mission, as well as the college's values ​​and objectives, were determined. To ensure the participation of college members, a questionnaire was designed for the vision, mission and values ​​as a criterion for choosing the most appropriate phrases that express the college's next stage (questionnaire results in the appendices).

Vision The College of Industrial Technology Misurata seeks to be an academic, technical, research, consulting and training institution in all engineering fields with outputs that lead the labor market and contribute to serving society and the environment, and have a distinguished local and international presence.

Message To contribute effectively to qualifying, developing and advancing efficient human resources for various institutions through its distinguished educational and training programs, and to provide consultations and research at the local and international levels that contribute to serving society and the environment.

Objectives 1. Preparing national expertise and relying on it in developing technical capabilities. 2. Raising the level of the college in terms of science and technology, in line with local and international quality requirements. 3. Keeping pace with the labor market and directing it to ensure maximum benefit for various stakeholders. 4. Establishing partnerships and cooperation with various institutions, and contributing effectively to serving the community. 5. Developing the educational process in line with the latest scientific developments, and paying attention to scientific and technical research and consultations. Values Transparency: The college is committed to disclosure in transactions and procedures, as well as presenting evaluation results, and supporting accountability and integrity requirements; which enhances trust between all relevant parties. Participation and teamwork: The college establishes a culture of teamwork as an approach and behavior and everyone's participation in bearing responsibility and making decisions. Excellence: The college encourages excellence, team spirit, motivation, creativity, quality, improving performance, and finding innovative solutions in all fields: productivity, service, environment, and others. Creativity and innovation: The college provides an environment that stimulates creative thinking and innovative behavior, and harnesses all capabilities for this. Social responsibility: The college contributes to various community activities, supports society scientifically and technically, and seeks to be a window for society to the rest of the world. Leadership and Responsibility: The college relies on teams of specialists who are responsible and flexible, and have the necessary powers to perform their work to the fullest. Respect: The college respects the laws and regulations in force in the country, and works in accordance with the applicable laws and regulations. Continuing Education: The college effectively follows up on new technologies, and continues training on modern technologies, and the college considers the student to be the main goal of education and training. Effective Communication with Stakeholders: The college follows an open door policy internally, and activates communication channels with local and international institutions in various fields. Academic Freedom: The college encourages exploratory scientific activities, openness and integration with others. Quality: The college seeks to apply the highest quality standards in all activities and businesses in a way that distinguishes its outputs and services. Active Education: The college provides the appropriate environment for implementing active education, continuing education and training, and accredited micro-programs in all its educational and training programs, as students participate in activities, exercises, and projects, through a rich and diverse educational environment, with the presence of a faculty member who encourages them to take responsibility for educating themselves under his scientific and educational supervision.

7. The college's strategic objectives and its executive and alternative plan Based on knowledge of both the analysis of the college's current situation, and knowledge of the specific strategic direction of the college, appropriate strategic options for the college have been identified, as the college's strategic plan is based in its entirety on a strategy of stability or limited expansion, and it has been chosen to suit the current circumstances in the college and the surrounding environment. This strategy also focuses on the optimal use of available resources, and the pursuit of excellence, effectiveness, and improvement in both the educational process, scientific production, and community service. Five strategic objectives were identified, which are the college's goals that it seeks to achieve during the next five years. These objectives were presented using a model similar to the model used in the strategic plan of some Libyan universities, which includes:

● Sub-objectives: This is a group of objectives that achieve the general strategic objective. ● Executive plan: This is represented in selecting the initiatives that the college will launch, the entities responsible for implementation, and the time frame for achieving the sub-objectives. The plan also included indicators to measure the extent to which these objectives have been achieved. ● Alternative plan: These are the main objectives in the event of obstacles that prevent the achievement of the main objectives. And Given the importance of implementing the executive plan in achieving the strategic plan, the College Council will form committees or assign departments to implement initiatives and achieve goals, while the College Quality and Performance Evaluation Office will follow up on the entities responsible for implementing the initiatives, review them periodically, and refer follow-up reports to the College Council.

1.7 First Strategic Objective Preparing graduates with high technical and professional competence, and developing human resources in the college. Sub-goals Initiatives Procedures Responsible parties Implementation time frame

1 Providing high-quality technical and training educational programs Course descriptions Evaluating current study programs Assigning a self-study committee Assigning committees to create new study programs Scientific departments Research, development and curricula department 2026-2023 2 Improving and developing the educational and technical environment Striving to develop educational facilities Updating the library Developing laboratories in the college Scientific affairs Administrative and financial affairs 2026-2023 3 Establishing an alumni association to follow up on and guide graduates Holding meetings with graduates Decision to establish an alumni association Alumni department 2026-2023 4 Holding various courses to train human cadres Urging professors and employees at the college to enroll in various courses Special courses for college employees Special courses for professors Training department Scientific affairs Administrative and financial affairs 2026-2023

2.7 The second strategic goal Raising the level of the college in terms of science and technology, in line with local and international quality requirements. Sub-goals Initiatives Procedures Responsible parties Implementation time frame

1 Seeking to apply local and international quality standards for academic programs Disseminating the culture of quality by the Quality Office Decision to establish a self-evaluation committee Decision to establish a quality committee Decision to establish a strategic plan committee Quality Assurance Office 2026-2023 2 Disseminating the culture of quality within the institution Distributing various brochures on quality Organizing a workshop on quality Quality Assurance Office 2026-2023 3 Keeping pace with the latest scientific developments locally and globally Holding workshops and conferences and participating in scientific journals Decision to establish a college journal Mechanisms for activating scientific research Department of Scientific Research, Development and Curricula Scientific departments 2026-2023

3.7 The third strategic goal Keeping pace with the labor market and directing it to ensure maximum benefit for various stakeholders. Sub-goals Initiatives Procedures Responsible parties Implementation time frame

1 Study the labor market and communicate with relevant parties Various questionnaires Agreement with the Iron and Steel Company Field training in various public and private institutions Dean of the College Field Training Department 2027-2023 2 Providing initiatives and consultations to guide the labor market - Mini-certificates - Training plan - Various consultations Various consultations for various parties Various courses targeting many different sectors in the country Research and Development and Curricula Department Self-Resources Office 2027-2023 3 Preparing the competent human element capable of engaging in the labor market Opening training courses in the specializations required in the labor market Decision to activate new departments in the college Training plan in the college Scientific departments 2027-2023

4.7 The fourth strategic goal Contracting companies and cooperating with various institutions, and contributing effectively to serving the community.

T Sub-goals Initiatives Procedures Responsible parties Implementation time frame 1 Signing agreements with similar local and international scientific institutions Exchange of expertise through agreements and memoranda with the Libyan Academy, Misurata branch’ Cooperation agreements with the Libyan Academy for Communications and Informatics and the Plastics Research Center A number of concluded agreements Scientific Affairs Department 2027-2023 2 Signing agreements and cooperation with various institutions and companies Memorandum of Understanding and a joint scientific research team with the Libyan Iron and Steel Company Memorandum of Understanding with the Chamber of Commerce, Industry and Agriculture, Misurata. A number of concluded agreements Training Department 2027-2023 3 Effective contribution to providing community service. Report on lighting the Misurata Free Zone Holding many community activities at the college and making the college facilities available for use by various parties Training Department 2027-2023 4 Caring for the environment Afforestation of all the college's external yards and developing the surroundings Various forums Procedures for preserving the environment Administrative and Financial Affairs Department 2027-2023 5 Exchange of technical and scientific expertise Activating scientific agreements Scientific Affairs Department 2027-2023 6 Holding scientific, cultural and awareness forums - Holding the first exhibition of creativity. - Holding specialized workshops and seminars College Conference Scientific Journal Scientific Affairs General Registrar 2027-2023 7 Contributing to training human cadres from outside the institution - College training plan - Student forums and participation in the World Arduino Day. - Proposed workshops and conferences - Approval of the plan and commencement of its implementation - Announcements of training department courses - Signing agreements with many relevant parties Training Department 2027-2023

5.7 Fifth strategic goal Developing the educational process in line with the latest scientific developments, and paying attention to scientific and technical research and consultations. T Sub-goals Initiatives Procedures Responsible parties Implementation time frame

1 Continuous updating of academic programs Hosting conferences and workshops Distributing a set of questionnaires to participants Research, Development and Curricula Department 2027-2023 2 Opening new academic programs Renewable Energy Division, Mechatronics Division and Manufacturing Division Accredited Mini-Certificates Program - Scientific Departments - Forming specialized committees Research, Development and Curricula Department 2027-2023 3 Holding scientific forums and contributing to the dissemination of research Student forums and participations On the World Arduino Day. Announcement of the dates of the forums Scientific Affairs Department 2027-2023 4 Encouraging faculty members to contribute to and advance scientific research Announcements of participation in seminars and conferences directed to the college or faculty members. Granting scientific leave and financial support for participants Scientific Affairs Department 2027-2023 5 Scientific Journal Participation of faculty members in scientific papers Announcements of participation in research papers Scientific Affairs Department 2027-2023

Strategic Plan Preparation and Review Team

1 Dr. Abdul Hamid Abdul Salam Al Sharif Dean of the College 2 Mr. Muhammad Najib Tarina Director of the Quality Office 3 Dr. Sattar Jaber Al-Issawi Director of the Graduate Studies Office 4 Mr. Abdullah Ali Al-Maslati Director of the Scientific Affairs Department 5 Mr. Muhammad Saleh Farshouh Director of the Human Resources Office 6 Eng. Ahmed Mustafa bin Sassi College Registrar 7 Dr. Abdul Ali Muhammad Qalisa Linguistic Review