- Executive Summary
- LIMU's Key Features
- The Imperative of the Strategic Plan
- The Preparation of the Second Strategic Plan
- Phase 1: Preparation and processing
- Phase 2: Strategic Analysis
- Phase 3: Key Elements of the Plan
- Phase 4: Action Plans and Implementation
- Phase 5: Follow-up and Performance Evaluation
An Introduction by the University President
In the name of Allah, the Most Gracious, the Most Merciful LIMU have realized the importance of strategic planning since its establishment, where the first strategic plan 2008-2013, which was launched from the vision of the university at the time ” to be at the forefront of regional universities achieving international quality standards“.
That was the start, and then achieved many goals and purposes through which the management was organized and the maximum utilization of the available resources was achieved.
Significant changes were made in establishing the university with an effective quality system and adopting a self-learning strategy based on dilemmas for the first time in the history of Libyan universities.
Now that the University has gained this unique experience and advanced position; it is continuing its journey at a steady pace to enhance its ability to use the means of knowledge management to achieve its new vision “to assume its regional advanced position in the areas of learning, research and training”. And with the praise and the blessings of Allah the almighty, the University’s strategic plan 2016-2020 has been adopted as a work platform and a scientific method of task management and achievements and the fulfilment of strategic goals and objectives within its time frame.
We ask Allah, the best of luck, success and peace
Dr. Mohamed Saad Embark
LIMU’s strategic plan for the years (2016-2020) is an expression of the maturity of the university’s strategic thinking and the growth of its quality culture, to reach the highest possible levels of performance in its quest to balance its functions:
University teaching, scientific research production and community service on one hand, as well as its aspiration for excellence and appearance on the regional and international map of higher education on the other hand, within the framework of a commitment to quality standards.
This is clearly seen in the formulation of the vision and mission as confirmed by the methodology adopted by the “Strategic Plan Preparation Committee” in the preparation of strategic goals that are focused on excellence in teaching and learning through the adoption of modern learning strategies, the development of scientific research and graduate studies, the building of genuine partnership with society, the diversification of income sources, enhancing the institutional capacity and applying quality standards and upgrading the status and classification of the university locally and regionally by focusing on four key perspectives: customers, finance, operations and people.
To determine how well the University in achieving its objectives, a number of key performance indicators (KPI’s) covering all Plan goals have been identified.
The Executive Summary of LIMU’s Strategic Plan includes the following items:
- The University’s basic features
- The Strategic Plan inevitability
- The Strategic Plan preparation methodology
- The Strategic Plan main components
- Plans of action and implementation
- Monitoring and performance evaluation
- Project implementation expected results
Founded on : 20 – 10 – 2007
The university has six Faculties
|Faculty of Basic Medical Sciences
1- Department of Biological Sciences
2- Department of Biomedical Sciences
3-Department of Vocational Health Education
|Faculty of Medicine
|1. Department of Internal Medicine
2. Department of General and Specialized Surgery
3. Department of Psychiatry
4. Department of Ophthalmology
5. Department of Pediatrics
6. Department of Obstetrics and Gynecology
7. Department of Community Medicine
8. Department Diagnostic and Therapeutic Radiology
9. Department of Forensic Medicine
10. Department of Emergency Medicine
11. Department of Orthopedic Surgery
|Faculty of Oral and Dental Surgery
|1- Department of Conservative Treatments
2 Department of Oral Biology
3. Department of Pediatric Dentistry, Orthodontics and Preventive and Social Dentistry
4 Department of Oral and Maxillofacial Surgery
|Faculty of Pharmacy
|1 Department of Pharmaceutical Sciences
2- Department of Pharmaceutical Practice
|Faculty of Information Technology
|1 Department of Health Informatics
2 Department of Software Engineering
3 Department of Computer Networks and Communications
|Faculty of Business Administration
|1- Department of Business Administration
2- Marketing Management Section
3- Quality Management Department
4- Department of Health Management
5- Department of Project Management
6- Department of Managerial Finance and Banking
7- Department of Economics
8- Department of Accounting
9- Department of Leadership
10- Department of Political Science and Diplomacy
The Organizational Structure of Basic Divisions:
University Council :
- The University Vice President for Academic Affairs
- The University Vice President for General Affairs
- The University Vice President for Learning Affairs
- TheUniversity Vice President for Postgraduate Studies and Research Affairs
- The University Vice President for Healthcare Facilities
- Faculty of Medicine
- Faculty of Oral and Dental Surgery
- Faculty Basic Medical Sciences
- Faculty of Pharmacy
- Faculty of Information Technology
- Faculty of Business Administration
- Continuous Training and Education Centre
- Research and Consultancies Centre
- Clinical Skills Centre
- University Center for Oral and Dental Surgery
- Media Center
- General Registrar Administration
- Academic Relations and International Cooperation Administration
- Postgraduate Studies Administration
- Risk Administration
- Capacities Building Administration
- Documentation and Information Administration
- Marketing Administration
- University Council Affairs Office
- Legal Office
- Internal Auditor Office
- Educational Programs Office
- Registration and Admission Unit
- Studying and Examination Unit
- Graduates Unit and Professional Follow-up
- Student Activity Unit
- Psychological and Social Counseling Office
- Financial Affairs Office
- Information Technology Office
- HR Office
- Faculty Members Affairs Unit
- Library Affairs Office
- Quality Assurance Unit
- Knowledge Management Unit
- Measurement and Comparison Unit
- Change Management and Projects Unit
- Technical Affairs and Projects Office
- Product Development Unit
- Customer relationship management Unit (CRM)
- Community and Environment Services Office
- Self-Resources Office
- Investment and Insurance Office
- Personnel Services Affairs and Unit
- General Accounts and Financial Report Unit
- Treasury and Collection unit
- Warehouse Unit
- Procurement Unit
- Maintenance & Technical Support Unit
- E – Learning Unit
- Software and Operating Systems Unit
- Network and Internet Unit
- Market Research Unit
LIMU is a distinguished example of private universities becausewithin a decadeit has become one of the leading universities locally and regionally. It is the first among the private universities in Libya in terms of its precedence in the field of medical specialties, and in terms of its ranking at the top of the ladder of private universities as toits excellence of academic programs and learning strategies and the quality of their outputs in the service of the community.
Continuing to excel and the environment components’ rapid pace in which the university operates, makes it imperative to pay attention to planning in general (strategic planningin particular), as that local and international developments witnessed by higher education, in addition to the developments in the labor market, reinforces the importance of preparing a strategy for the university especially under the following considerations:
- The need for a strategic vision to employ the university’s physical, human and financial resources, which will contribute to strengthening the institutional structure.
- The importance of having a reference for annual plans’preparation of the different faculties, centers and departments
- The University’s need for a road map that outlines the strategic steps, objectives, and financial resources necessary to achieve excellence and leadership.
In light of the University’s accumulated experience through the practice of the first strategic plan over five years (2008-2013). In addition to its acquired knowledge of good practices, the second strategic plan of the University was prepared in accordance with the “national reference” / “standards of the National Center for Quality Assurance and Accreditation of Educational and Training Institutions” and the “International reference according to the requirements of the standard enterprise quality management system 2015: ISO9001
The following figure shows the basic phases of building the strategic plan, which can be detailed in the following:
- Senior Management Commitment and Conviction to the Importance of Strategic Planning
- The university’s senior management have ensured that the plan document was prepared with a high degree of professionalism and quality as well as comprehensiveness and integration until it achieves the desired aspirations and objectives. The university moved to a higher stage of academic and research advancement while playing a more profound and influential role in the community. To affirm its identity and confirm its outstanding presence in various forums.
- Formation of the Strategic Plan Preparation Committee:
- Forming a work team to develop an idea about the process of preparing the plan and its various steps and related activities. Several follow-up meetings were held in this context to ensure that the various activities necessary for the completion of the plan are carried out.
- A number of meetings, workshops and intellectual focus groups were held to complete the process of planpreparation. The following topics were discussed and adopted:
- The most important university achievements and challenges it faced during the past years
- Presenting the difficulties and challenges faced by the university in the last few years
- Presenting proposals for issues requiring an improvement and development plan
- SWOT analysis of the university’s strengths, weaknesses, opportunities and threats, which included academic, research, infrastructure, technical, administrative and financial aspects.
- Analysis of the likelihood / strength of the impact of strengths, weaknesses, opportunities and threats to the university
- Develop a proposal for the University’s vision , mission and principles values and the specifications of the university’s graduates.
- Review proposals of administrative and academic units for their objectives for the next phase
- Adopting the University’s growth strategies and programs for the period (2016-2020)
- Sources of Strategic Plan Information:
The Work Team have adopted the following sources of information:
- The proposed work of LIMU’s strategic plan committee
- The 2013 University annual report, which includes the KPI results of Faculties, Quality Assurance Office and the General Registrar Administration.
- A Report on the achievements of the University’s Strategic Plan (2008-2013) highlighting their role in implementing the strategic objectives.
- Proposals of the university units with their objectives for the next period (2016-2020)
- The most important achievements and the challenges faced in previous years based on the University’s annual reports.
- The requirements and standards of the “National Center for Quality Assurance and Accreditation of Educational and Training Institutions”(for Institutional and Program Accreditation), 2011issue.
- The updated University’s organizational structure.
- The strategic plan of the Libyan International University for the years (2008-2013)
- Developing the University’s Vision and Strategy (Business Process Management List)
- lists of four perspectives (customers / financial / operations / people)
In preparing and developing the university’s strategic plan, the following objectives were taken into account:
- Defining the University’s strategicmission and vision during the next four years.
- Develop the general strategic objectives that reflect the main themes of the projects and activities expected to be implemented in the coming years.
- Develop the detailed sub-goals required to achieve the general goals and distribute them at the plan periods and determine the resources required for each activity.
- Detailed analysis of the activities required to achieve each of the main goals of the project.
- Review the strategic planning standards in the documents of the “National Center for Quality Assurance and Accreditation of Educational and Training Institutions”.
- The requirements and standards of the “National Center for Quality Assurance and Accreditation of Educational and Training Institutions” (for the Programmatic Institutional Accreditation) issued (2011), which requires the development of a measurable University strategic plan (item 1-21) and the risk management plan(Item 7-21).
- Conducting the Quadratic Analysis (SWOT)
- The current state of the University and the examination of the internal and external environment were analyzed using SWOT to identify the most important strengths, weaknesses, opportunities and threats. The results of the internal environment analysis of the University showed that it has a wide range of strengths that can be preserved and invested to achieve the University’s mission .
- The results of the analysis also revealed some weaknesses that, if continued, may affect the University’s ability to achieve its mission.
- The external environmental analysis revealed that there are a range of opportunities available to the university that can be used to achieve more excellence in its performance, if exploited and employed in the right way, in addition to a set of threats that need to be addressed.
The University’s vision final draft was prepared, which constitutes its future identity during the next four years. The text of the vision is as follows:
to assume its regional advanced position in the areas of learning, research and training” As for the mission, the university reflects the reasons for its existence and what it can offer to its society. Therefore, the mission reflects the overall activities, programs and services that the university seeks to provide and the means by which this mission can be achieved. LIMU’s mission and its objectives are as follows:
LIMU is an academic institution that implements quality management systems, adopts self-guided learning strategies, lifelong learning, knowledge production and community service, prepares and qualifies highly qualified professionals who have the capacity to meet the needs of the community, It is also concerned with the implementation of health and scientific research and professional development programs and emphasizes the commitment to professional ethics.
Values and Principles :
LIMU is governed by a value-oriented system that represents the guiding rules and the behavioral framework that reflects the university’s identity, philosophy and approach to society. It also represents the main structures and pillars of the strategic plan, which governs the behavior and overall performance of all employees’ categories and organizational units. The more these values are established and committed to their contents,the higher the individual , group and institutional performances of the university will become, in the framework of the implementation of the “strategic objectives” and their programs, projects and initiatives.The values and principles of the (institutional culture) which the university is keen to circulate and adhere to, to achieve the University’s vision, mission, and objectives during the next four years The main values and principles of the University are as follows:
- Academic integrity
- Transparency & integrity
- Good governance.
- Self-directed lifelong learning
- Team work
- Effective partnerships
- Innovation and excellence
In order to achieve the University’s vision and mission, the strategic goals were set as follows
- Adopting modern learning strategies (self-learning and life-long) that meet the requirements of globalization and international competitiveness.
- Meeting the needs of the society and the future labor market and the development of “knowledge capital”.
- Raising the level of health awareness and contributing to the advancement of family and community health, social development and commitment to ethics and society’s values.
- Achieve a return and financial position that ensures continuity and growth.
- Enhance the institutional capacity and possessing the integrated facilities for the university’s compound.
- Developing human capital and creating a sophisticated and successful model for the private sector in the field of education and health services.
- Adoption of the process management system and automation in the educational process and management.
- Curriculum design and updating methods of teaching and evaluation in line with self-learning and life-long by increasing the application percentage to 70%.
- Increase customer and stakeholder satisfaction by 10%.
- Enhance the image of the university through its logo and reputation by increasing the percentage of public secondary students by 20% annually.
- Promoting knowledge capital through transfer, resettlement and knowledge production by 10%
- Increase scientific and educational activities in the local community by 10%
- Increase the number of new students enrolled in university programs by not less than 50%.
- Increase in annual revenues by 25%, through the introduction of new programs and activities that meet the needs of the labor market.
- Maintain a positive cash flow of not less than 20% of total revenues.
- Increase employee satisfaction and their institutionalaffiliationby at least 80%.
- Increase the professional development programs for university users by 20%.
- Upgrading the level of health, safety and environment (HSE) and reducing the damage and injuries of work by 80%.
- Enhancing the excellence of the university’s educational model and linking it to a distinctive and sophisticated service modelin the managementof educational health facilitiesby 50%.
- Applying the University’s business process management systembyimplementing design, analysis and optimization.
- Reduce the use of paper and increase the programs of educational mechanization by 50% each.
- Raise the University’s level of classification regionally and internationally by improving classification’sfactors and indicators by 15%. The University’s Strategic Plan Approval (2016-2020) After the completion of the previous phases, the plan was presented to the University’s Council for approval, which was made by Decision No. (18) of 2016 at the (2nd) session of 2016 held on 3/3/2016 and distributed to all administrative and academic units through the internal correspondence system and published on the university’s website.
The executive plan was determined to ensure that the goals and objectives will be transformed into a practical reality, in addition to emphasizing their support for the University’svision and mission.
- Divide the strategic plan into annual work plans
- Prepare a an (action plan) model that includes:
Initiatives, projects and programs related to each strategic objective and the KPI’s of what is to be targeted to achieveand the implementation responsibility and the identification of resources. In this regard (68) projects have been prepared for faculties and (58) projects for departments and centers and support offices distributed on the main areas of work at the University covering a wide range of developing academic and training programs, developing policies and procedures, and developing and applying technical services systems and constructing buildings and facilities.
Monitoring and performance evaluation is one of the main components of the strategic plan and the methods of monitoring and performance evaluation are determined and varied. Perhaps one of the most important pillars of the review and evaluation process is the identification of the KPI’s. The strategic plan included KPI’s for the University’s various practices and activities.
Expected results of project implementation:
The implementation of the strategy’s projects will increase student satisfaction, improve university output, increase the competitiveness of graduates and their employment opportunities, and achieve a wider area of satisfaction that will enable the university to maintain its employees and help attract outside competencies , and the implementation of those projects contributes to consolidating strengths and addressing threats and vulnerabilities, making use of opportunities and thus increasing the competitive advantages and market share of the University.
Success in achieving this will pave the way for excellence locally, regionally and globally.