Strategic plan

Strategic Plan of the Institute

The strategic plan of the institute is prepared to include all the basic elements of the quadripartite environmental analysis, on the basis of which the vision and mission of the institute are formulated, as well as the strategic goals and objectives.

Environmental analysis was based on the study of bank points, strengths, opportunities, and external threats in seven areas: (1) Structure, (2) Personnel, (3) Sources, and (4) Management style. Style of management), (5) Systems, (6) Skills, (7) Shared values.

Objective and non-biased analysis was committed to characterizing and diagnosing areas of strength and weakness as well as opportunities and threats. Both the internal and external environment were covered in environmental analysis prior to the design of

the Institute’s strategy to identify strengths, weaknesses, opportunities and threats. Quantitative and qualitative analysis was used in conducting environmental analysis, in which the strategy was designed and documentary screening, questionnaires and workshops were used to identify strengths, weaknesses, opportunities and threats.The Institute used the outcome of the analysis process to determine the weight of each strategic factor.

strength point:

Maintaining systems and regulations.

Clean environment.

The efficiency of laboratories and lounges is high.

High possibilities in the Institute.

Physical and human element.

Good infrastructure.

Moderate employees.

Commitment to the P and the lectures of everyone.

Distinctive and cooperative management of the Institute.

The possibilities at the level of coordination of the site are distinctive.

Attention to participate in the problems of society and development.

Interest in student activities.

Paying attention to technology and providing it in all laboratories.

Excellent educational system.

Maintain order and cleanliness.

The core of the place and offices.

Punctuality .

Collaboration between teaching assistants and teachers.

The place’s reputation is good.

respecting others .


Provide appropriate conditions for the completion of scientific research.

Assessment of conditions.

Strong scientific method.

Appreciation of distinctive cadres.

Strong attention to the individual role in the system.

Availability of special programs for the preparation of students (such as Office, CAD and others)

Evidence-based decision planning.

Availability of services for students.

The management system is firm.

Abide by the rules and apply them.

Work according to plan and fixed system.

Technological use of education in some courses.

Strive to implement the regulations and objectives for which the Institute was established.

Attention to ways of communicating information to the student.

Landscaping Institute.

Faculty receive their PhDs from a wide range of academic institutions.

Using a wide range of teaching and learning methods to enhance teaching and learning.

Management experience in education, whether governmental or international.

Support Executives.

Classrooms and laboratories are well equipped.

Thrill, cooperation, enthusiasm and encouragement.

Do the work with love and consent.


Lack of intellectual seminars for students both in his specialty.

Awareness of students that there is no difference between the Institute and the College.

Raise awareness of the concept of credit hours.

Lack of scientific missions to foreign countries to see the latest data for scientific materials.

No theaters available.

Lack of effective cooperation with foreign and international institutions to make a better reputation for the place.

Chances of success:

The students’ practice of projects made it mixed with the labor market.

The preparation of a distinguished graduate is available in a large capacity capable of appropriate working life and continuity in success.

3. The reputation of the place is good.

4. Cooperation with leading universities (American University).

5. Having good stuff from faculty, assistants and staff.

6. Entering international scientific competitions.

7. Leadership in the field of work.

8. Attention to the development of creative thinking for students.

The presence of auxiliary staff members with the ability to implement new and different policies.

Provide the right environment for success.

Provide assistance programs.

13. Having a good connection with the surrounding environment in addition to location excellence.

14. Existence of an e-learning system.

15. Implementation of research projects.

16. Strong infrastructure.

17. Efficiency of faculty and assisting staff.

18. Availability of means of transportation for the Institute.

19. The location of the Institute for the city of Mansoura is distinct.

20. The existence of green spaces that lead to psychological comfort and provide a distinct academic atmosphere.

21. Invasion of the labor market.

22. Achieving quality requirements to prepare a strong graduate.

23. Interest in training.

24. Obtain a highly qualified team from Mansoura University.

25. Cooperation from other institutes in different cities.


The change in the student’s mood due to the change in political life after the two revolutions.

Competition of other universities in annual competitions.

A large number of competition institutes.

Traditional sections of the Institute.

Lack of employment opportunities for new graduates.

Linking the field of work to lectures.

Rapid progress and keep up with the flag outside Egypt by competitors.

Maintain the efficiency and quality of the administrative staff and workers.

Achieving the needs of the community.

Increasing unemployment rates, which negatively affects the student’s psychology.

Emphasize the Institute’s leadership in the progress and development of society.

Strengthening relations between all institutes to exchange competencies and reach distinct levels that may compete globally.

Human resources are higher than required.

Future view of the labor market to prepare an engineer capable of development.

Strategic Plan