Strengthening skills in Libya’s financial sector is not only a technical priority—it is a structural necessity. As part of the EU-funded EU4Skills program, Component 4 focuses on reinforcing the capacities of key financial sector actors to improve SME financial inclusion and employability. At the heart of this effort lies the Libyan Institute of Banking, Training and Financial Studies (IBTFS), the country’s primary institution for banking sector training. 

However, one key lesson emerged early: improving training outcomes requires more than delivering courses—it requires strengthening the institution itself.

Building the Foundations

Phase One of the IBTFS institutional strengthening program was designed as a foundational stage to address the core structural and operational gaps that were limiting the Institute’s effectiveness. First, the focus was on institutional foundations. This included a comprehensive review of IBTFS’s organizational structure, clarification of roles and responsibilities, and a full competency assessment of staff across its branches.

The objective was clear: ensure that the Institute is equipped internally with the right structure and capabilities to deliver on its mandate. Second, the program established systems and processes that did not previously exist in a structured form. A competency-based framework for annual training planning was introduced, alongside clear procedures for evaluating trainers and approving training materials.

In parallel, a comprehensive quality assurance system was developed, including feedback tools, performance indicators, and monitoring mechanisms. Together, these elements ensure that training is no longer supply-driven, but aligned with the evolving needs of the financial sector. Third, and most critically, the program focused on internal ownership and sustainability. The establishment of an internal IBTFS Task Force created a dedicated team responsible for coordinating reforms, ensuring follow-up, and embedding new practices within the institution. This was not a parallel structure, but an internal engine for change—ensuring that progress continues beyond the life of the project.

The Value of Strategic Partnerships

A key success factor in this phase has been the partnership with the Egyptian Banking Institute (EBI), a leading regional institution with extensive experience in banking sector training and accreditation.This collaboration reflects a deliberate approach: leveraging peer institutions that understand the regional context while bringing international standards and proven methodologies. Rather than introducing external models in isolation, the project facilitated a structured transfer of knowledge, tools, and practices that are both practical and adaptable to Libya’s environment.

Enabling the Next Phase

With these foundations in place, the program is now positioned to move into Phase Two, where the focus shifts from institutional setup to delivery and impact.
The systems developed during Phase One will enable IBTFS to:

• Design and deliver specialized training programs in areas such as SME banking, digital finance, and green finance
• Launch and institutionalize a national Training of Trainers (ToT) program
• Expand into e-learning and digital training delivery.
• Strengthen partnerships and move toward international accreditation.

These next steps are not standalone activities. They are a direct continuation of the systems, structures, and capacities established during the first phase.

Looking Ahead

Phase One demonstrated a critical principle: Effective training starts with strong institutions.
By investing in IBTFS’s internal capacity—its structure, systems, and people—the EU4Skills program is not only improving training delivery, but contributing to a more resilient and responsive financial ecosystem in Libya. 

As the program moves forward, the focus will increasingly shift toward tangible outcomes in the banking sector. But these outcomes will be built on a solid foundation—one that ensures training is relevant, scalable, and aligned with the real needs of Libya’s financial sector and its future growth.