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Strategy 2020—2025

Core

Civic action Through our teaching, research and public engagement, we courageously advance the cause of a pluralistic, just and sustainable society.

Civic action

Through our teaching, research and public engagement, we courageously advance the cause of a pluralistic, just and sustainable society.
  • 1.1
    Pursue strategies to ensure that by 2025, over 30% of our students will come from outside of Ireland, up from our 2016/17 baseline of 24%. [GRS3]
  • 1.2
    Approve a new undergraduate admissions strategy by 2021 to spur on excellence by increasing the socio-economic and geographical diversity of the Irish students in the university. [SL]
  • 1.3
    More than double to 90 the students annually progressing from Further Education into programmes in Trinity by 2025, up from 40 in the 2016/17 baseline figures. [TAP]
  • 1.4
    Have had, by 2023, 100 school engagements under Trinity Access 21, with 20 of these being in-depth partnership (Leader schools) over 6 years and 80 of these being 1 to 3-year engagements in the Schools of Distinction award scheme (Network schools). [TAP; TA21]
  • 1.5
    Increase access and ensure inclusivity. Students who have entered Trinity via the Trinity Access Programmes or the national HEAR and DARE schemes and other under-represented groups will make up 25% of our undergraduate population. [AP]
  • 1.6
    Ensure our diverse student community has access to state-of-the-art support with broader and more diverse catering offerings, including venues for preparing their own food. [GRS3; D&I; TCDSU]
  • 1.7
    Embed a culture of equality, inclusion, respect and dignity across all aspects of our operations to provide a foundation for the flourishing of all our students regardless of their background through instituting a robust Equality, Diversity and Inclusion strategy. [D&I]
  • 1.8
    Expand the range of scholarships for the student body enabled by philanthropy. [TDA]
  • 1.9
    Engage the wider university community in empowering students with disabilities. [D&I]
  • 1.10
    Develop and enact strategies, policies and procedures to enable more diverse and more flexible learning and programme delivery in the areas of continuous professional development and micro-credentialing, including a policy on prior accredited learning. [SL; AR]
  • 2.5
    Enhance the student experience through increased engagement with career and personal development activities. [TEP]
  • 3.1
    Embed and mainstream the innovations of the Trinity Education Project (including Electives, Pathways, Capstone Projects, and the supporting structures of a fixed timetable). [TEP]
  • 3.7
    Develop substantial new capacity for postgraduate research space in our ambitious Trinity @ Grand Canal Quay development on the TTEC site. [T@GCQ]
  • 3.10
    Mentor, through Tangent, 3,500 students in new venture ideas by 2022. [TG]
  • 3.15
    Implement procedures to recognise civically-engaged teaching. [RG]
  • 4.2
    Target strategic hires in key areas of research excellence and impact. [LRES]
  • 4.4
    Secure philanthropic support through the Inspiring Generations Campaign for key research positions. [TDA]
  • 4.7
    Become a world leader in how we communicate research and its impact to our multiple audiences. [LRES; PAC]
  • 4.8
    Host public research events around the campus or virtually, including more than 1,000 in the 2020 to 2025 period in the Trinity Long Room Hub. [TLRH]
  • 4.10
    Leverage Trinity’s central location in an EU capital city as a focus for social science research and outreach activities, bringing research impact and an evidence base to vital policy debates on growth, equality ethics and Ireland’s position in a changing world. [DR; FAHSS]
  • 4.11
    Further develop and support academic consultancy across the disciplines via CONSULT Trinity. [CT]
  • 4.12
    Lead on Open Scholarship and promote Open Access publication. [LRES; LS]
  • 4.15
    Consolidate the position of our Trinity Research Institutes and collaborate with SFI Centres to optimise mutual opportunities through AMBER, ADAPT and CONNECT. [LRES]
  • 4.16
    Stand up for research and its people through systematic lobbying for increased national funding for investigator-led research across the disciplines, increased stipends for funded Ph.D. researchers, a balanced research ecosystem and a more sustainable rate of overhead return on research. [LRES]
  • 5.1
    Commit to strong ethical leadership in all we do, from research to staff development and throughout the activities of our entire university community. [DR; RG]
  • 5.2
    Create a UN Sustainable Development Goal Hub using our research data to monitor research in all fields linked to the UN SDGs. [LRES; SST]
  • 5.3
    By July 2021, have set targets for the significant reduction of our carbon footprint. [DR; RG]
  • 5.4
    Provide leadership in sustainability through improvements in energy use, reduction in waste including single use plastics, promoting areas such as sustainable transport and biodiversity, and ensuring all new buildings are based on sustainability principles. [SST]
  • 5.5
    Support and conduct civically-engaged research thereby increasing the number of research outputs connected to UN SDGs by 20% by 2025. [LRES; SST]
  • 5.6
    Promote civically-engaged research across the university and host public engagement events relating to the UN SDGs in our schools and research institutes, highlighting to the wider public and policy makers the impact of our work. [LRES]
  • 5.7
    Introduce new funded Ph.D. scholarships in line with UN SDGs. [LRES, PC]
  • 5.8
    Build the teaching programmes and research projects of the CHARM-EU alliance around the grand challenge of “Reconciling Humanity with the Planet”. [LRES; GRS3]
  • 5.9
    Achieve an Athena SWAN Silver award by 2025. [AS]
  • 5.10
    Integrate the SAGE Charter for gender equality into our policies and practices by 2021. [AS]
  • 5.11
    Contribute, as part of the Global Brain Health Institute, to the goal of having 125 Atlantic Fellows for Equity in Brain Health working globally by 2022 to create a zealous, creative community of leaders combining to reduce inequities in the field of brain health. [GBHI]
  • 6.1
    Nurture the lifelong relationship between the College and its alumni community through innovative programmes and engagement. [TDA]
  • 6.2
    Engage our global network of alumni and supporters in raising €400m in philanthropic funding and 150,000 volunteer hours as part of the Inspiring Generations Campaign. [PC; TDA]
  • 6.6
    Deliver a model for the future European University through CHARM-EU. [LRES; GRS3]
  • 6.11
    Play a key role, as part of Dublin’s new Innovation District, in transforming Dublin into the top 20 of innovation cities globally by 2030. [T@GCQ]
  • 7.1
    Launch, by 2022, the masterplan for Trinity @ Grand Canal Quay, part of the Grand Canal Innovation District initiative, providing infrastructure for new research linking Engineering, Environment and Emerging Technologies. [E3; T@GCQ]
  • 7.10
    Encourage sustainable transport and biodiverse rich areas on campus. [SST]
  • 7.11
    Ensure that our built structures accommodate staff and students in an inclusive manner. [D&I; ES]
  • 8.1
    Develop communication channels that will enable connection and contribution by all members of our community, in recognition of the need and desire of all staff to be involved in the university community. [PAC; HR]
  • 8.2
    Make equality, diversity and inclusion a cornerstone of our ethos and practice across all aspects of College life by instituting a robust EDI strategy and action plan. [D&I]
  • 8.3
    Ensure that at least 40% of Chair Professors will be female in Trinity by 2025. [AS]
  • 8.6
    Invest in the development of staff at all levels in the university with programmes such as Career Frameworks and Leadership Development. [HR]
  • 8.7
    Encourage the physical, mental and social health of the whole College community through implementation of the Healthy Trinity initiative. [HT]
  • 8.8
    Strengthen connections to our alumni community, building our alumni network worldwide and engaging our alumni to achieve 150,000 volunteer hours by 2025 as part of our Inspiring Generations Campaign. [TDA; GRS3; PC]
  • 8.14
    Establish a Working Group on Family Leaves and Flexible Working and monitor the take-up of maternity, paternity and parental leave. [AS]
  • 8.15
    Implement fully the Core Meeting Hours Policy. [AS]
  • 8.16
    Further improve the status of the Irish language in College life through services, training and events in the spirit of the Official Languages Act (2003). [SO]
  • 8.18
    Embed and foster a culture of philanthropy within Trinity and lay foundations for future philanthropic campaigns. [TDA]
  • 9.1
    Have funding, including philanthropy, in place for investment of €300m over the next five years in new infrastructure projects set out in the Strategic Plan, including the Martin Naughton E3 Learning Foundry and student accommodation facilities in Printing House Square while continuing to develop a new Law School. We are also committed to investing in longer term strategic projects such as the new Trinity East (formerly Trinity @ Grand Canal Quay) and the Old Library refurbishment and are currently evaluating funding options to support these projects. [ES; E3; FSD; LSDP; T@GCQ; TDA]
  • 9.3
    Grow student numbers (which underpin income growth), in line with the Global Relations Strategy 3, which includes targeted growth in postgraduate student numbers from 28% to 32% of total student base over five years and growth in non-EU student numbers from 15% to 18% by 2025. [GRS3]
  • 9.4
    Grow the value of philanthropy to the university as a method of diversifying our income stream. [TDA]
Organisation We foster an effective and flexible organisation, which values all members of our community.

Organisation

We foster an effective and flexible organisation, which values all members of our community.
  • 1.1
    Pursue strategies to ensure that by 2025, over 30% of our students will come from outside of Ireland, up from our 2016/17 baseline of 24%. [GRS3]
  • 1.2
    Approve a new undergraduate admissions strategy by 2021 to spur on excellence by increasing the socio-economic and geographical diversity of the Irish students in the university. [SL]
  • 1.3
    More than double to 90 the students annually progressing from Further Education into programmes in Trinity by 2025, up from 40 in the 2016/17 baseline figures. [TAP]
  • 1.5
    Increase access and ensure inclusivity. Students who have entered Trinity via the Trinity Access Programmes or the national HEAR and DARE schemes and other under-represented groups will make up 25% of our undergraduate population. [AP]
  • 1.6
    Ensure our diverse student community has access to state-of-the-art support with broader and more diverse catering offerings, including venues for preparing their own food. [GRS3; D&I; TCDSU]
  • 1.7
    Embed a culture of equality, inclusion, respect and dignity across all aspects of our operations to provide a foundation for the flourishing of all our students regardless of their background through instituting a robust Equality, Diversity and Inclusion strategy. [D&I]
  • 1.8
    Expand the range of scholarships for the student body enabled by philanthropy. [TDA]
  • 1.9
    Engage the wider university community in empowering students with disabilities. [D&I]
  • 1.10
    Develop and enact strategies, policies and procedures to enable more diverse and more flexible learning and programme delivery in the areas of continuous professional development and micro-credentialing, including a policy on prior accredited learning. [SL; AR]
  • 2.1
    Reduce the student:staff ratio to 16:1 by 2025, from a 2017/18 baseline of 18:1. [VPO; FSD; DR]
  • 2.2
    Bring the undergraduate experience closer to the research postgraduate experience through the mainstreaming of Capstone Projects across all programmes by 2020. [TEP]
  • 2.3
    Fundamentally re-evaluate the student experience for both postgraduate taught and postgraduate research students and ensure that their bespoke needs are met. [DGS]
  • 2.4
    Grow the quality and capacity of student services in line with the growth of the student body and increase health and well-being services for students. [CSD]
  • 2.6
    Develop the Tutorial system for undergraduate students, increasing the number of College Tutors and reducing the size of their student chambers. [ST]
  • 2.7
    Mainstream seamless online module registration, enrolment and subsequent integrated information for all students. [TEP; CSD]
  • 2.8
    Open more casual student spaces and informal learning spaces to support increased student time on campus by, for example, renovating the 1937 Reading Room as a dedicated full access postgraduate student space. [ES; LS]
  • 2.9
    Open Printing House Square in 2021, providing 250 more student beds and a student welfare centre. [ES; TCDSU]
  • 2.10
    Work with the Students’ Union to augment the Accommodation Advisory Service. [DS; TCDSU]
  • 2.11
    Introduce robust procedures for addressing issues that arise from student surveys, including the Irish Survey of Student Engagement and International Student Barometer. [DS]
  • 3.1
    Embed and mainstream the innovations of the Trinity Education Project (including Electives, Pathways, Capstone Projects, and the supporting structures of a fixed timetable). [TEP]
  • 3.2
    Strengthen our Partners in Learning approach with our students and develop a new Curriculum Hub to provide a centre for continuous pedagogical renewal. [TEP; TT&L]
  • 3.3
    Increase the number of postgraduate students and pursue strategies that will see Trinity’s student profile shift to more than 30% postgraduate by 2025. [LSDP; GRS3]
  • 3.4
    Meet this changing student profile, within the lifetime of this Strategic Plan, by instituting a major and systemic renewal of all facets of postgraduate education. [DGS]
  • 3.5
    Develop a suite of new postgraduate taught modules and courses across schools and faculties. [DGS]
  • 3.6
    Fundamentally renew our structured Ph.D. programme. [DGS]
  • 3.7
    Develop substantial new capacity for postgraduate research space in our ambitious Trinity @ Grand Canal Quay development on the TTEC site. [T@GCQ]
  • 3.8
    Implement a full-spectrum digital learning strategy by 2022. [DTS]
  • 3.9
    Offer, through Tangent, our student entrepreneurship centre, new specialised entrepreneurship modules for postgraduate students. [TG]
  • 3.11
    Develop new support technologies and an enhanced Learning Management System by 2023 supporting our learners whether on or off-campus. [DTS]
  • 3.12
    Increase, as part of the Continuous Professional Development Framework for academic staff, the number of graduates from the Special Purpose Certificate in Academic Practice by 30%. [TT&L]
  • 3.13
    Deepen Trinity’s strategic alliance with Marino Institute of Education. [RG]
  • 3.14
    Develop Trinity’s strategic relationship with the Royal Irish Academy of Music. [RG]
  • 4.1
    Increase academic staff by approximately 200 to enhance research excellence across the university. [DR; FAHSS; FEMS; FHS]
  • 4.2
    Target strategic hires in key areas of research excellence and impact. [LRES]
  • 4.3
    Continuously improve our processes around hiring and retention of high calibre staff so we can ensure that we continue to attract and keep the very best researchers and research support personnel. [LRES]
  • 4.4
    Secure philanthropic support through the Inspiring Generations Campaign for key research positions. [TDA]
  • 4.5
    Institute a major and systemic renewal of all aspects of doctoral education in Trinity to ensure the distinctive character of that education as a holistic concept in which doctoral students receive a diversity of cutting-edge skills training to complement their research. [DGS]
  • 4.6
    Provide structured and sustained support to Early Career Researchers such as postdoctoral and research fellows and work to integrate them more fully into the life of the campus. [LRES]
  • 4.9
    Systematically present policy-relevant research to decision-makers through a host of seminars and workshops. [LRES]
  • 4.11
    Further develop and support academic consultancy across the disciplines via CONSULT Trinity. [CT]
  • 4.12
    Lead on Open Scholarship and promote Open Access publication. [LRES; LS]
  • 4.13
    Create a new Research Collections Study Centre in the Old Library, opening up the unique and distinct collections to postgraduate research and visiting researchers in new ways. [ES; LS]
  • 4.14
    Put in place an Industry Advisory Board by 2021. [TR&I]
  • 4.15
    Consolidate the position of our Trinity Research Institutes and collaborate with SFI Centres to optimise mutual opportunities through AMBER, ADAPT and CONNECT. [LRES]
  • 4.16
    Stand up for research and its people through systematic lobbying for increased national funding for investigator-led research across the disciplines, increased stipends for funded Ph.D. researchers, a balanced research ecosystem and a more sustainable rate of overhead return on research. [LRES]
  • 5.1
    Commit to strong ethical leadership in all we do, from research to staff development and throughout the activities of our entire university community. [DR; RG]
  • 5.2
    Create a UN Sustainable Development Goal Hub using our research data to monitor research in all fields linked to the UN SDGs. [LRES; SST]
  • 5.3
    By July 2021, have set targets for the significant reduction of our carbon footprint. [DR; RG]
  • 5.4
    Provide leadership in sustainability through improvements in energy use, reduction in waste including single use plastics, promoting areas such as sustainable transport and biodiversity, and ensuring all new buildings are based on sustainability principles. [SST]
  • 5.7
    Introduce new funded Ph.D. scholarships in line with UN SDGs. [LRES, PC]
  • 5.8
    Build the teaching programmes and research projects of the CHARM-EU alliance around the grand challenge of “Reconciling Humanity with the Planet”. [LRES; GRS3]
  • 5.9
    Achieve an Athena SWAN Silver award by 2025. [AS]
  • 5.10
    Integrate the SAGE Charter for gender equality into our policies and practices by 2021. [AS]
  • 6.1
    Nurture the lifelong relationship between the College and its alumni community through innovative programmes and engagement. [TDA]
  • 6.2
    Engage our global network of alumni and supporters in raising €400m in philanthropic funding and 150,000 volunteer hours as part of the Inspiring Generations Campaign. [PC; TDA]
  • 6.3
    By 2025, ensure that between 40 and 45% of the graduating undergraduate cohort will have had an international experience as part of their programme. [GRS3]
  • 6.5
    Enter into at least one new dual, one new joint and three new articulation programmes per Faculty by 2025. [GRS3]
  • 6.6
    Deliver a model for the future European University through CHARM-EU. [LRES; GRS3]
  • 6.7
    Intensify our engagement with LERU and the Coimbra Group. [LRES; GRS3]
  • 6.8
    Further diversify the international student body with an additional 750 non-EU students, bringing their overall number to 3,750 by 2025. [GRS3; E3; LS; BSDP; SOM]
  • 6.11
    Play a key role, as part of Dublin’s new Innovation District, in transforming Dublin into the top 20 of innovation cities globally by 2030. [T@GCQ]
  • 6.12
    Add at least one new industry collaborating company from a new country per year. [IS2]
  • 6.13
    Build a new web presence, based on a Content Management System. [DTS]
  • 7.1
    Launch, by 2022, the masterplan for Trinity @ Grand Canal Quay, part of the Grand Canal Innovation District initiative, providing infrastructure for new research linking Engineering, Environment and Emerging Technologies. [E3; T@GCQ]
  • 7.2
    Complete work on a new generation teaching space enabled by philanthropy, the Martin Naughton E3 Learning Foundry, in 2023, providing a home for the E3 project, uniting the Schools of Computer Science and Statistics, Engineering, and Natural Sciences. This building will achieve Well Building standards and BREEAM excellence. [E3; ES]
  • 7.3
    Develop plans for a new Law School with new and enhanced learning and research facilities. [LSDP]
  • 7.4
    Complete architectural plans for and begin the conservation and redevelopment of the Old Library, including a new Research Collections Study Centre and new Exhibition Visitor Centre. [ES; LS]
  • 7.5
    Develop plans for the new collaborative off-site Collections Resource Centre, thereby improving the environment for our collections and enabling the re-imagination/re-configuration of our contemporary library spaces. [ES; LS]
  • 7.6
    Refurbish, by early 2023, the campus’s oldest building, the Rubrics, and Chief Stewards House, providing new student and staff accommodation and a research space for Fellows Emeriti. [ES]
  • 7.7
    Begin developing the new Trinity St. James’s Cancer Institute. [TSJCI]
  • 7.8
    Redevelop our sports facilities and infrastructure at Iveagh Grounds. [ES; TCDSU]
  • 7.9
    Commit to a programme of continual improvement and uniformity of standards of our learning and teaching spaces, facilitated by improved data around the use and condition of the spaces ensuring more effective management for a better student experience. [TEP; CSD]
  • 7.10
    Encourage sustainable transport and biodiverse rich areas on campus. [SST]
  • 7.11
    Ensure that our built structures accommodate staff and students in an inclusive manner. [D&I; ES]
  • 8.1
    Develop communication channels that will enable connection and contribution by all members of our community, in recognition of the need and desire of all staff to be involved in the university community. [PAC; HR]
  • 8.2
    Make equality, diversity and inclusion a cornerstone of our ethos and practice across all aspects of College life by instituting a robust EDI strategy and action plan. [D&I]
  • 8.3
    Ensure that at least 40% of Chair Professors will be female in Trinity by 2025. [AS]
  • 8.4
    Create a new internal College intranet and continue to develop our internal communications. [PAC]
  • 8.5
    Recognise and reward staff achievement in fair and transparent processes. [HR]
  • 8.6
    Invest in the development of staff at all levels in the university with programmes such as Career Frameworks and Leadership Development. [HR]
  • 8.7
    Encourage the physical, mental and social health of the whole College community through implementation of the Healthy Trinity initiative. [HT]
  • 8.8
    Strengthen connections to our alumni community, building our alumni network worldwide and engaging our alumni to achieve 150,000 volunteer hours by 2025 as part of our Inspiring Generations Campaign. [TDA; GRS3; PC]
  • 8.9
    Ensure that our decision-making is transparent, flexible and effective. [PO; SO]
  • 8.10
    Explore ways of making Heads of School more fully integrated into the university’s decision-making processes. [VPO; SO]
  • 8.11
    Re-evaluate our approach to postdoctoral researchers in the campus community and work to integrate them more fully into the life of the campus. [LRES]
  • 8.12
    Create opportunities for all categories of staff to enrol in available modules across the university for continuous professional development and micro-credentialing. [HR; DTS; VPO]
  • 8.13
    Continue to strengthen our data and information tools to enable collaboration and strategic decision-making, especially in the area of diversity and inclusion data. [DTS]
  • 8.14
    Establish a Working Group on Family Leaves and Flexible Working and monitor the take-up of maternity, paternity and parental leave. [AS]
  • 8.15
    Implement fully the Core Meeting Hours Policy. [AS]
  • 8.17
    Implement a new CRM (Customer Relations Management) system by 2022, allowing us to work more effectively with those from beyond the College community. [DTS]
  • 8.18
    Embed and foster a culture of philanthropy within Trinity and lay foundations for future philanthropic campaigns. [TDA]
  • 9.1
    Have funding, including philanthropy, in place for investment of €300m over the next five years in new infrastructure projects set out in the Strategic Plan, including the Martin Naughton E3 Learning Foundry and student accommodation facilities in Printing House Square while continuing to develop a new Law School. We are also committed to investing in longer term strategic projects such as the new Trinity East (formerly Trinity @ Grand Canal Quay) and the Old Library refurbishment and are currently evaluating funding options to support these projects. [ES; E3; FSD; LSDP; T@GCQ; TDA]
  • 9.2
    Achieve financial sustainability through annual net surplus growth (before unrealised gains and losses) to 1% of income with targeted EBITDA (Earnings Before Interest, Taxes, Depreciation, Amortisation) growth from 3% to 8% of income by 2025 to cover annual costs associated with our capital investment programme. [FSD]
  • 9.3
    Grow student numbers (which underpin income growth), in line with the Global Relations Strategy 3, which includes targeted growth in postgraduate student numbers from 28% to 32% of total student base over five years and growth in non-EU student numbers from 15% to 18% by 2025. [GRS3]
  • 9.4
    Grow the value of philanthropy to the university as a method of diversifying our income stream. [TDA]
  • 9.5
    Continue to plan for a reduction in the university’s reliance on exchequer income and anticipate an increase in non-exchequer income from 60% in 2019 to 63% in 2025. [FSD]
  • 9.6
    Achieve a reduction in the student:staff ratio, from 18:1 in 2019 to 16:1 by 2025, and ensure that financial resources are prioritised towards delivering this goal. [VPO; FSD; DR]
  • 9.7
    Ensure net assets of the university are, following the impact of Covid-19, restored to and maintained at a minimum level of €800m over the period of the plan. [FSD]
  • 9.8
    Continue to ensure that financing structures are optimised over the period of the plan and that we will fully comply with our banking covenants, maintaining headroom on minimum cash levels, gearing ratios and debt servicing capability. [FSD]
  • 9.9
    Continue to be flexible and adaptable to economic conditions in managing the finances of the university, and meeting opportunities to enhance the academic mission as they arise. [FSD; VPO; CSD; DR]
Research Pursued at the frontiers and intersections of disciplines, our research benefits our students, Ireland, and the world.

Research

Pursued at the frontiers and intersections of disciplines, our research benefits our students, Ireland, and the world.
  • 1.1
    Pursue strategies to ensure that by 2025, over 30% of our students will come from outside of Ireland, up from our 2016/17 baseline of 24%. [GRS3]
  • 2.2
    Bring the undergraduate experience closer to the research postgraduate experience through the mainstreaming of Capstone Projects across all programmes by 2020. [TEP]
  • 2.3
    Fundamentally re-evaluate the student experience for both postgraduate taught and postgraduate research students and ensure that their bespoke needs are met. [DGS]
  • 3.3
    Increase the number of postgraduate students and pursue strategies that will see Trinity’s student profile shift to more than 30% postgraduate by 2025. [LSDP; GRS3]
  • 3.4
    Meet this changing student profile, within the lifetime of this Strategic Plan, by instituting a major and systemic renewal of all facets of postgraduate education. [DGS]
  • 3.5
    Develop a suite of new postgraduate taught modules and courses across schools and faculties. [DGS]
  • 3.6
    Fundamentally renew our structured Ph.D. programme. [DGS]
  • 3.7
    Develop substantial new capacity for postgraduate research space in our ambitious Trinity @ Grand Canal Quay development on the TTEC site. [T@GCQ]
  • 3.9
    Offer, through Tangent, our student entrepreneurship centre, new specialised entrepreneurship modules for postgraduate students. [TG]
  • 3.10
    Mentor, through Tangent, 3,500 students in new venture ideas by 2022. [TG]
  • 3.13
    Deepen Trinity’s strategic alliance with Marino Institute of Education. [RG]
  • 3.14
    Develop Trinity’s strategic relationship with the Royal Irish Academy of Music. [RG]
  • 4.1
    Increase academic staff by approximately 200 to enhance research excellence across the university. [DR; FAHSS; FEMS; FHS]
  • 4.2
    Target strategic hires in key areas of research excellence and impact. [LRES]
  • 4.3
    Continuously improve our processes around hiring and retention of high calibre staff so we can ensure that we continue to attract and keep the very best researchers and research support personnel. [LRES]
  • 4.4
    Secure philanthropic support through the Inspiring Generations Campaign for key research positions. [TDA]
  • 4.5
    Institute a major and systemic renewal of all aspects of doctoral education in Trinity to ensure the distinctive character of that education as a holistic concept in which doctoral students receive a diversity of cutting-edge skills training to complement their research. [DGS]
  • 4.6
    Provide structured and sustained support to Early Career Researchers such as postdoctoral and research fellows and work to integrate them more fully into the life of the campus. [LRES]
  • 4.7
    Become a world leader in how we communicate research and its impact to our multiple audiences. [LRES; PAC]
  • 4.8
    Host public research events around the campus or virtually, including more than 1,000 in the 2020 to 2025 period in the Trinity Long Room Hub. [TLRH]
  • 4.9
    Systematically present policy-relevant research to decision-makers through a host of seminars and workshops. [LRES]
  • 4.10
    Leverage Trinity’s central location in an EU capital city as a focus for social science research and outreach activities, bringing research impact and an evidence base to vital policy debates on growth, equality ethics and Ireland’s position in a changing world. [DR; FAHSS]
  • 4.11
    Further develop and support academic consultancy across the disciplines via CONSULT Trinity. [CT]
  • 4.12
    Lead on Open Scholarship and promote Open Access publication. [LRES; LS]
  • 4.13
    Create a new Research Collections Study Centre in the Old Library, opening up the unique and distinct collections to postgraduate research and visiting researchers in new ways. [ES; LS]
  • 4.14
    Put in place an Industry Advisory Board by 2021. [TR&I]
  • 4.15
    Consolidate the position of our Trinity Research Institutes and collaborate with SFI Centres to optimise mutual opportunities through AMBER, ADAPT and CONNECT. [LRES]
  • 4.16
    Stand up for research and its people through systematic lobbying for increased national funding for investigator-led research across the disciplines, increased stipends for funded Ph.D. researchers, a balanced research ecosystem and a more sustainable rate of overhead return on research. [LRES]
  • 5.1
    Commit to strong ethical leadership in all we do, from research to staff development and throughout the activities of our entire university community. [DR; RG]
  • 5.2
    Create a UN Sustainable Development Goal Hub using our research data to monitor research in all fields linked to the UN SDGs. [LRES; SST]
  • 5.5
    Support and conduct civically-engaged research thereby increasing the number of research outputs connected to UN SDGs by 20% by 2025. [LRES; SST]
  • 5.6
    Promote civically-engaged research across the university and host public engagement events relating to the UN SDGs in our schools and research institutes, highlighting to the wider public and policy makers the impact of our work. [LRES]
  • 5.7
    Introduce new funded Ph.D. scholarships in line with UN SDGs. [LRES, PC]
  • 5.8
    Build the teaching programmes and research projects of the CHARM-EU alliance around the grand challenge of “Reconciling Humanity with the Planet”. [LRES; GRS3]
  • 5.11
    Contribute, as part of the Global Brain Health Institute, to the goal of having 125 Atlantic Fellows for Equity in Brain Health working globally by 2022 to create a zealous, creative community of leaders combining to reduce inequities in the field of brain health. [GBHI]
  • 6.6
    Deliver a model for the future European University through CHARM-EU. [LRES; GRS3]
  • 6.7
    Intensify our engagement with LERU and the Coimbra Group. [LRES; GRS3]
  • 6.9
    Increase the number of non-EU postgraduate taught students by between 35 and 38%. [GRS3]
  • 6.11
    Play a key role, as part of Dublin’s new Innovation District, in transforming Dublin into the top 20 of innovation cities globally by 2030. [T@GCQ]
  • 6.12
    Add at least one new industry collaborating company from a new country per year. [IS2]
  • 7.1
    Launch, by 2022, the masterplan for Trinity @ Grand Canal Quay, part of the Grand Canal Innovation District initiative, providing infrastructure for new research linking Engineering, Environment and Emerging Technologies. [E3; T@GCQ]
  • 7.2
    Complete work on a new generation teaching space enabled by philanthropy, the Martin Naughton E3 Learning Foundry, in 2023, providing a home for the E3 project, uniting the Schools of Computer Science and Statistics, Engineering, and Natural Sciences. This building will achieve Well Building standards and BREEAM excellence. [E3; ES]
  • 7.4
    Complete architectural plans for and begin the conservation and redevelopment of the Old Library, including a new Research Collections Study Centre and new Exhibition Visitor Centre. [ES; LS]
  • 7.5
    Develop plans for the new collaborative off-site Collections Resource Centre, thereby improving the environment for our collections and enabling the re-imagination/re-configuration of our contemporary library spaces. [ES; LS]
  • 7.7
    Begin developing the new Trinity St. James’s Cancer Institute. [TSJCI]
  • 8.1
    Develop communication channels that will enable connection and contribution by all members of our community, in recognition of the need and desire of all staff to be involved in the university community. [PAC; HR]
  • 8.2
    Make equality, diversity and inclusion a cornerstone of our ethos and practice across all aspects of College life by instituting a robust EDI strategy and action plan. [D&I]
  • 8.3
    Ensure that at least 40% of Chair Professors will be female in Trinity by 2025. [AS]
  • 8.11
    Re-evaluate our approach to postdoctoral researchers in the campus community and work to integrate them more fully into the life of the campus. [LRES]
  • 8.16
    Further improve the status of the Irish language in College life through services, training and events in the spirit of the Official Languages Act (2003). [SO]
  • 8.18
    Embed and foster a culture of philanthropy within Trinity and lay foundations for future philanthropic campaigns. [TDA]
  • 9.1
    Have funding, including philanthropy, in place for investment of €300m over the next five years in new infrastructure projects set out in the Strategic Plan, including the Martin Naughton E3 Learning Foundry and student accommodation facilities in Printing House Square while continuing to develop a new Law School. We are also committed to investing in longer term strategic projects such as the new Trinity East (formerly Trinity @ Grand Canal Quay) and the Old Library refurbishment and are currently evaluating funding options to support these projects. [ES; E3; FSD; LSDP; T@GCQ; TDA]
  • 9.4
    Grow the value of philanthropy to the university as a method of diversifying our income stream. [TDA]
Education We challenge our students to think independently, communicate effectively, act responsibly, and develop continuously, equipping them for lives of active citizenship.

Education

We challenge our students to think independently, communicate effectively, act responsibly, and develop continuously, equipping them for lives of active citizenship.
  • 1.1
    Pursue strategies to ensure that by 2025, over 30% of our students will come from outside of Ireland, up from our 2016/17 baseline of 24%. [GRS3]
  • 1.2
    Approve a new undergraduate admissions strategy by 2021 to spur on excellence by increasing the socio-economic and geographical diversity of the Irish students in the university. [SL]
  • 1.3
    More than double to 90 the students annually progressing from Further Education into programmes in Trinity by 2025, up from 40 in the 2016/17 baseline figures. [TAP]
  • 1.4
    Have had, by 2023, 100 school engagements under Trinity Access 21, with 20 of these being in-depth partnership (Leader schools) over 6 years and 80 of these being 1 to 3-year engagements in the Schools of Distinction award scheme (Network schools). [TAP; TA21]
  • 1.5
    Increase access and ensure inclusivity. Students who have entered Trinity via the Trinity Access Programmes or the national HEAR and DARE schemes and other under-represented groups will make up 25% of our undergraduate population. [AP]
  • 1.6
    Ensure our diverse student community has access to state-of-the-art support with broader and more diverse catering offerings, including venues for preparing their own food. [GRS3; D&I; TCDSU]
  • 1.7
    Embed a culture of equality, inclusion, respect and dignity across all aspects of our operations to provide a foundation for the flourishing of all our students regardless of their background through instituting a robust Equality, Diversity and Inclusion strategy. [D&I]
  • 1.8
    Expand the range of scholarships for the student body enabled by philanthropy. [TDA]
  • 1.9
    Engage the wider university community in empowering students with disabilities. [D&I]
  • 1.10
    Develop and enact strategies, policies and procedures to enable more diverse and more flexible learning and programme delivery in the areas of continuous professional development and micro-credentialing, including a policy on prior accredited learning. [SL; AR]
  • 2.1
    Reduce the student:staff ratio to 16:1 by 2025, from a 2017/18 baseline of 18:1. [VPO; FSD; DR]
  • 2.2
    Bring the undergraduate experience closer to the research postgraduate experience through the mainstreaming of Capstone Projects across all programmes by 2020. [TEP]
  • 2.3
    Fundamentally re-evaluate the student experience for both postgraduate taught and postgraduate research students and ensure that their bespoke needs are met. [DGS]
  • 2.4
    Grow the quality and capacity of student services in line with the growth of the student body and increase health and well-being services for students. [CSD]
  • 2.5
    Enhance the student experience through increased engagement with career and personal development activities. [TEP]
  • 2.6
    Develop the Tutorial system for undergraduate students, increasing the number of College Tutors and reducing the size of their student chambers. [ST]
  • 2.7
    Mainstream seamless online module registration, enrolment and subsequent integrated information for all students. [TEP; CSD]
  • 2.8
    Open more casual student spaces and informal learning spaces to support increased student time on campus by, for example, renovating the 1937 Reading Room as a dedicated full access postgraduate student space. [ES; LS]
  • 2.11
    Introduce robust procedures for addressing issues that arise from student surveys, including the Irish Survey of Student Engagement and International Student Barometer. [DS]
  • 3.1
    Embed and mainstream the innovations of the Trinity Education Project (including Electives, Pathways, Capstone Projects, and the supporting structures of a fixed timetable). [TEP]
  • 3.2
    Strengthen our Partners in Learning approach with our students and develop a new Curriculum Hub to provide a centre for continuous pedagogical renewal. [TEP; TT&L]
  • 3.3
    Increase the number of postgraduate students and pursue strategies that will see Trinity’s student profile shift to more than 30% postgraduate by 2025. [LSDP; GRS3]
  • 3.4
    Meet this changing student profile, within the lifetime of this Strategic Plan, by instituting a major and systemic renewal of all facets of postgraduate education. [DGS]
  • 3.5
    Develop a suite of new postgraduate taught modules and courses across schools and faculties. [DGS]
  • 3.6
    Fundamentally renew our structured Ph.D. programme. [DGS]
  • 3.8
    Implement a full-spectrum digital learning strategy by 2022. [DTS]
  • 3.9
    Offer, through Tangent, our student entrepreneurship centre, new specialised entrepreneurship modules for postgraduate students. [TG]
  • 3.10
    Mentor, through Tangent, 3,500 students in new venture ideas by 2022. [TG]
  • 3.11
    Develop new support technologies and an enhanced Learning Management System by 2023 supporting our learners whether on or off-campus. [DTS]
  • 3.12
    Increase, as part of the Continuous Professional Development Framework for academic staff, the number of graduates from the Special Purpose Certificate in Academic Practice by 30%. [TT&L]
  • 3.13
    Deepen Trinity’s strategic alliance with Marino Institute of Education. [RG]
  • 3.14
    Develop Trinity’s strategic relationship with the Royal Irish Academy of Music. [RG]
  • 3.15
    Implement procedures to recognise civically-engaged teaching. [RG]
  • 3.16
    Welcome students to at least ten new Trinity Joint Honors programmes by 2022. [TJH]
  • 4.1
    Increase academic staff by approximately 200 to enhance research excellence across the university. [DR; FAHSS; FEMS; FHS]
  • 4.3
    Continuously improve our processes around hiring and retention of high calibre staff so we can ensure that we continue to attract and keep the very best researchers and research support personnel. [LRES]
  • 4.5
    Institute a major and systemic renewal of all aspects of doctoral education in Trinity to ensure the distinctive character of that education as a holistic concept in which doctoral students receive a diversity of cutting-edge skills training to complement their research. [DGS]
  • 4.6
    Provide structured and sustained support to Early Career Researchers such as postdoctoral and research fellows and work to integrate them more fully into the life of the campus. [LRES]
  • 4.9
    Systematically present policy-relevant research to decision-makers through a host of seminars and workshops. [LRES]
  • 4.10
    Leverage Trinity’s central location in an EU capital city as a focus for social science research and outreach activities, bringing research impact and an evidence base to vital policy debates on growth, equality ethics and Ireland’s position in a changing world. [DR; FAHSS]
  • 4.15
    Consolidate the position of our Trinity Research Institutes and collaborate with SFI Centres to optimise mutual opportunities through AMBER, ADAPT and CONNECT. [LRES]
  • 4.16
    Stand up for research and its people through systematic lobbying for increased national funding for investigator-led research across the disciplines, increased stipends for funded Ph.D. researchers, a balanced research ecosystem and a more sustainable rate of overhead return on research. [LRES]
  • 5.1
    Commit to strong ethical leadership in all we do, from research to staff development and throughout the activities of our entire university community. [DR; RG]
  • 5.6
    Promote civically-engaged research across the university and host public engagement events relating to the UN SDGs in our schools and research institutes, highlighting to the wider public and policy makers the impact of our work. [LRES]
  • 5.7
    Introduce new funded Ph.D. scholarships in line with UN SDGs. [LRES, PC]
  • 5.8
    Build the teaching programmes and research projects of the CHARM-EU alliance around the grand challenge of “Reconciling Humanity with the Planet”. [LRES; GRS3]
  • 6.3
    By 2025, ensure that between 40 and 45% of the graduating undergraduate cohort will have had an international experience as part of their programme. [GRS3]
  • 6.4
    Develop teaching and learning initiatives to embed an international perspective into the curriculum for all students and across all disciplines. [TT&L]
  • 6.5
    Enter into at least one new dual, one new joint and three new articulation programmes per Faculty by 2025. [GRS3]
  • 6.6
    Deliver a model for the future European University through CHARM-EU. [LRES; GRS3]
  • 6.7
    Intensify our engagement with LERU and the Coimbra Group. [LRES; GRS3]
  • 6.8
    Further diversify the international student body with an additional 750 non-EU students, bringing their overall number to 3,750 by 2025. [GRS3; E3; LS; BSDP; SOM]
  • 6.9
    Increase the number of non-EU postgraduate taught students by between 35 and 38%. [GRS3]
  • 6.10
    Increase the number of students on our International Foundation Programme with our partner institution, Marino Institute of Education, to 120 by 2025. [GRS3]
  • 7.2
    Complete work on a new generation teaching space enabled by philanthropy, the Martin Naughton E3 Learning Foundry, in 2023, providing a home for the E3 project, uniting the Schools of Computer Science and Statistics, Engineering, and Natural Sciences. This building will achieve Well Building standards and BREEAM excellence. [E3; ES]
  • 7.3
    Develop plans for a new Law School with new and enhanced learning and research facilities. [LSDP]
  • 7.4
    Complete architectural plans for and begin the conservation and redevelopment of the Old Library, including a new Research Collections Study Centre and new Exhibition Visitor Centre. [ES; LS]
  • 7.5
    Develop plans for the new collaborative off-site Collections Resource Centre, thereby improving the environment for our collections and enabling the re-imagination/re-configuration of our contemporary library spaces. [ES; LS]
  • 7.9
    Commit to a programme of continual improvement and uniformity of standards of our learning and teaching spaces, facilitated by improved data around the use and condition of the spaces ensuring more effective management for a better student experience. [TEP; CSD]
  • 8.1
    Develop communication channels that will enable connection and contribution by all members of our community, in recognition of the need and desire of all staff to be involved in the university community. [PAC; HR]
  • 8.2
    Make equality, diversity and inclusion a cornerstone of our ethos and practice across all aspects of College life by instituting a robust EDI strategy and action plan. [D&I]
  • 8.3
    Ensure that at least 40% of Chair Professors will be female in Trinity by 2025. [AS]
  • 8.11
    Re-evaluate our approach to postdoctoral researchers in the campus community and work to integrate them more fully into the life of the campus. [LRES]
  • 8.16
    Further improve the status of the Irish language in College life through services, training and events in the spirit of the Official Languages Act (2003). [SO]
  • 8.18
    Embed and foster a culture of philanthropy within Trinity and lay foundations for future philanthropic campaigns. [TDA]
  • 9.1
    Have funding, including philanthropy, in place for investment of €300m over the next five years in new infrastructure projects set out in the Strategic Plan, including the Martin Naughton E3 Learning Foundry and student accommodation facilities in Printing House Square while continuing to develop a new Law School. We are also committed to investing in longer term strategic projects such as the new Trinity East (formerly Trinity @ Grand Canal Quay) and the Old Library refurbishment and are currently evaluating funding options to support these projects. [ES; E3; FSD; LSDP; T@GCQ; TDA]
  • 9.3
    Grow student numbers (which underpin income growth), in line with the Global Relations Strategy 3, which includes targeted growth in postgraduate student numbers from 28% to 32% of total student base over five years and growth in non-EU student numbers from 15% to 18% by 2025. [GRS3]
  • 9.4
    Grow the value of philanthropy to the university as a method of diversifying our income stream. [TDA]
  • 9.6
    Achieve a reduction in the student:staff ratio, from 18:1 in 2019 to 16:1 by 2025, and ensure that financial resources are prioritised towards delivering this goal. [VPO; FSD; DR]