We provide a liberal environment where independence of thought is highly valued and where all are encouraged to achieve their full potential. We will:

Activate Talents

B4.1 Talent Acquisition and Development

Trinity’s position as a university of global consequence will only continue to be secured by academic, administrative, and support staff capable of delivering our mission. Achieving this is a multifaceted endeavour, for which a human resources strategy called Excelling Together 08 has been developed, focusing on

  • identifying the posts most crucial to executing our mission, and attracting the most talented people from around the world to compete for them so that the college recruits internationally leading academics who, through their vision, leadership, and reputation can drive our research excellence and global standing
  • identifying and promoting the leadership competencies required to deliver our mission in a manner commensurate with our values
  • delivering a fit-for-purpose performance-management process for all staff, in particular developing a robust tenure-track system for academic staff that will incorporate probation, progression and promotion processes
  • continuing to promote the teacher-scholar model while introducing additional career tracks through which the talents of staff and the distinctiveness of disciplines can be maximally aligned, including the introduction of a new grade of professor of practice and the development of a more structured career path for teaching fellows and researchers
  • implementing a research leave programme focused on advancing ambitious research and scholarship, and research-inspired teaching goals
  • ensuring that we have the resources to attract and keep excellent staff, in particular by growing the College Endowment Fund to support investment for staffing in the long term.

B4.2 Flexible Organization

Achieving the ambitions of the strategic plan depends on ensuring that Trinity can seek out and respond flexibly and quickly to new challenges. Recent investments in new technologies and systems (e.g. Student Information System (SITS), Financial Information System (FIS), and HR information and services (Core HR)), coupled with the completion of an administrative reform project (Supports in Trinity Administrative Review and Transformation, START) have also created further opportunities for organizational re-design.

We will achieve a flexible organization through implementing the human resources strategy Excelling Together which has among its aims:

  • to ensure that a series of staff development initiatives will be available to enhance our ability to react to changing needs
  • to develop, communicate and implement the range of human resource instruments and interventions that enable flexibility in the workforce profile
  • to develop and obtain approval of a voluntary severance agreement to reduce the university payroll cost
  • to develop and implement schemes for continuous professional development (CPD), deployment and retraining to ensure that support resources are appropriately aligned with the needs of the university.

Trinity’s position as a university of global consequence will only continue to be secured by academic, administrative, and support staff capable of delivering our mission

B4.3 Teaching, Learning and Research Academy

Transformations in modes of teaching, coupled with the expectations of 21st-century learners, require academics to up-skill continuously to keep pace with new technologies and pedagogies. In recognition of this, the Centre for Academic Practice and Student Learning (CAPSL) will be reformed to create a Teaching, Learning and Research Academy. While continuing to develop and promote the distinctiveness of a Trinity education, the academy will also disseminate global best practice in higher education to the college community. We will promote and adopt technology-mediated teaching and learning methods and associated innovative pedagogical approaches to enhance student learning.

The academy will achieve this objective by:

  • being an incubator for innovation in curriculum development and course design, technology-enhanced and mediated teaching and learning strategies, assessment methods, and research supervision
  • providing training for research leadership, including advancing a research agenda, proposal development and grant writing, developing and managing research teams, building partnerships, and articulating impact
  • supporting the continuing development of a distinctive, research-inspired Trinity education with ongoing research and training programmes in academic practice
  • promoting excellence in teaching and research by providing career-development opportunities for all academic staff through certified training, and continuous professional development.

B4.4 Trinity Governance

Trinity is committed to a form of governance that continues to enable the university to achieve its mission in an effective and accountable manner. It upholds the principle of staff and student participation in its governance and, in common with many of the world’s leading universities including Oxford, Cambridge and Harvard, promotes responsible self-governance as a key enabler of academic excellence. The governance structures for Trinity are enshrined in the Universities Act, 1997 and in the Trinity College, Dublin (Charters and Letters Patent Amendment) Act, 2000. The Act of 2000 provides for Trinity’s Board membership to differ from the other six universities covered by the Act of 1997, in recognition of Trinity’s long and distinct legal basis and character. Responsible self-governance has facilitated Trinity in adapting to changed circumstances, while retaining a reputation for quality and demonstrating transparency to its various stakeholders including students, staff, alumni, funders, government and the local community. Recognizing its ongoing importance, Trinity will continue to promote responsible self-governance and to advance transparency in decision-making in the promotion of our academic mission of teaching and research.

We will achieve these objectives by

  • ensuring compliance with the Governance of Irish Universities, 2012 sectoral code agreed with the HEA and the College Board-approved Trinity College Dublin Code of Governance 2013 09
  • advancing the National Strategy for Higher Education through collaboration with national and international partners on the basis of our distinctive mission
  • engaging with the HEA through a strategic dialogue process in order to achieve the objectives agreed in our Mission-Based Performance Compact
  • maintaining active liaison with the Minister for Education and Skills, Minister for Jobs, Enterprise and Innovation, and the Minister for Health, and their respective departments, as well as with other appropriate state agencies on relevant issues of policy and legislative development
  • keeping under review the governance structures of the university to ensure
    • that they meet with best international practice for highly-ranked universities and that they provide full accountability to all stakeholders in all of Trinity’s activities
    • that, where activities may best be done by operating privately, such as through a company structure, these opportunities are fully assessed and operationalized if they are supported by the business case.


  • 08 Approved by the Trinity College Board, 26 June 2013.
  • 09 Trinity College Dublin Code of Governance 2013 , based upon the sectoral code Governance of Irish Universities, 2012 and adopted by the Trinity College Board on 19 June 2013.