Goals

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

Secure Trinity’s Future

As a major social and cultural institution, the university has a significant role to play in the creation and development of a more just society

C9.1 Global Citizenship

Ego mundi civis esse cupio (‘I long to be a citizen of the world’), said the great European humanist, Erasmus. And it is through embracing this common citizenship among the college community that we will build solid foundations for our vision as a university of global consequence. It will forge Trinity’s global impact through the excellence of its research and scholarship, the global activities of its alumni networks, and the profile of its public engagement. As an educational institution we will promote the practice of global citizenship in all our activities and create an international and cosmopolitan academic community of students and staff.

We will achieve this by:

  • extending our communications to international and global channels
  • creating valuable partnerships (academic, corporate, philanthropic) with institutions around the world
  • promoting the sustainability of global activities in balance with national interests among our students
  • being an exemplar integrating a diverse student body into a collegiate community
  • continuing to recruit talented staff from around the world, thereby enhancing the diversity of our institution
  • preparing all students for a life of global citizenship by providing, for example, opportunities under the Global Relations Strategy II
  • continuing to drive our Open Access Publications Policy, so as to ensure that our research has the widest global reach and impact, and is accessible, particularly to academics in lower-income countries
  • providing leadership on matters of major global concern by drawing on our multidisciplinary research excellence, and communicating its significance and impact to the public.

C9.2 Ethical Responsibilities

As a major social and cultural institution, the university has a significant role to play in the creation and development of a more just society. In Trinity we pursue this task collaboratively, with our international and national research and educational partners, and also through our students and alumni. We aim to be a responsible local and global actor, to conduct our activities to the highest ethical standards and to promote the values of equality, pluralism, and sustainability in our work. We aim to do this in multiple ways and venues, not only through the impact of our research, but also especially by educating our students to be ethical leaders in the fields of politics, science, culture, business and industry, healthcare and law.

We will achieve this objective by

  • embedding the skills of independent thought and action throughout our curricula and promoting the values of pluralism, social justice and environmental sustainability in our wider engagement
  • cultivating an academic culture that respects the dignity of person and the sustainability of the natural world and ensuring that all our research, including that of our students, is conducted to the highest ethical standards.

C9.3 Identity

The identity that Trinity presents to the outside world expresses and embodies the university’s mission, vision and values, with each generation renewing and re-invigorating that identity cognizant that how that identity is expressed is not only the decision of the present generation, but is forged in partnership with the past and with an awareness of the future. In our own time, Trinity’s identity should be consistent with its vision as a university of global consequence. In common with other institutions that share this ambition, Trinity faces a challenge in communicating the social and economic benefits that accrue locally from that vision, as well as in articulating the step-change needed to increase its global impact. Recent analysis commissioned by the college suggests that there are many positive, and some negative, aspects to the public’s perceptions of Trinity’s work, and its role in Irish society, and that Trinity will benefit from a formal analysis of its public identity in accordance with the highest norms of professional practice. With this in mind, our objective is to better articulate, develop and communicate our identity in diverse fora, and to many different audiences.

In our own time, Trinity’s identity should be consistent with its vision as a university of global consequence

We will achieve our objectives regarding identity by:

  • continuing to articulate the importance of Trinity’s identity as the vehicle through which our mission, vision and values are communicated, recognizing the need to consult with the college community, including retired staff and alumni, and ensuring that a balance is achieved between the heritage elements of Trinity’s identity and the innovation in education and research articulated in this strategy
  • completing the work on visual identity (including logotype) and ensuring optimal consistency across the university
  • developing the university’s identity abroad, including through partnerships and joint ventures with institutions with which we share a common mission
  • extending public engagement to a global basis through the Global Relations Strategy II
  • continuing to renew our identity in the context of the evolution of our mission.

C9.4 Delivering our mission – the next steps

This strategic plan sets out to secure Trinity’s future so that it will continue to play its pivotal role in helping Ireland to become a most productive place in which to invent, work and learn and a most civilized place in which to live and contribute to local and global society.

To achieve this, it will be imperative to garner the political and societal support needed to ensure that Trinity’s mission resonates with and reflects the educational and research needs and ambitions of society.

Essential, too, is the task of securing a sustainable financial basis for the future; this will continue to be a major focus of our attention in the coming years. Trinity will aim to:

  • generate a historical cost surplus of at least 2% – 3% p.a. by 2018/19
  • provide 1% of its turnover for investment in its existing infrastructure
  • achieve an Exchequer/non-Exchequer income ratio of 40:60 and a pay/non pay ratio of 65:35 by 2018/19
  • ensure that its net assets remain above €800m
  • grow the Endowment Fund to more than €180m.

Ultimately this can only be assured by delivering excellence in the areas that are of enduring significance for society. Whatever the new activities in education and research that are undertaken, we will remain true to the values that have sustained the university over many years. We will retain Trinity’s quality standards and distinctiveness and will be fearless in changing when change is required. We will seek out external views from our alumni and friends, engaging them in the work of Trinity through the College Board, the Trinity Foundation, our Advisory Boards and our Governance Boards of Institutes and Centres. We will also seek the views of those who have not been directly involved with us up to now and we will put all these external perspectives to work for us. We will be true to our identity of innovation within tradition, and will be ready to take risks in a prudential manner when the potential pay back is high.

To help identify where the future challenges lie, we will look at achieving the ‘Next Level’ goals by:

  • aligning all the groups that make up the wider Trinity community behind this plan, ensuring there is a common vision and a common understanding, by creating a fully elaborated ‘case for support’ which will be presented to the public within 12 months of the adoption of this plan and will form the basis of a campaign for Trinity
  • strengthening the bonds with our wider Trinity community (from students to alumni and friends and from our local neighbours to government) to build a commitment to the vision
  • engaging with government, its agencies, business, NGOs and all relevant stakeholders to ensure there is clear alignment with their strategies for Ireland and to encourage their active participation in achieving this plan.