Skip to main content

Trinity College Dublin, The University of Dublin

Trinity Menu Trinity Search

You are here About

About Civic Engagement at Trinity

Trinity College Dublin, the University of Dublin has considered civic engagement an important part of our strategic plan for the past number of years. It's how we connect the College to the community through various activities. These include Student and Staff Volunteering, Engaged Research, Community Based Learning, and Public Engagement.

Through our teaching, research and public engagement, we courageously advance the cause of a pluralistic, just and sustainable society.
2020-2025 Strategic Plan

We will:

  • 1.1Pursue strategies to ensure that by 2025, 30-35% of our students will come from outside of Ireland, up from our 2016/17 baseline of 24%. [GRS3] 1.2Approve 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] 1.3More 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] 1.4Have 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] 1.5Increase 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] 1.6Ensure 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] 1.7Embed 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] 1.8Expand the range of scholarships for the student body enabled by philanthropy. [TDA] 1.9Engage the wider university community in empowering students with disabilities. [D&I] 1.10Develop 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] 2.5Enhance the student experience through increased engagement with career and personal development activities. [TEP] 3.1Embed and mainstream the innovations of the Trinity Education Project (including Electives, Pathways, Capstone Projects, and the supporting structures of a fixed timetable). [TEP] 3.7Develop substantial new capacity for postgraduate research space in our ambitious Trinity @ Grand Canal Quay development on the TTEC site. [T@GCQ] 3.10Mentor, through Tangent, 3,500 students in new venture ideas by 2022. [TG] 3.15Implement procedures to recognise civically-engaged teaching. [RG] 4.2Target strategic hires in key areas of research excellence and impact. [LRES] 4.4Secure philanthropic support through the Inspiring Generations Campaign for key research positions. [TDA] 4.7Become a world leader in how we communicate research and its impact to our multiple audiences. [LRES; PAC] 4.8Host public research events around the campus, including more than 1,000 in the 2020 to 2025 period in the Trinity Long Room Hub. [TLRH] 4.10Leverage 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] 4.11Further develop and support academic consultancy across the disciplines via CONSULT Trinity. [CT] 4.12Lead on Open Scholarship and promote Open Access publication. [LRES; LS] 4.15Consolidate the position of our Trinity Research Institutes and collaborate with SFI Centres to optimise mutual opportunities through AMBER, ADAPT and CONNECT. [LRES] 4.16Stand 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] 5.1Commit to strong ethical leadership in all we do, from research to staff development and throughout the activities of our entire university community. [DR; RG] 5.2Create a UN Sustainable Development Goal Hub using our research data to monitor research in all fields linked to the UN SDGs. [LRES; SST] 5.3By the end of 2020, have set targets for the significant reduction of our carbon footprint. [DR; RG] 5.4Provide 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] 5.5Support and conduct civically-engaged research thereby increasing the number of research outputs connected to UN SDGs by 20% by 2025. [LRES; SST] 5.6Promote 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] 5.7Introduce new funded Ph.D. scholarships in line with UN SDGs. [LRES, PC] 5.8Build the teaching programmes and research projects of the CHARM-EU alliance around the grand challenge of “Reconciling Humanity with the Planet”. [LRES; GRS3] 5.9Achieve an Athena SWAN Silver award by 2025. [AS] 5.10Integrate the SAGE Charter for gender equality into our policies and practices by 2021. [AS] 5.11Contribute, 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] 6.1Nurture the lifelong relationship between the College and its alumni community through innovative programmes and engagement. [TDA] 6.2Engage 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] 6.6Deliver a model for the future European University through CHARM-EU. [LRES; GRS3] 6.11Play 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] 7.1Launch, 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] 7.10Encourage sustainable transport and biodiverse rich areas on campus. [SST] 7.11Ensure that our built structures accommodate staff and students in an inclusive manner. [D&I; ES] 8.1Develop 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] 8.2Make 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] 8.3Ensure that at least 40% of Chair Professors will be female in Trinity by 2025. [AS] 8.6Invest in the development of staff at all levels in the university with programmes such as Career Frameworks and Leadership Development. [HR] 8.7Encourage the physical, mental and social health of the whole College community through implementation of the Healthy Trinity initiative. [HT] 8.8Strengthen 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] 8.14Establish a Working Group on Family Leaves and Flexible Working and monitor the take-up of maternity, paternity and parental leave. [AS] 8.15Implement fully the Core Meeting Hours Policy. [AS] 8.16Further 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] 8.18Embed and foster a culture of philanthropy within Trinity and lay foundations for future philanthropic campaigns. [TDA] 9.1Have 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, a new Law School, and student accommodation facilities in Printing House Square and at Dartry. We are also committed to investing in longer term strategic projects such as the new Trinity @ Grand Canal Quay on the TTEC site and the Old Library refurbishment and are currently evaluating funding options to support these projects. [ES; E3; FSD; LSDP; T@GCQ; TDA] 9.3Grow 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 18.5% by 2025. [GRS3] 9.4Grow the value of philanthropy to the university as a method of diversifying our income stream. [TDA]

Read the full Strategic Plan.