DTP 2018-19 City University of London

《2026年城市愿景与战略》由大学执行委员会和校董会商定，将指导伦敦大学城市学院的活动，重点放在未来五年，并将通过教育和学生战略、研究和企业战略、国际化战略、人员战略、学校和专业服务以及个人学校战略计划来实施，最终将人们的个人目标作为年度教职员工评估的一部分进行审查。实现这一愿景的基础是三个战略优先事项：(I)保持质量轨迹(‘更好’)，(Ii)实现增长(‘更大’)和(Iii)利用伦敦内部(包括通过伦敦大学)和国际的伙伴关系-目的是使伦敦金融城在国内和国际上更好地联系在一起。因此，伦敦大学伦敦分校将在之前的2012-2016年战略计划中开始注重质量的基础上，保持伦敦金融城目前支持我们的研究型学生的上升轨道，强调提高研究强度、研究质量和教育质量，从而实现更好的整体学生体验。这种质量的进一步提高仍将是我们成功的关键：它被视为研究本身和领导研究的伦敦金融城员工的关键驱动力，吸引了那些在伦敦金融城攻读研究学位的学生，他们的生活将因取得的成就而得到改善。《2026年远景与战略》提出，要在质量约束增长的坚定指导方针下，在不断提升质量的同时实现增长。在这个时候，研究的增长尤为重要，既要达到研究卓越所需的临界质量，又要促进研究型学生更好的教育体验，同时提高研究投资的有效性和影响力。达到计划的临界质量将使我们能够通过更好的规模经济而不是显著增加成本，实现我们研究成果质量的计划改进。在之前的战略计划期间，该市在高素质的研究活跃人员方面投入了大量资金，并将提交给REF 2014年的研究活跃人员数量增加到426人(2008年RAE为354人)，从而推动了研究型学生人数和获得的研究补助金的增加。因此，在接下来的五年里，伦敦金融城的优势将通过这些工作人员带来的影响，以及新的和联合学位或共享途径，以及通过采取行动改善学生的保留率和毕业率来发挥作用。随着伦敦金融城进一步巩固其国际形象，并成功地获得更广泛的研究收入来源，研究方面的增长势头支持了学生人数增长战略，同时计划继续增加研究和企业收入。

The City Vision and Strategy 2026, agreed by the University Executive and Council, will guide the activities at City, University of London, with a particular focus on the next five years and will be made operational through the Education & Student Strategy, Research & Enterprise Strategy, Internationalisation Strategy, People Strategy, School and Professional Service and individual School Strategic Plans and, ultimately, people's individual objectives, reviewed as part of the annual Staff Appraisal round. Achieving the Vision is based on the three strategic priorities of (i) maintaining the quality trajectory ('better'), (ii) achieving growth ('bigger') and (iii) leveraging partnerships within London (including through the University of London) and internationally - with the aim of making City much better connected, both nationally and internationally. City, University of London, will thus build on the quality focus begun as part of the previous Strategic Plan 2012 - 2016 and maintain City's current upwards trajectory supporting our research students, emphasizing enhanced research intensity, research quality, educational quality and thus achieving a better student experience overall. This further improvement in quality will remain vital to our success: it is seen as a key driver of both research itself and the staff at City who lead it, attracting the students whose lives will be enhanced through their achievements in studying for their research degrees at City. The Vision and Strategy 2026 calls for growth while continuously driving up quality, under the firm guiding principle of 'quality-constrained growth'. Growth at this time in research is particularly important, to achieve the critical mass necessary for both research excellence and to promote a better educational experience of the research students, while enhancing the effectiveness and impact of the investment in research. Achieving the critical mass planned will allow us to create the planned improvement in the quality of our research outputs, through better economies of scale and not significantly increasing costs. City invested heavily in high quality, research active staff over the period of the previous Strategic Plan and increased its number of research active staff submitted to REF 2014 to 426 (from 354 for RAE 2008), giving momentum to increasing research student numbers and research grants won. Thus, over the next five years City's strengths will be leveraged through the impact these staff have brought, as well as new and joint degrees or shared pathways and through actions taken to improve student retention and completion. This increased momentum in research underpins the strategy for growth in student numbers, accompanied by a planned continued rise in research and enterprise income, as City builds further on its international profile and successfully accesses a wider range of research income sources.